Research problem
A series of generic international management issues involved in globalization inevitably create a search for optimal HR practice that it is hoped will, if managed appropriately, increase the importance of the international HRM function. Managers and employees need to clearly understand how they and the organization will benefit from any new HR practice. If they don't see how the practice will solve the problem and don't perceive other significant benefits, they simply won't do it unless forced to, and then only as long as the force remains in effect. Most managers can see the benefit to them and to the company of their having more productive subordinates on their teams. The same is true from the perspectives of coworkers and subordinates (Brewster, Harris & Sparrow 2004). Few employees prefer having a boss who is weak and ineffective to one who succeeds and helps them succeed. When an organization asks its employees to change their behavior, it is important that it be ready to show them how they gain from the new behavior. This preparation will pay off in spades once the implementation is underway. It is easy to get excited about a new HR practice such as competency-based selection or performance development. After all, it is the dream of most HR professionals to powerfully impact their organizations in ways that maximize organizational success and individual employee satisfaction and growth. Few organizations are willing to adopt the rigorous practices required to scientifically validate its value. It is a difficult thing to do, because it is usually almost impossible to establish a legitimate control group that differs from the experimental group only in the use of the HR practice (Zwell 2000). This paper is a proposal to analyze strategic human resource practices in the corporate sector of Pakistan.
Aims and objectives
Literature Review
Although considerably poorer than Egypt, Pakistan shares some of the same development patterns. It has experienced steady economic growth since 1980, nearly doubling its real per capita GDP from $318 to $517 in 2001. It has only experienced two years of economic contraction in that span. However, when considered in the context of the dynamic South Asia region, which experienced the fastest per capita growth in the world in the 1990s, Pakistan's achievements appear less impressive. Pakistan has realized a lower-than-median regional growth rate since 1980, a gap that widened during the 1990s when Pakistan grew at an average rate of 1.5 percent compared to the regional median of 3.4 percent (Halperin, Siegle & Weinstein 2004). The breakup of united Pakistan has not ended ethnic strife in the country. The old battles between East Pakistan and West Pakistan have been supplanted by conflict among the country's four provinces and its major ethno regional communities. The tensions that have developed within Pakistan have come to permeate associational life throughout the country including not only associations of traders and industrialists and other professional groups. Ethnic strife has had an especially crippling effect on collective action in the business community. The repeated struggles for control and leadership positions in business associations have resulted in public embarrassment and bureaucratic contempt. Divisions within the business community have made it difficult to articulate a common interest and have enabled the bureaucracy and the government to play one faction against another. On the rare occasions when business has presented a unified front it has forced the bureaucracy to make concessions. In most cases internal divisions enable government to defuse business pressures (Kennedy & Rais 1995).
Methodology
Qualitative method will be used in the study. Qualitative method thrives on understanding data through giving emphasis on determining people’s words and actions. Qualitative method has an orientation that it should gather data that can be acquired through quantitative methods. The tasks of understanding and presenting qualitative research can be very demanding and can be compared to the task of understanding statistics. In qualitative research, the researcher creates a natural setting which he/she can use to understand a phenomenon of interest. Even if the focus is on a smaller case, qualitative research usually unearths a very big amount of information from the respondent. . The research will make use of a descriptive research. Descriptive method of research attempts to describe a data that was gathered. Descriptive approach focuses on the questions regarding what things are like, not why they are that way. Descriptive research can be in the form of sociological studies which explains the social structure of a community, the changes that happened to society over the past years and an organization’s operation. A descriptive research deemed as competent creates a notion that the existence of problems would be more difficult to deny.
References
Brewster, C, Harris, H & Sparrow, P 2004, Globalizing human
resource management, Routledge, London.
Halperin, MH, Siegle, JT & Weinstein, MM 2004, The democracy
advantage: How democracies promote prosperity and peace,
Routledge, New York.
Kennedy, CH & Rais, R 1995, Pakistan: 1995, Westview Press,
Boulder, CO.
Zwell, M 2000, Creating a culture of competence, Wiley, New
York.
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