Hrm Practies

Human resource management practices in a postcolonial and post-9/11 climate: empirical evidence from Pakistan.

1. Jhatial, Ashique Ali, Bradford University School of Management A.Ali67@bradford.ac.uk 2. Cornelius, Nelarine, Bradford University School of Management N.Cornelius@bradford.ac.uk 3. Wallace James, Bradford University School of Management J.Wallace1@bradford.ac.uk

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Abstract This study examined characteristics and complexities surrounding human resources management (HRM) functioning in present-day Pakistan. The literature on the current state of HRM in Pakistan is limited and cross-cultural management research has also largely ignored the development of HRM in postcolonial economies. Current HRM practices and possible contradictions due to colonial legacies and contemporary ethical business policies are investigated. Owing to the multifaceted research problem, colonial and postcolonial employment legislation and key government documents were evaluated and supplemented by in-depth interviews. The findings suggest that discriminatory colonial legal-administrative frameworks that have a significant impact on HRM policies and practices are still present in modern-day Pakistan. The introduction of merit-based HRM and ethical governance would democratise organisations leading to a fairer and more ethically disposed society. The introduction of ethical HRM policies and practices would have on productivity in the workplace and social justice in the country.

Key words: Human resource management, discriminatory employment policies and practices, colonialism, postcolonialism, post-9/11, governance, Pakistan.

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Introduction The growing interest of academia in international human resource management (IHRM) and cross-culture research with Asian perspectives on people-management has created new debates in the field (Budhwar and Debrah, 2009; Zhu et al. 2007). A considerable number of studies appeared in recent past by emphasizing the need to examine...