How HR practices will increasingly become convergent across the countries Essay Example

organizations in South Asia. The qualitative analysis of the objective framework has led to several conclusions that will serve as the foundation for future progress studies. Additionally, the survey provides insights to management to develop their future action plans for improving HRM practices.

A Framework for Examining HRM Practices

In many countries of South Asia, Human Resource Management has historically not been given much importance by corporate entities. This can be attributed to the traditional mindset and past practices of viewing HRM solely as an employee issue, similar to labor laws or union management.

During the 1960s, companies began creating human resources departments to handle internal human relation issues. However, these departments have limited themselves to managing labor and workforce management. This was in response to the significant role of labor unions, which were highly politicized and difficult to control or monitor. In recent times, many companies have sought to rebuild their HRM functions and ensure that adequate attention is given to the implementation of HR practices.

Human resources departments in many large companies have evolved to play a more dynamic role across various countries. Their responsibilities encompass recruiting, selecting, training, and administrative tasks. Additionally, they assist employees and focus on developing strategies to manage employee relationships while promoting cost-effectiveness through workforce reduction. In progressive businesses and multinational companies, HR departments may also take on the role of culture builders by bridging the gap between management and employees to drive long-term performance improvements. It is widely acknowledged that HR directors must actively contribute to the advancement of human resource management in today's corporate landscape.

The primary focus of this text is on the connection between human resource management (HRM) patterns

and their impact on employee motivation, performance, and the effectiveness of the company, as well as the overall culture of the organization (Scarpello; Ledvinka, 1988). The second factor emphasizes the importance of linking HRM practices with the corporate culture of the company (Ulrich, 1990). The main idea here is to effectively utilize HRM practices in order to develop a mindset that can contribute to gaining a competitive advantage. Ulrich (1990) has also suggested integrating HRM practices into business structures to cultivate the necessary organizational competence in a highly competitive environment.

Although many south Asian organizations recognize the importance of HRM practices, they have little means to evaluate the effectiveness of these practices or improve them based on these evaluations. Managers in these companies lack guidance on how to assess HRM practices within their organization. Establishing a proper framework is necessary for conducting organized reviews and evaluations of HRM practices. Our research approach, which incorporates previous studies, expert opinions, and input from industrial management bodies, has been influenced by the available HRM literature emphasizing the five key functional dimensions of HRM.

Therefore, our survey revealed that the dominant HRM patterns include:

1. Organizational Policies and Procedures,
2. Organizational Culture,
3. Performance management,
4. Reward systems, and
5. Organizational structures.

We also evaluated the impact of these patterns on human resources efficiency. The management practices related to organizational policies encompass the recruitment and selection process of human resources within an organization. This process plays a crucial role in HRM policies as it enables an organization to identify and attract the desired human resources to build a talented pool of employees who can effectively address any challenges (Ulrich, 1990). Organizational socialization

policies refer to the initial environment and support provided to new employees in adapting to the organizational culture. It entails understanding new roles, rules, and organizational culture, which becomes the responsibility of new employees.

The importance of this procedure lies in its ability to give new employees their first impressions of the organization, aiding them in adapting to the work culture. Moreover, it is through the initial presentation of organizational norms and procedures by management that employees quickly internalize and develop expectations for work-related behavior (Feldman, 1988). While some authors (Wanous, 1992) distinguish between socialization and orientation activities, our study focuses on the purpose behind these activities. In general, management practices have an impact on performance through situation analysis, goal setting, performance reviews, feedback provision, and implementation of disciplinary actions to address performance issues (Mendonca & Kanungo, 1990). Additionally, management has a role in determining the nature of rewards employees receive for outstanding performance as well as monitoring and overseeing these rewards. For instance, rewards can be financial (e.g., bonuses) or non-financial (e.g., recognition).

Rewards and benefits can be categorized as either financial or non-financial. Financial rewards include wages, rewards, and benefits, while non-financial rewards encompass liberty and accomplishment. The management of wages can be based on performance dependence or non-dependence (Kanungo & Mendonca, 1992). The effectiveness of the reward system in determining employee performance levels is heavily influenced by the associated management practices. Organizational structure practices reflect the formal communication patterns among different divisions within an organization. These practices involve the assignment of tasks to well-designed groups, coordination of separate task behaviors, and functioning of power dynamics, positions, and hierarchical relationships.

The text highlights how formal construction

is often described in terms of policy, actions, and reins that demonstrate the activities and relationships of a group within an organization (Kast and Rosenzweig, 1979). This is because business structure directly impacts employee commitment and morale through empowerment and management styles, which have implications for employees on a regular basis.

The Study

Data on HRM practices were collected from various organizations in South Asian countries. The secondary sources of information consisted of case studies, reflections, and disclosures from experts and academicians who analyzed the cases. These sources were used to evaluate the importance of effective HRM practices, which can help companies create a positive work environment and retain talented employees. In addition to the case studies, interviews with stakeholders were also considered to gain further insights.

Multiple beginnings of observations, cross-case analyses, form matching, and the usage of instance survey protocol provided a reasonably sensible footing for pulling a set of qualitative illations from the information. In what follows, we describe the direction patterns in the five cardinal HRM countries and the effects they have on employee motive and associated work related behavior. In the concluding subdivision of the paper we draw some practical illations for developing an Action Agenda HRM and preparation of HRM professionals.

The Results

Organizational Entry Practices

Management patterns in the sphere of enlisting procedure were found to be unlike in South Asiatic organisations.

On the other hand, there are three main concerns in these systems. One approach emphasizes staffing based solely on merit. Another approach focuses on using employees for various roles while considering personal and/or societal influence of higher authorities. Lastly, there is a method that combines

merit and opportunity costs. These merit-based staffing patterns are typically found in companies belonging to multinational corporations.

The use of clout-based patterns was frequently observed in local organizations. For example, selection interviews were often regarded as the primary basis for exercising power. As a result, most respondents favored written tests over interviews. Even though written tests did not provide a guarantee of value aggregation, they were still prioritized over interviews. In some organizations where supervision was entirely focused on merit in making entry decisions, interviews were used to identify those who attempted to use greater influence for selection. However, these cases were more of an exception than the rule.

Many companies began implementing a conglomerated attack. For example, it was reported in one company that despite having multiple systems and policies in place to assess the credibility and competence of individuals applying for a job role, these tests were designed in a way that those with authority always passed this initial hurdle without any consideration of their suitability.
In another instance, a large public sector company faced pressure to alter its testing process to accommodate certain individuals associated with a powerful politician. When management insisted on maintaining the integrity of their entrance process, the influential official threatened to take controlling measures. In an attempt to appease the politician, management promised to inform him beforehand if anyone from his supporting constituency failed the test.

It is highly likely to claim that he actively urged campaigners from his constituency to meet the standards of the written trial. This is yet another example of an educational institution facing external pressure in its staffing process, as it had to deal with covert

bullying from key officials. Despite the organization's dedication to maintaining the integrity of its admission procedures, it had to resist outside influences. Even though the revelation of this fact shocked many, some remained unconvinced by the evidence presented. Our analysis suggests that these entry processes in organizations in South Asia have a negative impact on human resources, which manifests in various ways.

Firstly, individuals who secure a position within a company based on their certifications believe that their chances for advancement may not solely rely on their performance, as they encounter many other employees who potentially entered through alternative means. Oftentimes, despite their good performances, these individuals are left empty-handed. This observation has a negative impact on their performance. Furthermore, the admission procedures, influenced by specific factors, may lead to the implementation of biased management practices. Additionally, these admission processes also create imperceptible gaps and factions within the organization, resulting in the concealment of allegations and counter-accusations. Typically, these accusations revolve around who preferred a particular employee.

Unfortunately, the organization does not make any efforts to eliminate such observation within its division. All of the above mentioned factors contribute to the obstacles that prevent the organization from building competency and implementing performance management practices necessary for improving their competitive force. Therefore, it can be concluded that in order for South Asian organizations to succeed in the highly competitive modern environment, emphasis should be placed on ensuring strict recruitment processes to recruit the right talent that can meet their job requirements, with no influence from challenging factors.

Performance Management Practices

A detailed study of performance management practices recommended that companies should have well structures and robust performance management systems. Many

companies have implemented objective measures in their performance management approach. These companies have a system in place where they create detailed job descriptions as they believe that not properly including these documents and defining performance goals could disrupt the process.

Furthermore, in these organizations, the implementation of such a strategy was preceded by systematic instructions given to directors who utilize this system. These organizations also have a strict feedback mechanism incorporated into their rating process. They have also adopted traditional methods for evaluating performance of their planned business units and the entire organization. However, the group and functional units in these organizations have not been properly assessed. In contrast to global companies, many national companies follow either a semi-prescribed or completely informal system. In many organizations where the number of professional managers was increasing, the need to adhere to a formal performance monitoring system was also increasing.

Converting to a new system is not a simple task, according to some experts. Many line managers believe that the current formal system is too cumbersome and complex to implement. A manager in a local company explains, "When I have real-time knowledge of my subordinates' performance, why bother with a formal system that is difficult and inflexible to use?" This company had previously attempted to use a formal assessment form, but the line managers found it challenging. As a result, the management decided to revert back to their old informal assessment policy. In another company, a manager highlights the difficulty of adopting a formal assessment system due to the lack of job descriptions, which are essential for such a system.

'In many other companies, the concept of feedback was unfamiliar to

management. Despite efforts to raise awareness, it was implemented in an unproductive manner. As a result, in most organizations that had attempted the feedback system, negative thoughts arose instead of positive motivation to address performance gaps that had emerged. One manager expressed that "giving feedback in our organizations is extremely challenging as our subordinates are not emotionally prepared to accept any negative comments." Another manager admitted, "the nature of my relationships with my subordinates has reached a point where it's very difficult for me to provide face-to-face negative feedback."'

Giving negative feedback to long-term colleagues is considered socially unacceptable. Most managers refrain from providing feedback on employee performance due to fear of the employees' negative response. In many local companies, employee rewards are not tied to performance. Some organizations have a formal payment system that grants annual percentage increases similar to government agencies, which does not align with the fast-changing market conditions.

''A common remark among these organizations is about an equal percentage of annual increase for everyone in the group, eliminating the motivation to perform exceptionally. In several other organizations, the salary appeared to be both unfair and dependent on personal relationships rather than performance. Comments like "I don't know the basis on which my salary was decided. My company has not changed salaries for a long time" were quite frequent. Our analysis also revealed that non-financial rewards were sporadically addressed in many local companies.''

To assess publicity, there was a significant absence of standardized purpose in the evaluation process. Prior to making public decisions, there was no comprehensive assessment of employee potential for higher-level positions. Even in local organizations, verbal recognition or documentation of excellent

work was rarely observed. Widespread problems were identified, including biased creation of incentive systems and failure to effectively utilize them to enhance overall performance.

The lack of market information has complicated the issue for many startup companies in the development of their compensation systems. Many of these companies have not made any efforts to resolve the differing perceptions regarding their compensation system. As a result, the purpose for which compensation systems are structured is not clearly communicated in most companies. Therefore, organizations are generally unsure whether or not their compensation practices are effectively achieving their desired goals. Additionally, in the majority of companies, there is no practical correlation between performance and the distribution of annual rewards such as bonuses or recognition.

The quandary becomes more agonising for workers in the nonentity of a dependable assessment system. These effects propose that in the bulk South Asiatic organisations workers felt a sagaciousness of unfairness and ineffectual to see the bond between an individuals difficult work on the occupation and the wagess together pecuniary every bit good as non fiscal dependant in front that attempt. Thus, in these organisations wagess could n't function as stimulation s for public presentation betterment.

Organization Structures Practices

Most organisations were ordered on the belief of cardinal in way in which reserve consumption and normal in committee processs were highlighted.

Output compass reading or public presentation radioactive dust hardly matter. The system of authorities flourished with unreliable grades of country of uneven occupations and a large number of decision-making beds. The high agreement was necessary to provide promotional opportunities. Habitually, additional decision-making beds were created without any consideration for the size of the company. This type of

'over layering' had numerical effects, firstly, numerous layers resulted in excessive length of the hierarchical chain that hindered decision making.

Many directors in various functional units within organizations express a common complaint: there is a lack of support and cooperation between units. This is due to the majority of organizations being highly centralized, with most decisions being made at the top and passed down through the chain of command. These functional units often neglect their roles and the interdependence necessary for the overall success of the organization. When assistance is needed across departments, individuals frequently claim that it is not their responsibility.

There was a strong reliance on authority and control in corporate management across all organizations. Many organizations were criticized for not involving employees in decision-making. Senior management justified using their control values to discipline employees and maintain performance levels. However, management is now facing difficulty in effectively controlling the organization due to a lack of performance management system. Middle and lower level managers often voiced concerns about the concentration of power at the top management level.

Several directors have complained that they were not even informed about important decisions until they heard about them through gossip. There was little information sharing between higher and lower levels of the organization. This has created a feeling of being excluded, which has negatively affected employee motivation. It is evident that many organizations suffer from a structural dualism, with completely different systems coexisting within them.

At the top direction degree, the structural lineation was described as relaxed and inductive. However, at the lower direction degrees, the agreement was formal, authorization based, and hierarchal. This over structural system made the higher direction

squad more organized compared to other degrees. On the other hand, it also created a significant authority gap between the different levels of management.

This authorization withdrawal was mainly evident in the lower-level employees' perception of resentment towards organizational decision-making and information sharing. In cases where authority degeneration was initially implemented, it was later prevented due to synchronization trials across various functions.

Surprisingly, in many organizations, management heavily relied on their supervisors.

Despite being given small importance in the hierarchy, there were no systematic and need-based attempts made to develop supervisors to improve their effectiveness. Many supervisors lacked interpersonal skills and were unable to establish positive working relationships with their employees. In general, the analysis of organizational structures in South Asia indicates that the prevalence of bureaucratic and mechanistic structures hampers local organizations from promptly responding to environmental demands.

Trust in standard operating processes, formal authorization, and hierarchical control of employee performance limit the freedom and autonomy of employees in their jobs. Additionally, the sense of teamwork, which is characteristic of South Asian culture, was not strongly emphasized in the corporate culture.

The emerging circumstances

While the HRM practices in the five key areas mentioned above were described as interrelated, three paradigms emerge. Based on this pattern, it is clear that three types of organizations are simultaneously operating in South Asia.

The text can be summarized as follows: there are three types of organizations - specialized, prismatic, and customary. The specialized organizations base their managerial decisions on individual value, have a well-conceived way plan for managerial socialization, use reliable and valid appraisal processes for performance management, have a fair wage system based on performance, and enhance human resources engagement through group formation.

On the other hand, conventional organizations rely on societal and political power for their entry decisions. The analysis of the information in previous sections suggests that further experiential documentation is needed for the study, and a future strategy is provided for decision-making action.

Based on our analysis of South Asian organizations, we propose the following for future research: organizations can be classified into specialized, prismatic, and traditional types based on managerial patterns in HRM countries. In South Asia, the majority of organizations fall into the prismatic and traditional categories. Employees in prismatic and traditional organizations may lack potential and motivation, leading to significant performance costs at the individual, unit, and business levels. To address this, organizational entry patterns should be modified to transform workers from initially engaged to later disengaged.

The lack of awareness of managerial socialization in most local organizations goes unnoticed. However, the initial impressions formed about an organization can have a negative impact on employee motivation. These informal assessments, despite their reliability, demotivate high-performing individuals. Additionally, implementing official assessments without proper guidance can be challenging in smaller organizations. The absence of fairness in compensation systems and the lack of performance-based compensation hinder organizations from achieving optimal employee performance. Organizations that heavily rely on authority and control create a hierarchical mindset, resulting in a greater number of employees compared to managers.

Additionally, those being commanded may actually prefer to be in command rather than fulfilling their responsibilities, which can help facilitate such agreements later.