International Journal of Business and Social Science

Vol. 5, No. 9; August 2014

Dynamics of HRM Practices and Organizational Performance: Quest for Strategic
Effectiveness in Pakistani Organizations
Attique Arshad
MS Scholar
University of Management and Technology
Professor Dr. Sarwar Mehmood Azhar
Director PhD & Centre for Graduate Research
University of Management and Technology
Khurram Jawad Khawaja
MS Scholar
University of Management and Technology

Abstract
Purpose: Effectiveness of HRM strategy and practices is not established in public organizations of Pakistan.
Getting the best and desired outcome is the gap and has been a point of concern for organizations in Pakistan irrespective of size and sector. Purpose of this conceptual paper is to typify different approaches of HRM and look for best fit HRM model to implement effectiveness of HRM practices and generate desired organizational performance in local conditions of developing countries.
Design/Methodology/Approach: The literature on three famous HR approaches and models was reviewed and a best fit HRM model is proposed that postulates mutually dependent relationship between HRM practices and organizational performance that aims to maximize the effectiveness of HRM practices. Need is recognized for developing trusted relationship between management and employees in Pakistani organizations.
Findings: The paper presents a conceptual trust-oriented HRM model that takes into account the Pakistani mindset that is inconsistent at one time and vibrant at the same time. This research study provides a framework for HR specialists to create and sustain networks and connections with people in a more trusted environment.
Limitations and Future Research Directions: Being conceptual, the paper is based on a model developed by this study from literature review. This study feels the need of testing this model in future research. The ideas put forward by this research study are likely to be carried by other studies in near future.
Originality/value: The paper is original in its attempt to emphasize trusted relationship between management and employee on Pakistani concepts of human resources.

Keywords: Public organizations, HRM practices, performance
Introduction
HRM is a bureaucratic occupation that deals with employee dimensions to realize organizational objectives at workplace. A good HRM system and practices keeps an eye on performance level and does not let it sluggish
(Khilji, S. E. (2001). For this purpose, it provides support signal to the top management well before time to select and hire the most suitable personnel, manage them to train to caramelize with organizational performance requirements. HRM proves its effectiveness through a robust ‘bundle’ of practices and activities targeted to capitalize on individual and organizational effectiveness.
Management and effective HRM practices are considered the assurance of sustained performance and survival of the organization (Dyer, L. 1985). HR management is a complex task because of varied nature of humans
(Bamberger, P. and Meshoulam, I., 2000). In the awake of high tech era, it is the capacity of the HR that makes an organization financially competitive (Pfeffer, J., 1998). Serious attention needs to be given to strengthen HRM system of the organization (Schuler, R.S. and Jackson, S.E. 2005). HRM is a managerial language to write the script for employees and employment relationship (Becker, B.E. and Gerhart, B., 1996).
93

© Center for Promoting Ideas, USA

www.ijbssnet.com

A study concluded that HRM practices mostly use training as a strategic process to transform organizational processes and professional development of employees (Khalid, M.M., M., Ilyas, and C.A. Rehman 2014). This development enables the employees to take better decisions about themselves (Lambert M., Vero, J. and
Zimmermann, B. (2012).
HRM has undergone three phases of evolution, relation to personnel management, from personnel management to
human