Towards an indegenious perspective on HRM
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Date
2011
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Publisher
University of Management & Technology
Abstract
The purpose of this study was to identify external and internal forces shaping HRM
practices in textile industry of Pakistan. The study aimed to describe the context specific
HRM practices in textile industry. Interviews were used as a source of primary data
collection. Taking Faisalabad city as a case, top HRM officials from ten respondent
organizations in textile industry were interviewed. An interpretive approach to research
design was adopted using ‘human as an instrument’ for data analysis.
Findings of this study illustrate that due to extensive competition in last few years HR
planning has received serious attention in textile industry. Recruitment is challenging in case
of hiring of skilled workers, because skilled labor is not abundantly available in labor market.
Selection is centralized as far as mainstream hiring is concerned. Mostly candidates are
selected on reference basis, because of the political backgrounds of most of the textile
owners. Industry is male dominated which is mainly because women are reluctant to work in
a highly male dominated work settings where language and behavior of seniors do not suit to
females. Training is found dormant in current circumstances, due to financial setback in
industry. Energy crisis has struck badly to the industry and organizations are not in a
position to invest in activities like training and development. Moreover, raises in salary are
not given on regular basis and performance appraisals are mostly kept confidential which
create a feeling of stress and disharmony among workers.
Textile industry is largely affected by its customers who are its leading stakeholder.
Compliance to minimum wage rate, child labor regulations, overtime of workers, and quality
standards etc. are some of the areas where customers demand their expectations to be met by
organizations. Moreover, customers are expecting the organizations to establish backup units
overseas to reduce the risk of delayed and/or poor quality supplies. Countries like China,
India, and Bangladesh are posing huge threats to the industry.
The industry is at best dominated by family owned businesses and now the young generation,
after education from abroad, is taking charge of their parents. Assumptions about workers
are getting transformed. Fresh leaders are thinking different from their predecessors.
However, there is a state of inertia in textile industry where young leaders have an uphill task
ahead to remove the obstacles in the course of change.
This study suggests that organizations should acquire as well as develop international level
workforce as they are moving overseas. Employees should be considered as a critical asset in
this competitive global environment. Young leaders, with positive assumptions about workers,
should transform their organizations from typical seith-type cultures towards
decentralization, autonomy, mutual trust, and respect.
Description
Keywords
HRM, Textile Industry