High performance hrm and establishment performance in pakistan: An empirical analysis

Purpose - Despite a growing literature on human resource management (HRM) in emerging economies evidence from Pakistan is limited. There is scant information on both the human resource (HR) practice: that indigenous workplaces adopt and their associations with HR-related outcomes. The purpos> of this paper is to fill that gap by examining whether universalistic assumptions about the applicability o "high-performance" HR practices are valid in Pakistan, a country with religious values and organizations traditions that differ to those in the west. Design/methodology/approach - This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The authors use logistic regressions to analyze the data. Findings - Workplaces, in general, adopt several "high-performance" HR practices, such as extensivi training, career breaks, rigorous pre-employment candidate assessment, and the sharing of strategi information with employees. Attitude surveys and the provision of training in a variety of jobs t non-managerial employees are consistently associated with better HR-related outcomes (absenteeism quit rates, and labour productivity). Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan. Such practices conform to Islami principles. The results also indicate, however, that cultural traits play a role in how those practice are implemented. Social implications - Increased adoption of certain HR practices by establishments in Pakista may help to improve the working conditions and employment prospects of employees and may als ameliorate the country's sluggish economic growth rates. Originality/value - HRM in Pakistani establishments has received relatively scant attention. Existinj research either focuses on a relatively small number of firms, assesses HR in MNC subsidiaries, o examines a limited range of HR practices. Understanding the HR practices that are (and are not) adoptei and their associations with performance outcomes will not just enhance the knowledge of HR in emergin economies, but will also provide insights into how to improve establishment performance and economi growth rates.