Developing an understanding of the human resource (HR) complexities in Pakistan with a GLOBE cultural lens

Abstract

<jats:title>Abstract</jats:title><jats:p>This article presents primary data from the GLOBE study in Pakistan and compares them with secondary data from the 61 GLOBE societies, in an effort to increase the interest of scholars of cross-cultural management in Pakistan and also provide a practically useful overview for businesses. Results based on data collected from 152 middle managers using the original GLOBE research instruments indicate that Pakistani society exhibits high power distance and in-group collectivism but low assertiveness and gender egalitarianism. The results also indicate a desire to create a more egalitarian society; however, people appear to treasure the lack of assertiveness and high in-group loyalty. In light of these findings, the authors offer implications for management in Pakistan, in accordance with cross-cultural management literature. In-depth research within Pakistan, as well as comparative cross-national studies, are needed to develop a deeper understanding of the impact of the culture on human resource practices in Pakistan.</jats:p>

The Interplay between National Cultural Dimensions and Components of a Performance Management System: A Qualitative Study from Pakistan

“…Further, the country where the fieldwork was carried out, that is, Pakistan, has extremely low scores on assertiveness (Nadeem & Sully de Luque, 2018). Our findings identified assertiveness as a cultural dimension that strongly interacted with several PMS components, whereas limited empirical evidence exists on this in the literature.…”

“…Overall, there is a high dependency on human contact and familycentred practices (Khilji, 2003;Nadeem & Sully de Luque, 2018;Qadeer, 2006). There is also an elitist culture that has created an unequal distribution of power (Hussain, 1999;Qadeer, 2006).…”

“…We briefly summarize the culture of Pakistan, before empirically examining the interaction of Pakistani culture and PMS components in the forthcoming sections. Pakistan is a collectivist society, high on power distance and humane orientation, and low on assertiveness (Nadeem & Sully de Luque, 2018). Many organizations have a hierarchical structure; connections, sycophancy, and nepotism play a role in carrying out day‐to‐day management (Islam, 2004; Khilji, 2003; Mangi, Jhatial, Shah, & Ghumro, 2012).…”

“…Many organizations have a hierarchical structure; connections, sycophancy, and nepotism play a role in carrying out day‐to‐day management (Islam, 2004; Khilji, 2003; Mangi, Jhatial, Shah, & Ghumro, 2012). Overall, there is a high dependency on human contact and family‐centred practices (Khilji, 2003; Nadeem & Sully de Luque, 2018; Qadeer, 2006). There is also an elitist culture that has created an unequal distribution of power (Hussain, 1999; Qadeer, 2006).…”

Icebergs of Expertise-Based Leadership: The Role of Expert Leaders in Public Administration

“…As such, decision-making becomes concentrated at higher levels, engendering sycophancy and the bureaucratization of decision-making, which builds resistance to change. As an example, in the area of human resource management for staff recruitment, strong cohesive groups can inhibit equal opportunity recruitment by using biased recommendations based on personal connections [28]. Such insular recruiting environments perpetuate workplace culture stagnation, where skills development through advanced training does not directly lead to professional advancement.…”