Local companies underperform: a comparative study of industries in Pakistan

Abstract

The capacity of the organization to produce high-quality products at the lowest cost with the fast pace of delivery of goods and services has the potential to determine the survival, sustainability, and growth of organizations in emerging globalization and competition. The researcher has critically examined the impact of people's development, employee welfare, leadership effectiveness, and Human Resources operations effectiveness in the context of local, Multinational Companies, and public sector organizations operating in Pakistan. This research has also considered previous studies. The study results show that the sustainability and growth of organizations depend on how engaged and motivated employees the companies have to be to achieve organizational goals. MNCs invest in best talent acquisition and development, take care of employee welfare, and consistently improve the system thus sustain and grow. It was discovered that the local companies still could not shift from ownership to corporate culture and leading by "Seth" (entrepreneur mindset) lacking professional approaches. The local organizations are penny-wise, by compromising on capacity building of people, employee welfare, leadership development, and implying an efficient system. Unlike MNCs, 'Seth' companies operate with low capacity employees, disengaged workforce, ineffective leadership, and obsolete systems and suffer huge hidden productivity and efficiency losses that are never surfaced and monitored. The data of this research was generated based on information provided by HR heads of 15 MNCs, local and public sector companies. HR experts were interviewed in focused groups and through questionnaires.

Intermediary Management and Employee Corporate Culture Identification Mediation and Mediation Effect Verification

“…Based on the differences in the cross-cultural management model, a 5-year study on I after the acquisition of the business management model found that the corporation adopted the cultural management model using the second model after the acquisition, gradually transitioning to the first three models before finally reaching the first mode (Uzyumova, 2019). In order to reflect the goal of management research on the alienation of the I company, this study uses the management toolbox principle of the I company (Kazi and Chandani, 2021) as a cross-cultural management tool and cultural intermediary variable to express the significance of corporate values and culture (Song et al, 2020). To design the vouchers, Odukoya et al (2020) suggested that the questionnaire use the level of recognition and use the toolbox to represent the degree of corporate cultural identities of employees in cross-cultural management and to conduct hypotheses of mediating effects.…”

Sustainable Workforce: Exploring Employee Engagement Impact on Perceived Organizational Support and Employee Retention

“…Employee retention strategies in shaping employee commitment often use their knowledge and skills to benefit the organization (Harris, 2019;Parmar et al, 2019); this was by Herzberg's two-factor theory to help explore and understand positive employee behavior (Alrawahi et al, 2020;Kazi & Chandani, 2021). Effective training and opportunities for learning and development can improve employee retention (Arnold, 2005;Gupta et al, 2021;Herman, 2005;Hiltrop, 1999).…”