Human Resource Management in Developing Countries

By Pawan S. Budhwar; Yaw A. Debrah | Go to book overview

7

Human resource management in Pakistan

Shaista E. Khilji

Introduction
Despite its unique cultural set-up, a large and capable workforce educated and well versed in English, liberal privatization and investment policies, and strategic geographical importance (the gateway to the Central Asian Republics, bordering China and Russia in the North and adjoining India on its eastern borders), Pakistan has been largely ignored in management research. This chapter intends to fill this void by providing an overview of the issues facing Pakistani managers and by exploring management approaches appropriate to the specific environment they encounter. The main aims of this chapter are threefold: first, to discuss the nature and status of HRM in Pakistan; second, to analyse the influence of key national factors on Pakistani HRM; and, third, to study the impact of prevalent HRM approaches (both traditional and present) on employees. To achieve these aims, an analysis of the following topics is conducted:
1 The key economic and business environment
2 The status of HRM in Pakistan
3 The national factors unique to the understanding of HRM in Pakistan.

The chapter will conclude by drawing out implications for further research and discussing the possible future of HRM in Pakistan.


Some basic facts about Pakistan

Pakistan is the seventh most populous country of the world, with a total population of 138 million (World Bank, 2000). At 2.18 percent, it has one of the world’s highest population growth rates, such that in the next two decades its population is expected to surpass 260 million. The total employed labor force is estimated at 38.18 million, which is only 27.66 percent of the total population. In effect, 41 percent of the total population is under the age of 14 years (CIA, 2000). Due to slow economic growth for the past two years, 2.36 million people are unemployed (Government of Pakistan, 1999).

The economy is agrarian in nature as 46 percent of the labor force is employed in the agricultural sector. The contribution of the agricultural sector to gross

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Human Resource Management in Developing Countries
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Figures ix
  • Tables xi
  • Foreword xv
  • Preface xvii
  • Acknowledgements xix
  • 1 - Introduction 1
  • References 12
  • Part I - Human Resource Management in Asia 17
  • 2 - Human Resource Management in the People’s Republic of China 19
  • 3 - Human Resource Management in South Korea 34
  • References 54
  • 4 - Human Resource Management in Taiwan 56
  • 5 - Human Resource Management in India 75
  • 6 - Human Resource Management in Nepal 91
  • 7 - Human Resource Management in Pakistan 102
  • 8 - Human Resource Management in Iran 121
  • References 133
  • 9 - Human Resource Management in Saudi Arabia 135
  • References 149
  • Part II - Human Resource Management in Africa 153
  • 10 - Human Resource Management in Algeria 155
  • References 172
  • 11 - Human Resource Management in Nigeria 174
  • References 188
  • 12 - Human Resource Management in Ghana 190
  • 13 - Human Resource Management in Kenya 209
  • 14 - Human Resource Management in South Africa 222
  • 15 - Conclusion 238
  • Subject Index 255
  • Name Index 259
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