Apologies for cross-posting. The journal has now completed two years since
its first publication with an acceptance rate of 16.6% in 2014-15. We
welcome high quality research articles, case studies, research
commentaries, interviews and book reviews on HRM in South Asian countries,
namely, India, Pakistan, Bangladesh, Sri Lanka, Nepal, Afghanistan, Bhutan
and Maldives. We also welcome proposals for special issues on any HRM
related topic in South Asia.

Mohan Thite, Founding Editor-in-Chief

*Table of Contents, December, 2015 (


·         *F.H. Abdul Rauf and Shamala Kumar: **The Emic and Etic
Conceptualizations of Organizational Citizenship Behaviour (OCB): Exploring
Sri Lankan University Lecturers Perceptions of Their Work*

Abstract: Calls for examining conceptualizations of organizational
citizenship behaviour (OCB) across country contexts are based on the belief
that these behaviours are context specific and should vary depending on
where they are examined. Thus, to better understand the nature of OCB in
Sri Lanka and to further explore the nature of OCB across country contexts,
the present study was carried out. Academic staff perceptions of what
constitutes OCB in their jobs were examined. Academic staff members were
studied because the substantial role discretion afforded in academic jobs
would likely provide a wide variation of OCBs in this context. Out of the
responses of 97 participants, 482 items were generated. These items were
content analyzed and coded into 8 major dimensions. The etic and emic
nature of the dimensions were examined by comparing the eight dimensions
with those derived from other studies. Of the dimensions,
conscientiousness, altruism and civic virtue were found in all other
studies using similar methods. They constituted a majority of initially
generated response items. The five other dimensions were reported in at
least one other study. No unique dimensions were found in the present
context. The results indicate that a large aspect of OCBs is etic in
nature, but that a smaller proportion of OCBs tend to fluctuate based on
the context. No clear pattern emerged in the variations across studies.

·         *P.B. Srikanth and M.G. Jomon: **Perception of Managerial
Competency Needs: An Indian Perspective*

Abstract:  Over the years, competencies have received increasing attention
from human resource managers and practitioners. Despite increasing
popularity, published research in the area of competencies remains sparse.
From management development perspective, it is essential to determine the
extent to which managers possess the required competencies for successful
performance. This could be achieved by identifying competency needs. The
aim of the article is, therefore, to empirically investigate managerial
competency needs. In doing so, the study draws on a sample of 202
managerial employees from a leading banking and financial service provider
based in India. A total of six managerial competency clusters for existing
proficiency and eight managerial competency clusters for future proficiency
were identified. The findings reveal perceived levels of existing
competencies, gaps pertaining to present and future competency requirements
and competencies that managers wish to improve through challenging
assignments. Study implications, limitations and direction for future
avenues of research are discussed.

·         *Monowar Mahmood and Mir Mohammed Nurul Absar: **Human Resource
Management Practices in Bangladesh: Current Scenario and Future Challenges*

Abstract:  The aim of this study is to assess current HRM practices in
Bangladesh, as well as the future challenges the country faces. Based on
secondary sources, we explain the institutional contexts of the four main
generic HRM functions: recruitment and selection, training and development,
pay and performance appraisal and industrial relations practices. Here, we
also highlight recent developments and future challenges with regard to HRM
practices. While credible research on HRM practices in Bangladesh is still
rare, this study will be beneficial to researchers and HRM practitioners
interested in Bangladesh and other developing countries and, we hope, will
encourage future research.

·         *Muhammad Ali Asadullah**,* *Peretti Jean Marie**,* *Marina
Bourgain**,* *and* *Usama Najam: **Line Managers’ Perception about Quality
of HR Function in Pakistan: A Case Study*

Abstract:  This study examined the quality of human resources (HR) function
of a not-for-profit health sector organization in Pakistan using four roles
of HR Champions Model presented by Ulrich (1997
<>). We used a survey
instrument and conducted semi-structure interviews of 37 HR and line
managers. We analyzed quantitative data using conjoint analysis and
qualitative data using simple narrative analysis. The findings revealed
that the quality of strategic partner and change agent role are the lowest,
the quality of employee champion role is the highest and the quality of
administrative role of HR is modest. The study highlighted areas requiring
attention of HR professionals and researchers to improve quality of HR

*Practitioner Perspective Section*

·         *N.K. Raju* *and **Shulagna Sarkar: **Implementing Competency
Framework at Bharat Dynamics Ltd. (BDL)*

·         *Mir Mohammed Nurul Absar: **Interview with Jamal Nasir,
President, Pakistan Society for Human Resources Management*

·         *Gopal P. Mahapatra: **Interview with Dr H.R. Nagendra,
Chancellor, Swami Vivekananda Yoga Anusandhana Samsthana (S-VYASA)*

*Book Reviews*

·         *Amy M. Warren: **Book Review: T.V. Rao, HRD Audit: Evaluating
the Human Resource Function for Business Improvement*
·         *K.R. Vishwanath: **Book Review: Anita Raghavan, The
Billionaire’s Apprentice: The Rise of the Indian American Elite and the
Fall of the Galleon Hedge Fund*

*Mohan Thite*
*Associate Professor & Program Director (MHRM & Grad Cert HRM)*
*Editor-in-Chief, South Asian Journal of HRM (Sage Publication)*

*Department of Employment Relations & Human Resources*

*N50 Room 1.11 I Griffith University | Nathan (Brisbane) | QLD 4111 |
AustraliaT +61 7 373 57643 | F +61 7 373 57177 | E [log in to unmask]
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