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 services.

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

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