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South Asian Journal of Human Resources Management (SAJHRM), a Sage publication, is a peer-reviewed scholarly forum for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia.

Please access the June, 2016 issue at http://hrm.sagepub.com/content/current 

Research Articles:

Climbing Ladders of Success: Perceptions of Barriers to Public Sector Career Advancement in Jaffna District, Sri Lanka

Uruthirakodeeswaran Tharshini, Shamala Kumar, and Hasara Rathnasekara

Abstract: Women in Jaffna district, Sri Lanka, show a high rate of participation and progress in the public sector. However, at senior managerial level, their representation is comparatively lower than that of men. Therefore, two studies were carried out with the principal objective of identifying barriers to career advancement of women at the middle managerial levels of the public sector in the Jaffna district. An equal number of men and women at secondary and tertiary levels in the public sector in Jaffna participated in the studies. In Study 1, 40 officers were interviewed using semi-structured questionnaires, the results of which were then content analysed. In Study 2, a structured questionnaire was administered to investigate the experiences of 120 officers. Cluster analysis and descriptive analysis were performed to examine the nature of these barriers to career advancement of both men and women. Individual barriers and sociocultural barriers were identified as stronger barriers to women than men, and organizational barriers were identified as stronger barriers to men than women.

 

A Conceptual Framework for Understanding the Impression Management Strategies Used by Women in Indian Organizations

Apurva D. Sanaria

Abstract: This article attempts to understand the impression management strategies used by women in Indian organizations. The extant research on gender differences in impression management, primarily conducted in Western cultures, has been inconclusive. This may be a result of attempting to generalize across cultures and/or the lack of research on moderating variables in the choice of impression management strategies by women. India provides an interesting context with high power distance culture, low social status of women as well as an emerging women’s movement. These factors set the context for the choice of impression management strategies by women in Indian organizations. This article proposes relevant moderators that could contribute towards a better understanding of the impression management strategies of women in Indian organizations. The nature of the job role and the attitude towards gender stereotypes provide a conceptual framework to understand the impression management strategies of women in Indian organizations. The proposed framework is explained and relevant propositions are suggested. The opportunities for future research are also indicated.

 

Perceived Organizational Support and Non-managerial Employees’ Commitment to Change in Sri Lankan Apparel Firms

Shashika Naotunna and Bhadra Arachchige

Abstract: Successful implementation of planned change efforts continues to be recognized as a major challenge for organizations. Following this problem, we argue the appropriateness of perceived organizational support in explaining non-managerial employees’ commitment to change. Data were collected from a sample of machine operators working in recently 5S implemented five Sri Lankan apparel organizations through a questionnaire survey. The results imply the importance of perceived organizational support by employees in order to foster their affective and normative commitment to change while minimizing negative effects of continuance commitment. This research makes a novel contribution to the change management literature by being among the first to examine perceived organizational support in commitment to change.

 

The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective

Mohan Pyari Maharjan and Tomoki Sekiguchi

Abstract: This article offers a conceptual framework to analyze the impact of human resource management (HRM) practices of foreign firms on Indian local companies, along two dimensions: influence and effectiveness. By focusing on US- and Japanese-HR practices, we conceptualize the varying degrees of influence and effectiveness foreign practices potentially have in the Indian context. Drawing upon the literature from international HRM and cultural perspective, we suggest that Indian HRM will be moreinfluenced by US-style HR practices whereas HRM effectiveness will be more related to Japanese-style HR practices. Theoretical and practical implications of the propositions and directions for future research are discussed.

 

Practitioner Perspective Papers:

Managing Human Resources in Public Health Care System in South Asia: Case Study of Pakistan

Aneeqa Suhail and Aisha Azhar

 

Interview with Sharda Fonia, Complex Director of Human Resources and Training at The Westin Gurgaon New Delhi and The Westin Sohna Resort & Spa

Reimara Valk

 

Interview with Kasturi Wilson, Managing Director, Transportation Sector, Hemas Holdings PLC, Sri Lanka

S.D.K. Wanninayake

 

Book Review: TGC Prasad, The Last Ten Percent: What It Takes to Get It Right

Lalatendu Kesari Jena

 

Book Review: Ashish Malik and Chris Rowley (Eds), Business Models and People Management in the Indian IT Industry: From People to Profits

David McGuire

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