THE ROLE OF HUMAN RESOURCE MANAGEMENT IN DRIVING ORGANIZATIONAL SUCCESS: EVIDENCE FROM PAKISTAN

Abstract

The study aims to investigate the impact of human resource management (HRM) practice in contributing to the success of the organization in the Pakistani environment. It particularly addresses recruitment and selection, training and development, performance management, compensation and rewards and employee engagement and retention, their role on organizational performance, competitiveness and long-term sustainability. The research design adopted was a quantitative design that utilized a structured questionnaire to a sample of 350 respondents who consisted of public sector organizations, private firms, non-governmental organization, and multinational corporations. The data were discussed using the descriptive statistics, and the results were depicted in graphs and tables to demonstrate demographic traits and attitudes towards HRM practices. The findings indicate that the HRM practices are greatly seen to be transparent, equitable, and aligned to organizational objectives. According to the respondents, merit-based recruitment, training in line with organizational goal, supportive feedback process, attractive remuneration package, and HR policies that emphasize retention have been rated as positive. Although these are positive trends, performance management consistency and reward fairness are identified as areas that need to be improved. In general, the research results reveal that successful HRM activities have a close association with organizational success in regards to goal attainment, improved performance and development in the long-run. The research has added to the existing sparse body of empirical literature on the topic of HRM and organizational success in Pakistan by offering empirical evidence-based findings on the role played by HR practices as strategic driving forces as opposed to administrative functions. The implications of the findings are good in both the practical aspect of the managers as well as the policy makers in the quest to empower their HR systems, and also enhance the study of HRM in the emerging economies.