Exploring the Structural and Institutional Factors influencing HR’s Strategic Role in a Public Sector Organization in Pakistan = 파키스탄 공공 부문 조직에서 HR의 전략적 역할에 영향을 미치는 구조적 및 제도적 요인 탐구

다국어 초록 (Multilingual Abstract)

The success of public sector organizations is pivotal, as they play a direct role in the country’s economic development and that success is derived by its workforce which is managed by the organizational domain known as Human Resources (HR). In this context, this research study explored the structural and institutional factors based on theoretical perspectives that influence the strategic HRM practices. The research design encompassed an exploratory qualitative approach, whereby data was gathered through semi-structured in-depth interviews and analyzed thematically. The findings of the research not only revealed rich insights on various structural and institutional factors anchored in theory, but also uncovered observations that were not initially theorized. The conclusions from this research have significant implications for HR leaders and policymakers as the full potential of the public sector workforce can only be unlocked if the barriers to strategic role of HR are effectively removed.

국문 초록 (Abstract)

공공 부문 조직의 성공은 국가의 경제 발전에 직접적인 역할을 수행하기 때문에 매우 중요하며, 이러한 성공은 조직의 인력에 의해 좌우된다. 이 인력은 인적자원(HR)이라 불리는 조직적 영역을 통해 관리된다. 이러한 맥락에서 본 연구는 이론적 관점을 기반으로 전략적 인적자원관리(HRM) 관행에 영향을 미치는 구조적·제도적 요인을 탐색하였다. 연구 설계는 탐색적 질적 접근을 활용하였으며, 반구조화된 심층 인터뷰를 통해 데이터를 수집하고 주제분석을 통해 해석하였다. 연구 결과는 이론에 기반한 다양한 구조적·제도적 요인들에 대한 풍부한 통찰을 제공할 뿐 아니라, 초기 이론에서 다루지 않았던 새로운 관찰들도 드러냈다. 본 연구의 결론은 HR 리더와 정책 입안자들에게 중요한 시사점을 제공하며, 공공 부문 인력의 잠재력을 온전히 발휘하기 위해서는 HR의 전략적 역할을 가로막는 장벽이 효과적으로 제거되어야 함을 강조한다.

목차 (Table of Contents)

• Table of Contents
• Abstract. 4
• Table of Contents. 5
• Chapter 1. Introduction. 8
• 1.1 Background of the Research. 8
• 1.2 Purpose of the Research. 9
• 1.3 Objectives of the Research. 10
• 1.4 Research Question. 11
• 1.5 Significance of the Research. 11
• Chapter 2. Literature Review. 13
• 2.1 Introduction to Human Resource Management (HRM). 13
• 2.2 Human Resource Models. 14
• 2.3 Public-Private HRM Practices and New Public Management. 16
• 2.4 Strategic Human Resource Management. 18
• 2.5 Factors Influencing HRM Strategic Integration. 20
• 2.6 Theoretical Context. 22
• Chapter 3. Methodology. 27
• 3.1 Research Context. 27
• 3.2 Research Design. 27
• 3.3 Data Collection Methods. 28
• 3.4 Sampling Strategy. 29
• 3.5 Overview of Research Participants and Interview Details. 30
• 3.6 Data Analysis Technique. 31
• 3.7 Reliability and Validity. 31
• Chapter 4. Data Analysis and Discussion. 33
• 4.1 Phase 1: Familiarization with the Interview Data. 33
• 4.2 Phase 2: Thematic Code Generation by Reviewing Transcripts. 33
• 4.3 Phase 3&4: Searching and Reviewing Themes by Collating Codes. 80
• 4.4 Phase 5&6: Themes Discussion and Analysis. 83
• 4.4.1 Marginalization of HR Strategic Contribution (I). 83
• 4.4.2 Transactional HR and Legacy Dependence (I). 85
• 4.4.3 Misalignment by Superficial Imitation of Market Practices (I). 87
• 4.4.4 Compliance and Conformity Pressure (I). 89
• 4.4.5 Adherence to Cultural Norms Equals Professionalism (I). 91
• 4.4.6 Change Resistance (S). 92
• 4.4.7 External Influence on HR Operations (S). 94
• 4.4.8 Centralized Decision-Making Structure (S). 95
• 4.4.9 Communication Gaps and Transparency Issues (S). 97
• 4.4.10 Formalized and Regulated Framework (S). 99
• 4.4.11 Management Focused-Policy Design and Execution (E). 100
• 4.4.12 Implementation Challenges of Hybrid Governance Models (E). 101
• 4.4.13 Absence of Organizational Vision and Unclear HR Role Definition (E). 102
• 4.4.14 Inadequate Level of HR Competence (E). 104
• 4.4.15 Well-Positioned Yet Underperforming HR (D). 105
• 4.4.16 HR Recognition of Challenges Without Resolution (D). 106
• 4.5 Categorization / Summary of Key Insights by Organizational Tiers. 106
• Chapter 5. Conclusion. 109
• References. 112
• Appendices. 116
• Appendix 1. 116
• Appendix 2. 121
• 초록. 122