Changing Perspectives of Managing Human Resources in Nepal

Gautam, Dhruba Kumar KNU The Institute of Management Economy Research 2012 Asia-Pacific Journal of Business Vol.3 No.2

Sustainable competitive advantage depends on formulation and implementation of appropriate human resource management (HRM) strategies and deployment of their competencies effectively in dynamic and complex environment. Competencies deployment is an approach to make decisions on the intentions and plans of organization concerning employment relationship and its recruitment, training, development, performance appraisal, reward and employee relations policies and practice. The improvement of organizational effectiveness is an overall objective of people management in organizations. In light of these, this study explores the present practices of HRM like: HR departments, HR policies and strategies, HR planning, recruitment selection and placement, training and development, performance appraisal, compensation and benefit, employee relations and communications. Based on the survey in 204 Nepalese organizations as a unit of analysis, the study concludes that HR practices in few organizations have action program for minorities, ethnic group, older employees and people with disabilities. Due to centralized organizational structure, most of HR decisions are taken into central office and line managers being involved highly in planning and implementing HR policies. In a nutshell, though HRM practices are not developed like developed countries, Nepalese organizations are realizing the significance of people management at work and changing their practices in the present dynamic environment.

Strategic Bundling of HRM for Organizational Performance: an Empirical Study of Publicly Listed Companies

Gautam, Dhruba Kumar KNU The Institute of Management Economy Research 2014 Asia-Pacific Journal of Business Vol.5 No.2

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.

Managerial Involvement in Investment Decision: A Study of Hydropower Enterprises

Gautam, Dhruba Kumar,Dahal, Rewan Kumar KNU The Institute of Management Economy Research 2013 Asia-Pacific Journal of Business Vol.4 No.2

This study extends the extant scope of understanding investment decision, beyond the dominant 'technical' emphasis on the application of discounted cash flow techniques. The research methodology draws the positivist and interpretive research paradigms. It uses a deductive approach, survey strategy and principal component analysis for the analysis. Three key sets of factors emerged as important in the investment decision process in the hydropower sector. They are: group consensus (framing), influences on own judgment (heuristics), and application of knowledge & experience (intuition). The use of purposive and convenient sampling might have some unintended impact on the findings. Consequently, any generalizations of the findings to a wider population of organizations and managers need to be made with care. It is hoped that this paper will encourage other researchers to go beyond the analytic techniques of investment appraisal that have dominated investment decision research and seek to balance the emphasis by focusing on human involvement and behavioral aspects of investment decision.

Changing Perspectives of Managing Human Resources in Nepal

Dhruba Kumar Gautam 강원대학교 경영연구소 2012 Asia-Pacific Journal of Business Vol.3 No.2

Sustainable competitive advantage depends on formulation and implementation of appropriate human resource management (HRM) strategies and deployment of their competencies effectively in dynamic and complex environment. Competencies deployment is an approach to make decisions on the intentions and plans of organization concerning employment relationship and its recruitment, training, development, performance appraisal, reward and employee relations policies and practice. The improvement of organizational effectiveness is an overall objective of people management in organizations. In light of these, this study explores the present practices of HRM like: HR departments, HR policies and strategies, HR planning, recruitment selection and placement, training and development, performance appraisal, compensation and benefit, employee relations and communications. Based on the survey in 204 Nepalese organizations as a unit of analysis, the study concludes that HR practices in few organizations have action program for minorities, ethnic group, older employees and people with disabilities. Due to centralized organizational structure, most of HR decisions are taken into central office and line managers being involved highly in planning and implementing HR policies. In a nutshell, though HRM practices are not developed like developed countries, Nepalese organizations are realizing the significance of people management at work and changing their practices in the present dynamic environment.

Managerial Involvement in Investment Decision: A Study of Hydropower Enterprises

Dhruba Kumar Gautam,Rewan Kumar Dahal 강원대학교 경영연구소 2013 Asia-Pacific Journal of Business Vol.4 No.2

This study extends the extant scope of understanding investment decision, beyond the dominant ‘technical’ emphasis on the application of discounted cash flow techniques. The research methodology draws the positivist and interpretive research paradigms. It uses a deductive approach, survey strategy and principal component analysis for the analysis. Three key sets of factors emerged as important in the investment decision process in the hydropower sector. They are: group consensus (framing), influences on own judgment (heuristics), and application of knowledge & experience (intuition). The use of purposive and convenient sampling might have some unintended impact on the findings. Consequently, any generalizations of the findings to a wider population of organizations and managers need to be made with care. It is hoped that this paper will encourage other researchers to go beyond the analytic techniques of investment appraisal that have dominated investment decision research and seek to balance the emphasis by focusing on human involvement and behavioral aspects of investment decision.

Strategic Bundling of HRM for Organizational Performance: an Empirical Study of Publicly Listed Companies

Dhruba Kumar Gautam 강원대학교 경영연구소 2014 Asia-Pacific Journal of Business Vol.5 No.2

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.

South Asian Free Trade Area (SAFTA) and Regional Integration

Chong, Hoi-Yong(정회영),Dhruba Kumar Gautam,Lee, Hak-Chun(이학춘) 동아대학교 법학연구소 2015 東亞法學 Vol.- No.68

무역 자유화, 자유 무역, 지역적인 통합과 더 나아가 세계 경제 통합의 문제(이슈들)는 국제적인 무역과 정책 연구에 포괄적으로 초점을 맞춘 주제들이다. 지역적인 무역 자유화와 시장 통합, 그를 통한 위한 다른 지역 무역 블록의 성장 추세로는 다음과 같이 1993 년에 형성된 아세안(ASEAN) 자유 무역 지대 (AFTA), 1994 년에는 북미 자유 무역 협정 (NAFTA)이 만들어졌고 좀 더 긴밀통합과 유럽 경제 공동체의 확장인(EEC), 남아시아 자유 무역 지대 (SAFTA)의 계약은 지난 2004년 1월에 서명이 되었다. 남아시아자유무역(SAFTA)은 남아시아 지역 협력 연합 (SAARC)의 설립20년 후에 이 지역의 자유무역통합에 착수하게 된다. 남아시아자유무역(SAFTA)를 형성하는 동안, SAFTA는 남아시아지역 협력연합(SAARC) 국가들의 경제적인 탄력성과 각 나라들간의 다양한 계약을 통한 투자, 생산기회, 무역의 확대 그리고, 외환수입과 경제와 기술협력을 바탕으로 경제 회복력 강화를 이끌어내는 자극제 같은 역할을 목표로 했다. 이와 같이, 이 논문은 실질적인 남아시아 시장 통합에 대한 답사와 무역 현실에 대해여 알아보려고 하는데 그 목적이 있다. 더 나아가, 남아시아자유무역(SAFTA)의 미래의 가능한 방향성과 SAFTA의 의미와 잠재력에 대해 알아보려고 한다. 이차자료에 따르면 지역무역은 이를 통한 지역무역체결을 것에 더 초점을 두고 있다. 지역간의 무역과 투자의 대한 많은 높은 잠재력이 있음에도 그 지역의 시장통합보다는 뒤쳐지는 것처럼 이해되고 있다. 통계자료는 남아시아 지역 간의 역내 무역이 천천히 상승되는 것을 나타내며, 지역 경제 통합에 대한 도전들과 전망들을 보여준다. 그러므로 이 논지는 앞으로 남아시아자유무역지역(SAFTA)의 혜택을 키워나가기 위한 몇 가지 방법에 대해 논의해보려고 한다. The issues of trade liberalization, free trade, and regional as well as global economic integration are the subjects of widely focused area in international trade and policy research. Following the growing trend of other regional trade blocks for trade liberalization and market integration like: ASEAN Free Trade Area (AFTA) formed in 1993, The North American Free Trade Agreement (NAFTA) created in 1994, the deeper integration and continue expansion of European Economic Community (EEC), the agreement of South Asian Free Trade Area (SAFTA) was signed in January 2004. SAFTA initiates to start up regional trade integration after two decades of the establishment of South Asian Association for Regional Cooperation (SAARC). While forming SAFTA, it aimed to act as a stimulus to the strengthening of national and SAARC economic resilience, and the development of national economies of the contracting states by expanding investment and production opportunities, trade, and foreign exchange earnings as well as the development of economic and technological cooperation. Based on these, the purpose of this paper is to explore the real ground of market integration in South Asia and attempts to examine trade realities. Further, it also examines the potentialities of implication of SAFTA identifying its possible direction for future. Based on secondary source of information, trades within the region are more focused to reach into the conclusion. Even though, high potentialities remained for trade and investment integration in this region, it is understood that it lags behind market led integration. The statistical evidence shows that intra-regional trade among South Asian Region is rising slowly, indicates prospects as well as challenges for regional economic integration. Therefore, this paper argues some way forwards to be able to nurture the benefit of SAFTA. The literature in the area of SAFTA is dearth and it is expected that this paper might contribute to the field and provide worth to the policy makers of this region.