Abstract:
The future of human resource management (HRM) as a discipline and a profession is
closely linked to the role played by the HR function in the organisational strategy
process. Though the debate on HRM and HR function continues, some important issues
have not been given the adequate attention they deserve. First, the credibility of
management idea is partly determined by its diffusion across the world; such credibility
will be enhanced if the idea is viewed to be applicable in various contexts. This issue led
to raise the first research question: (a) to what extent does HR function plays a
significant role in the organizational strategy process in Sri Lankan companies? The
second issue pertains to how (if at all) modern approaches associated to HRM manage
to find their way to Sri Lanka. Here, the debate on convergence versus divergence in
management practices and the role of Multinational Companies (MNCs) and other
drivers of globalisation are explored. Thus, (b) to what extent MNCs and other drivers of
globalization can be attributed to play a part in the convergence of HRM practices? The
research is also guided by four hypotheses. The answers to the two questions were
sought from a sample of 78 HR managers in three categories of Sri Lankan
manufacturing companies.
The findings of the investigation led to argue that the transfer of HRM practices and
philosophies cannot be solely attributed to MNCs and other drivers of globalization such
as efficient communication systems, information technology, ISO standards, and
international and professional institutions. The strength of the current local management
practices and cohesion of institutions in Sri Lanka, which is arguably due to the colonial
legacy and the beginning of unequal interactions with the West, have also played a
major role.
