Cultural Diversity and Human Resource Development in Modern Organization

Abstract

This thesis is a case study of Shifa International Hospital (SIH), a medical corporation working in the capital city of Pakistan-Is lamabad. It primarily focuses on the cultural adaptation of diffused management, especially Human Resource Management Model to effectively utilize local potential. The fundamental postulation of this research is that culturally fit employee regulation practices are, perhaps the most appropriate way to achieve business success, with local workers (socialized on these indigenous values) in international market. The basic understanding followed in this dissertation is that national culture and its values fairly influence all the operations and processes of an organization working in its context. Therefore, this thesis is depicting the ways diffused human resource management model is transformed; yet it manages to have some bearings upon the embedded expectations of behavior and mutual interaction; which in turn develop a continuum of personal-impersonal employee management practices. In other words, this thesis additionally aims at exploring the ways by which implicit assumptions of diffused Human Resource Management model inspire the way Pakistanis interact, relate and organise themselves. Initially, this research project sets sight on the issue of 'human resource development in a modern organisation'; although later I focused more on employee management rather than development. Because in Shifa the department of Human Resource Development primarily focuses on employee management rather than employee development: despite the fact that formally the department of Human Resource Development does exist. Anyway, keeping within the parameters of the syndicate rules