Convergence, Divergence or Middle of the Path: Hrm Model
Convergence, Divergence or Middle of the Path: HRM Model for Oman
Sami A. Khan Sultan Qaboos University, Oman
The role of human resource management function is at the crossroad, and on the one hand it is facing the crisis whereas there also exists an unprecedented opportunity to redefine and refocus the HRM function to leverage its credibility in organization. In Oman, HRM is in its infancy and there is a need to strengthen its discourse and learning. The present paper attempts to understand the dynamics of HRM in Oman and evaluates various HRM models which have evolved over a period of time. It is difficult to prescribe a HRM model without analyzing the regional and socio-contextual factors inherent in Oman and neither convergence nor pure divergence provides a solution to this end. INTRODUCTION We are living in a highly dynamic and chaotic world of business today where organizations have to be an effective customer responsive organization. They have to gear up for becoming an effective global competitor. In GCC countries and especially in Oman, firms have no choices left as well. They are facing the onslaught of globalization, and the recent economic recession has further worsened the situation. They have to be flexible and re-look at their HRM system and restructure its hard-defined procedures. It still remains a challenge for majority of Omani companies to adopt these changes. It is widely accepted now that HRM can act as a key means to achieve a competitive advantage in Omani firms. Though, some of the Omani firms have shown keen interest in recent past to be a responsive organization in this regard. But they don’t know which way to go. Either to adopt the western HRM model as being presented to them or to explore or recreate something indigenous seeing their distinct work realities. If we look at the evolving paradigm of HRM, it becomes difficult to identify which model or framework of HRM will be more relevant for Oman. There have been numerous model of
Sami A. Khan Sultan Qaboos University, Oman
The role of human resource management function is at the crossroad, and on the one hand it is facing the crisis whereas there also exists an unprecedented opportunity to redefine and refocus the HRM function to leverage its credibility in organization. In Oman, HRM is in its infancy and there is a need to strengthen its discourse and learning. The present paper attempts to understand the dynamics of HRM in Oman and evaluates various HRM models which have evolved over a period of time. It is difficult to prescribe a HRM model without analyzing the regional and socio-contextual factors inherent in Oman and neither convergence nor pure divergence provides a solution to this end. INTRODUCTION We are living in a highly dynamic and chaotic world of business today where organizations have to be an effective customer responsive organization. They have to gear up for becoming an effective global competitor. In GCC countries and especially in Oman, firms have no choices left as well. They are facing the onslaught of globalization, and the recent economic recession has further worsened the situation. They have to be flexible and re-look at their HRM system and restructure its hard-defined procedures. It still remains a challenge for majority of Omani companies to adopt these changes. It is widely accepted now that HRM can act as a key means to achieve a competitive advantage in Omani firms. Though, some of the Omani firms have shown keen interest in recent past to be a responsive organization in this regard. But they don’t know which way to go. Either to adopt the western HRM model as being presented to them or to explore or recreate something indigenous seeing their distinct work realities. If we look at the evolving paradigm of HRM, it becomes difficult to identify which model or framework of HRM will be more relevant for Oman. There have been numerous model of