Human Resource Management Practices: Unlocking Innovation in Developing Countries
Abstract
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This research aims to investigate the role of Human Resource Management (HRM) practices in enhancing innovation within the public sector of a developing nation. Adopting a qualitative research strategy, the study involved conducting semi-structured interviews with two groups of participants: senior executives and organizational leaders from both award-winning and non-award-winning public institutions. Thematic analysis was utilized to interpret the collected data and extract major insights. The study uncovers notable similarities and differences in how HRM practices drive innovation across various public organizations. It was found that initiatives like localized training, the provision of diverse reward systems, and structured performance evaluations geared toward innovation are common practices supporting innovative outcomes. The research was confined to a sample of ten public organizations in Pakistan. Future investigations could extend the sample size for broader generalization. Additionally, comparing HRM strategies between public and private organizations could shed more light on their respective impacts on organizational performance and innovation. Training, reward systems, and performance management emerge as critical HRM practices for fostering innovation and employee development. Leaders in the public sector are encouraged to embrace these practices to stimulate organizational innovation. To the best of the authors’ knowledge, this study is the first to apply a qualitative methodology to explore the influence of HRM practices on innovation within the public sector of a developing country.
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