Edited by Chris Brewster, Wolfgang Mayrhofer and Elaine Farndale
This chapter presents the geographical and socio-economic context of the Indian subcontinent and discusses how relevant factors influence human resource management (HRM) practice in India, Pakistan, Bangladesh, Sri Lanka, Nepal, and Bhutan (including updated insights on each of these countries). The review of extant research emphasises the scarcity of HRM research across the region, and in particular a reliance on exploring the applicability of Western practice rather than understanding indigenous practice. Given the political and economic instability across much of this region, the authors note that this gives rise to major challenges for rapidly evolving HRM systems, where strategic HRM has yet to be recognised as a source of value for organisations.
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