Career Conditions in Pakistan: Using Connections as Career Moves
This paper examines the role of social connections on the career trajectory of Pakistani employees in local organisations. Scholarship (Syed,2016; Saher & Mayrhofer, 2014; Mangi et al., 2012; Saher, 2010;Chatterjee, 2007; Khilji, 2003; Budhwar, 2001; Lyon, 2000; Sparrow & Budhwar, 1997; Mendonca & Kanungo,1994) has already highlighted the significant impact of social connections on the professional growth of individuals in India and Pakistan. However, in response to the calls for contextualising HRM practices and research, this paper is developing a culturally specific framework to reveal pervasive practices of career progression in Pakistan. Qualitative research has been conducted to get in-depth data on the issue at hand. This paper will extend a rare insider's view and future research directions.
-
Career, Career Context, Connections, Loyalty, Indebtedness, Pakistan
-
(1) Noreen Saher
Associate Professor, Department of Anthropology, Faculty of Social Sciences, International Islamic University, Islamabad, Pakistan
(2) Iram Batool
Associate Professor, Department of Applied Psychology, Bahauddin Zakariya University, Punjab, Pakistan
(3) Asma Farheen
Lecturer, Faculty of Social Sciences, International Islamic University, Islamabad, Pakistan.
- Aycan, Z. (2000). Cross-cultural industrial and organisational psychology: Contributions, past developments, and future directions. Journal of Cross-Cultural Psychology, 31(1), 110–128. https://doi.org/10.1177/0022022100031001009
- Chatterjee, S. R. (2007), ‘Human Resource Management in India: “Where From†and “Where Toâ€. Research and Practice in Human Resource Management, 15(2), 92 – 103.
- Chaudhary, S. (2012). Managerial Career Development in Foreign Multinationals in Pakistan: Perceptions, Policies and Practices. PhD Dissertation. e University of Manchester. UK.
- Forret, M. L., & Dougherty, T. W. (2004). Networking Behaviors and Career Outcomes: Differences for Men and Women? Journal of Organizational Behavior, 25(3), 419–437. http://www.jstor.org/stable/4093697
- Hall, D.T. (2002). Careers in and out of organisations. Thousand Oaks, CA: Sage. http://digitalcommons.ilr.cornell.edu/articles/ 503/
- Khilji, S. E. (2003). To Adapt or not to Adapt: Exploring the Role of National Culture in HRM-A Study of Pakistan. International Journal of Cross-Cultural Management, 3(1), 109-32. https://doi.org/10.1177/147059580331006
- Khilji, S.E. (2004), ‘ Human Resource Management in Pakistan,’ in Human Resource Management in Developing Countries, eds. P. Budhwar and Y. Debra, London: Routledge, 102– 120.
- Langford. (2000). Importance of relationship management for the career success of Australian managers. Australian Journal of Psychology 52(3),163-168. https://doi.org/10.1080/00049530008255384
- Leedy, P. D., & Ormrod, J. E. (2001). Practical Research: Planning and Design (7th ed.), Upper Saddle River, NJ: Pearson Education – International/Prentice Hall.
- London, M., & Stumpf, S. A. (1982). Managing careers. Reading, MA: Addison-Wesley.
- Luthans, H., & Rosenkrantz. (1988). Real Managers. Cambridge, MA: Ballinger Publishing co.
- Lyon, S. (2002). Power and Patronage in Pakistan. PhD Dissertation , University of Kent, Canterbury.
- Mangi, R. A., Jhatial, A. A., Shah, S. A. A., & Ghumro, I. A. (2012). Human Resource Management Practices in Private sector organisations in Pakistan: Study of Cultural Influences. Global Journal of Management and Business Research, 12 (7), 21-30.
- Mendonca, M., & Kanungo, R. N. (1994). Managing Human Resources. Journal of Management Inquiry, 3(2), 189–205. https://doi.org/10.1177/105649269432010
- Michael, J., & Yukl, G. (1993). Managerial Level and Subunit Function as Determinants of Networking Behavior in Organizations. Group & Organization Management, 18(3), 328–351. https://doi.org/10.1177/1059601193183005
- Orpen, C. (1996). THE EFFECTS OF INGRATIATION AND SELF- PROMOTION TACTICS ON EMPLOYEE CAREER SUCCESS. Social Behavior and Personality: An International Journal, 24(3), 213–214. https://doi.org/10.2224/sbp.1996.24.3.213
- Qadeer, M. A., & Afzal, M. (1999). “Urbanisation of Everybodyâ€, Institutional Imperatives, and Social Transformation in Pakistan [with Comments]. The Pakistan Development Review, 38(4), 1193–1210. http://www.jstor.org/stable/41260229
- Saher, N. (2011). Vartan Bhaji and Human Resource management in Pakistan: Balancing between traditions and modernity, Conference Paper Academy of Management Annual Meeting, August, 12-16, San Antonio, Texas, USA
- Saher, N., & Mayrhofer, W. (2014). The Role of Vartan Bhanji in Implementing HRM Practices in Pakistan. The International Journal of Human Resource Management. 25(13), 1881-1903. https://doi.org/10.1080/09585192.2013.863792
- Saher, N., (2010). Cultural Diversity and Human Resource Development in Modern Organization. A PhD. Dissertation, Department of Anthropology, Quaid-e- Azam University, Islamabad-Pakistan.
- Saher, N., Bibi. S., Farmanullah, S., Inayat, S., & Abbas, S., (2014). Career Success in Pakistan: Human Capital and Social Networking . Middle-East Journal of Scientific Research. 19(2). 163-171. https://doi.org/10.5829/idosi.mejsr.2014.19.2. 2203
- Saher, N., Matloob, T., Ali, S., & Batool, Z., (2014). Conflicting role demands and Professional women in Pakistan: Evidences of Struggle for survival in Service Sector Firms. European Journal of Scientific Research, 119 (4), 525-534.
- Saini, D., & Budhwar, P. (2004). ‘ Human Resource Management in India,’ in Managing Human Resources in Asia-Pacific, ed. P. Budhwar, London: Routledge, 113–159.
- Sparrow, P. R., & Budhwar, P. S. (1997). Competition and change: Mapping the indian HRM recipe against world-wide patterns. Journal of World Business, 32(3), 224–242. https://doi.org/10.1016/s1090- 9516(97)90009-2
- Syed, B. S. (2016). ‘Who will be the next army chief? PM has four options before him for the office of army chief, chairman joint chiefs’. Dawn.
- ayeb, M. (1998). Transfer of HRM practices across cultures: An American company in Scotland. The International Journal of Human Resource Management, 9(2), 332– 358. https://doi.org/10.1080/095851998341125
Cite this article
-
APA : Saher, N., Batool, I., & Farheen, A. (2022). Career Conditions in Pakistan: Using Connections as Career Moves. Global Social Sciences Review, VII(I), 428-436. https://doi.org/10.31703/gssr.2022(VII-I).39
-
CHICAGO : Saher, Noreen, Iram Batool, and Asma Farheen. 2022. "Career Conditions in Pakistan: Using Connections as Career Moves." Global Social Sciences Review, VII (I): 428-436 doi: 10.31703/gssr.2022(VII-I).39
-
HARVARD : SAHER, N., BATOOL, I. & FARHEEN, A. 2022. Career Conditions in Pakistan: Using Connections as Career Moves. Global Social Sciences Review, VII, 428-436.
-
MHRA : Saher, Noreen, Iram Batool, and Asma Farheen. 2022. "Career Conditions in Pakistan: Using Connections as Career Moves." Global Social Sciences Review, VII: 428-436
-
MLA : Saher, Noreen, Iram Batool, and Asma Farheen. "Career Conditions in Pakistan: Using Connections as Career Moves." Global Social Sciences Review, VII.I (2022): 428-436 Print.
-
OXFORD : Saher, Noreen, Batool, Iram, and Farheen, Asma (2022), "Career Conditions in Pakistan: Using Connections as Career Moves", Global Social Sciences Review, VII (I), 428-436
-
TURABIAN : Saher, Noreen, Iram Batool, and Asma Farheen. "Career Conditions in Pakistan: Using Connections as Career Moves." Global Social Sciences Review VII, no. I (2022): 428-436. https://doi.org/10.31703/gssr.2022(VII-I).39