Managerial perceptions of the role of the human resource function in Sri Lanka: A comparative study of local, foreign-owned and joint-venture companies

As debates on HRM continue, we contend that a number of important issues have not been given the adequate attention they deserve. One of the neglected issues, which we seek to explore in this paper, is the question of whether HRM models are being practised in developing countries. The specific context for the research is Sri Lanka. Therefore, the central objective of this paper is to explore one main research question, which is: To what extent does HRM play a significant role in organizational strategy processes in Sri Lankan organizations? The research is guided by four hypotheses. The hypotheses are based on the assumption that local Sri Lankan organizations will differ from MNCs in the way they deal with and practice HRM. The findings from the investigation reveal no significant differences between MNCs and local companies in relation to the research questions. The implications of the findings are discussed within the context of diffusion and convergence of management practices and the role of drivers of globalization.