HR strategy planning and implementation process: a case-study of the banking sector in Pakistan

This thesis provides a multi-level investigation of human resource management (HRM) strategy planning and implementation processes, through an intensive case study of the banking sector in Pakistan. Few studies in the strategic HRM field have explored the realities and complexities of the processes through which HR policies are planned and implemented in workplaces and the role played by individual actors in the process. The novelty of the thesis lies in the consideration at a conceptual and empirical level of the role of the three main actors – leaders, HR managers and line managers - in the integration, formulation and implementation of HR strategies. Employee experiences are presented to instigate detailed accounts and tap into the top to bottom chain of HR strategy planning and implementation.
The empirical findings from qualitative interviews with leaders, HR mangers, line managers and non-managers across five case study banks reveal that these processes of integration, formulation and implementation are dependent on the enactment and actualisation by the three main actors: leaders, HR managers and line managers. Data analysis reveal that if line managers are involved in the HR policy formulation process and are connected to the HR department and top management, this may result in better HR policy implementation. At a conceptual level, the thesis proposes a new ‘Actor-Process Model’ to understand the way these actors are involved in the process, shaped by various organisational, institutional and cultural conditions. The thesis demonstrates different scenarios and possible combinations of the links either being strong or weak and their likely impact on these three processes. It is argued that organisations must strive for a strong link between these three actors: leaders, HR managers and line managers for successful HR policy integration, formulation and implementation.