What is the Mean of Human in Human Resource Management: A Phenomenological Study for the Manufacturing Organizations of Karachi
Author(s)
Download Full PDF Pages: 10-16 | Views: 307 | Downloads: 86 | DOI: 10.5281/zenodo.7019929
Abstract
Humans are considered as a social being with rights and freedom, but for organizations they are the source of input for their production. In this research, it is tried to explain the real meaning of human for organizations, for some Human are most important to them yet through their few practices they have shown that actually they consider them as like other resources. In this research interviews were conducted from 03 of the manufacturing organizations from Karachi, Pakistan. Research paradigm used in this research would be post positivism because it will give a room for AD HOC modification and poppies falsification of their defined/ narrated definition of human (by HRM department of organization) after analysis from personals from HR Department and one who actually experience their practices.
Keywords
Human Resource Management, Phenomenological Study
References
i. Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches: Sage publications.
ii. Crotty, M. (1998). The foundations of social research: Meaning and perspective in the research process: Sage.
iii. Daglio, M., Gerson, D., & Kitchen, H. (2014). Building organisational capacity for public sector innovation. Paper presented at the Background Paper prepared for the OECD Conference “Innovating the Public Sector: from Ideas to Impact”, Paris.
iv. Hesse-Biber, S. N. (2007). The practice of feminist in-depth interviewing. Feminist research practice: A primer, 111148.
v. Krauss, S. E. (2005). Research paradigms and meaning making: A primer. The qualitative report, 10(4), 758-770.
vi. Merriam, S. B. (2002). Qualitative research in practice: Examples for discussion and analysis: Jossey-Bass Inc Pub.
vii. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook: sage.
viii. Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource‐based view. Strategic management journal, 14(3), 179-191.
ix. Quinn Patton, M. (2002). Qualitative research and evaluation methods: Sage.
x. Rossman, G. B., & Rallis, S. F. (2003). Learning in the field: An introduction to qualitative research: Sage.
xi. Sanders, P. (1982). Phenomenology: A new way of viewing organizational research. Academy of management Review, 7(3), 353-360.
xii. Smith Jonathan, A., Flowers, P., & Larkin, M. (2009). Interpretive Phenomenological Analysis: Theory, Method and Research: London, UK: SAGE Publications.
xiii. Smith, K. (2005). Measuring innovation.
xiv. Wade, M., & Hulland, J. (2004). The resource-based view and information systems research: Review, extension, and suggestions for future research. MIS quarterly, 28(1), 107-142.
xv. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.
xvi. Wildemuth, B. M. (1993). Post-positivist research: two examples of methodological pluralism. The Library Quarterly, 63(4), 450-468.
Cite this Article: