http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Human resource strategic planning process
a qualitative study of financial institutions
This case study provides a multi-level investigation of human resource management strategy planning and implementation processes, through an intensive case study of the banking sector in Pakistan. The empirical findings from qualitative interviews with leaders, human resource managers, line managers and employees across five case study banks reveal that these processes are dependent on the enactment and contextualisation by the actors involved in the process. 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.