Abstract:
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 whetherHRMmodels 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 practiceHRM.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
