Dynamics of HRM Practices and Organizational Performance: Quest for Strategic Effectiveness in Pakistani Organizations
Attique Arshad, Professor Dr. Sarwar Mehmood Azhar, Khurram Jawad Khawaja

Abstract
Purpose: Effectiveness of HRM strategy and practices is not established in public organizations of Pakistan. Getting the best and desired outcome is the gap and has been a point of concern for organizations in Pakistan irrespective of size and sector. Purpose of this conceptual paper is to typify different approaches of HRM and look for best fit HRM model to implement effectiveness of HRM practices and generate desired organizational performance in local conditions of developing countries. Design/Methodology/Approach: The literature on three famous HR approaches and models was reviewed and a best fit HRM model is proposed that postulates mutually dependent relationship between HRM practices and organizational performance that aims to maximize the effectiveness of HRM practices. Need is recognized for developing trusted relationship between management and employees in Pakistani organizations. Findings: The paper presents a conceptual trust-oriented HRM model that takes into account the Pakistani mindset that is inconsistent at one time and vibrant at the same time. This research study provides a framework for HR specialists to create and sustain networks and connections with people in a more trusted environment. Limitations and Future Research Directions: Being conceptual, the paper is based on a model developed by this study from literature review. This study feels the need of testing this model in future research. The ideas put forward by this research study are likely to be carried by other studies in near future. Originality/value: The paper is original in its attempt to emphasize trusted relationship between management and employee on Pakistani concepts of human resources.

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