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formal contact among divisions of an organization. This include the scope in which a range of task proceedings are assigned to diverse well-designed groups in the organization, the demeanor how these separate task behavior are synchronized, and the ways power, position, and hierarchical dealings function inside an organization. Formal structure is regularly described in terms of pompous policy, actions, and reins that show the activities and relations of group in the organization (Kast and Rosenzweig, 1979). since business structure directly affects the commitment and morale of employees through authority pattern and management styles, they have implication for employees routine in an organization.

研究——THE STUDY

The data on HRM practices were collected from various organizations from the south Asian countries, and the case studies with the reflections and revelations from various experts and academicians who studied the cases and put up their analysis has been reviewed as secondary source of information to evaluate the necessity of the good HRM practices which can help the companies in shaping up a good workplace for its employees which can help them retaining good talent pool. . Adding up to these case studies, certain stake holders interviews has also been taken in to consideration which can help us in gaining a better insight. (see Tables 1 & 2).

Multiple sources of observations, cross-case analyses, pattern matching, and the use of case study protocol provided a fairly reasonable basis for drawing a set of qualitative inferences from the data. In what follows, we describe the management practices in the five key HRM areas and the effects they have on employee motivation and associated work related behavior. In the final section of the paper we draw some practical inferences for developing an Action Agenda HRM and training of HRM professionals.

研究结果——THE RESULTS

组织进入实践——Organizational Entry Practices

Management practices in the domain of recruitment process were found to be unlike in South Asian organizations. On the other hand, three dominant matters in such systems could be discerned. One set of practices emphasis staffing on the foundation of merit alone. The other such set of practices emphasis the impact of personal and/or social clout of higher while employing employees for various jobs. Finally, the other set of selection processes was based the conglomeration of merit and opportunity costs.

The merit-based staffing practices were usually seen in companies belonging to multinational corporations. The individual clout-based practices were common frequently in local organization. For example, in most cases selection interview were report to be the reproduction basis for the use of power. So most respondents were different to selection interview and privileged written tests. Even when the on paper tests were measured no assurance to ensure collection on value, these were privileged over interviews. In some organization where supervision was fully dedicated to adopting merit decisive factor in entry decisions, they used interview to depiction those who had tried to utilize higher influence for selection. But such cases were the exemption somewhat than the rule.

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