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n the five key areas as detailed above were put mutually, three prototypes emerge. Depending on this pattern, it become obvious so as to in South Asia three types of organizations is in service concomitantly. They could be briefed as the specialized, the prismatic, and the customary types (see Table 1). The specialized organization primarily follow person value as the basis of their managerial entry decision, managerial socialization on a well-conceived direction program, performance management based on dependable and valid assessment process, evenhanded reward system dependent upon performance, and group formation which enhance human resources participation. Conventional organizations, on the other hand, had mainly adopt social and political power as the sole for their entry decisions.

The qualitative analysis of the information since the study report in the preceding sections position in two guidelines. First, the conclusion of the study requires further experiential corroboration, and next they give a future scheme for decision-making action. On the basis of our analysis of South Asian organizations, we would like to offer the subsequent proposal for corroboration in future research.

That on the foundation of managerial practices in HRM areas, organizations can be classified into specialized, prismatic, and customary types. And, that in South Asia the majority of them are of prismatic and traditional types.

Those employees in prismatic and traditional organizations shall lack the potential and inspiration which might have severe performance cost at the personage, serviceable unit, and venture levels.

That amalgam organizational entry practices be able to turn workers from initial enthusiast to later inert.

That managerial socialization is unnoticed in the majority local organizations. Nonetheless, the structure of 'first impressions' regarding an organization can impinge on the work inspiration of employees.

Those informal appraisals due to their stumpy reliability de motivate good performer and so as to official appraisals with no guidance line mangers would be tough to execute in most limited organizations.

That in the lack of fairness in the compensation systems and also due to the performance - compensation non eventuality, several organizations be unsuccessful to attain better performance from their employees.

Such kind of organization structures which rely extremely on authority and control create 'feudal mentality.' As a end result most organizations include more chiefs than managers. And, to facilitate below such arrangements still those being commanded might also like to command rather than performing their duties.

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