What makes HR Professionals Effective? Qualitative Evidence from Telecom Sector of a Developing Country - Revista Argentina ...
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Revista Argentina de Clínica Psicológica
2020, Vol. XXIX, N°5, 200-214
200
DOI: 10.24205/03276716.2020.1021
What makes HR Professionals Effective?
Qualitative Evidence from Telecom Sector of a
Developing Country
Muhammad Fareed*,a,b, Aqeel Ahmadc, Sri Sarah Maznah Mohd Sallehd, Oussama Saoulab
Abstract
This research aims to explore the determining factors which assist firms in driving human
resource professionals' effectiveness in the telecom sector of Pakistan. The data was
collected through in-depth semi-structured interviews from ten HR executives who had
vast experience in the HR profession working in various telecom companies in Pakistan.
The thematic analysis was implemented to analyze the data and interpret the findings.
The qualitative evidence reveals that by developing human capital, providing strong
organizational culture, and by a comprehensive HR system in place, firms can advance HR
professionals' effectiveness, which in return helps them to attain sustainable competitive
advantage. Further, this research has indicated the elements of the abovementioned
determining factors, which are significant for HR professionals to augment their
effectiveness. This study acts as a pioneer research study to explore the determining
factors of HR professionals' effectiveness using qualitative research. The study also offers
the intuitions for policymakers and HR experts of telecom companies to align their HR
strategies with the strategic vision of the organization. Though numerous studies have
provided valuable insights into the phenomenon of HR professionals' effectiveness, yet
all the reviews were unable to offer profound understandings on factors that extend the
effectiveness of HR professionals using qualitative research.
Keywords: Human Resource Professionals' Effectiveness, Human Capital
Development, Organizational Culture, High-Performance Work System, Qualitative
Research, Telecom Sector, Pakistan
JEL Classification: M1, M2, F2
INTRODUCTION 2017, while addressing a three-day international
Today global economies are transforming their conference on the topic of "China-Pakistan
focus from agriculture to industrial to service and Economic Corridor: Political, Economic and Social
currently to knowledge-base. Similarly, a desirable Perceptive" at Pharmacy Auditorium University of
need to transform human resource management Sindh Jamshoro (Iqbal, 2017). He stated that:
(HRM) functions to sustain pace with the changes "The government is fully committed to make the
taking place (Ahmad, Kausar, and Azhar, 2015). country an economic zone for the region to address
Pakistan is also shifting its focus from an agricultural the issues of the country, particularly
economy to an industrial and knowledgeable unemployment, like the developed countries have
economy. As the former Federal Minister for achieved their tasks by converting the agriculture
Planning, Development, and Reforms, Ahsan Iqbal economy into the industrial economy and currently
Quoted on the April 18th, Pakistan is also moving towards industrial economy
to reap the fruits of development..." further he
added, "the government has worked very hard by
leveraging the resources, investing in human
aInstitute for Business Competitiveness, Standards & Sustainability capital, infrastructure, and transformation of
Initiative, Universiti Utara Malaysia (UUM), Malaysia
bSchool of Business Management, Universiti Utara Malaysia, Malaysia science and technology, and also to improve the
cUCP Business School, University of Central Punjab, Pakistan
dSchool of Business Innovation and Technopreneurship, Universiti
educational standards to achieve knowledgeable
Malaysia Perlis, Malaysia economy in the country…"
Corresponding Authors: m.fareed@uum.edu.my, aqeel.a@ucp.edu.pk
REVISTA ARGENTINA
2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA201 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
Currently, Pakistan's economy establishes should drive the value for the organization;
considerate challenges for HR functions through therefore, they should have all the vital
forming a competitive environment, especially in a competencies to advance the level of effectiveness
time when massive foreign direct investment (FDI) (Ahmad, Kausar, and Azhar, 2015). Consequently,
in the shape of the China-Pak Economic Corridor the effectiveness of the HR professionals is under
(CPEC) is placing their feet in the economy. In such scrutiny (Sultan, Wajid, Omar, Waseem & Rustam,
a milieu, Pakistan needs the pool of trained human 2012) as cited in (Fareed, Isa, and Noor, 2016a). It is
resources with state-of-the-art technologies 'to get believed that HR professionals are not loaded with
the concrete reimbursements, to reap the greater core competencies and are provided with the
benefits from CPEC, and to speed up the economic culture which empowers and develops their
growth with this massive project and also for aptitudes. Despite the fact, human capital is
sustaining competitive advantage.' To sustain essential to facilitate HR professionals to perform a
competitive advantage and to perform critical roles task or to maintain the desired organizational
more effectively, HR professionals must need to be culture and growth (Ulrich et al., 2009). Therefore,
effective (Fareed et al., 2016b). Yet, not much this study attempts to offer new avenues into the
attention has been given on the issue of HR body of knowledge by determining the factors
professionals' effectiveness in the telecom sector of which impact HR professionals' effectiveness.
considering the contribution of the sector in the
country's GDP (8.5%) (Ministry of Finance, 2014) LITERATURE REVIEW
and also the significance of the sector as the engine Since the evolution of the 21st century,
of the economy (PTA, 2012). However, owing to the organizations can't afford to occupy their
rapid advancement and intense competition in the competitive advantage position for granted
telecom sector, the necessity to have skillful and anymore. Due to such an intense competitive
talented HR professionals is essential for environment by the globalization and revolution of
organizational effectiveness and for sustaining the the information and communication technology
competitive advantage of a firm. This competitive (ICT) threatens of the higher level of competitive
pressure has resulted in the shifting business rivalries centered on changes in ICT, which has
environment with threats of aggressive caused an unfavorable dynamics to shift in the
competition centered on changes in ICT, which has industrial environment. Prior studies have
affected an unfavorable dynamics swing in the underlined that HR professionals can enhance value
industrial environment (Porter, 2008). As a result, it more effectively to the organization's growth by
drives to the need to transform the required skills improving their competitive advantage. HR
and capabilities set of the organization's human professionals are the ones who make the physical
resources. and intellectual investment valuable and
The scholars have conducted many pieces of productive (Singh et al., 2012). Over the years, the
research on the effectiveness of HR in the western value of HR has grown from being just one source
contexts, such as (Caldwell, 2008; Guest and of production in the industrial economy of the 20th
Conway, 2011; Huselid, Jackson and Schuler, 1997; century to being a key source of sustainable
Lawler III and Mohrman, 2003; Richard and competitive advantage in the knowledge economy
Johnson, 2001; Ulrich et al., 2011; Wright et al., of the 21st century. Progressively, the role of
1998, 2001). Nonetheless, the research to personnel managers has expected to be more
determine the effectiveness of HR professionals in significant as HR has turned out to be the strategic
academic research is quite at an early stage in partners – not only inside the HR division of the
Pakistan (Ahmad, Kausar, and Azhar, 2015). organization but also inside the inclusive decision-
Furthermore, scholars have also witnessed the making process of the organization.
reflection of weaknesses of the HR professionals'
traits and competencies in Pakistan, and it is an Human Resource Professionals' Effectiveness
obstruction to organizational effectiveness HR professionals perform their tasks and duties
(Ahmad, Sharif and Kausar, 2014). Fareed, Isa, and at the head office of an organization (Dessler,
Noor (2016a) underlined that in the telecom firms, 2010). While performing these tasks and
HR professionals are incapable of developing or responsibilities, they can be either an HR generalist
executing profound HR practices and strategies, or HR specialist. Both kinds of HR professionals
which ultimately result in dissatisfaction of need to complete an extensive amount of work
employees who are not able to perform effectively. practices in the discipline of HRM (Fareed, Isa, and
HR professionals in the 21st century Noor, 2016b). Being HR
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA202 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
generalists, the HR professionals are expected to performance and effectiveness. It is believed that
cope with all aspects and fundamentals of HR- human capital development is the utmost vital
related work, and they are obliged to have a wide element in the intellectual capital of an
range of competencies (KSAOs). HR generalist is organization. Human capital theory firmly
also responsible for engaging and contribute to the postulates the belief that human resources must be
strategic planning process and make sure those equipped with updated KSAOs. The fundamental
strategies would be implemented inside the proposition of this theory is that individuals are
organization. Whereas, Dessler (2010) addressed being treated as a form of capital for productivity
that HR professionals in more influential (Ahmed et al., 2017).
organizations usually oversee many different The fundamental argument is that organizations
departments. Every department may be supervised may enjoy the latest equipment and modern
by a manager who must be the HR specialist in the technology, but that equipment is inadequate
particular HRM function, such as staffing, training without innovative, well trained, highly motivated,
and development, compensation, and performance and competent employees. An organization can
appraisal. The organizations expect HR achieve a higher level of employees' performance
professionals would execute these functions through comprehensive training of its employees,
efficiently and effectively. which may vigorously improve the employees'
Recently academicians and practitioners have KSAOs critical for the development of employees
focused on the effectiveness of HR, particularly in (Snell and Dean, 1992). Employees feel empowered
developing economies (Ahmad, Kausar, and Azhar, to accomplish organizational goals through
2015; Mangi et al., 2012). Several scholars effective HRM practices that promote human
identified that HR professionals achieve their tasks capital. However, a promising development of
in the organization and accomplish their human capital can be achieved by executing a high-
responsibilities associated with organizational performance work system (Wang and Chen, 2013).
performance (Huselid, 1995; Wright, Dunford and The prominence of developing human capital can
Snell, 2001). Research studies on SHRM somehow extend high performance. It has been recognized as
overlooked the impact of HR professionals' a useful tool for fostering human capital within an
capabilities with the association between HR organization (Wang and Chen, 2013). In recent
professionals' effectiveness and organizational times, developing human capital is evolving as an
performance (Ahmad, Kausar, and Sharif, 2012). essential discipline of scientific research that
Organizations who are willing to enhance their suggests scarcity in the body of knowledge to
performance must emphasize on developing their address this issue (Vaitkevičius et al., 2015).
HR professionals. Given that, Geimer, Zolner, and
Allen (2017) argued recognizing the KSAOs that Organizational Culture
successful HR professionals need is critical. It is, Organizational Culture is defined "in a way
however, observable that HRM, by way of people think," which influences how they behave
management discipline, is in relatively early stages (Arnold et al., 2005). Eldridge and Crombie (2013)
in Asia paralleled to the western countries is as yet classify organizational culture as a unique pattern
under-researched in these environments (Ahmad, of values, beliefs, norms, and ways of doing things
Kausar, and Azhar, 2015). that depict how individuals and groups come
together to finish their jobs. Thomya and
Human Capital Development Saenchaiyathon (2015) labeled organizational
The exclusive abilities, competences, and culture as visible objects, for example, rituals,
expertise of employees within the organization are symbols, behaviors, stories, or central values, which
termed human capital (Campbell, 1995). Ployhart are difficult to classify. Additionally, Fareed, Isa, and
and Moliterno (2011) defined human capital Noor (2016b) stated that organizational culture is a
development as a unit-level resource that develops custom in which a group of individuals thinks, which
from the knowledge, skills, and abilities (KSAs) of precisely influences how they behave within the
individual employees. Kor and Leblebici (2005) organization.
outlined human capital as a firm's strategic HR, for Numerous researches have reviewed
instance, 'HR professionals' loaded with specific organizational culture as a competitive advantage
knowledge and expertise. Hitt et al. (2001) (Barney, 1986; Fareed, Isa, and Noor, 2016a;
highlighted human capital elements such as Galperin and Lituchy, 2014; Sadri and Lees, 2001;
education, experience, and skills of top managers Uddin, Luva and Hossain, 2012). Wagner III (1995)
affect firm outcomes, such as; organizational
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA203 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
affirmed that organizational culture strongly essential to implement the firm's competitive
influences employees' behavior and attitudes. In strategy. Organizations that implement HPWS
comparison, Denison and Mishra (1995) indicated often recognize as per "high-performance culture
that specific traits of organizational culture might organizations." These organizations practice
be useful predictors of performance and distinctive managerial method, which ensures high
effectiveness. Once employees recognize with performance through individuals (Tomer, 2001).
organizational culture, the work environment is Even though positive evidence of the
likely to be more pleasing, which increases the effectiveness of HPWS, research studies up till now
morale of the employees, the teamwork, point out that the implementation of these types of
information sharing, and openness to new ideas practices is slightly limited and infrequent (Godard,
(Goffee and Jones, 1996). 2004; Posthuma et al., 2013; Roche, 1999). Many
Although organizational culture offers an scholars (Bartram et al., 2007; Huselid, 1995;
employee a shared structure of position for Purcell et al., 2008; Stanton et al., 2010; Zacharatos,
variations in an organization, thus it is an essential Barling, and Iverson, 2005) have studied HPWS to
factor for successfully executing any variations in enhance employees' and organizational
the system, structure, or process to enable effectiveness. Further, Purcell et al. (2008) argued
employee creativeness (Škerlavaj, Song and Lee, that HR has an influence on performance by leading
2010). Sadri and Lees (2001) underlined or contributing to the expansion through practical
organizational culture intensely plays an influential implementation of HPWS, which explicitly focuses
role within organizations to affect employees and on job and work design, flexible working
organizational operations throughout a firm. environment, resourcing, employees'
Besides, organizations that can form and nurture a development, rewards and by giving employees the
robust organizational culture are more profiled. freedom of expression. Therefore, it is crucial to
The common theme is that to achieve and sustain customize HPWS as a viable instrument inside and
high levels of performance, and an organization beyond the industries (Batt, 2002).
needs a constructive work setting that advances
and leverage employees' KSAs to generate value Resource Based-View as Theoretical Foundation
(Appelbaum, Gittell, and Leena, 2011). Highly This study uses resource based-view (RBV) of
effective organizations own a culture that inspires the firm as an underpinning theory by way of HR
employee involvement, which ultimately leads to professionals as a source of competitive advantage
employees' productivity. However, employees for the firm. Conferring to RBV, organizations that
show a willingness to become involved in such a possess superior resources that are rare, unique
culture where goal-setting, decision-making, or and there should not be an adequate replacement
problem resolution have always been encouraged, for these resources, such organizations might
which successively leads to more significant perceive and execute distinctive strategies that
employees' performance (Hellriegel, Slocum Jr, and competitors could not imitate easily (Barney, 1991).
Woodman, 1998). Consequently, firms need to The hypothetical argument is that employees'
identify that their HR developing practices are unique skills are likely to be the source of
essentially harmonized with the organizational competitive edge, which is difficult to replicate by
culture. others, at least in the short term. As rivals permit to
replicate the superiority of physical and financial
High-Performance Work System resources, experts and scholars have focused on
Wang and Chen (2013) defined a high- the distinctiveness of HR as an aspect that can bring
performance work system (HPWS) as it refers to "a a firm's sustainable competitive advantage (Barney,
set of separate but interrelated HR practices that 1991; Barney et al., 2001). In conformity with the
are designed to attract, retain, and motivate RBV of the firm, it is required for organizations to
employees." Shih, Chiang, and Hsu (2006) used the classify, evaluate, and improve key HR
term HPWS for a set of HRM practices that can professionals' competencies permitted to achieve
enhance firm performance, including financial and an adequate level of competitive advantage. It is HR
non-financial performance. Huselid (1995) denoted professionals' primary obligation to enable the
HPWS as a system which comprises rigid staffing organization's corporate vision, mission, and
protocols, managing performance, incentive objectives through individuals since they are the
management systems, and training and ones who contribute to the organizational goals
development activities that are intended to obtain, (Priem and Butler, 2001). RBV
polish, and highlight employee skills and behaviors
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA204 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
also recommends the HR system can contribute to firms for asking their permission to conduct an
sustainable competitive advantage through interview. In the email, the research objective and
facilitating the development of HR professionals' methodology were briefly explained. Once the
capabilities that are firm-specific and also via human resource department of the telecom firms
establishing organizational Culture (Barney, 1992; responded, and HR professionals indicated their
Wright and Mcmahan, 1992). willingness to participate in the study, they were
HR is also an infrequent resource because it is further contacted to fix the time and place.
challenging to find employees with similar skill-set, Primarily, the researcher has established contacts
mind-set, and cultural-set in the organizations. with the initial tier of HR professionals from
Inyang (2010) claimed that the essential notion of telecom firms. Based on the responding behavior
RBV of the firm is resource heterogeneity. It and pattern of participants, the study has used a
identifies that the resources that organizations convenient sampling technique. This is because HR
have are unlikely to be identical, and they must professionals were too resilient and busy in
encounter four requirements. They must be valued, performing day-to-day responsibilities; therefore,
exceptional, unique, and non-compatible. those HR professionals who have shown willingness
Moreover, (Snell, Youndt, and Wright, 1996) to participate and who were convenient to reach
believed that HR comes across these four were approached to be a part of the study.
requirements, which eventually can create a vital However, it should be noted that all the HR
source of competitive advantage for the firm. Ever professionals who were involved in the field study
since Barney (1991) has drawn the elementary were HR executives of telecom firms who have
theoretical model and measurement for the enormous exposure and experience in the area of
sources of sustainable competitive advantage, the HR within and outside the country.
RBV theory has become the most frequent Kadir and Noor (2015) stated that qualitative
philosophy in the discipline of SHRM, both in the field studies could help society understand the
expansion of theory and the foundation for complexities that business organizations face
empirical research (McMahan, Virick and Wright, today. Further, semi-structured interviews are
1999). Consequently, this study intended to use usually constructed on a flexible procedure that
RBV as a foundation to explore those determinants, offers a loose arrangement of open-ended
which might lead to a sustainable competitive questions to examine the experiences and
advantage in the shape of HR professionals' viewpoints of the participants (Pope, Van Royen
effectiveness. and Baker, 2002). The population of the study was
not vibrant, and it was challenging to find the
RESEARCH METHODOLOGY appropriate HR professionals. Hence, the study has
To achieve the research objective of the study, a used convenient sampling due to its subjective
qualitative study through semi-structured nature and because it is advantageous when the
interviews was carried out. Semi-structured researcher has limited resources, time, and
interviews included in-depth but open-ended workforce (Etikan, Musa and Alkassim, 2016).
questions (Interview Protocol), which followed the Zikmund et al. (2013) also suggested that a
guidelines given by Jacob and Furgerson (2012). The convenient sampling technique can obtain
researchers have developed the interview protocol extensive information quickly and effectively.
(see Appendix A) through an extensive literature Guest, Bunce, and Johnson (2006) suggested
review. Jacob and Furgerson (2012) elaborated the that in qualitative research, mostly sample size
interview protocol as a procedural guide for relies on the idea of 'saturation.' They endorsed
directing a researcher through the interview that for most research initiatives in which the
process. A group of practitioners and academicians purpose is to understand shared perceptions and
has substantiated the interview protocol in experiences among a homogeneous group, six to
Malaysia and Pakistan to reflect expert twelve interviews are sufficient. Consequently,
interpretations. Moreover, it was refined based on interviews were conducted with ten HR
the external validity checks by these experts who managers/executives of the five telecom firms,
are specialized in the content area. These experts which are; Mobilink, Telenor, Ufone, Zong, and
endorsed that the interview protocol Warid. Interviews were led at the offices of the HR
predominantly is relevant and appropriate to professionals as per their comfort. Each interview
achieve the focal research objective. took about 40 to 50 minutes, and it was recorded
In the beginning, emails were sent to each by a Micro-audio recorder (MP3) with the
human resource department of Pakistan's telecom permission of the participants. The most
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA205 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
challenging thing in qualitative research is data participant from each telecom firm.
analysis and its formulation (Folkestad, 2008).
Numerous tools and techniques were available; A Brief Overview of Human Resource
nonetheless, the selection of tool(s) or technique(s) Professionals
must be based on the objectives of the study. Since Table 1 indicates that the total number of HR
it is stated previously, each interview was recorded professionals who have been involved in the
through (MP3) recorder. Subsequently, the data qualitative field study are ten participants.
was apprehended by interpreting the interview However, out of ten participants, seven
tapes into the interview transcripts. Therefore, participants are HR executives, and one each
content analysis has been recognized as an participant is the HR director, HR manager, and
appropriate technique for analyzing the interview manager of organization development (OD). Each
transcripts. participant has sufficient experience in the field of
HR within their current company, which assisted
FINDINGS AND DISCUSSION the researcher in getting profound information and
As stated earlier, data has been collected from in gaining insight into their experiences at the
HR executives of five telecom firms. These firms are workplace. The table shows working experience for
the leading telecom firms in Pakistan as per their each HR professional ranges between 5 to 11 years,
market share and subscribers. They hold 99% of the whereas 7 of the HR professionals had six or more
market share in the sector as per PTA Annual years of working experience and three HR
Report (2012). Researchers have interviewed two professionals had five years of working experience
HR managers/executives, each from all five telecom in their current position. It must be noted that these
firms. The aim behind was to precisely point out the HR professionals also had previous working
experiences related to the performance of HR experience in the HR department before their
managers themselves. It is supported by Ahmad, current company has recruited them. Their
Sharif, and Kausar (2014), who encouraged future companies have endorsed them to key HR positions
researchers to study HR managers in assessing HR after specific years of working experience and
professionals' effectiveness. The intention behind training. All of the HR professionals are having a
taking two HR managers from each telecom firm master's in HR as their highest qualification. HR
was to retain the consistency of the qualitative data professionals' working experience and their
by pointing out the experiences related to the qualifications symbolize them appropriate for the
effectiveness of HR managers. Letter A, B, and C are interviews to gain insight into their experiences and
indicated with each participant (HR to recognize the progressions. Consequently, these
executive/manager) in the document to signify HR professionals were reliable for qualitative field
first, second or third research.
Table 1: Participants' Demographic Information
Participants Company Current Working Highest
Position Experience Qualification
1 C1A HR Executive 11 Years MBA (HR)
2 C2A HR Operations Executive 6 Years MBA (HR)
3 C3A HR Executive 6 Years MBA (HR)
4 C3B HR Executive 7 Years MBA (HR)
5 C4A HR Executive 5 Years MBA (HR)
6 C5A HR Executive 8 Years MBA (HR)
7 C1B HR Director 6 and half Years MBA (HR)
8 C4B HR Manager 5 Years MBA (HR)
9 C4C Manager (Organizational 5 Years MSC (HR)
Development)
10 C5B HR Executive 6 Years MBA (HR)
Note: C1 = Telenor, C2 = Warid, C3 = Mobilink, C4 = Ufone, C5 = Zong
A = First, B = Second, C = Third
Human Resource Professionals' Effectiveness and HR professionals have underlined various key
Human Capital Development ideas in developing human capital besides the
advancements of KSAOs. For instance, they believe
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA206 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
developing human capital is a comprehensive Indeed, organizations are required to develop their
process of developing, retaining, and enabling key human capital with updated knowledge and skills to
talent and their potential to achieve targets. It is encounter new challenges
gratifying employees' needs in terms of functional, and to achieve their tasks effectively. HR
behavioral, and leadership; it also includes career professionals' responses also affirm that
progression, succession planning, on the job developing human capital has a decisive positive
training, and e-learning. It is verified by the impact on their effectiveness. Such as:
responses of HR professionals, for example: "Absolutely, KSAOs enhance the effectiveness.
"Human capital development is a process of an Because whenever we can grasp the new
employee's life cycle, which starts from acquiring, knowledge and skills, we can apply these things into
developing, and retaining the key talent. So, human the modern one. It's a dynamic world; every day is a
capital development starts with identifying the new thing, so it's better that any HR professional
functional and competency requirements of a job. he/she should be able to deal with the new things
Moreover, it assesses and develops the potential of which will help." (HR Executive, Telenor-A)
an employee." (HR Manager, Ufone-B) "As I mentioned earlier, through training, we
"I think human capital development is about develop the skills, knowledge, and abilities of
enabling your employees, looking at their employees, making them able to do their job
performance gaps and how they are performing in effectively. It is vital for the organization as if we
their current role and how they need to be grow our employees, then our organization grows
developed in terms of their career plan." (HR as well. It is challenging to achieve our targets and
Executive, Mobilink-B) encounter new challenges without having updated
"Human capital development is not only the knowledge and skill." (HR Operations Executive,
behavioral part. It is functional needs along with Warid-A)
behavioral and leadership needs. These are three "If I will be fully loaded with advanced
dimensions that we have to consider while knowledge and skills, it will help me to face radical
developing any individual." (HR Executive, Telenor- challenges and accomplish my tasks effectively. I
A) believe Mobilink must develop human resources to
"Human capital development is employees' on sustain competitive advantage since Mobilink is the
the job training, succession planning, e-learning, market leader in Pakistan." (HR Executive, Mobilink-
educate them and make them able to do their job." A)
(HR Executive, Zong-A) Technology is changing every day. The telco is a
"I believe human capital development is very dynamic industry. Now we have a license of 3G
providing employees with development and 4G, so if we will not educate our employees or
opportunities in terms of career progression and in give them training on these technologies, then I
terms of train those in the right skills set. In think our competitors will have a competitive
whatever they lack, it is offering the route to advantage over us, and we will be less effective."
improve upon that through consoling them, (HR Executive, Zong-A)
through mentoring them." (HR Executive, Ufone-A) Based on the above findings, it is incredibly
In addition to that, HR professionals also certify crucial for organizations to focus on developing
that developing KSAOs are extremely important to KSAOs of their HR professionals. It is because
comprehend their effectiveness. If companies are technological changes require HR professionals to
unable to develop competencies' KSAOs' of their tackle advanced talents to survive in a competitive
people and if these individuals stay in the environment. Nonetheless, organizations should
organization, ultimately, it impacts negatively on develop various training sessions for HR
the organizational effectiveness. Nevertheless, professionals to enhance competencies, which will
organizations must develop their human capital ultimately result in higher HR professionals'
through formal or informal training programs. effectiveness. These findings support the results of
Precisely, in this highly competitive environment, earlier studies which highlighted that developing
companies strive for a sustainable competitive human capital can advance individuals' and
advantage, which is not likely without developing organizational effectiveness (Albanese, 1989; Hsu
their human capital. Even though employees also et al., 2007; Pfeffer, 1994; Selvarajan T et al., 2007;
seek developmental opportunities to enhance their Ulrich et al., 2009; Wang and Chen, 2013). Equally
knowledge and skills-set, especially in this dynamic important, the findings also provide strong support
environment where every day, there is something for the resource-based view (RBV) of the firm,
new to learn and every day is a new challenge. which specifies that distinctive capabilities (KSAOs)
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of HR can acquire employees' effectiveness, which our culture, and our culture is our strength. Here
ultimately advances the people treat each other with respect, they trust
sustainable competitive advantage of the firm each other by fulfilling their commitments, help and
(Barney, 1992; Wright and Mcmahan, 1992). support their colleagues, and communicate openly,
which impacts every employee's effectiveness." (HR
Human Resource Professionals' Effectiveness and Operations Executive, Warid-A)
Organizational Culture "We have a robust Culture because Telenor is
HR professionals state that strong built around people. So culture is driving very
organizational culture constructively can lead to strongly from the Telenor group. And we have a
employees' effectiveness as it enables employees talent and culture team as well, and we feel that it
to perform the best they can. Constructive is our culture that sets us apart from our
organizational culture similarly empowers competition. So anything we do today, we are
employees and give them decision making accounted for our culture. In fact, everything that
autonomy in the light of cultural values which we do shapes our effectiveness. Because as HR
inspire employees to perform their tasks where supposed to walk and talk, we are the
effectively. Such cultural values are the building custodian of the culture, so if we don't do it, then we
blocks of employees' daily interactions between can't ask people to do it as well." (HR Director,
themselves and all other stakeholders. Moreover, Telenor-B)
constructive organizational culture sets an "I believe that our culture is strong because of its
organization apart from its competition and core values which are; leadership with passion,
sustains a competitive advantage. teamwork and innovation, entrepreneurship,
HR professionals believe that they are all driven freedom with responsibility, commitment with fun,
by organizational ethics and values, the first and humility in relationships. Our core values are
important thing which they have to practice and the pillars upon which our organizational culture
preach. In fact, organizational culture, and business practices are based. We call this the
organizational beliefs, values, and ethics, are the Ufone way, and it is all about translating our basic
bible for any organization, thus, employees and cultural ingredients into our lifestyle." (Manager
essentially HR professionals have to live by it and OD, Ufone-C)
they have to set the example in these values and "Yes, we have firm culture because our values
descriptive behaviors. Since it is HR professionals are teamwork, passion, openness, integrity &
who have more responsibility to provide the right accountability, and efficient execution, which
kind of tools, the right information, the right enable employees to behave professionally within
knowledge and the right behaviors to the the company. Our values teach our employees to
employees. In addition to that, HR professionals are show descriptive behaviors that bring effectiveness,
accountable to make organizational culture as a and the same goes to my effectiveness as well." (HR
win-win culture for all stakeholders, internal Executive, Zong-A)
'employees, and management' or external "Our culture is so strong, and that is our
stakeholders' customers,' since they are the strength. And the main pillars for us are our values
custodians of the organizational culture. It is not and our people. Because everyday behavior which
only what employees are striving to achieve, we are exhibiting that is the culture. We do not have
culture is also how they are determined to cubicles; we do have open-door policies. I can simply
accomplish. Therefore, HR professionals can create go and discuss with the CEO or VP, and this is the
a winning culture by focusing on both measures' beauty of this culture, which brings a lot of
what and how'. Eventually, HR professionals play a innovation and creativity." (HR Executive, Telenor-
pivotal role in implementing cultural interventions, A)
so having a healthy organizational culture aligned Arguably, organizations are required to create a
with organizational philosophies makes it easy for high-performance culture, which enables
HR professionals to perform effectively. For employees to augment higher effectiveness. Such a
instance, various HR professionals verify that: culture helps organizations to realize employees'
Culture is essential for any organization as it commitment, involvement, and participation. Once
teaches employees how to behave with each other employees recognize with the organizational
and within the organization. In Warid telecom, we culture, the work environment prospective to be
have six values that shape our organizational more gratifying, which enhances the morale of the
culture. These values are; integrity, ownership, employees, teamwork and information sharing,
unity, care, openness, and clarity. Our values shape also openness to new ideas (Goffee and Jones,
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA208 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
1996). It leads to increased interaction and rewards and recognition, development
continuous learning among employees, and opportunities and promotions, empowerment,
employees tend to be more effective in engagement, transparency and fairness. It also
accomplishing their tasks and responsibilities incorporates greater opportunity in strategic
(Fareed, Isa, and Noor, 2016b). Organizations need decision making, training & development,
to strengthen their culture with constructive ethics, performance appraisals and technology, leadership
norms, and values if they want to have a high- support and commitment, effective talent
performance culture. Cultural values also help management, useful feedback, open
nurture specific standards in a high-performance communication, and taking responsibility in making
culture where employees can exceed the decisions are the crucial components which focus
performance expectations set by higher on the key business processes rather than
management. Findings have revealed that effective individual HR practices. High performance work
organizations can create a healthy organizational system is the combination of all of these
culture where employees' creativity, innovation, components, which help organizations to create a
engagement, and commitment are encouraged to high-performance culture, which is the
boost employees' effectiveness. Since the telecom fundamental of HR policies and practices. Besides,
industry is a vivacious and ICT extensive industry, it HR professionals also endorse that high
demands a robust and influential organizational performance work system supports them to
culture that inspires employees' development for enhance their effectiveness. For instance;
sustaining competitive advantage (Fareed et al., "We have programs developed in place, which
2016a). It is inconsistent with Fareed, Isa, and Noor promote and support high-performance culture. I
(2016b), who stated that organizations should believe that there is an element of competitiveness.
develop a strong organizational culture where And we also have the mechanism to identify the
growth and empowerment of employees are high performers. We identify high performers, we
encouraged to achieve common goals and to attain offer them development opportunities, and we
competitive advantage. Further, if management support them." (HR Executive, Ufone-A)
wishes to achieve and sustain high performance, it "Yes, it is. At the end of the year, there are very
needs a constructive workplace environment that is few high performers, so everyone tries to compete
probable owing to the strong organizational culture with each other and tries to perform high. We are
which advances and leverage employees' promoting high-performance culture within our
competencies to create value (Appelbaum, Gittell, company as we started sessions, and we just did
and Leena, 2011). An organization that can psychometric exercises with our high-performance
maintain a positive culture is likely to enjoy higher employees to help them in developing their future
employee effectiveness (Sadri and Lees, 2001). goals and career plans. Those high performers are
the mentors of other employees who are unable to
Human Resource Professionals' Effectiveness and perform high in a way low performers tend to learn
High-Performance Work System from high performers which enable effectiveness."
The responses of HR professionals reveal that (HR Executive, Zong-A).
although their organizations are practicing various "Yes, absolutely high performance work system
systems with different names, for instance, HR enhances effectiveness. Since we do have a high-
information system, HR management system, 360 o performance culture and talent differentiation
performance system, performance culture which is part of HR policies and practices. I
evaluation/appraisal system, and talent review know if I will perform better, then I will be rewarded
system. However, components of all of these HR higher accordingly. The need to perform higher
systems are associated with the elements of a high- would be much greater instead that if I would know
performance work system. I would get the same benefits as the one who
HR professionals identify various components of performs low because talent differentiation needs
a high-performance work system in the current to be there." (HR Director, Telenor-B)
study. These components enable HR professionals "I think a high-performance work system is a
to attain organizational goals and objectives, system that creates a competitive environment in
enhancing HR professionals' effectiveness. For terms of setting the right kind of goals and
example, HR professionals certify that high objectives for the employees. We are practicing this
performance work system embraces 'SMART goals, system because our performance appraisal system
teamwork, collaborations, and identified behaviors, is considered to be very fair and transparent. It is
the most important part of
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2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA209 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
Second, our study makes experimental
developing a high-performance culture. So you have contributions to the literature. To the best
transparency and fair kind of performance knowledge of the researchers, prior studies on the
appraisal system where employees feel that they subject matter have focused merely on quantitative
have been treated equitably." (HR Executive, field studies. In contrast, the current study
Mobilink-B) contributes to the concept of HR professionals'
It is believed that organizations have to give effectiveness by adopting a qualitative research
equal importance to every component of high approach through determining the originating
performance work system, or else it might not work factors which add to the phenomenon.
effectively. Organizations also need to have specific Additionally, the current study offers the additional
standards in a high-performance culture where components and elements of determining factors
employees can exceed performance expectations. which previous studies have not yet established.
As writing SMART goals sets the baseline for The study also adds to the literature by offering
effective performance. Setting the goals right along experimental evidence of the strong association
with mapping the expectations to achieve them between human capital development,
helps the employees and line managers to stay on organizational culture, and high performance work
the same page. Previous literature confirms the system with HR professionals' effectiveness in the
effect of high performance work system on HR context of a developing country (Pakistan). It is well
professionals' effectiveness (Purcell et al., 2008; documented that the emerging economies of Asia,
Ryu and Kim, 2013). Additionally, RBV theory also for instance, Pakistan has experienced little
endorses the HR system can assist firms in academic research in the area of HR professionals'
triumphing sustainable competitive advantage by effectiveness (Ahmad, Kausar, and Azhar, 2015;
enabling employees to develop their competencies Han et al., 2006). At the same time, the importance
and embedding organizational Culture (Barney, of the country in the global business community has
1992; Wright and Mcmahan, 1992). grown enormously, particularly once heavily
foreign direct investment by China inwards in the
IMPLICATIONS FOR RESEARCH AND PRACTICE country in the shape of the China-Pak Economic
Theoretical implications Corridor (CPEC). By exploring the contributing
The theoretical arguments and findings of the factors to advance HR professionals' effectiveness,
present study contribute to HR literature in several this study offers new insight into strategic HRM in
ways. First, we offer a theoretical and insightful the emerging Asian economy.
explanation of the positive association between
human capital development, organizational Practical Implications
culture, and high performance work system with HR This research paper offers implications for HR
professionals' effectiveness. The existing literature practitioners and organizations to assume a
on HR effectiveness has focused only on the resilient and active role in revealing issues
competency-based model to enhance HR embedded in HR professionals' effectiveness,
professionals' effectiveness, paying insufficient which are often underemphasized in the
attention to the factors undertaken in the current organization. The study is also essential for HR
study, despite having a robust association amongst specialists and decision-makers as it offers
them. Drawing from RBV theory (Barney, 1991), we suggestions and guidelines for a managerial
propose that attention should also be given to understanding of the importance of HR
strategic or resource-based factors (human capital professionals' effectiveness to sustain competitive
development, organizational culture, and high advantage. A primary message of our findings for
performance work system) to sustain the HR practitioners is that competent HR has a high
competitive advantage. Theory notes that the potential to benefit organizations. Another
distinctiveness of an employee's skills and significant practical implication of our findings is
capabilities is a critical requirement for gaining a that organizations should ensure that HR
competitive advantage. The RBV perspective professionals are loaded with advanced knowledge,
inspires a shift in prominence towards the essential skills, and abilities and provided with organizational
characteristics of employees' skills and their support in the shape of strong organizational
relative contribution to value creation (Wright, culture and HR systems to develop HR strategies
Dunford, and Snell, 2001; Barney et al., 2001). which will help organizations to enhance
employees' and organizational
REVISTA ARGENTINA
2020, Vol. XXIX, N°5, 200-214 DE CLÍNICA PSICOLÓGICA210 Muhammad Fareed, Aqeel Ahmad, Sri Sarah Maznah Mohd Salleh, Oussama Saoula
practices is crucial for organizations to achieve a
effectiveness. Further, HR professionals not only higher level of HR professionals' effectiveness and
need to be certain that they have all the necessary to sustain the competitive advantage.
competencies for using HR systems, but they must
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