Human Resource Management Strategies and Work Output in the Manufacturing Industry of Pakistan

Abstract

Pakistan is a developing country with limited human resource management research. Ineffective and maladaptive strategic HRM strategies have the potential to degrade Pakistani industrial performance. This study examines the relationship between productivity and Human Resource Management (HRM) practices in Pakistan's industrial sector. HRM procedures including hiring, training, performance reviews, and compensation plans are analyzed in light of productivity, efficiency, and employee satisfaction. In this mixed-method study, primary and secondary data sources are used. Quantitative information is gathered from 300 manufacturing businesses spread across Pakistan using regression analysis and structured questionnaires. Key variables include workforce training (WT), performance incentives (PI), job satisfaction (JS), and employee productivity (EP). The research employs Ordinary Least Squares (OLS) regression to estimate the impact of HRM strategies on work output. The findings indicate that HRM strategies significantly enhance employee performance and overall organizational productivity. The study suggests policy recommendations, including investment in employee training and performance-based incentives to improve industrial output. This research contributes to the growing literature on HRM and productivity, providing practical implications for industry leaders and policymakers in Pakistan.