Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh
The objective of this paper is to show the perceptions of top organizational leaders on the roles of occupational safety and health (OSH) functions and the human resource management (HRM) functions in the manufacturing sectors in Malaysia, Pakistan and Bangladesh.Since the HRM concept was created by...
| Main Authors: | , , |
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| Format: | Conference or Workshop Item |
| Sprog: | English |
| Udgivet: |
2017
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| Online adgang: | https://repo.uum.edu.my/id/eprint/23803/1/CBMM%202017%20733%20744.pdf |
| _version_ | 1825804990323621888 |
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| author | Sharif, Mohmad Yazam Ahmed, Aqeel Joader, Mohd Hasanur Raihan |
| author_facet | Sharif, Mohmad Yazam Ahmed, Aqeel Joader, Mohd Hasanur Raihan |
| author_sort | Sharif, Mohmad Yazam |
| collection | UUM |
| description | The objective of this paper is to show the perceptions of top organizational leaders on the roles of occupational safety and health (OSH) functions and the human resource management (HRM) functions in the manufacturing sectors in Malaysia, Pakistan and Bangladesh.Since the HRM concept was created by American scholars in the early 1980s, the general understanding among Western scholars was that OSH was regarded as an important part of HRM in organizations. But since then scholars did not show the connection between OSH and HRM in various types of organizations. OSH was looked upon as a separate function in the management of organizations and it was believed to be more related to the works of safety engineers (and medical doctors).In terms of HRM, this perception was thought to be wrong.This study
had adopted a case study approach and the interview protocol was used to solicit data from CEOs of three manufacturing firms respectively in Malaysia, Pakistan and Bangladesh.It was found that CEOs of manufacturing firms in the three countries regarded OSH as technical functions within the jurisdictions of safety engineers.HRM functions had nothing to do with OSH.So the OSH department and the HR department existed separately in these firms.It was also found that HR departments in these firms were still
regarded as “administrative”. There was big potential for adopting strategic HRM in these firms.When this happens (and also the perceptions of CEOs change), then only the OSH department and the HR department can be integrated. |
| first_indexed | 2024-07-04T06:24:37Z |
| format | Conference or Workshop Item |
| id | uum-23803 |
| institution | Universiti Utara Malaysia |
| language | English |
| last_indexed | 2024-07-04T06:24:37Z |
| publishDate | 2017 |
| record_format | eprints |
| spelling | uum-238032018-04-02T00:26:59Z https://repo.uum.edu.my/id/eprint/23803/ Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh Sharif, Mohmad Yazam Ahmed, Aqeel Joader, Mohd Hasanur Raihan HD28 Management. Industrial Management The objective of this paper is to show the perceptions of top organizational leaders on the roles of occupational safety and health (OSH) functions and the human resource management (HRM) functions in the manufacturing sectors in Malaysia, Pakistan and Bangladesh.Since the HRM concept was created by American scholars in the early 1980s, the general understanding among Western scholars was that OSH was regarded as an important part of HRM in organizations. But since then scholars did not show the connection between OSH and HRM in various types of organizations. OSH was looked upon as a separate function in the management of organizations and it was believed to be more related to the works of safety engineers (and medical doctors).In terms of HRM, this perception was thought to be wrong.This study had adopted a case study approach and the interview protocol was used to solicit data from CEOs of three manufacturing firms respectively in Malaysia, Pakistan and Bangladesh.It was found that CEOs of manufacturing firms in the three countries regarded OSH as technical functions within the jurisdictions of safety engineers.HRM functions had nothing to do with OSH.So the OSH department and the HR department existed separately in these firms.It was also found that HR departments in these firms were still regarded as “administrative”. There was big potential for adopting strategic HRM in these firms.When this happens (and also the perceptions of CEOs change), then only the OSH department and the HR department can be integrated. 2017-10-29 Conference or Workshop Item PeerReviewed application/pdf en https://repo.uum.edu.my/id/eprint/23803/1/CBMM%202017%20733%20744.pdf Sharif, Mohmad Yazam and Ahmed, Aqeel and Joader, Mohd Hasanur Raihan (2017) Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh. In: 4th Conference on Business Management, 29 - 30 Oktober 2017, The Gurney Resprt Hotel & Recidences Penang, Malaysia. |
| spellingShingle | HD28 Management. Industrial Management Sharif, Mohmad Yazam Ahmed, Aqeel Joader, Mohd Hasanur Raihan Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh |
| title | Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh |
| title_full | Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh |
| title_fullStr | Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh |
| title_full_unstemmed | Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh |
| title_short | Top management's misperceptions over OSH-HRM functions in manufacturing firms in Malaysia, Pakistan and Bangladesh |
| title_sort | top management s misperceptions over osh hrm functions in manufacturing firms in malaysia pakistan and bangladesh |
| topic | HD28 Management. Industrial Management |
| url | https://repo.uum.edu.my/id/eprint/23803/1/CBMM%202017%20733%20744.pdf |
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