What types of long-term vision is necessary for human resources development in Nepal? Give your own opinions.
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Answer:
Nepal was listed as one of the least developed countries globally by the World Bank, with a gross national income per capita (atlas method) of USD 730 in 2016 (The World Bank, 2017). Nevertheless, foreign investment in Nepalese companies has been increasing steadily, by three to five times over the past ten years. In 2017, the number of projects with approved foreign investment was 395, with a total foreign investment value of approximately USD 150 million (Ministry of Industry, 2017). Furthermore, the number of multinational companies (MNCs) entering the Nepalese market is also expected to increase
The economic liberalization in Nepal started in the 1980s with the major initiative to liberalize the economy and continued in the 1990s with the enactment of Industrial Policy 1992 by the Nepalese government (Adhikari, 2010; Gautam, 2015). As part of this change, some management practices and systems – such as the competitive pay and benefits for competent talents and the emphasis on performance management and employee training and development – were adopted from organizations. Nepalese HRM appears not to have changed markedly since then. According to a survey conducted in 2005, HRM in Nepal was still having trouble in establishing itself as a business partner, with more than 40% of the participating companies stating that HR was involved only in the implementation of strategy, but not in the formation thereof
Key tasks and roles performed by HR departments in Nepalese organizations are consistent. The most important task of the HR department is concerned with selection, followed by induction and onboarding (i.e., orienting new employees, which aids in retention), training and development, performance management, and health and safety management. The Kendall’s coefficient of concordance shows moderate agreement among the panel members (W = 0.49) for the ranking of an HR department’s key tasks.
High power distance in the Nepalese culture is evident from the practices related to performance evaluation, and employee training and development. For example, the emphasis on discussion with and review from a supervisor in performance evaluation implies that feedback or evaluation from a senior is considered critical . Furthermore, practices such as mentoring and on-the-job training – prevalent in organizations in Nepal – indicate that seniority at work is central in Nepalese organizations.
Regarding uncertainty avoidance, HR practices in Nepal – such as emphasis on open and honest and cordial relationships with employees – display the characteristics of a lower uncertainty avoidance culture. However, some practices – such as mentoring and employee security (provident fund) – also display features of high uncertainty avoidance. This inconsistency may stem from the fact that the practices related to employee security reflect the characteristics of a collective society, as well as those of a high uncertainty avoidance culture. Similarly, the emphasis on close and open relationships is relevant in a high feminine and high-power distance culture, as well as a low uncertainty avoidance culture. These seemingly contradictory findings are understandable, given that culture is not necessarily bipolar. As suggested by Gautam (2015), culture emerges sometimes as both individual and collectivistic, masculine and feminine, or both high and low in power distance and uncertainty avoidance.
Explanation:
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Answer:
Nepal should work with long-term vision to overcome the challenge of human resources development. Why?
Nepal was listed as one of the least developed countries globally by the World Bank, with a gross national income per capita (atlas method) of USD 730 in 2016 (The World Bank, 2017). Nevertheless, foreign investment in Nepalese companies has been increasing steadily, by three to five times over the past ten years. In 2017, the number of projects with approved foreign investment was 395, with a total foreign investment value of approximately USD 150 million (Ministry of Industry, 2017). Furthermore, the number of multinational companies (MNCs) entering the Nepalese market is also expected to increase, the economic liberalization in Nepal started in the 1980s with the major initiative to liberalize the economy and continued in the 1990s with the enactment of Industrial Policy 1992