In spite of its rapid economic development there has been little research on human resource practices in Oman. This study aims to fill this gap. It examines the human resource management (HRM) and human resource development (HRD) practices; explores their implementation; and identifies obstacles that affect such practice. Specifically, it focuses on an attempt to introduce a generic model of HRM - lIP - and attempts to determine whether this model can succeed in a context very different from its origins in the UK. The research focused on the experiences of both employers and employees in Omani organisations', using a large scale survey combined with semi-structured interviews. This produces a mix of qualitative and quantitative data that throws light on the Omani employment situation. Statistical analysis of the data shows clear differences between organisations with and without lIP in terms of employees' experiences ofHR practices. This difference - which represents more positive responses in lIP companies - is maintained when other variables are controlled. It is argued that lIP appears to support a more coherent fit of HR practices. The one partial exception is in the public sector where age of employees seems to adversely effect experience of HR. Although good HR practice is evident in companies without lIP, this is most prevalent in those with international connections. Small and medium Omani organisations appear to have the least development HR practice. This is confirmed by qualitative interviews. It is concluded that generic HR models are transferable between different cultures but that this is influenced by the organisation culture of the adopting organisation which, itself is shaped be international exposure. Thus, the benefits of such schemes in terms of HR gains cannot be assumed to be automatic - culture change at organisation level may be required. A model of this is provided and the implications for Oman are explored.

In spite of its rapid economic development there has been little research on human resource practices in Oman. This study aims to fill this gap. It examines the human resource management (HRM) and human resource development (HRD) practices; explores their implementation; and identifies obstacles ...