This paper was published as Journal of Educational Leadership, Policy and Practice, 2009, 24 (2), pp. 3-17. It is available from http://search.informit.com.au/documentSummary;dn=941195311532692;res=IELHSS.Metadata only entryGlobal mobilization, complex eco-political situations and the internationalization of education are changing work scenarios on educational sites. International study schools, trans-national educational institutions, distance learning, a mobile work force and shifting population structures are bringing together people with diverse cultural, ethnic, national and faith values, behaviours and expectations. In order to manage people with sensitivity in diverse work contexts, a better understanding is needed of the complex forces that underpin people management practice. This paper draws on a study of college heads in Pakistan to explore the issues and challenges in people management in that particular societal context. It explores the impact of societal culture and values in a Muslim society. It addresses a knowledge gap in human resource management (HRM) literature, and supports the argument that people management practices are 'situated' culturally, ethnically and contextually. It highlights the importance of developing an understanding of contexts, histories, and cultural and belief systems in HRM contexts
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