Sensemaking of Subordinates’ Perception Through Supervisor Interactions and Its Role in Informing HRM Practices: A South Asian Perspective

Abstract

The dyadic relationship between subordinate-supervisor garners significant focus within organizational studies and human resource management (HRM), being deemed a perpetual source of the organization’s most direct experiences. Nonetheless, these interactions are transient, as the dyadic and complex nature of their relationship transcends simple exchanges at workplace. The study provides an in-depth analysis of sensemaking in the context of modern-day organizations, particularly focusing on South Asian workplaces. Sensemaking is a cognitive process that individuals undergo when they encounter changes in their work environment, seeking clarity and formulating appropriate responses. The paper examines sensemaking’s influential role in shaping HRM practices. The authors adopted a deductive thematic analysis method to analyze 30 nominated texts using the MAXQDA content analysis tool. The authors propose a conceptual model based on five key themes derived from sensemaking: perception of supervisory behavior, perception of work relationship aspects, perception of workplace culture, opportunities-challenges in HRM practice, and outcomes of subordinate perception informing HRM practice. The study concludes that sensemaking is deeply embedded in the institutional, cultural, and organizational fabric of South Asian workplaces, and it significantly influences HRM practices.