Managers' Beliefs About Employees and Human Resource Management Strategies: A Case Study of Myanmar's Garment Industry

ABSTRACT This article explores how plant managers' beliefs regarding their employees influence human resource management (HRM) strategies, emphasizing the contrasting perspectives of economics and organizational science. The data for this study were collected from 629 sewing machine operators and 105 plant managers in Myanmar's garment industry. The findings reveal three key points: (1) Economic and social exchanges shape employees' behavior; (2) Managers who view their employees as rational cheaters tend to be hesitant about adopting HRM strategies; and (3) managers who trust in the conscience of their employees are inclined to implement HRM strategies. Given the focus on managers in the labor‐intensive industry in Southeast Asia, this study has significant implications for managers to incorporate diverse viewpoints into HRM strategies. JEL Classification: M12, M54, O15, O53