This study explores the application of classical and emerging Human Resource Management (HRM) theories within the context of a rural local government in Nepal, focusing on Aathrai Rural Municipality. The research integrates frameworks such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, McGregor’s Theory X and Y, Public Service Motivation (PSM), Strategic HRM, the Resource-Based View (RBV), and Human Capital Theory to assess how employee motivation, performance, and institutional effectiveness are influenced in decentralized governance setting. Using a mixed-methods case study approach, data were collected through a structured questionnaire administered to municipal staff and supplemented by secondary sources including official documents, government reports, and academic literature. The findings reveal that while Aathrai has established a structured administrative system with diversified staffing and some training initiatives, significant gaps persist in areas such as career development, staff retention, and performance-based recognition. Employees reported strong public service motivation, but also expressed dissatisfaction with limited promotion opportunities and insufficient investment in capacity building. The study concludes that although elements of HRM theory are evident in practice, systemic issues such as political interference, resource constraints, and unclear policy alignment limit their full implementation. The research underscores the need for localized HRM reforms, and recommends that future studies expand across multiple municipalities and incorporate qualitative methods to capture deeper organizational insights.
Posta Raj Lamichhane (Tue,) studied this question.