Human resource management (HRM) has emerged as a key ...

More documents

Recommendations

Info

ecruitment and selection of workers, unavailability of training facilities,inadequate financial facilities, and low motivation level of workers.Human resource management practices of ten local private manufacturingenterprises listed under Dhaka Stock Exchange (DSE) were examined by Akhter(2002). She covered different aspects of HRM practices of the surveyedmanufacturing enterprises such as job description, HR planning, recruitment andselection, orientation, training, promotion, performance appraisal, transfer, salaryand wage administration, incentives, and fringe benefits. She also measuredcorrelation between employees‟ opinions regarding HRM practices in theirenterprises and their age, education, and experience. Islam (2003) in a study onthe HRM practices of small businesses of Bangladesh found that smallbusinesses did not offer reasonable salaries and benefits, training anddevelopment opportunities to their employees. The author mentioned that due tooutdated HR practices, the productivity and motivation level of the employees ofsmall businesses of Bangladesh were very low. Haque and Prince (2003)assessed the HR practices such as training, promotion policy, performanceappraisal method, and transfer policies of some private manufacturing industriesbased in Chittagong. They found that the surveyed companies imparted on-thejobtraining, vestibule training, apprenticeship training, and class room training toemployees. They also found that the surveyed companies filled up vacanciesthrough internal movement. The companies had formal performance appraisalsystem. Again, the companies were found to have no standing policy regardingtransfer. An in-depth study (Mahmood, 2004) assessed the institutional context ofhuman resource management practices in Bangladesh. The author mentionedthat research on HRM did not receive its due attention in Bangladesh. Theresearcher observed that other than organizational contingencies, theinstitutional context such as national education and training system, nationalindustrial relations system, regulatory frameworks, and overall societal contexthad significant influence on the development of HRM practices in Bangladesh.Hossain, Khan, and Yasmin (2004) analyzed the nature of voluntary disclosuresabout human resource in the annual reports of 40 Bangladeshi companies. Theyfound that contemporary Bangladeshi companies, though not mandatory, werewillingly giving various information regarding their human resources in the annualreports. Akand (2006), in a case study, investigated the personnel managementpractices of Janata Bank. Ernst and Young, and Metropolitan Chamber ofCommerce and Industry (2007) conducted a survey on HR practices of morethan 50 organizations selected from industries (mainly from the private sector)such as Pharma and Healthcare, FMCG, IT, Telecom, Manufacturing, Finance,NGO, Textile/Garments, and Conglomerates. They thoroughly examined talentacquisition, performance management, people development, compensation andbenefits, HR strategy and processes, organizational culture, and HR practices forWorkmen, staff and other non-managerial employees of the surveyedorganization. Uddin, Habib, and Hassan (2007) depicted a comparative scenarioof HRM practices with respect to the public and the private sector companies of6
Bangladesh. The study encompassed the HRM practices of Wartsila, one of theprivate sector power generation companies, and BPBD (Bangladesh PowerDevelopment Board), the public sector power generation company. Theyexamined recruitment, selection, training, performance appraisal, andcompensation practices of both the firms. The authors concluded that the overallHRM practices of Wartsila very much satisfactory. In contrast, the HRM practicesof BPDB were quite inefficient. Huda, Karim and Ahmed (2007) made a study onthe HRM practices of 20 NGOs of Bangladesh. It was identified from the studythat the HR challenges faced by the NGOs were shortage of qualifiedcandidates, insufficiency of qualified female candidate, poor academicbackground of applicants in the suburban and rural areas, and the lack of traininginfrastructure and training need analysis. The first three challenges were relatedto recruitment. Two recent studies (Billah & Islam, 2009; Billah, Prince, & Islam,2009) found that HR practices have significant association with employeeturnover and organizational commitment.The above literature survey on different HRM practices demonstrates that likeother developing countries, HRM as an area of research has not received properattention in Bangladesh. Moreover, few in-depth comparative studies betweenthe public and private sector in this context were conducted by the localresearchers. The study is, therefore, an endeavor to fill up this obvious researchgap.3. Research Objectives, Hypotheses, and MethodologyAlthough human resource management practices are indispensable in enhancingorganizational performance and competitive advantage (Becker & Huselid,1998), surprisingly an inadequate number of studies have been conducted in thisarea so far in Bangladeshi context (Akhter, 2002; Mahmood, 2004). This stillremains an unearthed area for research. Thus, the present study aimed at fillingthe existing research gap. This study would contribute to the progress of bettertheory and practice of HRM. The research findings would help the public and theprivate sector industrial enterprises of Bangladesh in realizing the status of theirHRM practices. It would also help them improve their HRM practices towardscreating a sustainable competitive advantage based on human capital. Theresearch findings would be also useful for the academicians, researchers, policymakers,and practitioners in recognizing HRM practices in a developing countrycontext such as Bangladesh. The study highlighted the following specificobjectives:a) To trace the overall status of HRM practices of the public sectorindustrial enterprises of Bangladesh.b) To trace the overall status of HRM practices of the private sectorindustrial enterprises of Bangladesh.c) To explore the difference between public and private sectorindustrial enterprises of Bangladesh with respect to overall statusof HRM practices.d) To put forward policy implications for overall improvement of the7
Page 1 and 2: New HRM Practices in the Public and
Page 3 and 4: eviewing 66 studies conducted in di
Page 5: HRM practices have been researched
Page 9: Table 1 show that a sample size is
Page 12 and 13: H 1 : µ > 4Table 7. Descriptive st
Page 14 and 15: the overall status of HRM practices
Page 16 and 17: and employee turnover: A study on p
Page 18 and 19: Mamun, M. and Islam, M. 2001, Manag

Human resource management (HRM) has emerged as a key ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?