Human Resource Management Practices and Employees’ Satisfaction Towards Private Banking Sector in Bangladesh
Md. Tofael Hossain Majumder Department of Accounting and Information Systems, Comilla University, Comilla, Bangladesh. Phone: +8801816436176. Email: tofael_cou@yahoo.com
ABSTRACT: Dramatic advances of Information and Communication Technology (ICT), changing mix and personal values of the workforce, emergence of the knowledge economy and increasing global competition have created enormous challenges on organizations. To cope with the challenges efficiently, human resource has been considered as one of the most important factors in today’s hypercompetitive market place. The focus of this study is to gain an insight into the current HRM practices and its impact on employee’s satisfaction on the private banking sector in Bangladesh. For conducting this research, 100 bank employees are selected from the chosen banks and out of this 88 employees responses properly, the response rate is 88 percent. The questionnaire consists of different questions on nine HRM dimensions such as recruitment and selection systems, compensation package, job security, career growth, training and development, management style, job design and responsibilities, reward and motivation and working environment. The questionnaire was developed by using a five point Likert scale. In this study, some statistical measures such as Z-test, mean and proportion analysis is used to examine employee’s satisfaction. The study reveals that all HRM dimensions exercised in the private banking sector of Bangladesh does not satisfied to the employees equally. Most of the employees are dissatisfied with compensation package followed by reward and motivation, career growth, training and development, management style, and job design and responsibilities. So, these HRM dimensions quality
References: Adams, J.S. (1965). Inequity in social exchange. In Berkowitz, L. (ed.). Advances in experimental social psychology. New York: Academic press, pp.267-299. Beardwell, I., Holden, L., Claydon, T. (2004). Human Resource Management a Contemporary Approach. 4th (edn.), Harlow: Prentice Hall. Becker, G.S. (1993). Human capital: a theoretical and empirical analysis, with special Beer, M., Spector, B., Lawrence, P., Mills, D. and Walton, R. (1984). A Conceptual View of HRM in Managing Human Assets. Free Press, New York. Bernardin, H.J., Russel, J.E. (1993). Human Resource Management: An Experiential Approach. Singapore: McGraw-Hill, Inc. International Review of Management and Marketing, Vol. 2, No.1, 2012, pp.52-58 58 Buck, J.M., Watson, J.L. (2002). ‘Retaining staff employees: The relationship between Human Resources Management Strategies and Organizational Commitment’, Innovative Higher Education, 26(3), 175-93. DeCenzo, D.A., Robbins, S.P. (1996). Personnel/Human Resource Management. 3rd ed. New Delhi: Prentice-Hall of India Pvt. Ltd. Gardner, T., Moynihanand, L. and Wright, P. (2007). The influences of human resource practices and collective affective organizational commitment on aggregate voluntary turnover. CAHRS Working Paper, Cornell University. Gruber, J., Madrian, B.C. (1994). Health insurance and job mobility: The effects of public policy on job-lock. Industrial and Labor Relations Review, 48(1), 86–102. Huselid, M.A. (1995). ‘The impact of human resource management practices on turnover, productivity, and corporate financial performance.’ Academy of Management Journal, 38, 635672. Khera, S. (1999). Just How Important Is It? Business Age 1: 36. Lawler, E.E. (2005). Creating high performance organizations. Asia Pacific Journal of Human Resources, 43(1), 10-17. Klaus, T., LeRouge, C., Blanton, J.E. (2003). An examination of the relationships between select nature of work characteristics and organizational commitment of IT professionals, Special Interest Group on Computer Personnel Research Annual Conference, Session 3.2, 147–149. Lazear, E.P. (1986). Retirement from the labor force. In Ashenfelter, O., and Layard, R. (Eds.). Handbook of labor economics, volume 1. Amsterdam: North-Holland. Lee, S. H. and Heard, A. (2000). A managerial perspective of the objectives of HRM practices in Singapore: an exploratory study. Singapore Management Review, 22, 65–82. Madrian, B.C. (1994). Employment-based health insurance and job mobility: Is there evidence of joblock? Quarterly Journal of Economics, 109, 27–51. Macky, K., Boxall, P. (2007). The relationship between ‘high performance work practices’ and employee attitudes: an investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567. Nasurdin A.M., Ramayah, T., Osman, M. (2001). Job Satisfaction and Organizational Commitment among the Malaysian Workforce, Malaysian Publications: April 2006. Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First, Boston, MA: Harvard Business School Press. Senyucel, Z. (2009). Managing Human Resources in the 21st Century. Available at http://www.bookboon.com. Accessed on 23/11/2009. Shaw, J. D., Delery, J.E., Jr. Jenkins, G.D., Gupta, N. (1998). An organization-level analysis of voluntary and involuntary turnover. Academy of Management Journal, 41(5), 511–525. Steers, R.M. (1977). Antecedents and Outcomes of Organizational Commitment. Administrative Science Quarterly, 22, 46-56. Storey, J. (2001). Introduction: From Personnel Management to Human Resource Management, A critical Text, Thomson Learning. London. Walton, R. (1985). Toward a strategy of eliciting employee commitment based on policies of mutuality. In R. E. Walton & P. R. Lawrence (Eds.), Human resource management: Trends and challenges. Boston: Harvard Business School Press. Wayne, S.J., Shore, L.M., Liden, R.C. (1997). Perceived organizational support and leader-member exchange: a social exchange perspective. Academy of Management Journal, 40, 82–111.