Research Proposals

The impact of human resource practices on the organizational performance

Prepared for - Mominul Haque Talukder (MHT)
Course- MGT 351
Section 8

Prepared by –
Group 6
Tashdeed Tawsif Ahsan 111 0402 030
Takbir Hossain Bhuiyan 111 0485 030
Jannatul Fardous Metul 111 0560 030
Khondker Maruful Islam 111 0935 530
Md. Muntasir Uddin 113 0148 030
Contents

Abstract 3 1. Introduction 4 2. Significance & objective of the Study 6 3. Questionnaire 7 4. Review of Literature 10 5. Hypothesis 15 6. Conceptual Model 16 7. Research Methodology 17 Staffing 18 Training 18 Involvement and Participation 18 Performance Appraisals 18 Compensation and Rewards 19 Caring 19 Organizational Performance 19 8. Analysis & Results 20 Reliability Test 20 Correlations 22 Regression Analysis 23 9. Discussion 29 10. Conclusion & Implications 32 Bibliography 33

Abstract The study evaluates the effects of human resource management practices (staffing, training, involvement and participation, performance appraisals compensation and caring) on organizational performance in a garments and clothing manufacturing firm located in Dhaka, Bangladesh. A total of 40 employees of Babylon Limited responded to self-reported questionnaire that measured six HRM practices and subjective measures of organizational performance. Factor analysis was performed to identify human resource management practices. Regression analysis indicated a positive and statistically significant association of these practices with organizational performance. The study provides insight to management to use these practices as strategic tool for superior performance, and add to the limited empirical knowledge that exists in Bangladeshi context.

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Key Words
Human Resource Practices, Organizational Performance, Staffing, Training, Involvement and Participation, Performance Appraisals, Compensation and

Bibliography: Babylon Group. (2013, February). Retrieved February 2013, from Babylon Group: http://www.babylongroup.com Harel, G.H Harcourt, M. and Wood, G. 2007. “The importance of employment protection for skill development in coordinated market economies”, European Journal of Industrial Relations, 13(2), pp. 141–60. Huselid, M.A. 1995. “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance”, Academy of Management Journal, 38(3), pp. 635–672. Jarventaus, J. (2007). Training in a risky industry. T+D Magazine, March, available at: www.astd.org/astd/Publications/TD_Magazine/2007_pdf/ March/0703_ ExecSum.htm. Jyothi, P. and Venkatesh, D.N. 2006. “Human Resource Management”, New Delhi: Oxford University Press. Jones, D.C. 1987. “The productivity effects of worker directors and financial participation by employees in the firm: the case of British retail co-operatives”, Industrial and Labor Relations Review, 41(1), pp. 79–92. Kalleberg, A.L. and Moody, J.W. 1994. “Human Resource Management and Organisational Performance”, American Behavioural Scientist, 37, pp. 948–62. Katou, A., and Budhwar, P. 2006. “The Effect of Human Resource Management Systems on Organizational Performance: Test of a Mediating Model”, International Journal of Human Resource Management, 17(7), pp. 1223–1253. Kessler, I. and Purcell, J. 2003. “Individualism and collectivism in industrial relations”, in P.Edwards (ed.) Industrial Relations: Theory and Practice. Oxford: Blackwell. Kleinbaum, D. G., Kupper, L. L., & Muller, K. E. 1988. “Applied Regression Analysis and Other Multivariate Methods”, Boston: PWS. Koch, M.J., & McGrath, R.G. 1996. Improving Labour Productivity: Human Resource Management Policies Do Matter”, Strategic Management Journal, 17, pp. 335–54. Kulik, C.T. 2004. “Human Resource for the non-HR Manager”, New Jersey: Lawrence Erlbaum Associates Publishers. Kundu, S. C. 2003. “Workforce diversity status: a study of employees’ reactions” Industrial