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(PDF) Nexus between human resource management practice and employees’ attitudes and behavior
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The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh." /> <meta name="twitter:image" content="https://0.academia-photos.com/250936587/104482768/93671068/s200_shihab.shuvo.png" /> <meta property="fb:app_id" content="2369844204" /> <meta property="og:type" content="article" /> <meta property="og:url" content="https://www.academia.edu/107408585/Nexus_between_human_resource_management_practice_and_employees_attitudes_and_behavior" /> <meta property="og:title" content="Nexus between human resource management practice and employees’ attitudes and behavior" /> <meta property="og:image" content="http://a.academia-assets.com/images/open-graph-icons/fb-paper.gif" /> <meta property="og:description" content="This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh." /> <meta property="article:author" content="https://independent.academia.edu/ShihabShuvo9" /> <meta name="description" content="This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh." /> <title>(PDF) Nexus between human resource management practice and employees’ attitudes and behavior</title> <link rel="canonical" href="https://www.academia.edu/107408585/Nexus_between_human_resource_management_practice_and_employees_attitudes_and_behavior" /> <script async src="https://www.googletagmanager.com/gtag/js?id=G-5VKX33P2DS"></script> <script> window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-5VKX33P2DS', { cookie_domain: 'academia.edu', send_page_view: false, }); gtag('event', 'page_view', { 'controller': "single_work", 'action': "show", 'controller_action': 'single_work#show', 'logged_in': 'false', 'edge': 'unknown', // Send nil if there is no A/B test bucket, in case some records get logged // with missing data - that way we can distinguish between the two cases. // ab_test_bucket should be of the form <ab_test_name>:<bucket> 'ab_test_bucket': null, }) </script> <script> var $controller_name = 'single_work'; var $action_name = "show"; var $rails_env = 'production'; var $app_rev = 'a798f853d5d6725d607cb4b9dbcd856a128bbb02'; var $domain = 'academia.edu'; var $app_host = "academia.edu"; var $asset_host = "academia-assets.com"; var $start_time = new Date().getTime(); var $recaptcha_key = "6LdxlRMTAAAAADnu_zyLhLg0YF9uACwz78shpjJB"; var $recaptcha_invisible_key = "6Lf3KHUUAAAAACggoMpmGJdQDtiyrjVlvGJ6BbAj"; var $disableClientRecordHit = false; </script> <script> window.require = { config: function() { return function() {} } } </script> <script> window.Aedu = window.Aedu || {}; window.Aedu.hit_data = null; window.Aedu.serverRenderTime = new Date(1733982152000); window.Aedu.timeDifference = new Date().getTime() - 1733982152000; </script> <script type="application/ld+json">{"@context":"https://schema.org","@type":"ScholarlyArticle","abstract":"This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh. Data was gathered using structured questionnaires following convenient sampling technique. The data was analyzed using SPSS-23 statistical package program. A robust and significant linear association between HRMPs and EAB was found. Further, HRM practices, including compensation \u0026amp;amp; rewards (CR) and motivation (MV) were discovered to be dominant predictors of EAB. According to the study, variations in EAB of 77.10% were caused by independent predictors such as recruitment and selection (RS), training and development (TD), performance appraisals (PA), compensation and rewards (CR), motivation (MV), and maintenance (MT) in CMC in the southern part of Bangladesh. Nevertheless, it is apparent from the study\u0026amp;amp;#39;s findings that manufacturing org...","author":[{"@context":"https://schema.org","@type":"Person","name":"Shihab Shuvo"}],"contributor":[],"dateCreated":"2023-09-30","dateModified":"2023-09-30","headline":"Nexus between human resource management practice and employees’ attitudes and behavior","image":"https://attachments.academia-assets.com/106082899/thumbnails/1.jpg","inLanguage":"en","keywords":["Business","Knowledge Management","Human Resource Management","Human Resources","Population","business management and social science"],"publication":"International Journal of Research in Business and Social Science (2147- 4478)","publisher":{"@context":"https://schema.org","@type":"Organization","name":"Center for Strategic Studies in Business and Finance SSBFNET"},"sourceOrganization":[{"@context":"https://schema.org","@type":"EducationalOrganization","name":null}],"thumbnailUrl":"https://attachments.academia-assets.com/106082899/thumbnails/1.jpg","url":"https://www.academia.edu/107408585/Nexus_between_human_resource_management_practice_and_employees_attitudes_and_behavior"}</script><link rel="stylesheet" media="all" href="//a.academia-assets.com/assets/single_work_page/loswp-102fa537001ba4d8dcd921ad9bd56c474abc201906ea4843e7e7efe9dfbf561d.css" /><link rel="stylesheet" media="all" href="//a.academia-assets.com/assets/design_system/body-8d679e925718b5e8e4b18e9a4fab37f7eaa99e43386459376559080ac8f2856a.css" /><link rel="stylesheet" media="all" href="//a.academia-assets.com/assets/design_system/button-3cea6e0ad4715ed965c49bfb15dedfc632787b32ff6d8c3a474182b231146ab7.css" /><link rel="stylesheet" media="all" href="//a.academia-assets.com/assets/design_system/text_button-73590134e40cdb49f9abdc8e796cc00dc362693f3f0f6137d6cf9bb78c318ce7.css" 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{"work":{"id":107408585,"created_at":"2023-09-30T05:33:32.190-07:00","from_world_paper_id":241092228,"updated_at":"2024-02-28T23:38:08.056-08:00","_data":{"abstract":"This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh. Data was gathered using structured questionnaires following convenient sampling technique. The data was analyzed using SPSS-23 statistical package program. A robust and significant linear association between HRMPs and EAB was found. Further, HRM practices, including compensation \u0026 rewards (CR) and motivation (MV) were discovered to be dominant predictors of EAB. According to the study, variations in EAB of 77.10% were caused by independent predictors such as recruitment and selection (RS), training and development (TD), performance appraisals (PA), compensation and rewards (CR), motivation (MV), and maintenance (MT) in CMC in the southern part of Bangladesh. Nevertheless, it is apparent from the study\u0026#39;s findings that manufacturing org...","publisher":"Center for Strategic Studies in Business and Finance SSBFNET","publication_name":"International Journal of Research in Business and Social Science (2147- 4478)"},"document_type":"paper","pre_hit_view_count_baseline":null,"quality":"high","language":"en","title":"Nexus between human resource management practice and employees’ attitudes and behavior","broadcastable":true,"draft":null,"has_indexable_attachment":true,"indexable":true}}["work"]; window.loswp.workCoauthors = [250936587]; window.loswp.locale = "en"; window.loswp.countryCode = "SG"; window.loswp.cwvAbTestBucket = ""; window.loswp.designVariant = "ds_vanilla"; window.loswp.fullPageMobileSutdModalVariant = "control"; window.loswp.useOptimizedScribd4genScript = false; window.loginModal = {}; window.loginModal.appleClientId = 'edu.academia.applesignon';</script><script defer="" src="https://accounts.google.com/gsi/client"></script><div class="ds-loswp-container"><div class="ds-work-card--grid-container"><div class="ds-work-card--container js-loswp-work-card"><div class="ds-work-card--cover"><div class="ds-work-cover--wrapper"><div class="ds-work-cover--container"><button class="ds-work-cover--clickable js-swp-download-button" data-signup-modal="{"location":"swp-splash-paper-cover","attachmentId":106082899,"attachmentType":"pdf"}"><img alt="First page of “Nexus between human resource management practice and employees’ attitudes and behavior”" class="ds-work-cover--cover-thumbnail" src="https://0.academia-photos.com/attachment_thumbnails/106082899/mini_magick20230930-1-knsdqg.png?1696077329" /><img alt="PDF Icon" class="ds-work-cover--file-icon" src="//a.academia-assets.com/images/single_work_splash/adobe_icon.svg" /><div class="ds-work-cover--hover-container"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">download</span><p>Download Free PDF</p></div><div class="ds-work-cover--ribbon-container">Download Free PDF</div><div class="ds-work-cover--ribbon-triangle"></div></button></div></div></div><div class="ds-work-card--work-information"><h1 class="ds-work-card--work-title">Nexus between human resource management practice and employees’ attitudes and behavior</h1><div class="ds-work-card--work-authors ds-work-card--detail"><a class="ds-work-card--author js-wsj-grid-card-author ds2-5-body-md ds2-5-body-link" data-author-id="250936587" href="https://independent.academia.edu/ShihabShuvo9"><img alt="Profile image of Shihab Shuvo" class="ds-work-card--author-avatar" src="https://0.academia-photos.com/250936587/104482768/93671068/s65_shihab.shuvo.png" />Shihab Shuvo</a></div><div class="ds-work-card--detail"><p class="ds-work-card--detail ds2-5-body-sm">International Journal of Research in Business and Social Science (2147- 4478)</p><div class="ds-work-card--work-metadata"><div class="ds-work-card--work-metadata__stat"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">visibility</span><p class="ds2-5-body-sm" id="work-metadata-view-count">…</p></div><div class="ds-work-card--work-metadata__stat"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">description</span><p class="ds2-5-body-sm">9 pages</p></div><div class="ds-work-card--work-metadata__stat"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">link</span><p class="ds2-5-body-sm">1 file</p></div></div><script>(async () => { const workId = 107408585; const worksViewsPath = "/v0/works/views?subdomain_param=api&work_ids%5B%5D=107408585"; const getWorkViews = async (workId) => { const response = await fetch(worksViewsPath); if (!response.ok) { throw new Error('Failed to load work views'); } const data = await response.json(); return data.views[workId]; }; // Get the view count for the work - we send this immediately rather than waiting for // the DOM to load, so it can be available as soon as possible (but without holding up // the backend or other resource requests, because it's a bit expensive and not critical). const viewCount = await getWorkViews(workId); const updateViewCount = (viewCount) => { try { const viewCountNumber = parseInt(viewCount, 10); if (viewCountNumber === 0) { // Remove the whole views element if there are zero views. document.getElementById('work-metadata-view-count')?.parentNode?.remove(); return; } const commaizedViewCount = viewCountNumber.toLocaleString(); const viewCountBody = document.getElementById('work-metadata-view-count'); if (!viewCountBody) { throw new Error('Failed to find work views element'); } viewCountBody.textContent = `${commaizedViewCount} views`; } catch (error) { // Remove the whole views element if there was some issue parsing. document.getElementById('work-metadata-view-count')?.parentNode?.remove(); throw new Error(`Failed to parse view count: ${viewCount}`, error); } }; // If the DOM is still loading, wait for it to be ready before updating the view count. if (document.readyState === "loading") { document.addEventListener('DOMContentLoaded', () => { updateViewCount(viewCount); }); // Otherwise, just update it immediately. } else { updateViewCount(viewCount); } })();</script></div><p class="ds-work-card--work-abstract ds-work-card--detail ds2-5-body-md">This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh. Data was gathered using structured questionnaires following convenient sampling technique. The data was analyzed using SPSS-23 statistical package program. A robust and significant linear association between HRMPs and EAB was found. Further, HRM practices, including compensation & rewards (CR) and motivation (MV) were discovered to be dominant predictors of EAB. According to the study, variations in EAB of 77.10% were caused by independent predictors such as recruitment and selection (RS), training and development (TD), performance appraisals (PA), compensation and rewards (CR), motivation (MV), and maintenance (MT) in CMC in the southern part of Bangladesh. Nevertheless, it is apparent from the study&#39;s findings that manufacturing org...</p><div class="ds-work-card--button-container"><button class="ds2-5-button js-swp-download-button" data-signup-modal="{"location":"continue-reading-button--work-card","attachmentId":106082899,"attachmentType":"pdf","workUrl":"https://www.academia.edu/107408585/Nexus_between_human_resource_management_practice_and_employees_attitudes_and_behavior"}">See full PDF</button><button class="ds2-5-button ds2-5-button--secondary js-swp-download-button" data-signup-modal="{"location":"download-pdf-button--work-card","attachmentId":106082899,"attachmentType":"pdf","workUrl":"https://www.academia.edu/107408585/Nexus_between_human_resource_management_practice_and_employees_attitudes_and_behavior"}"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">download</span>Download PDF</button></div></div></div></div><div data-auto_select="false" data-client_id="331998490334-rsn3chp12mbkiqhl6e7lu2q0mlbu0f1b" data-doc_id="106082899" data-landing_url="https://www.academia.edu/107408585/Nexus_between_human_resource_management_practice_and_employees_attitudes_and_behavior" data-login_uri="https://www.academia.edu/registrations/google_one_tap" data-moment_callback="onGoogleOneTapEvent" id="g_id_onload"></div><div class="ds-top-related-works--grid-container"><div class="ds-related-content--container ds-top-related-works--container"><h2 class="ds-related-content--heading">Related papers</h2><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="0" data-entity-id="11283686" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/11283686/HRM_Practices_and_its_Impact_on_Employee_Performance_A_Study_of_the_Cement_Industry_in_Bangladesh">HRM Practices and its Impact on Employee Performance: A Study of the Cement Industry in Bangladesh</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="6628467" href="https://asabd.academia.edu/nuralam">Md. Nur-E-Alam Siddique</a></div><p class="ds-related-work--abstract ds2-5-body-sm">In present situation, companies can gain strong competitive advantage through applying effective and efficient human resource practices. If the human resources are managed properly, they can contribute to the success for the company. The effective management of human resource is possible through the implementation of sound HRM practices. . The main objective of this research is studying the impact of HRM practices on employee performance in the context of cement industry in Bangladesh. For this purpose the researchers have tried to investigate impact of the various components of HRM practices on employee performance of a sample of 160 employees from seven cement companies listed in the Dhaka Stock Exchange. The data were analyzed by a regression analysis to determine the impact of HRM practices on employee performance. The result shows that training & development and opportunity for career development have a significant positive impact on employee performances. On the other hand, Performance appraisal, Compensation & Benefits, and Leadership Practices have a positive impact on employee performance but the impact is not significant in the context of cement industry in Bangladesh. Moreover, work life balance has a negative impact on employee‘s performance. Furthermore, efficient management of human resources can increase the performance of the employees of the cement companies in Bangladesh.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"HRM Practices and its Impact on Employee Performance: A Study of the Cement Industry in Bangladesh","attachmentId":36864102,"attachmentType":"pdf","work_url":"https://www.academia.edu/11283686/HRM_Practices_and_its_Impact_on_Employee_Performance_A_Study_of_the_Cement_Industry_in_Bangladesh","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/11283686/HRM_Practices_and_its_Impact_on_Employee_Performance_A_Study_of_the_Cement_Industry_in_Bangladesh"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="1" data-entity-id="19845782" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/19845782/A_STUDY_ON_EMPLOYEES_PERCEPTION_ON_HUMAN_RESOURCE_MANAGEMENT_PRACTICES_IN_CEMENT_INDUSTRIES_SPECIAL_REFERENCE_TO_MADRAS_CEMENTS_LIMITED_RAMCO_ARIYALUR">A STUDY ON EMPLOYEES’ PERCEPTION ON HUMAN RESOURCE MANAGEMENT PRACTICES IN CEMENT INDUSTRIES SPECIAL REFERENCE TO MADRAS CEMENTS LIMITED (RAMCO), ARIYALUR</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="39122404" href="https://iaeme.academia.edu/publication">IAEME Publication</a></div><p class="ds-related-work--abstract ds2-5-body-sm">In today’s highly competitive and turbulent business environment all modern organizations are operating in dynamic changing scenario. Due to increasing complexities and cut throat competition running organizations effectively become challenge for employers. To gain competitive advantage, organizations need to implement unique strategies. Human Resource Management is a proactive central strategic management activity which is different from conventional personnel management. The Human Resource Management has tremendous relevance to productivity of industry. Human input is the single largest that goes in the cement industry. The level of efficiency of production of this input is reflected in the quality of product provided by the industry to its customer. Madras Cement Limited is one of the large scale organizations in the cement industry employing thousands of human resources and operating three production units in the State of Tamil Nadu. This study is carried out to know the human resource policies and practices in the organization and the perception of the employees with respect to these practices. Suitable suggestions and measures are also stated for betterment of these practices.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"A STUDY ON EMPLOYEES’ PERCEPTION ON HUMAN RESOURCE MANAGEMENT PRACTICES IN CEMENT INDUSTRIES SPECIAL REFERENCE TO MADRAS CEMENTS LIMITED (RAMCO), ARIYALUR","attachmentId":40876240,"attachmentType":"pdf","work_url":"https://www.academia.edu/19845782/A_STUDY_ON_EMPLOYEES_PERCEPTION_ON_HUMAN_RESOURCE_MANAGEMENT_PRACTICES_IN_CEMENT_INDUSTRIES_SPECIAL_REFERENCE_TO_MADRAS_CEMENTS_LIMITED_RAMCO_ARIYALUR","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/19845782/A_STUDY_ON_EMPLOYEES_PERCEPTION_ON_HUMAN_RESOURCE_MANAGEMENT_PRACTICES_IN_CEMENT_INDUSTRIES_SPECIAL_REFERENCE_TO_MADRAS_CEMENTS_LIMITED_RAMCO_ARIYALUR"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="2" data-entity-id="124380000" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/124380000/Impact_of_Human_Resource_Management_HRM_Practice_on_Employee_s_Performance_A_Case_Study_on_Textile_and_Apparel_Industry_of_Bangladesh">Impact of Human Resource Management (HRM) Practice on Employee’s Performance: A Case Study on Textile and Apparel Industry of Bangladesh</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="320415533" href="https://independent.academia.edu/MohammadFatehAliKhanPanni">Mohammad Fateh Ali Khan Panni</a></div><p class="ds-related-work--metadata ds2-5-body-xs">International journal of academic research in accounting, finance and management sciences, 2023</p><p class="ds-related-work--abstract ds2-5-body-sm">This study was conducted to determine the impact of HRM practices on employee's performance in the Textile industry of Bangladesh.A Random sampling technique was used to collect data for this research study. A questionnaire based on 36 items was distributed among 85 employees of different companies in the textile industry for data collection. To check the interrelation between HRM practices and employee's performance, The Spearman's rank-order correlation and ordinal regression analysis was applied on the data. The results indicate that HRM practices recruitment and selection, Training and development, Performance Appraisal, Career Planning, Reward and compensation and Employee empowerment have a positive impact on employee's performance. Hence, it is proved that</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Impact of Human Resource Management (HRM) Practice on Employee’s Performance: A Case Study on Textile and Apparel Industry of Bangladesh","attachmentId":118616893,"attachmentType":"pdf","work_url":"https://www.academia.edu/124380000/Impact_of_Human_Resource_Management_HRM_Practice_on_Employee_s_Performance_A_Case_Study_on_Textile_and_Apparel_Industry_of_Bangladesh","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/124380000/Impact_of_Human_Resource_Management_HRM_Practice_on_Employee_s_Performance_A_Case_Study_on_Textile_and_Apparel_Industry_of_Bangladesh"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="3" data-entity-id="29169200" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/29169200/The_Impact_of_Human_Resource_Management_Practices_on_Job_Performances_A_Case_Study_of_Dhaka">The Impact of Human Resource Management Practices on Job Performances: A Case Study of Dhaka</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="41938219" href="https://butex.academia.edu/Syduzzaman">MD SYDUZZAMAN</a><span>, </span><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="55285607" href="https://butex.academia.edu/ShayekhMunir">Shayekh Munir</a></div><p class="ds-related-work--abstract ds2-5-body-sm">In the present era of globalization, business organizations are facing emerging challenges in form of acquisition, balancing, maintaining and optimization of human resource of an organization. With precious value and scarce capabilities, human resources are considered as a source of sustainable and highly competitive advantage in the organization. The success of an organization depends upon several elements and factors but the most important factor and elements that affects the organization performance is its employee and employers relationship. Human resources play an integral role in attaining an innovative and high-quality product/ service. This paper attempts to propose a conceptual framework relationship of five human resources management (HRM) practice like supervision, job training, and pay practices, job satisfaction, turnover, absenteeism and to explain and connect the relationships among these variables. Performances appraisal is an important tools to evaluate the job performance of a particular worker. A Job performance and productivity means employee performance relates to the production and productivity of a company that you have desired to get in. Job performances are significantly related with the job satisfaction, Job performances and Absenteeism and turnover. Job satisfaction is played an important role to employees' turnover and absenteeism because it would lead employee resigned, pre-retired from the organization when their job satisfaction level is low. The outcomes of HRM practice a positively and significantly correlated with job satisfaction. Job satisfaction retains the present employees and attracts the competent employees that relates to the higher productivity and organizational long-term performances. On the other hand HRM practice and job satisfaction are negatively correlated with Absenteeism and turnover. However, the results of HRM practice, Job performances and job satisfaction are strong predictors of Absenteeism and turnover.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"The Impact of Human Resource Management Practices on Job Performances: A Case Study of Dhaka","attachmentId":49614943,"attachmentType":"pdf","work_url":"https://www.academia.edu/29169200/The_Impact_of_Human_Resource_Management_Practices_on_Job_Performances_A_Case_Study_of_Dhaka","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/29169200/The_Impact_of_Human_Resource_Management_Practices_on_Job_Performances_A_Case_Study_of_Dhaka"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="4" data-entity-id="72161159" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/72161159/Human_Resource_Management_Practices_and_Employee_Performance_in_Banking_Sector_of_Bangladesh">Human Resource Management Practices and Employee Performance in Banking Sector of Bangladesh</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="52647118" href="https://independent.academia.edu/MdAbdusSalamSarker">Md. Abdus Salam Sarker</a></div><p class="ds-related-work--metadata ds2-5-body-xs">Journal of HUMAN RESOURCE MANAGEMENT, 2017</p><p class="ds-related-work--abstract ds2-5-body-sm">In the first growing banking sector like Bangladesh, there are 56 banks offered financial services with different stratagem and always looking for faster growth through employee performance by all means. Performance assessment is highly important while achieving the goals of the organization and determining the individual contributions to the organization. The purpose is to measure the effect of human resource (HR) practices on the employee performance in banking sector of Bangladesh. The research has performed through a sample survey on convenience sampling based data set about 328 different levels of employees from the banks in different locations of Bangladesh. A structured questionnaire was used to collect primary data related to some HR issues namely- institutional Commitment and motivation, Employee relations, Compensation, Physical Work Environment, Training & Development, Promotion, Job Satisfaction (independent variables) and the employee performance (dependent variable) of...</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Human Resource Management Practices and Employee Performance in Banking Sector of Bangladesh","attachmentId":81268683,"attachmentType":"pdf","work_url":"https://www.academia.edu/72161159/Human_Resource_Management_Practices_and_Employee_Performance_in_Banking_Sector_of_Bangladesh","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/72161159/Human_Resource_Management_Practices_and_Employee_Performance_in_Banking_Sector_of_Bangladesh"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="5" data-entity-id="35828207" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/35828207/Impact_of_Best_HRM_Practices_on_Retaining_the_Best_Employees_A_Study_on_Selected_Bangladeshi_Firms">Impact of Best HRM Practices on Retaining the Best Employees: A Study on Selected Bangladeshi Firms</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="46494995" href="https://independent.academia.edu/AsianOnlineJournalPublishingGroup">Asian Online Journal Publishing Group</a></div><p class="ds-related-work--abstract ds2-5-body-sm">This study has been developed to endeavor the relationship between ten Human Resource Practices (job analysis, recruitment & selection, adequate training facilities, performance appraisal, adequacy of information, supervisory treatment, opportunities for career development, compensation & benefit, managerial relationship with employees and degree of employee participation in decision making) and their possible impact on employee retention. The research was carried out with a sample size of 252 non-managers and 62 top level managers of 23 public and private corporate firms in Bangladesh. Data have been collected through a detailed structured questionnaire from the respondents. Judgment sampling method has been used to recruit the respondents. Result after careful statistical analysis has drawn a very interesting and unusual conclusion. It has indicated that there is a positive but insignificant relationship between job analysis, adequacy of information, management-employee relationship and participation in decision making with employee retention. The other six independent variables, recruitment & selection, job training facilities, performance appraisal, supervisory treatment, career development and compensation & benefit have negative relationship with employee retention. Among them, job training, compensation & benefit and supervisory treatment have strong negative relationship with employee retention.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Impact of Best HRM Practices on Retaining the Best Employees: A Study on Selected Bangladeshi Firms","attachmentId":55705664,"attachmentType":"pdf","work_url":"https://www.academia.edu/35828207/Impact_of_Best_HRM_Practices_on_Retaining_the_Best_Employees_A_Study_on_Selected_Bangladeshi_Firms","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/35828207/Impact_of_Best_HRM_Practices_on_Retaining_the_Best_Employees_A_Study_on_Selected_Bangladeshi_Firms"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="6" data-entity-id="2501532" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/2501532/Impact_of_Human_Resources_Practices_on_Job_Satisfaction_Evidence_from_Manufacturing_Firms_in_Bangladesh">Impact of Human Resources Practices on Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="113954" href="https://jfn.academia.edu/NimalathasanBalasundaram">Dr. Nimalathasan Balasundaram</a><span>, </span><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="21918743" href="https://independent.academia.edu/SadiaAkhter">Sadia Akhter</a></div><p class="ds-related-work--metadata ds2-5-body-xs">2010</p><p class="ds-related-work--abstract ds2-5-body-sm">This study aims at exploring the impact of HR practices on job satisfaction in the context of Bangladesh. A total of 60 responses from 20 manufacturing firms were collected and analyzed objectively. It was found that HR practices have significant association with job satisfaction (JS). In addition, human resource planning (HRP), and training and development (TND) were found to have positive impact on job satisfaction (JS). It was also found that TND has the greatest impact on JS. Academicians, researchers, policy-makers, practitioners, students, local and foreign entrepreneurs of Bangladesh and other similar countries could benefit from this paper by exploring the association between HR practices and job satisfaction.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Impact of Human Resources Practices on Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh","attachmentId":30522350,"attachmentType":"pdf","work_url":"https://www.academia.edu/2501532/Impact_of_Human_Resources_Practices_on_Job_Satisfaction_Evidence_from_Manufacturing_Firms_in_Bangladesh","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/2501532/Impact_of_Human_Resources_Practices_on_Job_Satisfaction_Evidence_from_Manufacturing_Firms_in_Bangladesh"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="7" data-entity-id="78909420" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/78909420/Determining_the_Relationship_between_Human_Resource_Management_HRM_Practices_and_Employee_Behavior_and_Commitment">Determining the Relationship between Human Resource Management (HRM) Practices and Employee Behavior & Commitment</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="73596938" href="https://anadolu.academia.edu/AwilMohamudEgal">Awil Mohamud Egal</a></div><p class="ds-related-work--metadata ds2-5-body-xs">2019</p><p class="ds-related-work--abstract ds2-5-body-sm">This study illustrated the relationship between HRM practices and employee behavior & commitment in different private organizations in Bangladesh. By employing convenience sampling technique and structured questionnaire, 189 employees from different private organizations across Bangladesh were interviewed. Inter-correlation matrix among different study variables showed correlations between all the variables relating to HRM practices, employee behavior & commitment were statistically significant except the correlation between discretionary behavior and recruitment & selection. Finally, hierarchical regression model was applied to measure whether there is any significant relationship between the dimensions of HRM practices with the dimensions of employee commitment and behavior. Organizational support had positive and significant impact in determining affective and normative commitment. Also, organizational support, performance appraisal and fair & performance based compensation had s...</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Determining the Relationship between Human Resource Management (HRM) Practices and Employee Behavior \u0026 Commitment","attachmentId":85797316,"attachmentType":"pdf","work_url":"https://www.academia.edu/78909420/Determining_the_Relationship_between_Human_Resource_Management_HRM_Practices_and_Employee_Behavior_and_Commitment","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/78909420/Determining_the_Relationship_between_Human_Resource_Management_HRM_Practices_and_Employee_Behavior_and_Commitment"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="8" data-entity-id="16869868" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/16869868/Adoption_of_proper_HRM_practices_A_technique_for_retaining_employees_and_increasing_firm_performance">Adoption of proper HRM practices: A technique for retaining employees and increasing firm performance?</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="31784226" href="https://scu-cn.academia.edu/MDSAJJADHOSAIN">MD SAJJAD HOSAIN</a></div><p class="ds-related-work--abstract ds2-5-body-sm">This study has been developed to endeavor the relationship between seven Human Resource Practices (job analysis, recruitment & selection, adequate job training facilities, opportunities for career development, compensation & benefit, managerial relationship with employees and degree of employee participation in decision making) and their tentative impact on employee retention and firms’ performance. The research was carried out with a sample size of 200 non-managers and 50 top level managers of 25 public and private corporate firms in Bangladesh. Data have been collected through a detailed structured questionnaire from the respondents. Judgment sampling method has been used to recruit the respondents. Results after careful statistical analysis revealed a very interesting and unusual conclusion. It indicated that there is a positive but insignificant relationship between job analysis, management-employee relationship and participation in decision making with employee retention. The other four independent variables, recruitment & selection, job training facilities, career development and compensation & benefit have negative relationship with employee retention. Among them, job training and compensation & benefit has strong negative relationship with employee retention. On the other hand, job analysis, management-employee relationship and participation in decision making have positive relationship with firm performance. Among them, management-employee relationship has significant and participation in decision making process insignificant positive effects on firm performance.</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"Adoption of proper HRM practices: A technique for retaining employees and increasing firm performance?","attachmentId":39229082,"attachmentType":"pdf","work_url":"https://www.academia.edu/16869868/Adoption_of_proper_HRM_practices_A_technique_for_retaining_employees_and_increasing_firm_performance","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/16869868/Adoption_of_proper_HRM_practices_A_technique_for_retaining_employees_and_increasing_firm_performance"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div><div class="ds-related-work--container js-wsj-grid-card" data-collection-position="9" data-entity-id="77265396" data-sort-order="default"><a class="ds-related-work--title js-wsj-grid-card-title ds2-5-body-md ds2-5-body-link" href="https://www.academia.edu/77265396/HRM_Practices_and_Its_Impact_on_Employee_Performance_A_Study_of_the_Cement_Industry_in_Indonesia">HRM Practices and Its Impact on Employee Performance: A Study of the Cement Industry in Indonesia</a><div class="ds-related-work--metadata"><a class="js-wsj-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="6628467" href="https://asabd.academia.edu/nuralam">Md. Nur-E-Alam Siddique</a></div><p class="ds-related-work--metadata ds2-5-body-xs">2018</p><p class="ds-related-work--abstract ds2-5-body-sm">This research aims to examine and analyze the effect of human resource management practices (i.e. leadership styles, employee commitment, work motivation, and work climate) on employee job satisfaction and employee performance. This study used primary data obtained through a survey to 221 employees as a sample. The result of Structural Equation Modelling (SEM) analysis shows that empirically the leadership style, employee commitment, work motivation, and work climate have positive and significant impact on job satisfaction. Leadership style, employee commitment, work motivation, and work climate, either directly or indirectly have a positive and significant effect on employee performance through job satisfaction as variable intervening. Job satisfaction has a direct positive and significant effect on employee performance. The direct effect of leadership styles, employee commitment, motivation and work climate on employee performance is positive, which means that when the exogenous v...</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"HRM Practices and Its Impact on Employee Performance: A Study of the Cement Industry in Indonesia","attachmentId":84693592,"attachmentType":"pdf","work_url":"https://www.academia.edu/77265396/HRM_Practices_and_Its_Impact_on_Employee_Performance_A_Study_of_the_Cement_Industry_in_Indonesia","alternativeTracking":true}"><span class="material-symbols-outlined" style="font-size: 18px" translate="no">download</span><span class="ds2-5-text-link__content">Download free PDF</span></button><a class="ds2-5-text-link ds2-5-text-link--inline js-wsj-grid-card-view-pdf" href="https://www.academia.edu/77265396/HRM_Practices_and_Its_Impact_on_Employee_Performance_A_Study_of_the_Cement_Industry_in_Indonesia"><span class="ds2-5-text-link__content">View PDF</span><span class="material-symbols-outlined" style="font-size: 18px" translate="no">chevron_right</span></a></div></div></div></div><div class="ds-sticky-ctas--wrapper js-loswp-sticky-ctas hidden"><div class="ds-sticky-ctas--grid-container"><div class="ds-sticky-ctas--container"><button class="ds2-5-button js-swp-download-button" data-signup-modal="{"location":"continue-reading-button--sticky-ctas","attachmentId":106082899,"attachmentType":"pdf","workUrl":null}">See full PDF</button><button class="ds2-5-button ds2-5-button--secondary js-swp-download-button" data-signup-modal="{"location":"download-pdf-button--sticky-ctas","attachmentId":106082899,"attachmentType":"pdf","workUrl":null}"><span class="material-symbols-outlined" style="font-size: 20px" translate="no">download</span>Download PDF</button></div></div></div><div class="ds-below-fold--grid-container"><div class="ds-work--container js-loswp-embedded-document"><div class="attachment_preview" data-attachment="Attachment_106082899" style="display: none"><div class="js-scribd-document-container"><div class="scribd--document-loading js-scribd-document-loader" style="display: block;"><img alt="Loading..." src="//a.academia-assets.com/images/loaders/paper-load.gif" /><p>Loading Preview</p></div></div><div style="text-align: center;"><div class="scribd--no-preview-alert js-preview-unavailable"><p>Sorry, preview is currently unavailable. 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It’s Impact on Employee’s Performance.</a><div class="ds-related-work--metadata"><a class="js-related-work-grid-card-author ds2-5-body-sm ds2-5-body-link" data-author-id="117226853" href="https://independent.academia.edu/JahanzaibAli16">Jahanzaib Ali</a></div><p class="ds-related-work--metadata ds2-5-body-xs">International Journal of Scientific & Engineering Research , 2019</p><div class="ds-related-work--ctas"><button class="ds2-5-text-link ds2-5-text-link--inline js-swp-download-button" data-signup-modal="{"location":"wsj-grid-card-download-pdf-modal","work_title":"A Comparative Study of HR Practices in Public \u0026 Private Organizations in Lahore, Pakistan. 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