Research Proposals

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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 Ahsan111 0402 030
Takbir Hossain Bhuiyan111 0485 030
Jannatul Fardous Metul111 0560 030
Khondker Maruful Islam111 0935 530
Md. Muntasir Uddin113 0148 030
Contents

Abstract3
1.Introduction4
2.Significance & objective of the Study6
3.Questionnaire7
4.Review of Literature10
5.Hypothesis15
6.Conceptual Model16
7.Research Methodology17
Staffing18
Training18
Involvement and Participation18
Performance Appraisals18
Compensation and Rewards19
Caring19
Organizational Performance19
8.Analysis & Results20
Reliability Test20
Correlations22
Regression Analysis23
9.Discussion29
10.Conclusion & Implications32
Bibliography33

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 Rewards, Caring

1. Introduction

From the corporate vision, employees are viewed as assets to the enterprise, whose value is enhanced by development. Hence, companies will engage in a barrage of human resource management practices in trying to capitalize on those assets. These Human recourse practices refers to the process and policies of choosing, developing and maintaining the best workforce plan for an organization that will most likely help to attain its desired organizational performance, goals and objectives. Within the plans and practices these factors falls into areas of the business such as staffing, training, participation, performance appraisals, incentives and welfare of the employees. Accordingly, the impact of human recourse management policies and practices on firm performance is an important topic in the field of human resource management. Increasing bodies of work have found a positive association between human recourse management practices and firms’ performance (Becker & Huselid, 1998; Chang & Kuo, 2004; Sang, 2005; Jarventaus, 2007; Rizov & Croucher, 2008).These studies contains the argument that the use of high performance work practices, including comprehensive employee recruitment and selection procedures, incentives and performance management systems, and extensive employee involvement and training can improve the knowledge, skills, and abilities of a firm’s current and potential employees, increase their motivation, reduce avoidance, and enhance retention of quality employees while encouraging non-performers to leave the firms. Then ultimately these will lead to the active, effective and efficient pursuit of goals and objective and therefore reaching the desired organizational performance. Most of these studies have been undertaken in the United States, and Europe (Boseli et al., 2001; Hoque, 1999) and Asia (Ngo et al., 1998; Bjo¨rkman, I.and Xiucheng, 2002; Kundu & Malhan, 2007). This present study, focused on...
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