Human Resource Management (HRM) Practices of the Banking Sector inBangladesh: A Study on Private Commercial Bank

Orientation: The concept of employee engagement has attracted the attention of both academics and practitioners due to its importance in enhancing the performance and profitability of organisations.Research Purpose: This article examines the impact of human resource management (HRM) practices on employee engagement in the Egyptian context. The purpose of this article was to develop an in-depth understanding of the concepts of HRM practices and their impact on employee engagement, and the moderating role of strategy implementation.Motivation for the study: Given the scarcity of research that examines the impact of HRM practices on employee engagement especially in the banking sector, this article examines how different HRM practices can influence the level of employee engagement.Research approach/design and method: For the purpose of answering the research questions and testing the proposed hypotheses, a quantitative research approach was adopted by distributing a questionnaire to 228 employees from the banking sector in Egypt.Main findings: The findings indicated that HRM practices had a positive significant impact on employee engagement. In particular, these practices included selection and hiring, job design as well as reward and payment systems. However, the findings showed that the strategic implementation does not moderate the relationship between HRM practices and employee engagement.Practical/managerial implications: This article provides some guidelines for organisations to follow to fully utilise the power of employee engagement by applying effective HRM practices.Contribution/value-add: The contribution of this study is that it is one of the few studies that have so far investigated this relationship in the Egyptian environment.

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Proactive Personality, Human Resource Management Practices, and Job Performance: A Case of Banking Sector Employees in Malaysia

Journal of Business & Economic Analysis ◽

10.36924/sbe.2020.3101 ◽

2020 ◽

Vol 3 (1) ◽

Keyword(s):

Resource Management ◽

Job Performance ◽

Human Resource Management ◽

Human Resource ◽

Social Exchange ◽

Management Practices ◽

Banking Sector ◽

Proactive Personality ◽

Future Research ◽

Hrm Practices

The study aims to examine the influence of human resource management (HRM) practices and proactive personality on job performance. HRM practices comprised of compensation and benefits, training and development, and performance appraisal and achievement. Employees who participated in the study are employees of commercial banks located in Klang Valley. The results reported that compensation and benefits and proactive personality have a significant and positive influence on job performance. Discussions delineated on the predicting role of compensation and benefits and proactive personality in boosting job performance among employees in the study. Theoretical implications in terms of Social Exchange Theory and Self-Determination Theory are highlighted while practical implications are also brought to fore. Finally, limitations, directions for future research, and conclusion are also presented.

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The role of human resource management practices and employee job satisfaction in predicting organizational commitment in Saudi Arabian banking sector

International Journal of Sociology and Social Policy ◽

10.1108/ijssp-10-2019-0216 ◽

2020 ◽

Vol 40 (7/8) ◽

pp. 529-541 ◽

Cited By ~ 2

Author(s):

Fatma Cherif

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Banking Sector ◽

Saudi Arabian ◽

Content Type ◽

Employee Job Satisfaction ◽

Hrm Practices

PurposeThe purpose of this study was to investigate the role of human resource management and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.Design/methodology/approachFor the purpose of this study, quantitative survey research was employed. The independent variables are human resource management and employee job satisfaction, while the dependent variable is organizational commitment.FindingsHuman resource management correlated positively with employee job satisfaction and organizational commitment. On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment. The two independent variables made significant individual contributions to the prediction of organizational commitment.Research limitations/implicationsThis study has some limitations. First, convenient sampling method was used to recruit the participants. Therefore, the findings of the study have limited generalizability in other regions and age groups. Second, as a cross-sectional study, there has to be caution in making any generalization of the results. Future researchers should get more respondents from wider geographical location, that is from different bans, private and public. Furthermore, self-report questionnaires were used to collect data from respondents. It is recommended that future researchers use different methods such as personal interview or telephone interview to collect data. This may help get reliable data after clarifying and removing what may be ambiguous.Practical implicationsThe results of this study have corroborated with previous research and confirmed correlations between and among human resource management (HRM), employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. These findings have practical implications. Having high levels of job satisfaction among bank employees will prevent low levels of turnover rate, absenteeism and levels of productivity and increase organizational commitment. HRM practices, on the other hand, help in career development opportunities and hence provide better job opportunities. This study can recommend that to ensure high levels of job satisfaction among employees and enhanced organizational commitment, organizations, especially banks, should emphasize more on HRM practices.Originality/valueThis study could contribute to the literature on HRM, job satisfaction and organizational commitment in the Saudi Arabian banking sector. There is a rapid growth in the banking sector in Saudi Arabia. Therefore, there is an urge for recruiting efficient and experienced human resources (Mizan et al., 2013). This study will contribute to the development of the Saudi Arabian banking sector, which may lead to maintain this sector work effectively that will have a positively impact on the economy of the Saudi society. It also will highlight the nature and importance of the HRM practices for the benefit of the banking sector.

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Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

Work Employment and Society ◽

10.1177/0950017021997369 ◽

2021 ◽

pp. 095001702199736

Author(s):

Syed Imran Saqib ◽

Matthew MC Allen ◽

Geoffrey Wood

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Emerging Economies ◽

Banking Industry ◽

New Institutionalism ◽

Early Career ◽

Hrm Practices ◽

Power Differentials ◽

Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

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The effect of high-involvement human resource management practices on supply chain integration

International Journal of Physical Distribution & Logistics Management ◽

10.1108/ijpdlm-05-2014-0112 ◽

2015 ◽

Vol 45 (8) ◽

pp. 716-746 ◽

Cited By ~ 40

Author(s):

Baofeng Huo ◽

Zhaojun Han ◽

Haozhe Chen ◽

Xiande Zhao

Keyword(s):

Supply Chain ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Estimation Method ◽

Supply Chain Integration ◽

Equation Modeling ◽

High Involvement ◽

Content Type ◽

Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

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The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

GATR Global Journal of Business Social Sciences Review - GATR Global Journal of Business and Social Science Review (GJBSSR) Vol.7(1) Jan-Mar 2019 ◽

10.35609/gjbssr.2013.1.2(2) ◽

2013 ◽

Vol 1 (2) ◽

pp. 09-20

Author(s):

Kim Lian Lee ◽

Sarvanan Singram ◽

Christopher Luke Felix

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Performance Appraisal ◽

Human Resource ◽

Employee Retention ◽

Management Practices ◽

Human Resource Practices ◽

Manufacturing Companies ◽

Hrm Practices ◽

Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

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The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

Global Business Review ◽

10.1177/09721509211037209 ◽

2021 ◽

pp. 097215092110372

Author(s):

Satyanarayana Parayitam ◽

Shaik Mohamed Naina ◽

Timothy Shea ◽

Abdul Hameed Syed Mohideen ◽

Alex Aruldoss

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Management Practices ◽

Training And Development ◽

Learning Culture ◽

Hrm Practices ◽

The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

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Battling COVID-19 with human resource management bundling

Employee Relations ◽

10.1108/er-08-2020-0390 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Arosha S. Adikaram ◽

N.P.G.S.I. Naotunna ◽

H.P.R. Priyankara

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Crisis Management ◽

Human Resource ◽

Qualitative Methodology ◽

Health And Safety ◽

Employee Motivation ◽

Health Crisis ◽

Content Type ◽

Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

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Human Resource Management and Industrial Relations in the Latin American Context

The Oxford Handbook of Contextual Approaches to Human Resource Management ◽

10.1093/oxfordhb/9780190861162.013.13 ◽

2021 ◽

pp. 285-305

Author(s):

Wilson Aparecido Costa de Amorim ◽

Antonio Carvalho Neto

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Latin American ◽

Industrial Relations ◽

Institutional Setting ◽

Theoretical Point ◽

Contextual Influences ◽

Comparative Analyses ◽

Hrm Practices

With a particular focus on the Mercosur bloc, this chapter examines key features of human resource management (HRM) and industrial relations systems (IRS) in Latin America. Several key themes are explicated in the chapter. The first theme is whether the dissemination of HRM practices in an institutional setting that emphasizes the hierarchical and market characteristics of IRS will also produce some kind of convergence in these practices. The second theme is to what extent the rather different national institutional environments generate similar or different HRM practices. The third theme, relatedly, is whether evidence exists of mimetic influences in the spread of HRM practices. The framework discussed in the chapter could serve as a useful theoretical point of departure for identifying both national and regional contextual influences on HRM and IRS. It may ignite interest in comparative analyses in the Latin American context. Accounts of HRM in the Latin American context, along with comparative analyses of IRS of specific countries in the region, are significantly underrepresented in the literature. Furthering national comparative research on HRM practices of organizations in the Mercosur region could open up new lines of inquiry, in particular, on the likelihood of convergence or divergence.

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