Do Human Resource Practices Lever Organizational Performance?-An Empirical Study of A Manufacturing Firm in Bangladesh

A.K.M. Mominul Haque Talukder1 ()
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A.K.M. Mominul Haque Talukder1: North South University, Dhaka 1229, Bangladesh

Indus Journal of Management & Social Science (IJMSS), 2011, vol. 5, issue 2, 106-113

Abstract: The research examined the effect of different human resource practices such as staffing, training, participation, performance appraisal, compensation, and caring on organizational performance. Data were collected from 100 respondents based on self-administered questionnaire. Results indicated significant relationship of staffing, training, participation, performance appraisal, and compensation with organizational performance. The study reported no relationship of employee caring with organizational performance. The findings commend that incorporating these human resource practices may render manufacturing firm with the potent to leverage organizational performance significantly

Keywords: Performance; staffing; participation; compensation (search for similar items in EconPapers)
JEL-codes: D21 D23 D24 L21 L22 L25 O16 (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:iih:journl:v:5:y:2011:i:2:p:106-113

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