Nexus between human resource management practice and employees’ attitudes and behavior

Gazi Md. Shakhawat Hossain, Shihab Kabir Shuvo, Abdullah Al Masud, Najmul Hasan, Israt Zahan and Md. Shahinur Rahman
Additional contact information
Gazi Md. Shakhawat Hossain: Department of Business Administration, School of Management, Huazhong University of Science and Technology (HUST), 1037 Luoyu Road, Wuhan, Hubei 430074, P. R. China.
Shihab Kabir Shuvo: Lecturer, Information Systems, BRAC Business School, BRAC University, 66 Mohakhali, Dhaka, 1212, Bangladesh
Abdullah Al Masud: Assoc.Prof., Department of Management Studies, Faculty of Business Studies, University of Barishal, Kornokathi, Barishal-8254, Bangladesh.
Najmul Hasan: Assist.Prof., Information Systems, BRAC Business School, BRAC University, 66 Mohakhali, Dhaka, 1212, Bangladesh
Israt Zahan: Assoc.Prof., Department of Public Administration, Faculty of Social Sciences, University of Barishal, Kornokathi, Barishal-8254, Bangladesh
Md. Shahinur Rahman: Department of Business Administration, School of Management, Huazhong University of Science and Technology (HUST), 1037 Luoyu Road, Wuhan, Hubei 430074, P. R. China.

International Journal of Research in Business and Social Science (2147-4478), 2023, vol. 12, issue 2, 139-147

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 & 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's findings that manufacturing organizations that have implemented progressive HRM practices in a systematic and integrated manner are having an enormous influence on EAB. This study only focused on one industry and one type of organizational structure. According to the study, findings should not be extensively generalized. Future research should incorporate other aspects, such as organizational learning and organizational capacity, to construct a new model of HRM practices. Key Words:Human Resource Management, HRM Practices, Employee Attitudes and Behavior

Date: 2023
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.ssbfnet.com/ojs/index.php/ijrbs/article/view/2325/1701 (application/pdf)
https://doi.org/10.20525/ijrbs.v12i2.2325 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:rbs:ijbrss:v:12:y:2023:i:2:p:139-147

Access Statistics for this article

International Journal of Research in Business and Social Science (2147-4478) is currently edited by Prof.Dr.Umit Hacioglu

More articles in International Journal of Research in Business and Social Science (2147-4478) from Center for the Strategic Studies in Business and Finance Editorial Office,Baris Mah. Enver Adakan Cd. No: 5/8, Beylikduzu, Istanbul, Turkey. Contact information at EDIRC.
Bibliographic data for series maintained by Umit Hacioglu ().