HRM in Bangladesh: Past, Present and Future

IF 1.4 Q3 MANAGEMENT
Monowar Mahmood, S. Saha, M. Absar
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引用次数: 0

Abstract

mission statements significantly impact the all three aspects of employee job commitment. Employee involvement, another type of OC, only impacts the normative commitment of the employees. The findings of the study reiterated the need for developing a strong corporate culture to increase employee job commitment in Bangladesh. Thus, the authors made it clear that the development of appropriate OC can increase employee job commitment, productivity, efficiency and job performance. They also emphasised that an appropriate OC can reduce employee turnover intention and absenteeism in public sector organisations. in the paper ‘Human Resource Management Practice of Foreign Manufacturing Companies in Bangladesh: A Comparative Study’, invested the HRM practices of foreign companies in Bangladesh. Following a qualitative research method, the authors compared HRM practices of six foreign companies—two American, two British, and two Japanese—from a comparative perspective of assessing the implementation of HRM practices from their country of origin. The findings identified a blend of foreign origin and locally developed HRM practices in all these companies, where the degree of adoption varied among the companies. The parent company’s influence appeared to have a substantial impact on the convergence or divergence of HRM practices in the Bangladeshi context. Among the foreign manufacturing companies, Japanese companies mostly tried to implement the core HRM practices as prescribed by the parent companies, whereas the British and American companies mostly adjusted and adapted their HRM practices based on the host country’s circumstances. The findings indicated the need for cross-cultural adjustments to HRM practices and suggested foreign companies to develop HRM practices considering the socio-cultural contexts and institutional arrangements of the country. ‘Technology Adoption and Human Resource Management Practices: The Use of Artificial Intelligence for Recruitment in Bangladesh’, aimed to establish the predictors of behavioural intention and actual use of artificial intelligence (AI) in recruiting talents by HR professionals using the UTAUT (the unified theory of acceptance and use of technology) lens in an emerging country context in a moderated mechanism. The study demonstrated that performance expectancy, effort expectancy, social influence and facilitating conditions had a significant impact on behavioural intention to use AI and subsequently influence the actual adoption of AI-based technologies in recruitment. The study’s findings also indicated that perceived credibility had no significant effect on behavioural intention to use AI. Moreover, the moderation effect revealed that none of the moderating variables (gender and firm size) significantly influenced the adoption of AI in recruitment. The study recommended that AI-enabled technologies can effectively assist organisations in conducting talent acquisition and replace traditional recruitment processes.
孟加拉国的人力资源管理:过去、现在和未来
使命陈述对员工工作承诺的三个方面都有显著影响。员工投入是另一种OC,它只影响员工的规范性承诺。研究结果重申,孟加拉国需要发展强大的企业文化,以提高员工的工作承诺。因此,作者明确了适当的组织语言开发可以提高员工的工作承诺、生产力、效率和工作绩效。他们亦强调,适当的法团可以减少公营机构的员工离职意向和缺勤率。在论文“外国制造公司在孟加拉国的人力资源管理实践:比较研究”中,投资了外国公司在孟加拉国的人力资源管理实践。采用定性研究方法,作者从评估人力资源管理实践实施的比较角度比较了六家外国公司(两家美国公司、两家英国公司和两家日本公司)的人力资源管理实践。研究发现,在所有这些公司中,混合了外国来源和本地开发的人力资源管理实践,其中采用的程度在公司之间有所不同。母公司的影响力似乎对孟加拉国人力资源管理实践的趋同或分歧产生了重大影响。在国外制造业企业中,日本企业大多按照母公司规定的核心人力资源管理实践来实施,而英美企业大多根据东道国的情况来调整和适应自己的人力资源管理实践。研究结果表明,需要对人力资源管理实践进行跨文化调整,并建议外国公司在发展人力资源管理实践时考虑到该国的社会文化背景和制度安排。“技术采用和人力资源管理实践:在孟加拉国使用人工智能进行招聘”,旨在通过在新兴国家背景下的适度机制中使用UTAUT(接受和使用技术的统一理论)的视角,建立人力资源专业人员在招聘人才时使用人工智能(AI)的行为意图和实际使用的预测因素。研究表明,绩效预期、努力预期、社会影响和便利条件对使用人工智能的行为意愿产生重大影响,进而影响人工智能技术在招聘中的实际采用。研究结果还表明,感知可信度对使用人工智能的行为意愿没有显著影响。此外,调节效应显示,没有一个调节变量(性别和公司规模)显著影响人工智能在招聘中的采用。该研究建议,人工智能技术可以有效地帮助组织进行人才获取,并取代传统的招聘流程。
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来源期刊
CiteScore
2.30
自引率
23.50%
发文量
29
期刊介绍: South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.
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