HRM in Bangladesh: Past, Present and Future

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.