TY - JOUR
T1 - Do human resource practices lever organizational performance? An empirical study of a manufacturing firm in Bangladesh
AU - Talukder, A. K. M. Mominul Haque
PY - 2011
Y1 - 2011
N2 - 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.
AB - 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.
UR - http://handle.uws.edu.au:8081/1959.7/540317
UR - http://ideas.repec.org/a/iih/journl/v5y2011i2p106-113.html
M3 - Article
SN - 1992-8319
VL - 5
SP - 106
EP - 113
JO - Indus Journal of Management & Social Sciences
JF - Indus Journal of Management & Social Sciences
IS - 2
ER -
