Impact of Human Resources Practices on Job Satisfaction ：人力资源实践对工作满意度的影响.docVIP

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Impact of Human Resources Practices on Job Satisfaction ：人力资源实践对工作满意度的影响.doc

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Impact of Human Resources Practices on Job Satisfaction ：人力资源实践对工作满意度的影响

Impact of Human Resources Practices on Job Satisfaction: Evidence from Manufacturing Firms in Bangladesh Mir Mohammed Nurul Absar*, Mohammad Tahlil Azim**, Nimalathasan Balasundaram***, Sadia Akhter**** * East Delta University, 1267/A Goshaildanga, Agrabad, Chittagong, Bangladesh. e-mail: mmnabsar@ ** School of Business, Independent University, Baridhara, Bangladesh. e-mail: tahilazim@ *** Department of Commerce, University of Jaffna, Thirunelveli, Jaffna, Sri Lanka email: bnimalathasan@ **** Premier University, 1/A, O.R. Nizam Road, Prabartak Circle,Panchlaish, Chittagong, Bangladesh e-mail: sadia_puc@yahoo.co.in Abstract This study aims at exploring the impact of HR practices on job satisfaction in the context of Bangladesh. A total of 60 responses from 20 manufacturing firms were collected and analyzed objectively. It was found that HR practices have significant association with job satisfaction (JS). In addition, human resource planning (HRP), and training and development (TND) were found to have positive impact on job satisfaction (JS). It was also found that TND has the greatest impact on JS. Academicians, researchers, policy-makers, practitioners, students, local and foreign entrepreneurs of Bangladesh and other similar countries could benefit from this paper by exploring the association between HR practices and job satisfaction. Key words: HRM, HR Practices, job satisfaction, manufacturing firms, Bangladesh and developing countries JEL Classification: M12 Introduction The impact of human resource management (HRM) practices popularly known as HR practices on organizational performance and employee attitudes has been a leading area of research in the developed world for years (Delaney and Huselid, 1996; Huselid, 1995; Katou and Budhwar, 2007; Petrescu and Simmons, 2008)). But surprisingly, very limited number of studies have been conducted on HR practices in the context of developing countries in general (Schuler as cited in Budhwar and Debrah, 200