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Introduction:
In todays globalize world, for any country to attain and ensure good governance
in support of enhanced development, the issues of efficiency, effectiveness,
capacity and quality of public administration system is of utmost value. At the
beginning of the millennia, the World Public Sector Report 2001 asserted that
countries with the most developed and comprehensive public sectors, compared
to the weak, inefficient and sluggish ones, have been more successful in reaping
the benefits of globalization (United Nations, 2001). But public service
efficiency is of diverse nature in developed and developing countries because of
different attributes of public administrative systems (Jreisat, 2002). While these
attributes led to negative citizens’ perception of the bureaucracy with
subsequent delivery of unsatisfactory services in most of the developing
countries, the case is different in the developed world. For this reason, public
administration system in general and public sector human resource management
(PHRM) in particular in the context of a developing country like Bangladesh is
the focal point of this paper. People, coordinated by institution as to deliver
public services efficiently, are considered the most integral part of human
resource management (HRM) in effective public administration (United
Nations, 2005). However, due to lack of appropriate HRM framework, public
administration systems in the developing countries are believed to develop
negative attributes (table 1) that the citizens dislike. In this paper, it is thus
hypothesized that weaker the human resource management framework in a
country, the less efficient, effective, impartial, capable, and responsive is the
public administration system in the country. The significance of appropriate
human resource unsatisfactory services in most of the developing countries, the
case is different in the developed world. For this reason, public administration
system in general and public sector human resource management (PHRM) in
particular in the context of a developing country like Bangladesh is the focal
point of this paper.
Definition of HRM:
Human resource management is concerned with the “people” dimension in
management. Since every organization is made up of people, acquiring
their services, developing their skills, motivating them to high level of
performance and ensuring that they continue to maintain their commitment
to the organization are essential to aching organizational objectives.
A number of authors have explored the links between individual HR practices and corporate financial performance. Lam and White (1998) reported that firms’ HR orientations (measured by the effective recruitment of employee, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and stock values. HRM function is increasingly important in shaping a new organization in which the quality and commitment of people are keys to survival. According to Gordon (2000) each aspect of HRM needs to be reassured; but none is more pivotal or difficult than Performance Management System. Employees at all levels experience a need to know clearly what they should be doing and what is expected of them in terms of quantity and quality of output. Performance appraisal should lead to identification of training and development needs. It also creates a new basis for improvement and development. Performance Management System provides some of the essential components of effective motivational strategies. In particular feedback that permits an employee to learn how well he or she is performing is of necessity. The system also provides relevant information required for validating selection methods. Wright and Mcmahan (1992) defined the planned HR deployments and activities intended to enable to achieve its goals. Boselie et. al. (2005) defined that HR deployment reflects the central assumptions behind the conceptualization of what HRM is and does: namely, that it respondsaccurately and effectively to the organization’s environment and completement other organizational systems and contingencies. Boselie and Deitz (2003) and Katou and Budhwar (2006) report that there are commonalities and also contradictions in HRM and performance research (Wall and Wood, 2005: Wright and Boswell, 2002).
MaintenanceSafety and HealthEmployee/Labor relation
MotivationPerformance evaluation Rewards Job evaluation Compensation Discipline Recognition
Training & Development
Employee training Management Development Career Development
Human resource planning.
Recruiting a. Internal b. External
Employee Socialization
External Influence
Theoretical Frame work :
Function:
HRM suggest that is a process consisting of four functions:-
Acquisition/ Stuffing
Acquisition/stiffening: The acquisition function begins with planning. Relative
to human resource requirements, we need to know where we are going and how
we are going to get there. This includes the estimating of demands of and
supplies of labor. Acquisition also includes the recruitment selection and
socialization of employees. HRM actinides also concern with seeking and hiring
qualified employees, It also ensure that it has the right number and kinds of
people, at the right places, at the right times.
Development: The development function can be viewed along three
dimensions. The first is employee training, which emphasizes skill development
and the changing of attitudes among workers. The second is management
development, which concerns itself primarily with knowledge acquisition and
the enhancement of an executive’s conceptual abilities. The third is carrier
development which is the continual effort to match long-term indindual and
organizational needs.
Motivation function: The motivation function begins with the recognition that
indinduals are unique and that motivation techniques must reflect the needs of
each invidual. With in the motivation function job satisfaction, performance,
compensation and benefits administration and how to handle problem
employees are reviewed.
Maintenance function: The final function is maintenance. In contrast to the
motivation function, which attempts to stimulate performance the maintenance
function is concerned with providing those working conditions that employees
believe necessary in order to mantain their commitment to the organization.
Since the effective management of human resources depends on refining HRM
practices to changing conditions. This is done to in the belief that HRM is a
day-namic and changing field.
The theoretical framework of this paper is borrowed from the WPSR 2005
which outlines the contents and reform measures required in the PHRM –
especially in developing and transitional countries. In constructing the
theoretical framework, the WPSR 2005 first distinguishes among three models
of public administration and management underlining the fact that they are
chronological but overlap in both historical time and substance (United Nations,
2005). Understanding the characteristics of these public administration models,
outlined in table 2, is thus important as the theoretical framework of the WPSR
includes important attributes from all these models. The Constitution of the
People’s Republic of Bangladesh provides the framework for PHRM under
whose authority a plethora of statutory and non-statutory rules and regulations
have been adopted in Bangladesh for managing the civil service (Siddiquee,
2003). Under the constitutional framework, different governments of
Bangladesh have enacted major rules regulating the structural and functional
aspects of Bangladesh public service. These include, among others, Bangladesh
Civil Service (Recruitment) Rules, 1981; Government Servants (Discipline and
Appeal) Rule, 1985; Government Servants (Conduct) Rule, 1979; Government
Servants (Special Provisions) Ordinance, 1979; Public Servants (Retirement)
Act, 1974 and so on. The supervision of the PHRM in Bangladesh is done by a
number of authorities including government ministries and a constitutional
body. While Ministry of Establishment and Public Service Commission (PSC)
act as the central personnel agencies of the government, there are few other
ministries that are also associated with PHRM related activities. The
importance of PHRM is evident from the fact that the head of the government in
Bangladesh has always taken the leadership of the Ministry of Establishment
portfolio. Ministry of Establishment (MoE) is the lead personnel agency in
Bangladesh responsible for framing the broad policies, principles, rules and
regulations for civil service management. Major decisions concerning creation
of cadre services, recruitment and promotion
HR practices in Bangladesh:
HR practice in Bangladesh is better than the past. In the past, HR role was
concentrated to hiring firing and letter issuance-dispatching-filing stage. Now it
has started to perform more than that. Such as ....Employee motivation,
Employee development, employee retention, facilitating organizational
development initiatives etc. and thus contributes to the achievement of
organizational goals. These value added job has just begun in BD. For a good
tomorrow, this is a starting point.
Employers have started to understand that the more they invest in human
resources they more output is likely which lead them to emphasize on employee
capability development. As such in many organizations, employee development
is viewed as part of business plan. In these organizations, training budget is
calculated as a percentage of total budgets of the organization.
Employer - Employee relationships is better than the past. Employers now
recognize the importance of employees participation in business planning,
major decision making and organizational change process. Many organizations
now conduct employee opinion surveys for collecting employee feedback and
improve employer- employee relationships.
Some HR actions have legal implications. But in the country context legal
explanation does not seem to be adequate. There is lack of uniformity of the
interpretation of law that lead to practice by organizations in different way.
There is also ambiguity of existing legal policy or detailed policy framework on
HR actions seems to be incomplete.
„« In future the overall HR practice is expected to be brighter in Bangladesh
because more are feeling the necessity of an established HR department in the
organizational structure
„« employer-employee relationship is expected to improve,
„« IT will be part of HR practices which will make HR actions, decision making
process faster and accurate
HR practice in Bangladesh is better than the past. In the past, HR role was
concentrated to hiring firing and letter issuance-dispatching-filing stage. Now it
has started to perform more than that. Such as Employee motivation, Employee
development, employee retention, facilitating organizational development
initiatives etc. and thus contributes to the achievement of organizational goals.
These value added job has just begun in BD. For a good tomorrow, this is a
starting point.
Employers have started to understand that the more they invest in human
resources they more output is likely which lead them to emphasize on employee
capability development. As such in many organizations, employee development
is viewed as part of business plan. In these organizations, training budget
miscalculated as a percentage of total budgets of the organization.
Employer - Employee relationships is better than the past. Employers now
recognize the importance of employee’s participation in business planning,
major decision making and organizational change process. Many organizations
now conduct employee opinion surveys for collecting employee feedback and
improve employer- employee relationships.
Some HR actions have legal implications. But in the country context legal
explanation does not seem to be adequate. There is lack of uniformity of the
interpretation of law that lead to practice by organizations in different way.
There is also ambiguity of existing legal policy or detailed policy framework on
HR actions seems to be incomplete.
How to improve HRM practices in Bangladesh:
To sincere traveler, the way is never too long. Bangladesh believes in “progress
in diversity and service through entrepreneur”. They are merchants and
missionaries, doers and dreamers, entrepreneurs and professionals. They are
futuristic with emphasis on creating thinking and dynamic action.
High quality financial services with the help the latest technology.
Fast and accurate customer services
Balance growth strategy
High standard business ethics
Steady return on shareholders equity.
Innovative banking at a competitive price.
Attract and retain quality human resource.
Firm commitment to the society and the growth of national economy.
Enterprise is Bangladesh spirit. Bangladesh manufactures superior import-
substitute consumer and industrial products. Their cutting edge precision leads
to greater public utility and hygiene, with a great care for the environment and
human inhabitation. It is the very ingredient that gives their organization the
integrity upon which their reputation is built and we zealously guard it
everyday.
Miller and Wheeler (1992) found that the lack of meaningful work and
opportunities for promotion significantly affected employees' intentions to leave
an organization. Organizations were able to improve their employees' retention
rate by adopting job enrichment programs and enhancing their advancement
opportunities. Besides promotion opportunities, the evaluation criteria used in
the promotion and reward system also had significant effects on employees’
turnover intentions (Quarles 1994). Ineffective performance appraisal and
planning systems contributed to employees' perceptions of unfairness and they
were more likely to consider leaving the organization (Dailey & Kirk 1992).
In studies related to compensation, Park, Ofori-Dankwa and Bishop (1994) and
Trevor, Barry and Boudreau (1997) found that salary growth had a pronounced
effect on turnover. Particularly, salary growth effects on turnover were greatest
for high performers, that is, high salary growth significantly reduced turnover
for high performing employees. Abassi and Hollman (2000) in their study have
identified lack of recognition and lack of competitive compensation systems are
some reasons for employee turnover in the organization.
Many a thousand minds of their group contributed to their gathered knowledge
to keep the wheels rolling that in turn leads them to goal. This cumulative
strength of knowledge is required, today, to find new solutions for the manifold
problems of fast- changing economic cultural and ecological milieu.
Techniques of Motivation Changes in Demand for Labor
Demonstrate Effective Presentation Skills
Differences Between Personnel Management and HRM
Finding a Job
Judging a Job Seeker Within 10 Minutes Remedies of Absenteeism Training Strategies
Ways to Improve Working Relationships Discrimination Effective Communication skill Employee survey Everyday workplace policies Frustration at workplace How Industrial Psychology works in an Organization Why HRM is increasingly important Impact of HR Training Individual Differences of industrial personnel Interview : Acquainting with confidence Leadership Maximize the impact of Training Motivational theories Ways to improve working relation Training & Development policy & its importance Plan the audit process Performance appraisal Participatory Management in Development Organizations Leadership Building Through Gaining Knowledge
Bangladesh is a customer focused modern banking institution thriving fast in
both earning and ability to stand out as a leading banking institution in
Bangladesh. They deliver unparalleled financial services with the touch of heart
to Retail, Small and Medium Scale Enterprises (SMEs), corporate, institutional
and governmental clients through the outlets of branches across the country.
Their business initiatives center on the emerging need of the clients.
Conclusion The objective of the current study was to examine the direct relationship
between HRM practices and organizational innovation, as well as indirect
relationship between HRM practices and organizational innovation via
knowledge management effectiveness. The statistical results obtained in this
study showed that HRM practices have a significant positive impact on
organizational innovation. And also, the knowledge management effectiveness
has a mediation effect on relationship between HRM practices and
organizational innovation. Only one of five HRM practices, namely training
was found to have both direct and indirect effect on all three dimensions of
organizational innovation (product innovation, process innovation, and
administrative innovation). This result entailed that when organizations have
higher implementation level of training, it will advances the growth of
employees’ requisite skills and their potential to learn. Employees are able to
generate new understandings and new ideas that will be useful for
organizational innovation. As a result, efforts taken to enhance knowledge
management effectiveness in the manufacturing firms will be useful in
enhancing the organizational innovation performance. The results of this study
also offer several suggestions to manufacturing firms in Malaysia to focus on
training program. Employees undertake the training programs are expected to
apply the knowledge acquired on the task and job assigned. In another word, the
higher level of implementation of training, the more transfer and flow of
information and knowledge which will increase organizational learning and
instil new ideas, leading to product innovation, process innovation and
administrative innovation.
Performance appraisal, on the other hand, was found to have both direct and
indirect effect on administrative innovation, but not on product innovation and
process innovation. One of the possible explanations may due to administrative
innovation is usually done within a shorter period of time since administrative
processes and systems can be adjusted according to the needs of the
organization. Hence, feedback obtained from performance appraisal activities,
usually conducted at least once annually can help organization further improve
administrative processes. On the other hand, product innovation and process
innovation take a longer period of times, may be several years to yield results
due to technical constraints faced during product and process actualization.
Hence, the feedback from performance appraisal activities may not have any
impact on product innovation and process innovation. This means the higher
level of implementation of fair performance appraisal, the higher level of
employees’ motivation towards their tasks. High motivation will help to
increase employees’ willingness to generate new ideas in order to increase
administrative innovation.