Human Resource Management (HRM) is very important for efficient resource management

and planning and producing the best product or service to deliver, with the resources being
immobile and high performance volatility humans. Modern and effective workplace tactics are
being employed in the new age corporate structure to attain the optimum result-resource trade-
off. There are number of HR practices that could be tested in connection with employee
performance.
Sarker, M.A. (2014) highlighted 11 HRM practices in his study and examined the relationship
between these HR practices and Job Satisfaction in Bangladesh:
 X1 - Salary of the employee
 X2 - Offered benefits
 X3 - Decision making power of employees, leadership and training.
 X4 – Leadership
 X5 - Training
The following hypothesis set was developed for each HR practice and tested to meet up the
research objectives. The data accumulated and worked upon is wrapped around the
Bangladeshi private commercial banking industry.
Ho: There is a positive/significant relationship between X and employee satisfaction
Ha: There is a positive/significant relationship between effective Salary and productivity of the
firm
The relationship was tested using a regression model developed between the practices and job
satisfaction(Y) and the practices vs. Firm productivity(Y) mentioned as follows:

Constant =
Table 3: Observed Correlation between Variables

Refer Appendix 1 for Summary Output and the Regression Analysis.

Table 3 shows the observed correlation between the independent and dependent variables
which indicates the following results in context of Bangladesh:
 HR Practices are strongly correlated with employee’s satisfaction and firm’s productivity
in Bangladeshi private commercial banks.
 Banker’s performance in the Bangladeshi private commercial banks is greatly affected by
the given salary.
 Benefits are also significantly correlated with employees satisfaction level and firms
productivity of the private commercial banks,
 The relationship between leadership quality of the superior and employee satisfaction and
firm’s productivity performance is quite weak (0.24, -0.02). The reason for this different
finding is that in most of the Bangladeshi private commercial banks employees do not
consider it important, as it is not linked with salary and benefits.
This analysis has the following implications regarding Bangladeshi private commercial banks:
 Salary and Benefit Package are of prime importance and it is very difficult to raise
employee satisfaction without these in developing countries with lower per capita income.
 Business strategies & HRM policies are not mutually independent. Business strategies
should forge the new HRM policies.
 Organizational performance depends heavily on HRM outcomes such as skills, attitudes
and behaviour.
Thus, Hence HRM plays a very important role and creates a direct impact on the Employee
satisfaction and firm’s productivity. The modern studies are also employing the feature
selection models on the heavy response data using likert scale. This reduces noise and provides
the most important factor impacting satisfaction from firm-to-firm.
References:
1. Sarker, M.A. (2014). Increasing employee job satisfaction as well as organizational
performance through effective HRM practices in private commercial banking sector of
Bangladesh.
Appendix 1: