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Strategic Hrm in Bangladesh

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Submitted By mahi
Words 2385
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POSTURE OF THE PAPER
This study examined the validity of strategic human resource management practices and their effects on company performance on the basis of service sector, ownership and private-public organizations. Data were collected from several articles (mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance.
HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet its objectives).
In an enterprise with effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situations and the legal systems. In reality most firms do not have such a well thought-out sequential model. But what we are considering here is effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure.
This study explores the three important questions in the context of Bangladesh mentioned below: 1. Whether extent of impact of strategic HRM varies from sector to sector within service sector? 2. Whether influence of strategic HRM depends upon the ownership? 3. Is there any difference between private sector and public sector so far as impact of strategic HRM or performance is concerned?
A company is known by the people it keeps. Researchers have argued that human resources may be seen as a source of sustained

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