BANGLADESH INSTITUTE OF MANAGEMENT (BIM)

(Ministry of Industries)
4, Sobhanbag, Mirpur Road, Dhaka
www.bim.org.bd

Post Graduate Diploma in Human Resource Management

(PGDHRM)

(Academic Year-2023)

Term Paper Proposal

On
Linkage of HR Planning on Employee commitment,
A case study on EkkBaz Bangladesh Pvt. Ltd.

Submitted to Submitted By
Mr. Tanvir Hossain Shibly Qureshi
Senior Management Counsellor, Project Director Roll: 23DH202
Bangladesh Institute of Management (BIM) PGDHRM, Evening Batch-3

Date of Submission: January 31, 2024

 Letter of Transmittal

31st January, 2024

To,
Mr. Tanvir Hossain
Senior Management Counsellor
Bangladesh Institute of Management,
4, Sobhanbag, Dhaka

Subject: Request to accept the Term Paper.

Dear Sir,

I am pleased to present to you the attached term paper, titled " Linkage of HR Planning on Employee
commitment, A case study on EkkBaz Bangladesh Pvt. Ltd." This document represents quantitative
research report made on EkkBaz employee and to find out the relation of employee commitment and hr
planning and has been prepared in accordance with relevant guidelines, standards, or requirements
instructed from your end.

To serve the course requirement, I have tried my best to find out the Linkage of HR Planning on Employee
commitment and dedicated considerable time and effort to ensure the accuracy and comprehensiveness of
the content.

I truly hope and believe, this report will fulfill the requirements suggested by you. Thank you for your
attention to this matter. I look forward to receiving your feedback and discussing the contents of the
document further.

Sincerely,

Shibly Qureshi
Roll: 23DH202
PGDHRM, Evening Batch-3
Session: 2023
 DECLARATION

I do solemnly declare that this term paper submitted; in partial fulfillment of the requirements for the Post
Graduate Diploma in Human Resource Management (PGD-HRM) of the session 2023 of the Bangladesh
Institute of Management (BIM), Dhaka in the result of my own research work and written in my own
language. That no part of this term paper consists of materials copied or plagiarized from published or
unpublished work of other writers and that all materials borrowed or reproduced from other published or
unpublished source have either been out under quotation or duly acknowledge with full reference in
appropriate place(s). I understand that the diploma, conferred on me, may be cancelled/withdrawn if
subsequently it is discovered that this term paper is not my original work, it consists of materials
copied/plagiarized or borrowed with proper acknowledge.

Shibly Qureshi
Roll: 23DH202
PGDHRM, Evening Batch-3
Session: 2023
 Acknowledgement

I express my deep sense of gratitude and sincere appreciation to my honorable supervisor Mr. Tanvir
Hossain, Senior Management Counselor of Bangladesh Institute of Management (BIM) for his valuable
mentorship, guidelines and co-operation. Without his help and guidance, it was quite impossible to come
up with this study.

Special thanks go to the employees of EkkBaz, who have given me their valuable time to explore their
feelings about employee commitment and HR planning. For this I thank my Institution for giving me this
opportunity to look over another dimension of employee commitment linkage.

In writing this term paper, I have drawn as many books which mentioned in the bibliography, I
acknowledge my indebtedness to all those authors for their works which has been great use for me.

I would like to thank all of the management counselors of Bangladesh Institute of Management (BIM) who
had been very co-operative and support me to do this term paper.

I am also grateful to my course mate for their support and assistance to prepare the report.

Shibly Qureshi
Roll: 23DH202
PGDHRM, Evening Batch-3
Session: 2023
 Executive Summary

This report presents a summary of linkage between HR planning and employee commitment, a competitive
study on EkkBaz Bangladesh Pvt. Ltd. The purpose of this study is to analyze and understand the strategic
alignment of HR planning with fostering employee commitment within the organizational context. The
report highlights the pivotal role of HR planning in shaping organizational success by aligning workforce
strategies with business objectives. Effective HR planning ensures that EkkBaz Bangladesh Pvt. Ltd. has
the right talent in the right positions, facilitating agility and adaptability in a dynamic market.
The study delves into the multifaceted concept of employee commitment, encompassing aspects such as job
satisfaction, loyalty, and engagement. A committed workforce is crucial for organizational resilience,
productivity, and sustained growth.

A comprehensive competitive study of EkkBaz Bangladesh Pvt. Ltd. is presented, assessing how the
company's HR planning practices compare with industry benchmarks. This includes an examination of
recruitment, training, performance management, and employee development initiatives.
The report explores how EkkBaz Bangladesh Pvt. Ltd. strategically aligns its HR practices with
organizational goals to enhance employee commitment. This includes insights into talent acquisition
strategies, skill development programs, and employee engagement initiatives. Identified challenges in HR
planning and employee commitment are discussed, along with potential opportunities for improvement.
Recommendations are provided to address gaps and enhance the overall effectiveness of HR strategies.
The report concludes with an analysis of the implications of the HR planning and employee commitment
linkage on EkkBaz Bangladesh Pvt. Ltd.'s overall business success. Recommendations are offered to
leverage HR practices for enhanced employee commitment and sustained competitive advantage.
 Table of Contents Page

Chapter 1: Introduction
 Research Model
 Background of the Study 03-07
 Importance of the study
 Objectives of the study
 Research Questions
 Key Variables
 Scope of the Study
 Limitation of the Study
 Contribution of the Study
 Methodology

Chapter 2: Literature Review and

Theoretical Orientation
 Human Resource Planning 08-13
 Employee Commitment

Chapter 3: Company Overview 14-14

Chapter 4: Data Analysis 15-26 13-14

Chapter 5 : Findings 27-27

Chapter 6: Conclusion 28-28

Chapter 7: Recommendation 29-29

Survey Questionnaire & Activity Schedule 31-33

3|Page

CHAPTER 1: INTRODUCTION

1.1 Research Model:

HRM Employee
Planning Commitment

Figure 1. Research model

1.2 Background of the Study:

Globally, there is now a general realization that effective management of human resources (HR)
can enable an organization to gain as well as maintain a competitive advantage (Gupta &
Govindarajan, 2001). Consequently, many organizations have attributed their success to effective
Human Resource Management (HRM) (Orbole, 2016). HRM may be understood to refer to
strategies or policies, procedures as well as practices related to developing the organization’s
human resources (Inyang, 2011). This is basically a unique way of managing employees and
leads to achievement of organizational goals by using skilled and motivated staff. It incorporates
various cultural, organizational and personnel techniques (Huselid, 2000). While stressing the
significance of HR, Elnaga and Imran (2013) have argued that employees are a critical resource
in an organization as they can affect the corporate image and consequently, determine the
success or failure of the organization. Effective HRM enables managers to make plans and hire
skilled staff, at the same time it helps employees find meaningful work with avenues for career
development. The key objective of HRM is to increase employee performance and improve
organizational performance through investment in HR (Craft, 2000). This is achieved through
several key functions of HRM including planning for the quantities and qualities of required
employees, acquiring services of employees, developing them, motivating them and making sure
that they continue to maintain high performance standards. The human resource planning (HRP)
thus becomes a very essential component of human resource practice (Dienemann, 2005). HRP
aims to ensure a suitable workforce is accessible to the organization to facilitate and improve
organizational performance (Mathias, 2003). Through HRP organizations are able to maintain a
desirable human resource position while projecting future needs so as to have the correct
quantities and qualities of employees as needed. HR planning is therefore a strategy for the
organization to acquire, utilize, development and retain its workforce by forecasting prospective
workforce needs, reviewing current human resource needs and making plans to fill any
4|Page

anticipated manpower gaps (Green & Downes, 2005). Reilly (2003) argues that the HR planning
function enables an organization to approximate its need for labour, calculate the numbers and
supply source that will satisfy the demand.

1.3 Importance of the study:

Increasing the efficiency of a company is a competitive advantage over its competitors that can
be realized through workforce planning. However, HRP policies have not been successful in
achieving their stated goals as organizations still underperform despite HRP practices. This is
because proactive HRP is challenging in organizations as line, hiring or operational managers get
carried away with planning financial, material and other resources and leave Managers
sometimes take risks by bringing on board people who lack the necessary qualifications,
knowledge, talents, skills and abilities without really having a plan to develop and enhance these
human resources for the tasks and duties ahead. Given these realities, to improve the optimal
performance of organizations; the uncertainties associated with HRP such as turnover,
absenteeism, seasonal unemployment, market instability and technological changes need to be
carefully considered when implementing workforce plans. These uncertainties pose a significant
challenge to HRP as a whole and limit managers' ability to predict staffing needs. Hence it
intends to offer workable solutions to these challenges.

1.4 Objectives of the study:

The objectives of this report can be identified as Primary objective and specific objectives:

1.4.1 Broad Objective:

The general objective of the paper is to identify the linkage between HR planning and Employee
commitment of EkkBaz Bangladesh Limited

1.4.2 Specific Objective:

1. To identify the positive effects of HR planning on organizational performance.

2. To find out the mediating role of Employee Commitment between HR planning and
organizational performance.

1.5 Research Question:

1. How employee commitment plays mediating role in HR planning?

2. What are the factors of HR planning effect on Employee Commitment?

5|Page

1.7 Key Variables:

Discussed with 30 employees of EkkBaz to know and analyze the level of commitment and its
implication in HR planning. Our main objectives were to find out the linkage between HR
planning and employee commitment and our key variables are recruitment and selection, training
and development, performance appraisal, compensation management, affective commitment,
continuous commitment and normative commitment.

1.8 Scope of the Study:

The scope of the study is to do research on different parameter of HR planning and employee
commitment.

Doing this research report on a Singapore based startup company EkkBaz Bangladesh pvt. Ltd.
This helps to improve me theoretical and practical knowledge and will help me to gain additional
advantage in professional field.

1.9 Limitations of the Study:

✓ Inadequate information also development program.
✓ Time bindings of the respondents or some time they don’t give proper attention
✓ The findings of this study are limited only to this particular organization and do not
allow generalizations to the larger population or to the industry as a whole.
✓ The data was collected from questionnaire surveys through Google Forms.

1.10 Contribution of the study:

This paper contributes to the existing body knowledge by investigating the role of technological,
organizational factors and their interactions. It provides an improved understanding of the
challenges related to HR planning. This research sought to provide the needed information that
would guide the management to better align their planning strategies with their employee
performance measurement systems for optimum employee performance. There are no other
known studies that have been carried out in Bangladesh on effect of HR planning. The study can
form the basis for further studies in the arena of HR planning.
6|Page

1.11 Methodology:

This chapter covers the issues which are needed to design the information retrieval of the study.
This section presents the main research method and is further sub-divided into the design of the
overall study, sources of data; both primary and secondary data, the population of the study, data
collection instruments, the procedure for data collection, methods of data analysis, and criteria
used to ensure the credibility of the findings.

Type of Research:

The paper is a Quantitative Research paper in nature.

1.11.2 Population and Sampling

Quantitative method was used to conduct this survey. In this study, the target population was
employee of EkkBaz Bangladesh Pvt. Ltd. Questionnaires were distributed among 45 employees.
Among them only 30 employees were filled up the survey question.

1.11.3 Sampling Method

Statistical sampling method was used. Confidence Level (α) : was 95% and Margin of Error (e):
is 5%. The designation of employees is including all level from Managing Director to junior
Executive Level.

1.11.4 Sample size:

30 Employees filled out the survey and helped to complete the research.

1.11.5 Data Collection Method:

For analyzing the study, we collected data from two sources. These are:

a. Primary Data: For conducting the primary research and collecting primary data, a
structured questionnaire was designed comprising the relevant to the research study. The
questionnaire included demographics data and other questions related to the topic.
b. Secondary data: has been collected from the following: Secondary data was also
collected from websites of different organization. Various books and articles also helped
to complete this term paper. Other resources include books, articles, journals,
newspapers, and various websites related to the topic. All these sources helped and
painted a crucial outline of the extent of research being done.
7|Page

1.11.7 Instrument

The questionnaire was prepared with the help of different research paper related to this topic.
In this questionnaire, there are two variables Dependent and Independent. Independent
variable is HRM planning and dependent Variables are employee commitment.

For HRM planning there are some measurement scales

1. Recruitment and Selection.

2. Training and Development.

3. Compensation and Rewards.

4. Performance Appraisal.

For employee commitment measurement scales

1. Affective Commitment.

2. Continuous Commitment.

3. Normative Commitment.

1.11.8 Data Analysis Technique

For data analysis, we used various graphical figures, horizontal bar chart, vertical bar chart,
pie chart is formed from the response and the results of the survey questionnaire given to
different organization’s employees. Descriptive statistics were used to explain the
demographic features of the respondents in the study.
8|Page

CHAPTER 2: THEORITICAL FRAMEWORK &

LITERATURE REVIEW

Theoretical Framework

2.1 Human Resource planning:

Human Resource Planning (HRP) is the process of forecasting the future human resource
requirements of the organization and determining as to how the existing human resource capacity
of the organization can be utilized to fulfill these requirements. It, thus, focuses on the basic
economic concept of demand and supply in context to the human resource capacity of the
organization.

It is the HRP process which helps the management of the organization in meeting the future
demand of human resource in the organization with the supply of the appropriate people in
appropriate numbers at the appropriate time and place. Further, it is only after proper analysis of
the HR requirements can the process of recruitment and selection be initiated by the
management. Also, HRP is essential in successfully achieving the strategies and objectives of
organization. In fact, with the element of strategies and long-term objectives of the organization
being widely associated with human resource planning these days, HR Planning has now become
Strategic HR Planning.

Though, HR Planning may sound quite simple a process of managing the numbers in terms of
human resource requirement of the organization, yet the actual activity may involve the HR
manager to face many roadblocks owing to the effect of the current workforce in the
organization, pressure to meet the business objectives and prevailing workforce market
condition. HR Planning, thus, help the organization in many ways as follows:

HR managers are in a stage of anticipating the workforce requirements rather than getting
surprised by the change of events Prevent the business from falling into the trap of shifting
workforce market, a common concern among all industries and sectors

Work proactively as the expansion in the workforce market is not always in conjunction with the
workforce requirement of the organization in terms of professional experience, talent needs,
skills, etc. Organizations in growth phase may face the challenge of meeting the need for critical
set of skills, competencies and talent to meet their strategic objectives so they can stand well-
prepared to meet the HR needs Considering the organizational goals, HR Planning allows the
identification, selection and development of required talent or competency within the
organization.
9|Page

An HR Planning process simply involves the following four broad steps:

Current HR Supply: Assessment of the current human resource availability in the organization
is the foremost step in HR Planning.

It includes a comprehensive study of the human resource strength of the organization in terms of
numbers, skills, talents, competencies, qualifications, experience, age, tenures, performance
ratings, designations, grades, compensations, benefits, etc. At this stage, the consultants may
conduct extensive interviews with the managers to understand the critical HR issues they face
and workforce capabilities they consider basic or crucial for various business processes.

Future HR Demand: Analysis of the future workforce requirements of the business is the
second step in HR Planning. All the known HR variables like attrition, lay-offs, foreseeable
vacancies, retirements, promotions, pre-set transfers, etc. are taken into consideration while
determining future HR demand. Further, certain unknown workforce variables like competitive
factors, resignations, abrupt transfers or dismissals are also included in the scope of analysis.

Demand Forecast: Next step is to match the current supply with the future demand of HR and
create a demand forecast. Here, it is also essential to understand the business strategy and
objectives in the long run so that the workforce demand forecast is such that it is aligned to the
organizational goals.

HR Sourcing Strategy and Implementation: After reviewing the gaps in the HR supply and
demand, the HR Consulting Firm develops plans to meet these gaps as per the demand forecast
created by them. This may include conducting communication programs with employees,
relocation, talent acquisition, recruitment and outsourcing, talent management, training and
coaching, and revision of policies. The plans are, then, implemented taking into confidence the
mangers so as to make the process of execution smooth and efficient.

Characteristics of Human Resource Planning

There are many characteristics of human resource planning, and these could be reckoned as the
identifiable ingredients that may be used to pinpoint human resource planning in bureaucratic
organizations. However, regarding these characteristics, we adopt the views of Durai (2012:64)
as quote dinVineeth(2019:6) as follows:

1. HRP aims at fulfilling corporate strategies and goals through effective utilization of human
resources. As such, it is effectively aligned with the business strategies of the organization.

2. HRP is not a solitary act. Rather, it is a process involving a series of related activities carried
out on a continuous basis.
10 | P a g e

3. HRP not only meets the short-term HR requirements of an organization, but also determines
its long-term 4strategies and future directions from the HR perspective.

4. HRP is a logical and efficient decision-making activity involving systematic analysis of data
gathered in a scientific manner. Thus, it is neither a haphazard nor an ad hoc activity.

5. It emphasizes both the quantitative (number of personnel) and the qualitative (nature of
personnel) dimensions of human resources at every stage.

2.2 Employee Commitment:

Employee commitment is substantial since an unusual measure of commitment potentially

prompts a couple of extraordinary various leveled outcomes. It reflects how many employees
connect to the organization and stays committed to its destinations (Beloor,
Nanjundeswaraswamy, & Swamy, 2017). Considering the impact of a financial squeeze on
employee commitment, the profile of employee commitment might depend on the
mind boggling blend of environmental factors, such as financial conditions, and HRM practices
(Meyer, Morin, & Wasti, 2017).

Three kinds of employee commitment have been progressed (Meyer & Allen, 1991).

Affective commitment is depicted as a degree to which an individual is rationally joined to

using relationship through the estimation, for instance, steadfastness, love, warmth,
belongingness, love, enchant, and so forth (Jaros, Jermier, Koehler, & Sincich, 1993).
Continuance commitment is portrayed as an aching to remain a person from the affiliation
(Mayer & Schoorman, 1992).

Normative commitment is depicted as a worker’s commitment to remain with the association,

which reflects a tendency to continue with work (Meyer & Allen, 1991). Yamao and Sekiguchi
(2014) explored the factors influencing employee commitment for Japanese workers; the
outcomes demonstrate that HRM practices that encourage the learning of English, for example,
language training and setting language abilities as a basis for promotion and recruitment, have an
effect on the affective and normative commitment of workers to their organizations’
globalization.

How does employee engagement differ from organizational commitment

11 | P a g e

There are difference between engagement and employee commitment. Engagement is an

intrinsic attitude that denotes an employee’s enthusiasm for his or her job. Commitment, on the
other hand, denotes an employee’s enthusiasm for the company he or she works for.
In short:
 Engaged employees are engaged in their work, but not committed to the organization.
 Committed employees are committed to the organization, but not engaged in their work.

Literature Review:

2.3 Human Resource Planning: Strategic Human Resource Management (SHRM) is defined as
the process of aligning and integrating human resource strategies and the various layers of
strategies in an organization (Othman, 2009).; Bernardine, 2007; Wattanasupachoke, 2009). The
growing importance of people to organizational performance is consistent with the emergence of
Strategic Human Resource Management (SHRM) as a global research area

(Hartel, Fujimoto, Strybosch, & Fitzpatrick, 2007). HRP ranks first, followed by Employment,
Human Resource Development, Compensation and Benefits, Performance Evaluation,
Occupational Health and Safety, Industrial Relations and Human Resource Research. According
to Boon et al. (2018) One of Strategic HRP's main goals is to empower employees to help your
organization achieve its strategic goals. Kinikci and Williams (2006) identified HRP as the
process of developing a comprehensive strategy for determining an organization's staffing needs
and forecasting future needs. Greer and Plunkett (2007) see this as an important contribution to
the strategic plan. Creation process and therefore consistent. HRP contributes to the achievement
of a number of benefits for an organization. Human resource management (HRM) planning and
strategic management implementation lead to human capability improvement because there is an
important and positive relationship between HRM planning and organizational performance and
human resource planning (work and organizational performance (Abdallah & Phan, 2007;
AlFrijawy, 2019) HRP also helps to allocate human resources to the organization's activities,
control costs, and provide the basis for other workforce plans and strategies, such as selection,
hiring, training, performance appraisal, and compensation (Daft, 2000).

Armstrong (2006) described HRP as a sequence of actions that attempts to estimate the demand
for labor and assess the size, type, and sources of supply needed to meet the estimated demand;
considering the task, responsibilities and/or duties to be performed. This is related to Cole's
(2002) contention that workforce planning involves identifying the organization's staffing needs
and designing resources to ensure that there is sufficient labor supply to meet the organization's
12 | P a g e

needs. Experience, knowledge and skills required. Furthermore, Huselid (1995) defines HRP as
the analysis of the needs of the human element under variable conditions and the elaboration of
strategic actions essential to satisfy those needs. From a lower rung to a higher rung on the
Company's ladder of achievement; having careful consideration of: (a) the job description
(taking into account the job content and required competencies), (b) the job description (which
establishes the minimum training required to perform a specific job), (c) the job design (job
enrichment, job expansion, reorganization or restructuring, job rotation, flextime, homework, job
sharing, shorter workweek, etc.) and (d) job analysis (know the right qualifications, experience
and knowledge required for each job). Category, training and development needs, compensation
and benefit needs, employee and labor relations activities, and necessary legal considerations)."

2.4 Employee Commitment: Employee engagement is significant, as unusual levels of

engagement potentially trigger some extraordinary, multifaceted outcomes. It reflects how many
employees connect to the organization and remain connected to their travel destinations (Beloor,
Nanjundeswaraswamy, & Swamy, 2017). Considering the impact of a financial squeeze on
employee engagement, the employee engagement profile might depend on the intriguing
combination of environmental factors such as financial conditions and HRM practices (Meyer,
Morin, and Wasti, 2017). Three types of employee engagement have been developed (Meyer &
Allen, 1991). Affective commitment is described as the degree to which an individual rationally
engages in a relationship of use, e.g. B. Values consistency, love, warmth, belonging, love,
charm, etc. (Jaros, Jermier, Koehler and Sincich, 1993).

The commitment to continuity is presented as a desire to continue to be a person of belonging

(Mayer & Schoorman, 1992). Finally, normative commitment is described as the worker's
commitment to remain in the association, reflecting a tendency to continue with work (Meyer &
Allen, 1991).

Various investigations have analyzed the relevance between HRM practices and employee
commitment (Yamao & Sekiguchi, 2014; Aladwan, Bhanugopan, & D’Netto, 2015; Shipton,
Sanders, Atkinson, & Frenkel, 2016; Fesharaki & Sehhat, 2017; Razzaq, Aslam, Bagh, &
Saddique, 2017; Rubel, Rimi, & Walters, 2017; Fihla & Chinyamurindi, 2018; Pham, Tuckova,
& Phan, 2019; Dheera & Krishnan, 2020; Nor, Mohamed, Mohamed, & Hassan, 2020; Parajuli
& Shrestha, 2021). Yamao and Sekiguchi (2014) explored the factors influencing employee
commitment for Japanese workers; the outcomes demonstrate that HRM practices that encourage
the learning of English, for example, language training and setting language abilities as a basis
for promotion and recruitment, have an effect on the affective and normative commitment of
workers to their organizations’ globalization. Moreover, Fesharaki and Sehhat (2017) explored
the idea of Islamic management of human resources and measured its effects on employee’s
commitment. The outcomes demonstrate that remuneration and compensation, training and
development, recruitment, and selection positively affect employee’s commitment. In addition,
13 | P a g e

Dheera and Krishnan (2020) demonstrated that HRM practices decidedly influenced employee
commitment towards their employment and organization.
14 | P a g e

CHAPTER 3: COMPANY OVERVIEW

Company overview : EkkBaz Bangladesh Ltd.

EkkBaz, a business-to-business (B2B) marketplace with an embedded financing platform for

small businesses, has funding from Haitou Global, KeyStone Capital, Artesian and Enterprise
Singapore.

These funds was used to grow the team and expand operations in Bangladesh, Singapore and
Vietnam. B2B marketplace is a valuable resource for small businesses, who often face
challenges in accessing financing and reaching new customers. EkkBaz's platform addresses
these issues by connecting small businesses to suppliers and financing, enabling them to grow
and succeed. EkkBaz is planning to expand the Buy Now, Pay Later (BNPL) business model on
top of its goal of becoming a leader as a B2B ecommerce marketplace. During the Covid-19
pandemic, the Buy Now Pay, Later market grew significantly in Asia largely due to the boost in
e-commerce and digital finance.
Founders are also proud of how EkkBaz brings greater financial inclusion to Bangladesh."
EkkBaz was founded in 2021 by Enam Chowdhury, an ex-Microsoft, and Zobaida Sultana, an
ex-Intertek with the goal of providing small businesses with access to affordable financing and a
platform to sell their products and services. Both founders have more than 20 years of experience
in the supply chain and technology sectors. The company has seen its revenue increase by 46
times last year,.
EkkBaz is dedicated to helping small businesses thrive, and the new funding was allow the
company to continue to innovate and serve its customers as it plans to raise US$ 2.0 million next
year to expand further. The company has built its app and website in a user-friendly way to give
the most convenience to small sellers of Bangladesh. The team has also attracted entrepreneurial-
minded people which is essential to build a startup and they are excited to continue their growth
and make a positive impact in South-Asia.
15 | P a g e

CHAPTER 4: DATA ANALYSIS

4.1 Demographic Analysis:

In this study, demographic data includes gender and age.

4.1.1 Gender of Respondents

As most of the employee is male so respondent ratio more male is higher.

4.1.2 Job Level:

Employee commitment is also depending on their level of the job they worked for. 21 entry
level, 5 mid-level and 4 senior level employee participate in this survey.
16 | P a g e

4.1.3 Age of Respondent: According to the data 70% employee (21 nos. of respondent) age is
between 21-30 range and 30% employee age (9 nos.) is 31-40 range, and no other
employee worked in EkkBaz is above 40.

4.2 Measures used for HRM dimension

4.2.1 Recruitment and selection

4.2.1.1 The organization I work for has competitive selection processes that attract competent
people
17 | P a g e

Among 30 respondents, 20 respondents’ said selection processes that attract competent

people can help to choose a better candidate and 09 respondent said current recruitment steps
are ok to find better employee. So, 68% of respondents said they strongly agree about that
and 38% remain neutral of disagree with this but need more competitive selection process.

4.2.1.2 The organization I work for widely disseminates information about both
external and internal recruitment processes.

Among 30 respondents, 06 are neutral. 19 respondents agree said disseminates information

about both external and internal recruitment processes and 5 respondent said disseminates
information steps are required improvement to about both external and internal recruitment
processes. So, only 6.5% of respondents said they are strongly agreeing about that and 57%
said agree with disseminates information about both external and internal recruitment
processes.

4.2.1.3 The organization I work for communicates performance results to candidates at the
end of the selection process
18 | P a g e

Among 29 respondents, 05 (17.2%) are neutral. 16 respondents agree said

communicates performance results to candidates at the end of the selection process and
6 respondent said disseminates information steps are ok communicates performance
results to candidates’ recruitment processes. So, 62.1% of respondents said they are
strongly agreeing about that and 37.9% said agree with disseminates information
about both external and internal recruitment processes.

4.2.2 Training and Development

4.2.2.1 In the organization where I work, training is evaluated by participants

Among 29 respondents, 3 are neutral. 23 respondents agree said training is evaluated by

participants and 23 respondent said training is evaluated by participants. So, 79.3% of
respondents said they are agreeing about that. Also 13.3% Neutral they are not said
19 | P a g e

anything.

4.2.2.2 The organization I work for stimulates learning and application of knowledge

Among 30 respondents, 9 are neutral. 12 respondents agree said stimulates learning and
application of knowledge and 6 respondents strongly agree said stimulates learning and
application of knowledge. So, 20% of respondents said they are strongly agreeing about that
and 40.0% said agree with stimulates learning and application of knowledge. Also 30%
Neutral they are not said anything.

4.2.3 Compensation and Rewards

4.2.3.1 In the organization where I work, I get incentives such as promotions,
commissioned functions, awards, bonuses, etc

Among 30 respondents, 8 are neutral. 9 respondents agree said incentives such as

promotions, commissioned functions, awards, bonuses, etc and 2 respondents strongly agree
said incentives such as promotions, commissioned functions, awards, bonuses, etc. So,
6.7% of respondents said they are strongly agreeing about that and 30% said agree with
20 | P a g e

incentives such as promotions, commissioned functions, awards, bonuses, etc. Also 26.7%
Neutral they are not said anything.

4.2.3.2 The organization I work for considers the expectations and suggestions of its
employees when designing a system of employee rewards.

Among 30 respondents, 9 are neutral. 11 respondents agree said discusses competency-based

performance appraisal criteria and results with its employees and only 1 respondent strongly
agree said discusses competency-based performance appraisal criteria and results with its
employees. So, 36.7% respondents said agree discusses competency-based performance
appraisal criteria and results with its employees. Also 30% Neutral they are not said
anything.

4.2.3.3 In the organization where I work, competency-based performance appraisal

provides the basis for an employee development plan
21 | P a g e

Among 30 respondents, 10 are neutral. 14 respondents agree said competency-based

performance appraisal provides the basis for an employee development plan and 1
respondent strongly agree said competency-based performance appraisal provides the basis
for an employee development plan. So, 3% of respondents said they are strongly agreeing
about that and 46.7% said agree competency-based performance appraisal provides the
basis for an employee development plan. Also 33.3% Neutral they are not said anything.

4.3 Measures used for Employee Commitment dimension

4.3.1 Affective Commitment

 I feel the desire to make a major effort to achieve the objectives of the organization.

Among 30 respondents, 9 are neutral. 15 respondents agree said feel the desire to make a
major effort to achieve the objectives of the organization and 5 respondents strongly agree
said feel the desire to make a major effort to achieve the objectives of the organization. So,
16.7% of respondents said they are strongly agreeing about that and 50% said agree feel the
desire to make a major effort to achieve the objectives of the organization. Also 30%
Neutral they are not said anything.

 There is an emotional attachment to the organization where I work.

22 | P a g e

Among 30 respondents, 8 are neutral. 16 respondents agree said feel the desire to make a
major effort to achieve the objectives of the organization and 5 respondents strongly agree
said feel the desire to make a major effort to achieve the objectives of the organization. So,
16.7% of respondents said they are strongly agreeing about that and 53.3% said agree feel the
desire to make a major effort to achieve the objectives of the organization. Also 26.7%
Neutral they are not said anything.

4.3.2 Continuous Commitment

4.3.2.1 I strongly care about the future of the organization where I work

Among 30 respondents, 7 are neutral. 11 respondents agree said feel the desire to make a
major effort to achieve the objectives of the organization and 1 respondent strongly agree
said feel the desire to make a major effort to achieve the objectives of the organization. So,
23 | P a g e

3.3% of respondents said they are strongly agreeing about that and 23.3% said agree feel the
desire to make a major effort to achieve the objectives of the organization. Also 36.7%
Neutral they are not said anything.

4.3.2.2 I want to remain/ stay in the organization no matter what other alternative
opportunities are available to me

Among 30 respondents, 17 are neutral. 4 respondents agree said feel the desire to make a
major effort to achieve the objectives of the organization and 2 respondents strongly agree
said feel the desire to make a major effort to achieve the objectives of the organization. So,
6.7% of respondents said they are strongly agreeing about that and 13.3% said agree feel the
desire to make a major effort to achieve the objectives of the organization. Also 56.7%
Neutral they are not said anything.

4.3.3 Normative Commitment

4.3.3.1 I consider moving from one organization to another organization
24 | P a g e

Among 30 respondents, 14 are neutral. 10 respondents agree said feel the desire to make a
major effort to achieve the objectives of the organization and 2 respondents strongly agree
said feel the desire to make a major effort to achieve the objectives of the organization. So,
6.7% of respondents said they are strongly agreeing about that and 33.3% said agree feel the
desire to make a major effort to achieve the objectives of the organization. Also 46.7%
Neutral they are not said anything.

4.3.3.2 I consider my commitment to the organization a moral obligation

Among 30 respondents, 12 are neutral. 13 respondents agree said feel the desire to make a
major effort to achieve the objectives of the organization and 4 respondents strongly agree
said feel the desire to make a major effort to achieve the objectives of the organization. So,
13.3% of respondents said they are strongly agreeing about that and 43.3% said agree feel the
desire to make a major effort to achieve the objectives of the organization. Also 40%
Neutral they are not said anything.
25 | P a g e

HR should consider Employee commitment for HR planning

Among 30 respondents, 6 are neutral. 15 respondents agree said feel the desire to make a major
effort to achieve the objectives of the organization and 1 respondent strongly agree said feel the
desire to make a major effort to achieve the objectives of the organization. So, 3.3% of
respondents said they are strongly agreeing about that and 50% said agree feel the desire to make
a major effort to achieve the objectives of the organization. Also 20% Neutral they are not said
anything

Employee commitment is linked with performance

26 | P a g e

Among 30 respondents, 8 are neutral. 9 respondents agree said feel the desire to make a major
effort to achieve the objectives of the organization and 1 respondent strongly agree said feel the
desire to make a major effort to achieve the objectives of the organization. So, 3.3% of
respondents said they are strongly agreeing about that and 30% said agree feel the desire to make
a major effort to achieve the objectives of the organization. Also 26.7% Neutral they are not
said anything.
27 | P a g e

CHAPTER 5: FINDINGS

Findings and Discussions

In this paper we work out with two variables Dependent and Independent. Independent variable
is HRM planning and dependent Variables is employee commitment. For HRM planning there
are some measurement scales- Recruitment and Selection, Training and Development,
Compensation and Rewards, Performance Appraisal. For employee commitment measurement
scales- Affective Commitment, Continuous Commitment, Normative Commitment.
After analyzing the analysis part, we find that there is a positive relationship between HRM
Planning and employee commitment. Employee commitment has significant effects on
employee performance, HRM practices have significant effects on employee commitment,
and more importantly, and employee commitment partially mediates the relationship between
HRM practices and employee performance.
The dialectic has, first of all, a philosophical orientation, a background and is thus an integral
part of philosophy. It is a method of observing or discovering the truth associated with a
concept/idea through discussion, logical reasoning and consideration of opposing (asymmetric)
ideas. In short, dialectics is an approach used with the aim of examining and discussing ideas in
order to discover truth. In this approach, two dissenting ideas are compared to find a solution
that encompasses the two compared ideas. Based on the above explanation, it is important to
write that human resource planning is an opposite ideology, distinct from organizational
performance.

To refresh our memory of their distinction, the definitions of these concepts are quickly conjured
up. Workforce planning according to Graham (1980:21) is “an attempt to predict the number and
type of staff an organization may need in the future and the extent to which those needs will be
met”. But again, organizational performance is the actual outcome of a formal organization
compared to the organization's stated goals and/or priorities.
28 | P a g e

CHAPTER 6: CLONCLUSION

Conclusion

This study was done to evaluate the effect of human resource management planning on
organizational performance and mediating effect of employee commitment over all in
Bangladesh perspective. According to this study there is a positive relationship between the
human resource management planning and the employee commitment. Examples of these
driving factors include recruitment and selection, training and development, performance
appraisal also some other factors under organization performance which are efficiency of the
work and creativity and innovation etc. For employee commitment, affective, continuous
normative factors are in there. These factors enable the organization performance also employee
commitment the HRM planning in its operations and reap the benefits of its use, while barriers
include Recruitment, Retention and Motivation, Managing with Limited Resources and Budget,
Training, Development and Compensation
The study also found that there is an indirect positive effect to the human resource management
planning through the employee commitment with a percentage higher than the direct impact. At
the end the researcher recommends that all policy makers of human resource management
should pay more concern on planning also policies and practices related to the employees which
results into developing the organization performance, also HRM planning inside the
Bangladesh perspective should concentrate on emotional aspects of the employees which in
turn result into a higher positive influence on their performance compared with the direct
impact on organization performances.
29 | P a g e

CHAPTER 7: RECOMMENDATION

Recommendations

1. Strategic HR Integration:

Integrate HR planning seamlessly with overall business strategy to ensure alignment and
responsiveness to market dynamics.

2. Employee Development Programs:

Invest in comprehensive employee development programs to enhance skills, foster career

growth, and strengthen employee commitment.

3. Enhanced Communication Strategies:

Implement robust communication strategies to ensure transparency, engage employees, and align
them with organizational goals.

4. Continuous Performance Monitoring:

Establish mechanisms for continuous performance monitoring and feedback to facilitate ongoing
improvement and alignment with business objectives.

5. Adaptability to Market Changes:

Foster a culture of adaptability within the organization to respond effectively to market changes,
ensuring a resilient and committed workforce.

6. Creating a flat and egalitarian organization

This planning in HR principles is rooted in the egalitarian practices of Japanese management.

Although we just saw that some employees are more critical than others for the organization’s
success, this shouldn’t be communicated in such a way. Every employee is a valuable member
of the organization and should be treated as such
30 | P a g e

7. Making information easily accessible to those who need it

Firstly, open communication about strategy, financials, and operations creates a culture in
which people feel they are trusted. It truly involves employees in the business. Secondly, if you
want your people to share their ideas, they need to have an informed understanding of what’s
going on in the business.
31 | P a g e

SURVEY QUESTIONNAIRE

Survey Questionnaire was shared to all 45 employees using google Forms

1. Measures used for HRM dimension

Recruitment and Selection

 The organization I work for has competitive selection processes that attract competent people.

 The organization I work for widely disseminates information about both external and internal
recruitment processes.

 The organization I work for communicates performance results to candidates at the end of the
selection process.

Training and Development

 In the organization where I work, training is evaluated by participants.

 The organization I work for stimulates learning and application of knowledge.

Compensation and Rewards

 In the organization where I work, I get incentives such as promotions, commissioned functions,
awards, bonuses, etc.

 The organization I work for considers the expectations and suggestions of its employees when
designing a system of employee rewards

Performance Appraisal

 The organization I work for discusses competency-based performance appraisal criteria and
results with its employees.

 In the organization where I work, competency based performance appraisal provides the basis
for an employee development plan.
32 | P a g e

2. Measures used for Employee Commitment dimension

Affective Commitment

 I feel the desire to make a major effort to achieve the objectives of the organization.

 There is an emotional attachment to the organization where I work.

Continuous Commitment

 I strongly care about the future of the organization where I work.

 I want to remain/ stay in the organization no matter what other alternative opportunities are
available to me

Normative Commitment

 I consider moving from one organization to another immoral.

 I consider my commitment to the organization a moral obligation.

Overall Effectiveness

 HR should consider Employee commitment for HR planning

 Employee commitment is linked with performance

33 | P a g e

31 Activity Schedule:

This study was accomplished between November 28th to 31st January 2024, the study duration is
9 weeks or 63 days.

ACTIVITIES 1st Week 2nd Week 3rd 4th 5th

Week Week Week
LITERATURE 8
REVIEW
QUESTIONAIRRE 4
da
DESIGNING
ys
PRETESTING OF 14
QUESTIONNNAIRE da
(correction if any) ys
16
DATA
COLLECTION
DATA ANALYSIS 10
REPORT WRITING 11
PRINTING &
SUBMISSION

ACTION BY THE SUPERVISOR: Approved __________

Disapproved __________
Approved with Revision _________