Human Resource Management

Practices in Bangladesh
Current Scenario and Future Challenges
Monowar Mahmood
Mir Mohammed Nurul Absar

South Asian Journal of Human

Resources Management
2(2) 171–188
2015 SAGE Publications India
Private Limited
SAGE Publications
sagepub.in/home.nav
DOI: 110.1177/2322093715599481
http://hrm.sagepub.com
Abstract Methodology
This study examines current Human Resource Various secondary sources and materials including articles in
Management (HRM) practices in Bangladesh through academic journals, professional magazines and newspapers on
secondary sources. It analyzes recruitment, training, HRM practices in Bangladesh.
Salary Structure. The study also identifies challenges
and future trends in Bangladeshi HRM, aiming to
benefit researchers and HR professionals.
 Current HRM Practices: A Critical Assessment

Aspect Public Sector Private Sector

• Formal process through Public Service Commission (PSC) exams. • Informal channels like friends and family networks.
Recruitment • Prone to political influence and nepotism. • Qualifications often secondary to personal connections.
• Limited opportunities for non-managerial roles. • Easier access to non-managerial positions.

• Minimal formal training programs.

• Limited training opportunities, mostly for new recruits or promotions.
• On-the-job training more common.
Training • Training content determined by government, not individual needs.
• Training may be provided for specific needs or high-level
• Lack of focus on skill development.
positions.

• Standardized pay scales based on rank and experience. • Negotiated salaries based on skills and experience.
Salary • Limited negotiation for base salary. • Potential for higher base salary compared to public sector.
• Benefits like pensions and healthcare are common. • Fewer benefits compared to public sector.
 Emerging Trends of HRM Practices in Bangladesh

• Increased Importance of HRM:

Establishment of separate HRM departments, hiring HRM professionals, and incorporating HRM heads into corporate boards.

• Shifting Recruitment Practices:

Moving away from just educational qualifications to competency-based recruitment focusing on achievements and work-related
skills.

• Investment in Training and Development:

Increased focus on employee training and development to keep up with technological advancements and competition.

• Performance-based Rewards:
Introduction of performance-related pay (PRP) in private sector organizations to motivate employees.

• Improved Industrial Relations:

Shift towards bipartite dispute resolution mechanisms for better cooperation between employers and employees.
 Future Challenges of HRM Practices in Bangladesh

• Future Challenges of HRM Practices in Bangladesh:

• Diversity and Inclusion: Integrating people with disabilities, women and minorities into the workforce.
• Skill Shortage: Balancing the high number of non-technical graduates with the need for skilled workers.
• Motivating Employees: Developing new methods to retain talent in a competitive job market.
• Legal Constraints: Rigid labor laws make it difficult to implement flexible work arrangements.
• Changing Employee Values: Balancing work-life balance and career development for a new generation of employees.
• Political Influence: Reducing political influence on HRM decisions in both public and private sectors.
• Balancing Global and Local Practices: Adapting global HRM practices to the Bangladeshi context.
 Conclusions

Bangladesh is moving from basic HR practices to strategic HRM, especially in the private sector. This is a positive
sign for the economy. However, challenges remain, including integrating diverse workers, training a skilled
workforce, and motivating employees. Managers and policymakers need to adapt to these changes to stay
competitive. Further research can help identify the most effective HRM practices for Bangladesh's unique context.
Thank You