Conclusions & Implications

The outcomes of the study may refer to the various human resource management
practices mostly practiced in Bangladeshi organizations as the major part of B_HRM. But
there are some other factors also which make the B_HRM a potential topic to conduct
future research. Demographic factors like nationality, social values, religion etc. also play
an important role in the research on B_HRM practices among Bangladeshi organizations.
Demographic factors may also be tested as the building block of B_HRM. As there are
few researches have been conducted regarding B_HRM, we have done rather a desk
study to conduct a theoretical research. But practical investigation may incorporate
additional insights into the outcomes of our research. Practical research on this topic may
lead to a different stage of conclusions. Additional research can be done by segregating
different sectors among organizations to get segregated conclusion on different sectors. In
our research we have considered different HRM practice methods which affect directly
the B_HRM. Job Analysis, Employee Testing & Selection, Job Interview, Training &
Development of the employees, Performance Management & Appraisal practices,
Compensation & benefits are the major components of our research. From the outcomes
of the study it can be concluded that all these components have a significant impact on
Bangladeshi HRM practice methods. We have studied that Bangladeshis economy allows
huge investment of new technologies to enhance Bangladeshi HRM, but proper training
is still a bit slow, thus employment of expatriates to handle such is encouraged. We have
found that in the government sectors of Bangladesh Modern HRM techniques like
competence based performance development, competency based performance appraisal,
and performance related payment and efficient labor management and monitoring
systems are not completely popular. Pubic administration in Bangladesh still remains
traditional. We require an appropriate human resource management (HRM) framework
for efficient management system. There is no doubt that a well managed civil service is
required for efficient delivery of services and well performing government. But
sometimes public officers are employed on the basis of political power or huge financial
donation, rather than on the basis of merit. So, after recruiting the personnel, there is no
training opportunity based on the job criteria and no performance evaluation system.
Promotion is based on seniority or political power and not performance based. Pay policy
is also based on qualification and experience. Government should make a structured and
transparent career advancement path for the benefit of the employee. Yearly increments
increase in a fixed amount irrespective of whether employees perform good or bad.
Employees who have clerical jobs or limited opportunities for promotions and salary
packages are not skilled or are related to corruption. We can see that in the government
sector corruption is increasing day by day. So the government should establish an
efficient HR department in every administrative office and must have ensured human
resource information system to increase efficient management system.