The International Journal of Business Management and Technology, Volume 4 Issue 1 January–February 2020

ISSN: 2581-3889

Research Article Open Access

Does Human Resource Management (HRM) Practices

Really Matter on Employee Attitudes and Behavior?
–An Empirical Study

Gazi Md. Shakhawat Hossain1*Md. Nazrul Islam2Md. Sharifur Rahman3

Md. NayemHossen4Jannatul Ferdous Sarmin5MehbubaNayanFamanna 6

1 Masters of Business Administration (MBA), Management Science and Engineering (MSE), School of Management (SOM),
Huazhong University of Science and Technology (HUST), Hubei, Wuhan, China.
2 Lecturer, Department of Business Administration, Global University Bangladesh (GUB), Barishal – 8200, Bangladesh.
3 Lecturer, Department of Food Technology and Engineering, Faculty of Nutrition and Food Science, Patuakhali Science and
Technology University, Dumki, Patuakhali – 8602, Bangladesh.
4 Chief Executive Officer (CEO), NayTechs, Barisal 8200, Bangladesh.
5 Masters of Business Administration (MBA), Human Resource Management (HRM), Department of Management Studies,
University of Barishal, Barishal – 8200, Bangladesh.
6 Masters of Business Administration (MBA), Department of Accounting and Information Systems, University of Barishal,
Barishal – 8200, Bangladesh.

Abstract
Purpose: The aim of this study was to find out the key predictors relating to Human Resource Management (HRM) that
influences employee‟s attitudes and behavior in manufacturing industry in Bangladesh. Methodology: The population
of this study was consisting of all individuals who was working in manufacturing companies in southern part of
Bangladesh. Descriptive survey research design was used in this study. The descriptive statistics, correlation and
regression were carried out to measure the relationship and impact between predictors and dependent variable.
Although multiple regression analysis used to derive parameter estimation. Findings: The result of the correlation
revealed a positive and strong linear relationship between human resource management practices and employee
attitudes and behavior. The regression results found to have a significant influence on employee attitudes and behavior
and study rejected the null hypothesis. Two HRM practices such as „motivation‟ and „compensation & rewards‟ was
found to be significant predictors of employee attitudes and behavior. Implications: Overall result of the study
recommends that, firms could be more responsible for policy implication about human resource management practices
for their employees.

Keywords: Employee Attitudes, Employee Behavior, HR Practices, Organizations.

I. INTRODUCTION
Since gaining independence in 1971, Bangladesh has been progressing gradually towards its dream of a hunger and
poverty free society. Initially, the government of Bangladesh followed a socialist economic model. As a result, the
government and policymakers did not prioritize issues such as private sector development, industrialization,
competitiveness and human resource management (HRM). However, after shifting its economic policies from socialism
to a free-market economy in the early 1990s, Bangladesh achieved commendable economic growth and now has an
industry contribution to GDP of about 28.5 per cent (ILO, 2013; PwC, 2015).

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Bangladesh is predicted to become the world‟s 23rd largest economy in terms of PPT by 2050, and has been included by
Goldman Sachs in the N-11 countries (Chowdhury & Mahmood, 2012; PwC, 2015). To become a middle-income country
by 2021, given the country‟s limited natural resources and abundance of human resources, the efficiency and efficacy of
HRM practices could be pivotal and driving forces for Bangladesh‟s economic development (Absar& Mohammad, 2010).
The main motive of this research paper is to investigate the impact of Human Resource Management (HRM) Practice on
employee attitudes and behavior. Human resources are the source of achieving competitive advantage because of its
capability to migrate other resources like machine and methods into the output. The competitors can imitate other
resources like technology and capital but the human resource is unique. (Storey, Tan, Collett, & Walls, 1995) defines
HRM as a distinctive approach to employment management which seeks to obtain competitive advantages. After
reviewing many papers, the researcher has found that HRM rehearses get influenced by outer and interior elements and
specifically or in a roundabout way influence to different factors, for example, worker states of mind and conduct and
representative relations extreme commitment to the firm. Initially, (Pfeffer, 1994) determined 16 practices. Employee
attitudes and behavior is one of them in the present phenomenon.

In organizations, attitudes are important for their behavioral ingredient. Behavior has been conceptualized as a core
elements of employee performance (Rotundo& Sackett, 2002) which is affected by individual attitudes and dispositional
factor rather than directly by an employee knowledge (Ryan, Schmit, & Johnson, 1996) skills and abilities (Konovsky&
Organ, 1996) for the benefits of organization. This is really needed in today‟s competitive world because organizational
employee behavior which is observed to be important is quite rare, research confirms these theoretical propositions
(Festinger, 1996). One of the critical challenges facing work organizations today is to manage the changing employment.
HR practices have their impact through two primary means.

In order to assess the mechanism responsible for the relationship between HR practices and employee skills (Arthur,
1994); (Huselid, 1995) and shape of attitudes and behavior (Delery& Doty, 1996) and by creating structural and
operational efficiency (Guthrie, 2001). However, scholars have convergent in their belief that HR practices are associated
with organizational outcomes through their influence on employee attitudes and behavior links in the causal chain. But
if, as we know from psychological research, people perceived reality differently (Ichheiser, 1949), then we can expect
that not all employees will interpret HR system similarly. The core idea in our research is that employees respond
behaviorally to HR practices based on the attributions they make about management purpose in implementing the
actual HR practices. The research questions of this study relate to the six HRM practices that influence the level of
employee attitudes and behavior in organizations. For this reason, the specific research questions stand out: to what
extent do recruitment and selection, training and development, performance appraisals, compensation and rewards,
motivation, maintenance influences on employee attitudes and behavior of employee within the organizations?

In this study, we fill the gap of previous studies and more observe the procedures through which HRM policies and
effect on employee attitudes and behavior, it is important to conduct analysis in Bangladesh. The main objectives of this
research are to examine how the HRM practices influence the employee attitudes and behavior to enhance the
relationship of two variables we take six independent variables are recruitment and selection, training and
development, Performance Appraisals, Compensation and rewards, Motivation and Maintenance. Next, we present the
hypothesis to be verified. The discussion is followed by methodology and evaluates the hypothesis. The following
portion concentrates on important findings their applied effects an argument‟s. Lastly, sum up the key to the research
and focus the key purpose direction for additionally study, concentrations, limitations of the analysis and result. The
main motive of this research paper is to assess the level of impact of Human Resource Management (HRM) Practice on
employee attitudes and behavior within the organization during the period of proposed study.

II. LITERATURE REVIEW

The study outlines empirical review on the human resource management practices that influence employee attitudes
and behavior; recruitment and selection, training and development, performance appraisals, compensation and
rewards, motivation and maintenance. This section discussed the previous literature related to the subject of this paper.
Many studies discussed the relationship between human resource management practices and firm performance.
Significant and relationship that results between the influence of best human resource management practices on
employee attitudes and behavior as illustrated under following themes of the study, improved system will lead to great
contribution that will ensure that employees work towards the achievement of the organizational objectives. It is
important they focus on the skilled and knowledgeable manpower since the human resource is the backbone of the
organization. Human resource is the most important out of four basic resources of an organization such as human,
physical, financial, and information resources (Griffin, 2002). Proper management of the human resources is also
decisive to the success of an organization (Moyeen& Huq, 2001).

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Private sector owners and managers consider the recruitment and selection of employees a personal matter and use
informal recruitment channels. Private sector organizations are not bound by legal requirements to advertise jobs in the
press or to maintain any formal recruitment and selection process (Absar, 2011; Mia & Hossain, 2014). They recruit as
and when they feel it necessary, and appoint those whom they consider suitable after personal consideration. Friendship
and kinship tend to take precedence over qualifications and skills as owners/managers fulfill their social obligations to
support relatives and friends (Chowdhury & Mahmood, 2012). The influence of social contacts and personal
relationships on recruitment is more open and socially acceptable in private sector organizations (Khan, 2013).

Islam (1982) studied the training and development needs of the managers of the public sector enterprises. He
uncovered that the employees of the production management, general administration, and personnel management
departments of the public sector enterprises needed extensive training. The author also uncovered the problems related
to shortage of adequate number of professional managers in our public sector enterprises with proper knowledge,
concepts, and techniques of management. Ather&Solaiman (1995) assessed human resource development (HRD)
practices of 50 public and private industrial enterprises located in Chittagong. They found that training needs of the
employees of the sample enterprises were identified on the basis of circumstances, corporate objective, new recruitment,
introduction of new technology, new assignment by promotion, existing requirement for skill development and
improving productivity, requirement for filling present and future vacancies, trend of profit or loss, and comparative
study on productivity and output. Khan &Jahur (2007) examined the HRD practices of 38 industrial enterprises of
Bangladesh. The study found that the surveyed organizations‟ HRD programs were not up to date.

Training of human resources has yet to rise from its neglected position in private sector organizations in Bangladesh,
which still do not perceive the need for training and development activities for both employees and managers (Absar,
Arman &Nejati, 2014; Mia & Hossain, 2014). In an economy with a huge labor surplus, training initiatives are considered
a cost rather than an investment for organizational development, and in private sector organizations, there are few
systematic training practices for employee development. In general, training is considered the responsibility of
employees, although some companies, most notably, pharmaceutical companies, are beginning to understand its
importance.

The indifferent attitudes of both management and worker organizations in a labor surplus economy like that of
Bangladesh, coupled with large-scale ignorance about the need for training programmes for workers hinder the
initiation and implementation of training programmes. Industry and the educational institutes are not linked and,
consequently, industry has no influence on the development of courses, curricula, or other instructional processes
within the educational and training institutions (Mahmood & Akhter, 2011). Most trade unions are busy in bargaining
and the settlement of industrial disputes, and have little or no time or energy to organize workers‟ training programmes
(Mahmood, 2008). As a result, the training programmes that do exist have not proved relevant or useful to industry.
Another important issue is determining priorities in terms of skill development. This issue remains unresolved since
policymakers and civil society representatives are divided on whether technical or general education should be
emphasized (ILO, 2013). Though HRM in Bangladesh still resembles traditional personnel management practices, in
recent years, researchers have identified changes that indicate progress in terms of strategic HRM practices (Absar et al.,
2014; Khan, 2013).

Hamid & Saifuddin (1998) assessed the employee performance appraisal practices of the IFIC Bank. They identified
some problems related to the performance appraisal system of the surveyed bank such as trait based appraisal, excessive
focus on past performance, and confidentiality in appraisal process that kept appraises uninformed about their
performance. Bhuiyan & Taher (1998) studied the different aspects of performance appraisal. They discussed objectives
of performance appraisal, linkage between performance appraisal and compensation, formal and informal appraisal.
They also described the roles of appraisers and appraises in performance appraisal. Azim &Haque (2006) conducted a
survey on the performance appraisal practices of 58 (30 manufacturing and 28 service) organizations in Bangladesh.
They found that all the surveyed organizations practice performance appraisal of some type. The study identified that
57.1% companies used performance appraisal annually whereas 42.9% of the samples used performance appraisal bi-
annually, quarterly, and monthly

The implementation of human resource management policies in an organization requires HR practitioners or

professionals to take an active part in different organizational activities (Ahmed, 2002). HRM is being practiced either
formally or informally to a greater or lesser extent in business enterprises regardless of their size (Moyeen and Hug,
2001). In the recent period of time Human Resource Management (HRM) practices became so familiar and momentous
in every business sector of Bangladesh (Mohihuddin, 2001). There is, in fact, no comprehensive study found on overall

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HRM practices in manufacturing industry of Bangladesh. In this state of affairs, a study on this area is essential to
uncover the significant facts. Those studies are endeavored for the same.

Empirical research on HRM in Bangladesh is still rare, and only a few studies have been published, usually on
specific issues of HRM practices, in recognized and credible journals. This study strived to fill the gap by presenting a
substantial number of research studies conducted so far in different aspects of HRM in context of Bangladesh. Thus, the
current study could pioneer an understanding of the impact of HRM on employee attitudes and behavior in
manufacturing industry, which would be immensely beneficial to students, researchers, academics, business executives,
policymakers, and stakeholders by offering the status of research on HRM practices in Bangladesh.

III. CONCEPTUAL FRAMEWORK AND HYPOTHESISES

Although studies have examined the impact of HR practices on organizational performance and employee attitudes
and behavior, extant literature is silent on its impact on individual level phenomena as argued by (Ostroff& Bowen,
2000). Many researchers defined different practices that are associated with HRM; nevertheless, those practices can be
grouped into various categories such as; recruitment and selection, training and development, Performance Appraisals,
Compensation and rewards, Motivation and Maintenance. Recruitment & selection involves matching people and their
expectations with which the job specifications and career path available within the organization. Training &
development involves an organized attempt to find out training needs of individuals to meet the knowledge and skill
which is needed not only to perform current job but also to fulfill the future needs of the organization. Performance
appraisal; each employee is unique in character, personality, expectation and temperament. By and large each one of
them faces problems every day. Some are personal some are official. In their case he or she remains worried. Such
worries must be removed to make him or her more productive and happier. The objective of HR Planning is to ensure
that the organization has the right types of persons at the right time at the right place. It prepares human resources
inventory with a view to assess present and future needs, availability and possible shortages in human resource.
Moreover, HR Planning forecast demand and supplies and identify sources of selection. HR Planning develops
strategies both long-term and short-term, to meet the man-power requirement. Employees‟ attitudes, behaviors and
perceptions have largely been neglected in previous HRM-performance research (Guest, 2011). What has been the most
common measure on an individual level is turnover (Boselie et al., 2005). On a positive note, more recent studies have
started to include one or more employee measures into their investigations. Examples of attitudes and behavior that are
typically measured within the research field are motivation, job satisfaction, organizational citizenship behavior,
commitment; trust in management, absenteeism and turnover. Measuring and quantifying the employees‟ attitudes and
behaviors can be considered more of a challenge compared to operational and financial performance. Of course,
turnover and absenteeism are of a quantitative nature, however, the other types of attitudes and behavior have been
translated into quantifiable data, commonly though Likert-type ratings, in order to be analyzed in the quantitative
empirical work that characterizes the research field. Researchers have indicated that improved working conditions and
better wage rates could improve the productivity and the profitability of organizations in Bangladesh. Based on the
problem statement, objectives of the study and review of the related literature; for this study is several key hypotheses
are derived from a set of sub sub-goals to reach the desired objective of the study.

Figure-1: Proposed Research model

3.1 Recruitment and selection

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Recruitment and selection as a component of human resource management practices will enable the organization to
acquire the right people with relevant skills that will enable the organization to achieve its objectives as expected. After
reviewing enlistment and choice, in view of all around characterized justify and impartial framework created through
administrative master sentiments, utilizing a state administered test to investigate the correct required disposition,
aptitudes, and learning in potential competitors showed notable significant correlation with employee attitudes and
behavior, results were similar to the findings of (Holzer, 1987; Forrier&Sels, 2003; S. K. Singh et al., 2004; K. Singh, 2004)
and also support the argument of Tseng, (2005) that identification of the right candidate with required skills to perform
the job for achieving organizational performance is the output of sophisticated selection system, this study hypothesized
that:

H1: There is the positive relationship between recruitment and selection and employee attitudes and behavior.
H2: Recruitment and selection will have a significant contribution to employee attitudes and behavior.

3.2 Training and Development

The purpose of training and management development program is to enhance representative capacities and
hierarchical abilities (Collins, 2004). HRM professional can influence the attitudes not only by giving the required
training to its employees (Smith et al., 1994). According to Terry et al., (1995) training and development of well qualified
human resource will depend on the performance of an effective implementation of different bundle of HRM practices.
For example, studies completed by (DeToro& McCabe, 1997; Wilkinson, Godfrey, & Marchington, 1997) both confirm
that employees were more committed to their jobs and the achievement of the objectives of the organization when they
felt that the company cared about their training and development needs, this study hypothesized that:

H3: There is the positive relationship between Training and Development and employee attitudes and behavior.
H4: Training and Development will have a significant contribution to employee attitudes and behavior.

3.3 Performance appraisal

Performance-related compensation is critical in enhancing performance; hence the organization should implement
this to motivate those employees who achieve the set targets. Since HRM practices have a significant impact on
organizational performance, supervisors need to execute them in a coordinated and lucid way (Chen, Valencia, Gillet,
Hearing, & Gottesman, 2009; Wickramasinghe& Gamage, 2011). In the previous research study, the key elements of a
performance management system include the following a formal compensation philosophy statement, salary
administration program (Condit et al., 2000). In addition, such appraisals can be used as feedback to individuals in order
to influence and enhance subsequent performance, this study hypothesized that:

H5: There is the positive relationship between Performance Appraisals and employee attitudes and behavior.
H6: Performance Appraisals will have a significant contribution to employee attitudes and behavior.

3.4 Compensation and rewards

Study of the payroll interface has been conducted for areas such as record keeping, pension conclusion, and retired
payment and statements (Targowski& Deshpande, 2001). The past study showed that profit sharing programs are more
effective when combined with employee participation in management (Kruse, 1990). As, Van Buren, Greenwood, &
Sheehan (2011) state, the pay system has an important role in implementing strategies within an organization. The way
people are paid generally affects the quality of their work, their attitude towards customers, and their willingness to be
flexible and learn new skills (Milkovich, Gerhart, & Hannon, 1991). This study hypothesized that:

H7: There is the positive relationship between Compensation and rewards and employee attitudes and behavior.
H8: Compensation and rewards will have significant contribution in employee attitudes and behavior.

3.5 Motivation
According to the literature reviewed by the Bhatti & Qureshi (2007) that the organizations have a system of higher
performance and employee involvement which resulted in that employees are more willing to keep involved in the
decision making a goal setting activity. This study hypothesized that:

H9: There is the positive relationship between Motivation and employee attitudes and behavior.
H10: Motivation will have a significant contribution to employee attitudes and behavior.

3.6 Maintenance
Some previous study concludes that the business organization was varied in all the HRIS applications for
maintenance this result is consistent with the study of such issues (Bondarouk&Ruël, 2009). This study hypothesized
that:

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H11: There is the positive relationship between Maintenance and employee attitudes and behavior.
H12: Maintenance will have significant contribution in employee attitudes and behavior.

The intention of the paper was to measure the impact of human resource management practices (Recruitment and
selection, training and development, Performance Appraisals, Compensation and rewards, Motivation and
Maintenance) on employee attitudes and behavior in an organization. Our research consists of total seven variables and
six are independent such Staffing, Training, and Development, Performance Appraisals, Compensation and rewards,
Motivation and Maintenance they have influence or effect on the dependent variable of Employee Attitudes and
Behavior. The study is guided by the following conceptual framework shown in the figure.

IV. METHODOLOGIES OF THE STUDY

The purpose of the present study is to empirically examine the impact of human resource management practices
(Recruitment and selection, training and development, Performance Appraisals, Compensation and rewards, Motivation
and Maintenance) on employee attitudes and behavior. All the methodical approach is given below as considering
sample size and Sampling techniques, instruments, data collection methods, a method of statistical analysis, dependent
and independent variables, statistical tools: descriptive statistics: correlation test, regression analysis.

4.1 Sample size and Sampling techniques

By using the convenience sampling techniques, 100 employees of manufacturing have been chosen. We are
conducting the expletory analysis. We use the structured questionnaire format to get the sufficient information. We use
the questionnaire techniques on point of five Likert scales which consists of the following scale a) Strongly agree b)
Agree c) Not decide d) Disagree e) Strongly disagree. The questionnaire consists of several questions that are segmented
into different sections each section represents individual factors.

4.2 Data Sources

There are two major sources of research. The study was conducted on the bases of different publications in this
field. The secondary source refers to the collection of qualitative data. The present study mainly based on primary data.
The data for this study was collected through questionnaire and different publications and journal during the study. In
order to collect the scientific content of the theoretical framework of the study and to explain the basic concepts of the
study, measuring and identified on a numerical scale. Quantitative data can be analyzed using statistical methods, and
the result can be displayed using tables and figures. The researcher will follow quantitative method because the
collected data will be in the form of numerical digits. In this study, the researcher used SPSS software version 16 to
assess the impact of HRM practices on employee attitudes and behavior.

4.3 Method of statistical analysis

In order to identify the level of impact of the independent variables on criterion variable and also identify the types
of relationship and correlation between variables and testing the hypothesis to achieve these aims, this study used
descriptive statistics, correlation test (Pearson correlation) and regression test (Multiple linear regressions).

4.4 Dependent and independent variables

The more than three items have been tested as a measure of the dependent variables and one variable are taken as
the independent variable. Employee attitudes and behavior is the independent variable in this study and this study has
been using the six independent variables include:

4.5 Statistical tools

We use SPSS software for data analysis. In SPSS, we compute descriptive statistics, correlation and we run
regression model, analyzed model summary, ANOVA, and coefficient value. The ANOVA analysis techniques are used
to examine the study hypothesis.

4.6 Descriptive statistics

The researcher will conduct the descriptive statistics using SPSS software version 16.0 in order to give respondents
more understanding about the related study variables that are being analyzed. Descriptive statistics is derived from
statistical analysis before another test performed using correlation and regression analysis. These descriptive statistics
produce in this study the mean and standard deviation for each variable.

4.7 Correlation test regression analysis

The second step in the statistical analysis is correlation test comes before the start of regression analysis. The
correlation was used to investigate the relationship between variables. Pearson correlation coefficients are tested in
order to determine the strength of the relationship between independent and dependent variables. The Pearson
correlation scale ranges from -1 to +1 and any values greater than zero indicated a positive direct relationship between
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the two variables. This implies that every increase in the independent variables will lead to the increase in the
dependent variables. The value less than zero indicates that a negative indirect relationship between the two variables
that means that every increase in the independent variables will lead to the decrease independent variables. Multiple
regressions were also used to investigate the impact on independent variables of HRM practices on dependent variables
of employee attitudes and behavior.

V. DATA ANALYSIS AND RESEARCH FINDINGS

5.1 Respondents Socio-demographic analysis
At the table in the output of SPSS exhibit socio-demographic features of the respondent who had participated in the
survey. It is found that 99% of respondents are male and only 1% of them are female, included them 73% are married
and 27% are unmarried. Moreover, the respondents who were married their spouse was working near about 33%. In this
survey most of the respondents are doing the managerial job and had gotten the direct mode of appointment almost
one- third of the total respondents belong to 35-40 years of age groups. However, 60% of the respondents had their
educational background is Master‟s degree only 32% of them are doing permanent jobs, 44% are doing contractual and
some of them are engaged with the technical job. Majority of the respondents at management level has more than 5
years of corporate job experiences.

5.2 Descriptive Statistics

Independent variable of employee attitudes and behavior with effect and relationship with HRM practices through
Mean and Standard Deviation of the sample for the hypothesis of H1 to H12.

Table-1: Independent variable of employee attitudes and behavior with effect and relationship with HRM practices
Descriptive Statistics
Mean Std. Deviation N
X1 3.1200 1.41621 100
X2 3.0700 1.29689 100
X3 3.3800 1.28535 100
X4 3.2700 1.30929 100
X5 3.1400 1.34855 100
X6 3.6000 1.31041 100
Y 3.2633 1.32778 100

The result of descriptive statistics indicated general agreement of the respondent to the different human resource
management practices. On the extent to which respondents were agreed with more than two functions of HRM practices
(X3, X4, and X6) effect on Employee attitudes and behavior. The mean values ranged from highest (3.6*) to lowest (3.07*).
The results for maintenance functions (X6) indicated highest conformity with mean and standard deviation (X6: mean =
3.60*, SD =1.31*), Performance Appraisals (X3: mean = 3.338*, SD =1.28*) and Compensation and rewards (X4: mean =
3.27*, SD =1.30*) respectively. In this cases they were not agreed to remaining three such drivers‟ viz. recruitment and
selection, training and development and motivation by mean and standard deviation score (X1: mean = 3.12*, SD =1.4*),
(X2: mean = 3.07*, SD =1.29*) and (X5: mean = 3.14*, SD =1.34*) respectively. The HRM practices are continuous,
systematic and strategy oriented as shown by a mean 3.2633* and a standard deviation of 1.3278* and that functions are
essential for changing of employee attitudes and behavior (Y). The mean values and standard deviation reflected
conformity of respondent‟s perception about these impacts of human resource management practices on employee
attitudes and behavior.

5.3 Relationship of Recruitment and Selection, Training and Development, Performance Appraisals, Compensation and
rewards, Motivation and Maintenance ((X1, X2, X3, X4, X5, and X6) with Employee Attitudes and Behavior (Y)
The result revealed that Human Resource Management (HRM) Practices have a significant impact on Employee
Attitudes and Behavior (Y). The above table depicts the correlation among intermediary variables. It can be noticed that
the highest correlation (r = 0.815, p < 0.01) exist between Motivation (X5) and Employee Attitudes and Behavior (Y). X5 is
highly correlated with (Y), it means that increase in Motivation (X5) of HR practices increases the Employee Attitudes
and Behavior (Y). So, it rejects the null hypothesis for H9.

The result revealed a significant positive relationship between Training and Development (X2) and Employee Attitudes
and Behavior (Y) with value of (r = 0.621, p < 0.01), Performance Appraisals (X3) and Employee Attitudes and Behavior
(Y) with value of (r = 0.220, p < 0.028), Compensation and rewards (X4) and Employee Attitudes and Behavior (Y) with

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value of (r = 0.775, p < 0.01), Maintenance (X6) and Employee Attitudes and Behavior (Y) with value of (r = 0.479, p <
0.01). It encompasses that increases in (X2), (X3), (X4), (X6) of HR practices increases the (Y).

Table-2: Relationship of Recruitment and Selection, Training and Development, Performance Appraisals, Compensation
and rewards, Motivation and Maintenance (X1, X2, X3, X4, X5, and X6) with Employee Attitudes and Behavior (Y)

Pearson Pearson Pearson Pearson Pearson Pearson

Correlation (Sig) Correlation (Sig) Correlation (Sig) Correlation (Sig) Correlation (Sig) Correlation (Sig)
X1 Sig. X2 Sig. X3 Sig. X4 Sig. X5 Sig. X6 Sig.
Y .003* .976
Y .621** 0.000
Y .220* 0.028
Y .775** 0.000
Y .815** 0.000
Y .479** 0.000
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

Therefore, the hypothesis stated that Recruitment and Selection, Training and Development, Performance Appraisals,
Compensation and rewards, Motivation and Maintenance ((X1, X2, X3, X4, X5, and X6) is statistically related to the Employee
Attitudes and Behavior (Y) in this study. As a result, the alternative hypothesis of H3, H5, H7, and H11 is accepted. The
Alternative-hypothesis of recruitment and selection has no relation with employee attitudes and behavior as the value of
the significance level 0.976 related to p-value was greater than 0.05 (0.976 > 0.05), suggesting that the hypothesis for H1 is
rejected.

5.4 Impact of Recruitment and Selection, Training and Development, Performance Appraisals, Compensation and
rewards, Motivation and Maintenance (X1, X2, X3, X4, X5, and X6) on Employee Attitudes and Behavior (Y)

Table-3: Impact of Recruitment and Selection, Training and Development, Performance Appraisals, Compensation and
rewards, Motivation and Maintenance (X1, X2, X3, X4, X5, and X6) on Employee Attitudes and Behavior (Y)

Model Model Model Model Model Model

Summary Summary Summary Summary Summary Summary
(1) (2) (3) (4) (5) (6)
(X1) (X1), (X2) (X1), (X2), (X3) (X1), (X2), (X3), (X1), (X2), (X3), (X1), (X2), (X3),
(X4) (X4), (X5) (X4), (X5), (X6)
(Adj) R2

(Adj) R2

(Adj) R2

(Adj) R2

(Adj) R2

(Adj) R2
SE

SE

SE

SE

SE

SE
R2

R2

R2

R2

R2

R2
R

R
.003a

.878e
.639c
1.01

.748

.634
.000

.374

.409

.660

.771

.756

Y
-.010

.386

.390

.674

.759

.771
.621b

.821d

.878f
1.29

1.00

.630

a. Predictors (Constant): (X1).

b. Predictors (Constant): (X1), and (X2).
c. Predictors (Constant): (X1), (X2) and (X3).
d. Predictors (Constant): (X1), (X2), (X3) and (X4).
e. Predictors (Constant): (X1), (X2), (X3), (X4) and (X5).
f. Predictors (Constant): (X1), (X2), (X3), (X4), (X5) and (X6).
g. Dependent Variable: (Y)
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The model summary of regression analysis consists of the values of R, R square, adjusted R square, standard error of the
estimates. R called the Pearson R. Pearson R is equal to the R2. R2 is used to determine the model fitness. The coefficient
of determination is also called R square. R2 is equal to the regression divided by the total sum of a square which is given
in ANOVA Table. The coefficient of determination (R2) and correlation coefficient (R) shows the degree of association
between the various HRM practices (Recruitment and Selection (X1), Training and Development (X2), Performance
Appraisals (X3), Compensation and rewards (X4), Motivation (X5) and Maintenance (X6) and Employee attitudes and
behavior (Y).

R square is used to determine the variation in dependent variable that is explained by independent variables. The
standard error of the estimate is a measure of the accuracy of predictions. The value of R2 shows how much the
independent variables explain the variance of the dependent variable (Y), upon this idea HRM practices (X1, X2, X3, X4, X5,
and X6) explains the percentage of the variance of (Y).

The result of the table revealed there is no statistically significant impact of Recruitment and Selection (X1) on Employee
attitudes and behavior (Y). The result of the linear regression indicate that (R = 0.003, R2 = 0.000, adj R2=-.0.010 and SE =
1.290). This is an indication there is no relationship between (X1) and (Y) in organizations. The result also showed that
zero percent (0%) of the variance in Employee attitudes and behavior could be attributed to Recruitment and Selection
(X1). Again, the result of the table revealed a statistically significant impact of Recruitment and Selection (X1), Training
and Development (X2) on Employee attitudes and behavior (Y). The result of the linear regression indicates that (R =
0.621, R2 = 0.386, adj R2 =0.374 and SE = 1.010). This is an indication there is the relationship between (X1), (X2)and(Y) in
organizations. The result also showed that (38%) of the variance in Employee attitudes and behavior could be attributed
to (X1), (X2).

Added that, the result of the table revealed a statistically significant impact of Recruitment and Selection (X1), Training
and Development (X2), Performance Appraisals (X3) on Employee attitudes and behavior (Y). The result of the linear
regression indicates that (R = 0.639, R2 = 0.409, adj R2 =0.390 and SE = 1.000). This is an indication there is relationship
between (X1), (X2), (X3) and (Y) in organizations. The result also showed that (40%) of the variance in Employee attitudes
and behavior could be attributed to (X1), (X2), (X3). Also added that result of the table revealed a statistically significant
impact of Recruitment and Selection (X1), Training and Development (X2), Performance Appraisals (X3), Compensation
and rewards (X4) onEmployee attitudes and behavior (Y). The result of the linear regression indicates that (R = 0.821, R2
= 0.674, adj R2 =0.660 and SE = 0.748). This is an indication there is the relationship between (X1), (X2), (X3), (X4) and (Y)
in organizations. The result also showed that (67.4%) of the variance in Employee attitudes and behavior could be
attributed to (X1), (X2), (X3), (X4).

Furthermore, the result of the table revealed a statistically significant impact of Recruitment and Selection (X1), Training
and Development (X2), Performance Appraisals (X3), Compensation and rewards (X4), Motivation (X5) onEmployee
attitudes and behavior (Y). The result of the linear regression indicates that (R = 0.878, R2 = 0.771, adj R2 =0.759 and SE =
0.630). This is an indication there is the relationship between (X1), (X2), (X3), (X4), (X5) and (Y) in organizations. The result
also showed that (77.1%) of the variance in Employee attitudes and behavior could be attributed to (X1), (X2), (X3), (X4),
(X5). However, result of the table revealed a statistically significant impact of Recruitment and Selection (X1), Training
and Development (X2), Performance Appraisals (X3), Compensation and rewards (X4), Motivation (X5), Maintenance
(X6)onEmployee attitudes and behavior (Y). The result of the linear regression indicates that (R = 0.878, R2 = 0.771, adj R2
=0.756 and SE = 0.634). This is an indication there is the relationship between (X1), (X2), (X3), (X4), (X5), (X6) and (Y) in
organizations. The result also showed that (77.1%) of the variance in Employee attitudes and behavior could be
attributed to (X1), (X2), (X3), (X4), (X5), (X6).

Finally, according to table of model summary, 77.1% variation in Employee attitudes and behavior (Y) due to the
independent predictors of Recruitment and Selection (X1), Training and Development (X2),Performance Appraisals (X3),
Compensation and rewards (X4), Motivation (X5) and Maintenance (X6). Rest of the 22.9% variation in employee
attitudes and behavior is explained by other prominent drivers that are not the part of this study (Further research).

5.5 ANOVA
Table-4: ANOVA
ANOVAb
Model Sum of Squares df Mean Square F Sig.
Regression 125.901 6 20.984 52.166 .000a
1 Residual 37.409 93 .402
Total 163.310 99

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a. Predictors (Constant): (X1), (X2), (X3), (X4), (X5) and (X6).

b. Dependent Variable: (Y)

The result of the ANOVA test reveals that the model is statistically significant that analyzed the impact of Human
resource management (HRM) practices (X1), (X2), (X3), (X4), (X5) and (X6) on Employee attitudes and behavior (Y). The
above model demonstrates that the significant level is less than o.o5 or (5%) that is sign of approval that there exists a
relationship between Employee attitudes and behavior and HRM practices that the model is reliable to predict the
impact of Human resource management (HRM) practices (X1), (X2), (X3), (X4), (X5) and (X6) on Employee attitudes and
behavior (Y).

5.6 Coefficients of Variables

Findings, as indicated in the table above, shows that the coefficient table includes unstandardized coefficient (beta and
std. error) and also include standardized coefficient (beta) t- value and significance. Beta value is value of Y it means
value of dependent variable that is Employee Attitude and Behavior (EAB) when there is one unit change in
independent variables Recruitment and Selection (X1), Training and Development (X2),Performance Appraisals (X3),
Compensation and rewards (X4), Motivation (X5) and Maintenance (X6) it would change in dependent variable. t -Value
is significant at 95 % confidence level that we are confident Employee Attitude and Behavior (Y) is affected by these
independent variables. X5, X4, and X2 are positively significant at 95% with t value 6.265, 5.197 and 2.271 respectively. It
means the most significant independent variable which contributes on dependent variable of (Y) are Motivation (X5: β5 =
0.444; t5= 6.265; p < 0.05), Compensation and rewards (X4: β4 = 0.377; t4= 5.197; p < 0.05) and Training and Development
(X2: β2 = 0.144; t2= 2.271; p < 0.05).
The result of the table revealed a statistically significant impact of Recruitment and Selection,Training and Development,
Performance Appraisals, Compensation and rewards, Motivation, Maintenance on Employee attitudes and behavior.
Motivation, Compensation and rewards and training and development were proved to be the strongest predictors (X5,
X4, X2, andX6) of Employee attitudes and behavior (Y) followed by Recruitment and Selection and Performance
Appraisals (X1,andX3).
Table-5: Coefficientsa
Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
(Constant) .337 .267 1.261 .211
X1 -.014 .047 -.015 -.292 .771
X2 .144 .063 .145 2.271 .025
X3 -.007 .052 -.007 -.139 .890
1 X4 .377 .073 .385 5.197 .000
X5 .444 .071 .466 6.265 .000
X6 .009 .062 .009 .141 .888

Table shows that standardized beta coefficient of Recruitment and Selection (X1) with the individual value of β1 = -
0.014, t = - 0.0292 and p-value > 0.05 ( reject H2), Training and Development (X2) with the individual value of β2 = 0.144,
t = 2.271 and p-value < 0.05( accept H4), Performance Appraisals (X3) with the individual value of β3 = - 0.007, t = - 0.139
and p-value > 0.05 ( reject H6), Compensation and rewards (X4) with the individual value of β4 = 0.377, t = 5.197 and p-
value < 0.05( accept H8), Motivation Selection (X5) with the individual value of β5 = 0.444, t = 6.265 and p-value < 0.05 (
accept H10), Maintenance Selection (X6) with the individual value of β6 = 0.009, t = 0.141 and p-value > 0.05 ( reject
H12).

5.7 Multiple Regressions

The linear regression model is therefore: ϒ= βo + β1*X1+ β2*X2+ β3*X3 + β4*X4 + β5*X5 + β6*X6 + μ

Where,
Y = Dependent variables= Employee Attitude and Behavior (EAB)
X= Independent Variable,
X1= Recruitment and Selection (ST)
X2= Training and Development (TD)
X3= Performance Appraisals (PA)

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X4 = Compensation and rewards (CR)

X5 = Motivation (MV)
X6 = Maintenance (MT)
Βo= Intercept
μ = Error terms
The linear regression model is therefore: ϒ= βo + β1*X1+ β2*X2+ β3*X3 + β4*X4 + β5*X5 + β6*X6 + μ

ϒ= 0.337 + (-0.014)*X1+ 0.144*X2+ (-0.007)*X3 + 0.377*X4 +0.444*X5 + 0.009*X6 + μ

There is positive ingredient which reveals that an increase in the adoption of Human Resource Management Practices
(X1, X2, X3, X4, X5, and X6) leads to impact on Employee attitudes and behavior (Y).

In table shows that the relationship between one dependent variable of Employee attitudes and behavior (Y) and six
independent variables (X1, X2, X3, X4, X5, and X6) that have some impact on the Employee attitudes and behavior (Y). Here
from the regression model reveals that from the six independent variables, among them four independent variables are
positively correlated and remaining 2 are less correlated to the dependent variables. It denotes that these two factors
have no significant impact on the Employee attitudes and behavior.

Based on statistical significant consideration, from the analysis β1, β3 and β6 we find that all p-values > 0.05 so there is no
statistically significant relationship between Employee attitudes and behavior (Y) and Recruitment and Selection,
Performance Appraisals, Maintenance (X1, X3, and X6), so we accept the null hypothesis of H2, H6, H12. Besides, from the
analysis β2, β4, and β5 we find p-values < 0.05 so there is statistically significant relationship between Employee attitudes
and behavior (Y) and Training and Development, Compensation and rewards and Motivation (X2, X4, and X5) so we
accept the alternative hypothesis of H4, H8, and H10.

VI. IMPLICATIONS

At the general level, the fundamental purpose of this study is to develop a practical, as well as theoretically, sound
model, illustrating a link between HRM practices and employee attitudes and behavior within the manufacturing
industry in Bangladesh. This would help academicians and practitioners understand how the interrelationship between
business strategy and HRM practices bring effects on employee attitudes and behavior. Although numerous studies
have shown a positive relationship between HRM practices and employee outcomes, few have studied this thoroughly.
This study has addressed several methodological challenges. The empirical results presented support the view that an
effective and integrated HR policy can provide a competitive edge to Bangladeshi companies. The past research has
pointed out that HRM in Bangladesh is hierarchical and control oriented, resulting in low level of participation and trust
between management and employees. Training and development of employees is considered as cost and little
importance is given to training and development. This HR system has resulted in low level productivity, low quality of
products and hence lower performance. Still from the findings of this study it is evident that manufacturing companies
who have adopted progressive HRM practices in a systematic and integrated way are experiencing the significant
impact in the employee's behavioral outcomes like employee attitudes and behavior. This has led to significant
variations in the overall performance of the companies. The important thing is to adopt the HR practices in a way that
leads to positive behavioral outcomes.

VII. CONCLUSIONS AND RECOMMENDATIONS

This study gives the summary of the findings based on objectives of the study in relation to the empirical literature.
Based on the above findings, the study concludes that human resource management practices effects on employee
attitudes and behavior. The findings indicate strongly that employee attitudes and behavior which is integrated into
recruitment and selection, training and development, Performance Appraisals, Compensation and rewards, Motivation
and Maintenance have a greater impact on the employees. In light of these observations, the study recommends that
since there is a strong and linear relationship between human resource management practices and employee attitudes
and behavior. The first objective is to assess the extent to which recruitment and selection as a component of Human
Resource Management (HRM) Practice influence the attitudes and behavior of employee within the organizations. Here
the correlation analysis shows that HRM practices have a positive and low degree of relation with employee attitudes
and behavior. While regarding the statistical analysis it can be concluded that the maximum correlation (r =.815) exists
between MV and EAB, followed by the association (r =.775) between CR and EAB; TD and EAB (r = .621); and MT and
EAB (r =.479). All the Correlation between the independents and dependent variable was significant at the 0.01 & 0.05
level.

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Therefore, Hypothesis 1 of this study wasn‟t rejected. The second objective is to explore how training and development
as the best ingredient of Human Resource Management (HRM) Practice influence the attitudes and behavior of
employee within the organizations. The value of R2 denotes that 38.6 percent of the observed variability in employee
attitudes and behavior can be explained by the HR practices namely ST. The remaining 61.6 percent is not explained
which means that the rest 61.6 percent of the variation of EAB is related to other variables which are not depicted in the
model 2. The third objective is to establish how Performance Appraisals as a limb of Human Resource Management
(HRM) Practice influences the attitudes and behavior of employee within the organizations. Performance Appraisals
practice on its employee attitudes and behavior the regression analysis of PA the value of t is -0.139 (p=0.890, p<0.01)
shows there isn‟t a significant impact on attitudes and behavior of an employee. The fourth objective is to examine to
what extent does Compensation and rewards as a best practice of Human Resource Management (HRM) influences
attitudes and behavior of employee within the organizations. CR, the t value is 5.197 (p=.000, p<0.01). Even though
there is a positive and marked degree of correlation but the relationship was significant. Therefore, Hypothesis 7 is
supported. The fifth objective is to determine the extent to which Motivation as a most valuable component of Human
Resource Management (HRM) Practice influences the attitudes and behavior of employee within the organizations, MV
the value of t is 6.265 (p=.000, p<0.01) this shows motivation has a significant positive impact on employee attitudes and
behavior. Also, to assess the extent to which Maintenance as an arm of Human Resource Management (HRM) Practice
influences the attitudes and behavior of employee within the organizations, MT the value of t is 0.141. The study
revealed that an HRM practice has significant impact on employee attitudes and behavior. It has been found that
employee attitudes and behavior can be attributed to HRM practices including recruitment and selection, training and
development, performance appraisal, and compensation and rewards, motivation and maintenance. Based on the
results, the researcher concluded that the effectiveness of implementing HR practices in the organizations does indeed
have a major impact towards the employee attitudes and behavior. The findings show that HR practices have an impact
of nearly 77.1(%) percent on employee attitudes and behavior. Thus, this form of analysis could help organizations to
realize and be more aware of the importance of human resource practices and the need to integrate with an
organizational strategic plan. The regression analysis shows that three main HR practice seems to have the highest
influence on employee attitudes and behavior into this study like motivation, compensation and rewards and training
and development. This study has an addition to earlier research efforts in understanding the relationship between
employee attitudes and behavior and HRM practices also the study provides new dimensions in the research of
organization. Statistically significant correlations and regression results were indicated that different HRM practices,
such as recruitment & selection, training & development, performance appraisal compensation and rewards, motivation
and maintenance system are significantly related and make positive contributions towards employee attitudes and
behavior.

Based on the findings, the researcher therefore recommends that there is need for the manufacturing firm to continue in
improving on the aspects of HRM practices, such as; recruitment and selection, training and development, performance
appraisals, compensation and rewards, motivation and maintenance for enhancement of employees‟ morale and
performance. These improvements would lead positive and strong employee attitudes and behavior within the
organization as well as outside the organizations.

VIII. RESEARCH LIMITATIONS AND FUTURE RESEARCH DIRECTIONS

Every research investigation has its limitations; this study has some research limitations that relate to the sampling, the
research instruments, and the data analysis strategy. However, the number of non-responses is a limitation of survey-
based research. Though the estimated results of the current research mainly support the current model, there are some
restrictions that must be taken into account there may be some sort of bias of the data. This research has been dealing
with one sector only and one organizational form. In fact, it is not possible to determine the characteristics of the
employees who did not participate in the study. It is suggested that these results should be generalized carefully as it
may not be true for all manufacturing employees of Bangladesh.
There are number of directions for future research that arise from the results and findings of this study. Future research
can expand the current study in number of ways: The focus of this study is on quantitative methodology using a survey
questionnaire. Future research could utilize other research methodological techniques including qualitative methods e.g.
case study approach, or mixed methods approach to explore the results reported in this study in more depth. Future
Study also need to integrate other factors to develop a new model of human resource management practices such as
organizational learning and organizational capacities.

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