The Role of Human Resource Management practices ...

Journal of Faculty of Business Administration (JFBA), Part-C, Vol. 9, No.1&2, July 2011-June 2012

The Role of Human Resource Management practices on Job Satisfaction and Organizational Commitment in Banking Sector of Bangladesh- A Comparative Analysis *Md. Mizanur Rahman Lecturer, Department of Business Administration Metropolitan University, Sylhet **Mohammad Jamal Uddin Assistant Professor Department of Business Administration Metropolitan University, Sylhet ***Mohammad Abdush Shaheed Mia Associate Professor Department of Accounting Information System Islamic University, Kushtia

Abstract The concept of job satisfaction and commitment in any workplace is still one of the most challenging and researched concepts in the field of Human Resource Management. This study aims at exploring the impact of HRM practices on job satisfaction and organizational commitment at banking sector in Bangladesh. Literature review revealed that the influencing factors relating to HRM practices on job satisfaction and organizational commitment are job security, reward, training and development, equity, attitude of the top management and work autonomy, etc. A survey has been conducted among 1000 employees of different private and public banks within the five divisions (Dhaka, Rajshahi, Chittagong, Khulna and Sylhet) by using a structured questionnaire and analyzed them objectively. To quantify those factors a five point rating “likert scale” has been used in this paper. After tabulating the primary data the researchers conducted various tests such as Chi- square test, ANOVA test and identified a number of key findings as to the affect of HRM practices on Job satisfaction and Organizational commitment at banking sector in Bangladesh. The result of the study showed that there are positive relationships among specific human resource practices, job satisfaction and Organizational Commitment in banking sector of Bangladesh. Key Words: Human Resource Management, Job Satisfaction, Organizational Commitment, Bank.

Journal of Faculty of Business Administration, Islamic University of Kushtia, Department of management.


Introduction It is said to be that Human Resource (HR) are considered as the heart of an organization. The performance of any organization specially in banking organization largely depends on the quality and competence of its employees and it is possible through proper practices of HR. The impact of Human Resource Management (HRM) practices popularly known as HR practices on organizational performance and employee attitudes has been a leading area of research in the developed world for years. (Delaney and Huselid, 1996, Hselid, 195, Katouand Budhwar, 2007 peterescu and Ximmns, 2008) [1].The success, survival and competing power of organizations depend on the commitment of their members, supporting their individual developments and ensure their participations. The purpose of this study is to gain a better understanding of the relationships between job satisfactions, organizational commitment. . Job satisfaction is defined by Ivancevich as an attitude that individuals have about their jobs and it is believed to be a result of the perception of individuals of their jobs or it is defined by Greenberg that it is a person’s positive or negative feelings about their jobs. In 1990, Allen and Meyer defined Organizational Commitment as a bond or linking of the individual to the organization. Job satisfaction is prerequisite for employee commitment to the organization. It is very important for management to have knowledge about the ways the employees are committed to the organization. If the employees are satisfied as well as well committed to the organization it helps to reduce the cost of employee turnover, absenteeism, low productivity etc. Therefore this study attempts to add a valued work to explain the causal relationship between HRM practices and employees’ affective, normative and continuance commitment. It is very clear that the present banking environment is very competitive and there are approximately fifty four local banks in Bangladesh. Most of these banks are private commercial banks and specialized banks except for four nationalized commercial banks. The efficiency of both private commercial banks and public commercial banks highly depends on skilled manpower. To ensure the efficiency and retain the competitive advantage, they need to design effective HR practices that encourage the high performance of employees. So this study discusses some of the important fifteen factors which have relationship with organizational commitment and job satisfaction may directly or indirectly influence the commitment of employees to the organization. Banking sector has witnessed a rapid growth in the last decade and because of this growth, the demand for experienced and skilled human resource has increased many folds in this sector. For the same reason, recent academic researches on HRM practices in Bangladesh also have focused on the banking sector. Rational of the study The impact of human resource management (HRM) practices popularly known as HR practices on organizational performance and employee attitudes (Job Satisfaction and Organizational Commitment) has been a leading area of research in the developed world for many years. But surprisingly, very limited number of researches has been conducted on the effect of HR practices on employee job satisfaction and organizational commitment in the context of developing countries in general and Bangladesh in particular. Therefore, despite valuable contribution supported by empirical evidence in this regard mostly from manufacturing companies in the United States and the other developed countries, the above mentioned pertinent research gaps in Bangladesh context after deep review of literature have led us to undertake this study. This study has also been conducted to fill the existing research gap and to explore the relationship between HR practices with job satisfaction and organizational commitment in the arena of banking sector in Bangladesh.



Literature Review HRM practices have been defined in many ways. Schuler and Jackson (1987) defined HRM practices as organizational activities that are directed at managing the pool of human resources and ensuring that resources are employed towards the fulfillment of organizational goals. Delery and Doty (1996) conceptualized HRM practices as a set of internally consistent policies and practices designed and implemented to ensure that a firm's human capital contribute to the achievement of its business objectives. Similarly, Dittmer (2002) viewed HRM practices as an individual's perceptions of the extent of implementation of the strategies, plans, and programs used to attract, motivate, develop, reward and retain the best people to meet organizational goals. Building on the arguments given by these scholars, HRM practices comprise of specific practices, formal policies, and philosophies that are designed to attract, develop, motivate and retain employees who ensure the effective functioning and survival of the organization. Lee and Lee (2007) said HRM practices on business specify training and development, teamwork, compensation/incentive, HR planning, performance appraisal, and employee security help improve firms’ business performance including employee’s productivity, product quality and firm’s flexibility. Pfeffer identified (1994) HRM practices such as employee participation and empowerment, job redesign; team-based production systems, extensive employee training and performance-contingent incentive compensation are widely believed to improve the performance of organizations. Ray and Ray (2011) found in their research that factors like performance appraisal, participation in decision making, training and development, empowerment, compensation influencing human resource management( HR) practices have significant close association with job satisfaction (Ting, 1997, Godard (2001, Steijn 2004). To make link among HR practice, Job satisfaction and commitment Gould-William (2003) proof that use of specific HR practices like HR planning, training and development, teamwork, compensation/incentive, performance appraisal, etc, in local government organizations in the United Kingdom (UK) was associated with a greater degree of job satisfaction, workplace trust, commitment, effort, and organizational performance (Appelbaum, Bailey, Berg and Kalleberg, 2000). Miller and Monge (1986) mentioned HR practice say employee participation has at least a moderately positive affect on job satisfaction and productivity. He also reported a positive correlation between participation and job satisfaction in studies conducted in organizational settings that incorporated measures of multiple-issue participation (Wagner and Gooding, 1987). Smith and Brannick (1990) also speculate that participation causes greater job satisfaction because the employee feels more valued and trusted by management, and because the worker gains a better understanding of management difficulties by dealing with some of the same problems. Mowday, Porter, & Steers (1982) in their book mentioned that organizational commitment is considered to be a bond or link of the individual to the organization. And also said organizational commitment is considered as an affective or emotional attachment to the organization. Job commitment is considered as dependent on job satisfaction. According to Abdullah et al, (2007), the higher the job satisfaction, higher will be the commitment of employee and lower will be the rate of absenteeism, turnover, inattention at work and termination. That is, there is a positive correlation between job satisfaction and employee commitment.



Organizations can adopt various HRM practices to enhance employee skills as well as motivate them to work harder towards ensuring their commitment. The study conducted by Ambreen (2011) mentioned that organizational HR practices are positively related with affective and normative commitment. Kinnie, et al., (2005) said in a traditional employer-employee relationship, employee perceptions of human resource (HR) practices of their employing organization influence their commitment to the organization. Nasurdin M. A. et al., (2008) surveyed a sample of 214 employees within the Malaysian manufacturing sector demonstrated that HR practice like career development and performance appraisal have direct, positive and significant relationships with organizational commitment. He also mentioned that employees' perceptions of the extent of the HRM practices implemented by their organizations serve as direct predictors of their commitment to those institutions. Ambreen (2011) concluded in his study that organizational commitment is a result of a number of significant factors like job satisfaction, work autonomy and locus of control which are positively related to the affective and normative commitment. He also said Job satisfaction can be increased by implementing different HR practices say pay plans, proper wage systems and offering rewards which ultimately would raise commitment level. The Present research study has tried to justify whether the findings observed in the above literature review are relevant in the context of banking industry of Bangladesh. In addition, if the statements are relevant, which categories of bank either public or private is more satisfied and committed as a result of specific HR practices. Objectives of the Study The main purpose of the study was to identity the impact of HR practices on job satisfaction. In order to emerge this objective, the following specific objectives were considered:  Identify and focus on some of the contemporary issues in commitment research particularly as it relates to HRM  To statement the relationship among HRM practices , job satisfaction and organizational commitment;  To suggest some measures in order to improve the HRM practices of the selected banks. Methodology of the Study The research of the relationships among HR practice, job satisfaction and organizational commitment is an exploratory type of study and hence required to collect data from desired field. The total respondents of this research paper were the employees of banking sectors of Bangladesh. To collect data a survey was conducted at several Public and private banks in Dhaka, Sylhet, Chittagong, Rajahahi and Khulna divisions. A highly structured questionnaire was used to conduct this research. The questionnaire was made on the basis of two parts (i) General information on HR practices and (ii) Satisfaction level of banks employee. To collect the data relating to general information on HR practices 15 factors had been identified and a fivepoint “Likert type” scale was applied. The five-point scale indicated different values (2= strongly satisfied, 1= satisfied, 0=neutral, -1=dissatisfied, and -2=strongly dissatisfied). The questionnaire was pre-tested on the employees of some selected banks in Sylhet Metropolitan area. And finally, data were collected from 1000 bank employees. In the research HR related factors ware taken as independent variables which are associated with job satisfaction. Employee job satisfaction and organizational commitment were taken as dependent variables. To satisfy research motives one descriptive analysis and three hypotheses were developed and tested. The



researchers also used secondary data like Books, journals and related web pages to construct literature review and other theoretical base as required. Hypothesis This research study was conducted on to test the following hypothesis: Hypothesis 1: The impact of HR practices on employee satisfaction is same (Rows). Hypothesis 2: The job satisfaction is not effective for employee to create the organizational commitment.

Hypothesis 3: There is no difference of job satisfaction between the employees of public banks and private banks.

Conceptual Frame work of the Study:

Affective Commitment Continuance Commitment Normative commitment

Organizational Commitment

Job Satisfaction

Selected HR Practices Recruitment and Selection process Motivation Training and Development Job security Creativity and Innovation Discipline Employee Productivity Promotional Opportunity Performance Management Rewards, Benefits and Services Manpower Planning Attitude of top management Compensation management Working Environment. Organizational Structure.

Figure: The Relationships among HR Practices, Job Satisfaction and Organizational Commitment HR Practices Human Resource Management Practices have been changed dramatically during the last two decades owing to globalization, privatization/deregulation, competition and technological advancements. These highly turbulent environmental have forced organizations to adopt new workplace practices that enhance employee satisfaction and commitment which in turn result high level of job performance. The relationship between appropriate human resource management practice and positive employee attitudes including employee satisfaction, loyalty and productivity has been widely analyzed. It is also suggested that treating employees as a valuable asset improves their commitment and loyalty which leads to higher performance and quality (Silvestro, 2002). In the study HR practices are focused only 15 practices namely recruitment and selection process, motivation, training and development, job security, creativity Journal of Faculty of Business Administration, Islamic University of Kushtia, Department of management.


and innovation, discipline, employee productivity, promotional opportunity, performance management, rewards, benefits and services, manpower planning, attitude of top management, compensation management, working environment, and organizational structure for realizing the relation among organizational HR practices, job satisfaction and employee commitment. Job Satisfaction The concept of employee job satisfaction is a multi-dimensional and inter-disciplinary term that has been attracted the attention of researchers and practitioners from different disciplines such as psychology, human resource management, organizational behavior, TQM and so forth. In literature there are a large number of studies that analyze the term from many different perspectives and its relationship with various organizational variables (Lund, 2003). However there is no universal definition of employee satisfaction that exposes all these dimensions at the same time. Most of the definitions emphasize the importance of employees’ job-related perceptions that link the expectations of them and what they receive in return. Locke, et. Al (1969) describes job satisfaction a pleasurable or positive emotional state resulting from the appraisal of one's job and job experiences. According to this, employee satisfaction is a “function of the perceived relationship between what one wants from one’s job and what one perceives it as offering” (Locke, 1969). Robbins (2010) in his book said Job satisfaction is a general attitude of employees either favorable or unfavorable toward job. Job satisfaction is considered a mediator between organizational HR practices and employee commitment. It is said employee job satisfaction comes from satisfaction on organizational practices especially HR practices; and employee commitment is a result of extreme level of employee job satisfaction. Job satisfaction is dependent on many interrelated factors like personal factors of the person, socio-cultural factors of environment, and organizational HR practices. Among these three factors HR practices have primary influence to job satisfaction. Job related HR practices or specific aspects of job are Manpower planning, job design, working conditions, relations with co-workers, job-status, wage, fringe benefits, supervision, promotional opportunities, job security, communication, organizational structure & climate, management participation, leadership style, autonomy at work, work-schedule & nature of work, performance management, rewords & recognition and so on. Organizational Commitment Commitment is defined generally as the relative strength of an individual’s identification with and involvement in a particular organization. It can be characterized by at least three related dimensions: “a strong belief in and acceptance of the organization’s goals and values; a willingness to exert considerable effort on behalf of the organization; and a strong desire to maintain membership in the organization” (Mowday et al., 1979, p.226). Further developing the concept, Meyer and Allen (1984, 1991, and 1997) identified three salient dimensions of employee commitment: affective, continuance and normative. Affective commitment describes an individual’s desire to stay with the organization given her/his emotional attachment to, and identification with the organization (Meyer & Allen, 1984, 1991). A high level of affective commitment has been found to be related to low employee turnover, low absenteeism and improved job performance (Meyer et al., 2002). Continuance commitment describes an individual’s need to remain with the organization resulting from her/his recognition of the costs (tenure, pay, benefits, vesting of pensions and family commitment, etc.) associated with leaving the organization (Meyer & Allen, 1984, 1991). In contrast, normative commitment reflects an Journal of Faculty of Business Administration, Islamic University of Kushtia, Department of management.


individual’s feeling of obligation to maintain organizational membership because he/she believes it is morally right to be loyal to, and stay in, the organization. Relationships among HR practices, Job Satisfaction and Organizational Commitment Employee job satisfaction depends on many human resource factors instead of single one. It is difficult to estimate employee job satisfaction on specific HR practices because organizational human resource activities are changing continuously and job satisfaction is a person’s psychological matter. But employee job satisfaction in organization is found in our research as closely associate with organizational human resource activities. Job satisfaction is also linked with improved output and Organizational commitment. There is no hesitation to say that organizational commitment directs by job satisfaction. In addition, organizational HR practices directly can produce employee commitment with considering employee satisfaction. For example, pay plans, equality treatment, transparency in promotion and wage systems and offering rewards ultimately would raise commitment level. So we can say that job satisfaction and

organizational commitment are highly connected with organizational HR practices.

Analysis and Findings Table No: 01: Comparison of satisfaction indicators among the respondents of banks (Public Banks and Private Banks). Selected HR Practices

Public Banks

Private Banks

Mean

SD

Mean

SD

1

Recruitment and Selection process

-0.10

1.13

1.18

0.98

2

Motivation

0.84

0.91

1.14

0.70

3

Training and Development

0.94

0.68

0.96

0.67

4

Job security

1.36

0.56

-0.18

1.20

5

Creativity and Innovation

-0.68

0.98

-0.80

0.95

6

Discipline

1.12

0.85

1.28

0.57

7

Employee Productivity

0.98

0.55

1.20

0.70

8

Promotional Opportunity

1.34

0.59

1.30

0.58

9

Performance Management

0.96

0.49

1.20

0.76

10

Rewards, Benefits and Services

1.24

0.66

1.20

0.67

11

Manpower Planning

-0.04

1.21

1.34

0.71

12

Attitude of top management

1.30

0.76

1.20

0.69

13

Compensation management

1.30

0.65

1.16

0.77

14

Working Environment.

0.86

0.61

1.22

0.65

15

Organizational Structure.

1.34

0.66

1.32

0.59

Summary

0.851

0.7526

0.9813

0.746



Graphical Presentation of Employees satisfaction level of Public and Private Banks (Based on Mean and Standard Deviation)

Graph No. 1: Mean satisfaction level on HR practice

Graph No. 2: Standard Deviation of satisfaction level on HR practice The descriptive statistical table and Graphs show that employees of private banks are more satisfied on HRM practices in compared to public banks. The researchers are not in a position to generalize the result because the study covered only 1000 employees and the research result was unduly affected by three variables extremely. These variables are Recruitment and Selection process, Job security and Manpower Planning. Manpower planning system and Recruitment and Selection process of private banks generate more satisfaction than public one. At the same time their standard deviations also less than public banks that indicate the employees of private banks are more satisfied on the Recruitment and Selection process than the employees of public banks. On the other hand employees of public banks showed more satisfaction on job security than private banks; even though, there is greater variability in the response of employees. Analysis also indicates an interesting matter that the mean as well as standard deviation of Creativity and Innovation shows almost same dissatisfaction for all two types of banks and the employees of banks believe that they do not have enough opportunity to shows their Creativity and Innovation. In case of Training and Development, reward and benefit services, compensation management, Promotional Opportunity, Attitude of top management, organizational structure showed about same level of positive satisfaction. Private Banks’ employees showed greater consistency of satisfaction than public banks with regard to some HR practices such as motivation, discipline, employee productivity, performance appraisal and working environment. Journal of Faculty of Business Administration, Islamic University of Kushtia, Department of management.


Hypothesis 1: The impact of HR practices on employee satisfaction is same (Rows). ANOVA Analysis for Public Banks ANOVA Source of Variation Between Groups Within Groups

SS 2721.517 4496.632

df 14 7485

Total

7218.149

7499

ANOVA Analysis for Private Banks ANOVA SS df Source of Variation 2650.587 14 Between Groups 4306.8 7485 Within Groups Total

6957.387

MS 194.3941 0.600752

MS 189.3276 0.575391

F 323.5843

F 329.0418

P-value 0

P-value 0

F crit 1.693092

F crit 1.693092

7499

Hypothesis Testing: The impact of HR practices on employee satisfaction is same (Rows) Since the calculated value of F (1.693) is greater than table value of F (1.00), so the null hypothesis is rejected. So we conclude that the mean satisfaction of the respondents is not same. That is the satisfaction level of the employees of private banks and public banks is different. From the descriptive statistical analysis it is found that employees at private banks in general are more satisfied on HR practices than the employees of public banks. Hypothesis 2: The job satisfaction is not effective for employee to create the organizational commitment. Let us take the null hypothesis that job satisfaction is not effective for employee to create the organizational commitment. Commitment Vs Job satisfaction Public banks: B 175 Commitment (Not affect job satisfaction): A 325 No commitment ( Affect job satisfaction): a 500 Source: collected data through questionnaire.

Private banks: b 225

Total 400

275 500

600 1000

Let us take the hypothesis that, Ho = There is no variability in the commitment between Public and Private Banks employees due to Job satisfaction.



On the basis of the hypothesis, the expected frequency corresponding to the number of respondents’ commitment (not affected by job satisfaction) and Public Banks would: Expectation of (AB) = ( A )  ( B ) when, A represents commitment (not affected by job N

satisfaction) and B represents Public banks. So,

(A) = 400, (B) = 500 and (N) = 1000. Thus, Expectation of (AB) =

Group AB Ab aB ab

Observer frequency (Oij) 175 225 325 275

Expected frequency (Eij) 200 200 300 300

Oij - Eij -25 25 25 -25

(400)  (500) = 200 1000

(Oij - Eij)2 625 625 625 625

(Oij - Eij)2 / Eij 3.125 3.125 2.083 2.083

Now using expectation of (XY), we can write the table of expected values as follows: Putting the calculated value in Chi-square formula, we get, X2 =



(Oij - Eij)

2

= 10.41 Eij Here, the degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1. The table value for 1 degree of freedom at 5 percent level of significant is 3.841. The calculated value of X 2 = 10.41, that is much higher than the table value. Thus the experiment doesn’t support the null hypothesis (Ho). So it can be concluded, there is relationship between commitment and the variability of the job satisfaction of employees (Public and Private Banks).

Hypothesis 3: There is no difference of job satisfaction between the employees of public banks and private banks. Types of Banks

Mean

Standard Deviation

Sample Size

Private Banks Public Banks

0.981 0.851

0.746 0.753

500 500

Ho: There is no difference of job satisfaction between the employees of private banks and public banks. Ho: µ1= µ2 Ha: µ1≠ µ2 As the sample size is large, we shall use Z- test for difference in means assuming the population to be normal and shall work out the test statistic Z as under Z= 2.89(by using the formula of Z) As Ha is two-sided, we shall apply a two- tailed test for determining the rejection regions at 5 percent level of significance which come to as under, using normal curve area table R: 2.89≥1.96



Since our computed value of Z=2.89 is greater than critical value of Z=1.96 (5% level of significant) reject our null hypothesis, and We can conclude that there is significant difference of job satisfaction of employees between private banks and public banks. Direction for Further Research The researchers are not in such a position to generalize the result because the study covered only 1000 employees of banks and used only some selected HR variables. A large sample would have been more representative of the public and private banking sector. Furthermore, human resource management includes a number of practices instead of 15 that were used in the study. So it is desired to do further research on the same field using large sample size with wider ranges of HR practices. In the study the researchers did not show any correlation among these three variables in Bangladesh perspective but it is desired for further study to do so. Conclusion and Recommendations One major difference between public and the private sector seems to be the attention devoted to the HR practices. Clearly, HRM is ‘big’ in business administration as is proved by the enormous number of books and articles on HRM. HRM practices in the public sector are a bleak subject compared to the attention devoted to it in the private sector. Organizational performance and employee productivity at both public and private sectors largely depend on employee satisfaction and their commitment. It is clear that, HR practices, job satisfaction and organizational commitment are interrelated. These three important terminologies are very essential conditions for the retention of employees, productivity and success of any organization especially in banking organization. In the study determinants of job satisfaction relating to HR practices of workers in the banking sector of Bangladesh have been analyzed. In this respect fifteen types of independent HR related variables were discerned. Research result showed that in generally both the public and private banks’ employees are moderately satisfied on their HR practices. But there were some discrepancy over their satisfaction levels on some specific HR practices. Such practice like job security, promotional opportunity, reward benefits & services, organizational structure, attitude of top management and compensation management, etc. result comparatively higher satisfaction among employees of public banks and on the other hand, manpower planning, recruitment and selection process, motivation, working environment result higher degree of satisfaction among employees of private banks.The analysis also revealed that, none of the two banks’ employees were highly satisfied on their respective HR practices. Since employee retention and productivity is highly related with organizational commitment which in turn related with job satisfaction, so concerned banks authority should give more attention on raising employee job satisfaction and organizational commitment by effective design and implementation of human resource functions. Concern public banks’ authority should be consistent in manpower planning; transparent in recruitment & selection; and develop a congenial working environment for employees’ satisfaction and commitment. Though employees of private banks were more satisfied on HR practices but they are not feeling get security about the jobs. So the authority should design several steps and devices to bring a sense of job security among employees for their satisfaction and commitment.



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