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HRM Practices and its Impact on Employee Satisfaction: A Case of Pharmaceutical Companies in Bangladesh

Author

Listed:
  • Mostafizur Rahman

    (Department of Management,Hajee Mohammad Danesh Science and Technology University,Dinajpur-5200, Bangladesh)

  • Rafia Akhter

    (Department of Management,Hajee Mohammad Danesh Science and Technology University,Dinajpur-5200, Bangladesh)

  • Solaiman Chowdhury

    (Department of Management Studies,University of Rajshahi,Rajshahi-6205, Bangladesh)

  • Saiful Islamc

    (Department of Accounting,Hajee Mohammad Danesh Science and Technology University,Dinajpur-5200, Bangladesh)

  • Md. Reiazul Haque

    (Department of Accounting,Hajee Mohammad Danesh Science and Technology University,Dinajpur-5200, Bangladesh)

Abstract

This paper aims to investigate the impact of HRM practices on employee satisfaction in the pharmaceutical companies of Bangladesh. A structured questionnaire was developed and distributed amoung 108 employees of four pharmaceuticals companies, whereas 96 employees answered rightly. Statistical tools like z test, mean and proportion analysis was used to assess the impact of HRM practices on employee satisfaction. The study reveals that employees in pharmaceutical companies are satisfied with the recruitment and selection, and training and development policy and practices of pharmaceutical companies. On the other hand, employees are dissatisfied with the human resource planning, working environment, compensation policy, performance appraisal, and industrial relations. The study suggests that the pharmaceutical companies should develop proper human resource policy and given emphasis on proper human resource practices to enhance the satisfaction of their employees and build them effective human resources

Suggested Citation

  • Mostafizur Rahman & Rafia Akhter & Solaiman Chowdhury & Saiful Islamc & Md. Reiazul Haque, 2013. "HRM Practices and its Impact on Employee Satisfaction: A Case of Pharmaceutical Companies in Bangladesh," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 2(3), pages 62-67, July.
    • Handle: RePEc:rbs:ijbrss:v:2:y:2013:i:3:p:62-67
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