The impact of sustainable HRM practices and extensive training on sustainable employee performance: a quantitative study

Abstract

I wrote this report to fulfill my internship and graduate from BRAC University. It depends entirely on my internship experience at Aarong, Bangladesh's largest social enterprise. My internship paper is titled " The Impact of Sustainable HRM Practices and Extensive Training on Sustainable Employee Performance: A Quantitative Study." This report is divided into three chapters. The first chapter describes my internship at Aarong in the Human Resources (HR) department, namely the Recruitment and Employee Branding Team. It contains my contributions to recruiting procedures and employee branding, the advantages of the internship, the problems encountered, and recommendations for improving the internship's process. My practical knowledge, skill development, and insights on HR procedures in a real-world corporate setting are highlighted in this chapter. A thorough summary of BRAC's social business, Aarong, is given in Chapter Two. It explores the company's history, mission, vision, main brand highlights, management practices, marketing tactics, financial performance, operations management, and industry analysis, as well as closes with recommendations for future growth. Aarong's dedication to ethical standards, social effect, and its vital role in supporting artisans and communities are highlighted in the chapter. The third chapter delves into the complex linkages that exist between Sustainable Human Resource Management Practices (SHRM Practices), Extensive Training, and Sustainable Employee Performance (SEP). 108 participants provide information using a Likert scale for evaluation as part of a quantitative study approach. SPSS has been utilized for statistical analyses involving descriptive statistics, correlation analysis, and regression modeling. The study reveals significant links between Sustainable Human Resource Management Practices (SHRM Practices), Extensive Training, and Sustainable Employee Performance (SEP), providing useful insights for a wide range of stakeholders. In the end, subsequently refers to several constraints, such as the small sample size and reliance on quantitative data