Employee engagement and job satisfaction in Bangladesh: the role of high-performance work practices

Abstract

This study looks at how high-performance HR methods effect job satisfaction and employee engagement in Bangladesh's growing economy. This study fills in a big gap in the research by looking at these links in a variety of different areas, like clothes, banking, information technology, manufacturing, and small to medium-sized firms (SMEs), using the Ability–Motivation–Opportunity (AMO) framework. This study uses a poll of employees from different companies to find out which HR practices—such as training and development, participation and empowerment, performance appraisal, and pay—have the most impact on engagement and satisfaction. Training and chances to take leadership are the two most essential elements that impact how engaged employees are. On the other hand, procedures for pay and performance reviews don't seem to have much of an effect on how involved people are. Income has a major impact on how happy people are at work. Women and people who make more money are more likely to be pleased at work. Even said, income doesn't seem to have much of an effect on how HR policies affect involvement. This suggests that these practices always increase participation, no matter how much money you make. This study adds to the HRM literature in developing nations by showing that different HR strategies might have varying effects on employees. It gives managers and policymakers in Bangladesh crucial information that can assist them keep their employees motivated and on the job. In the future, the study might look at public sector workers, rural communities, or long-term data to better highlight how things change over time.