Impact of students- led protests on political changes and its implications for human resources strategies in Bangladesh’s non-banking financial sector: a case study of IDLC

Abstract

This paper aims at examining the role of students’ activism within the process of political changes in Bangladesh and the subsequent effects of political changes on the human resource (HR) practices within the non-banking financial sector of Bangladesh with a case study focus on IDLC Finance Limited. The history of Bangladesh has also traced strands of students’ movements by which some of the significant parliamentary amendments, changes in attitude of the society and governmental policies have been affected. These are political risks that operating in any business organization hence bring new challenges to the HR department in terms of stability, employee care and organizational solidity. This study is published using a quantitative method with data obtained from the respondents in IDLC through a structured questionnaire. It measures perceived political volatility arising from student activism and tests how ready HR strategies are to respond to such changes. Accordingly, the study reveals the campus activism movements analysis that show how student activism could lead to a high level of operational disruption stress and call for fast adaptation of human resource management strategies in a volatile political climate.

Outcomes signal increasing requirements for protecting people through effective HR interventions, different work schedules, communication systems and promoting employee’s psychological well being. Additionally,This research suggests that the ideas for building organizational resilience through the development of policies at the workplace can be applied to addressing socio-political factors, including core competencies in remote working facilities and safety measures for the staff. Analyzing the measures through which possible political instabilities can be addressed in relation to the strategies of the HRM, this research establishes policy implications for IDLC and other similar non-banking financial organizations. The findings put an emphasis on the need to look and prepare for sociopolitical changes and show how crucial it is for HR to focus on supporting the organization’s culture and workforce during such changes.