Introduction:

Innumerable endeavors have been made towards tracing the historical development of the
discipline of Human Resource Management (HRM). However, these ingenuities have largely
been concentrated on certain specific periods of time and experiences of specific countries.
According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic
and coherent approach to the management of an organizations most valued assets the people
working there who individually and collectively contribute to the achievement of its objectives.
From this definition, we can deduce that HRM or simply HR is a function in organizations
designed to maximize employee performance in service of their employers strategic objectives
(Johanson, 2009). HR activities in organizations are typically responsible for a number of
activities, including employee recruitment, training and development, performance appraisal, and
rewarding. HRM is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work, such
as payroll and benefits administration, but due to globalization, company consolidation,
technological advancement, and further research, HR now focuses on strategic initiatives like
mergers and acquisitions, talent management, succession planning, industrial and labor relations,
ethical considerations, diversity and inclusion. These, among other initiatives contribute to the
understanding of Human Resource Management as a contemporary issue owing to their
sustained evolutionary nature.

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History of Human Resource Management:

Human resource management has reformed in name innumerable times throughout history. The
name change was mainly due to the alterations in social and economic activities during history.
HRM developed in response to the substantial increase in competitive pressure American
business organizations began experiencing by the late 1970s as a result of such factors as
globalization, deregulation, and rapid technological change. These pressures gave rise to an
enhanced concern on the part of firms in strategic planning a process of anticipating future
changes in the environmental conditions. HRM also called personnel management consists of all
the activities undertaken by an enterprise to ensure the effective utilization of employees toward
the attainment of individual group and organizational goal.
An organization's HRM function focuses on the people side of management. It consists of
practices that help the organization to deal effectively with its people during the various phases
of the employment cycle, including pre-hire, staffing, and post-hire. The pre-hire phase involves
planning practices. The organization must decide what types of job openings will exist in the
upcoming period and determine the necessary qualifications for performing these jobs. During
the hire phase, the organization selects its employees. Selection practices include recruiting
applicants, assessing their qualifications, and ultimately selecting those who are deemed to be the
most qualified.
In the Human Resources History, we can clearly recognize four key milestones, when the
priority of the people management has significantly changed. These milestones were usually
about the competitive advantage and securing the position of the organization or the state. In
the first stage, the emperor had a simple requirement to turn inhabitants to organized citizens
who respect basic rules of the power and wars. In the second phase, the new industrial
organizations needed to staff factories and train employees to conduct the job. The corporations
required increasing the productivity when they passed the third HR history milestone. Finally,
after the fourth milestone in Human Resources history, new organizations require employee
engagement.
The history of Human Resources began as the simple, crucial future-securing requirement of the
emperor to organize tasks, jobs and the delivery of requested results. This was the first
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challenge to be addressed by the ancient predecessors of managers and Human Resources

specialists. The majority of citizens were illiterate; they were not able to follow written orders.
There was an urgent need to organize the people to ensure the proper delivery of results. This
was the first milestone in Human Resources Management history (more on HR Leadership
Development). The army requested trained soldiers who understand their roles in the battle. The
inhabitants were usually split into smaller groups, and the commander was fully responsible for
the delivery of all standard procedures and training sessions (kind of). It was the moment when
first training appeared on the scene. The emperor organized mass army training to ensure that
soldiers can act on the battlefield effectively.
An organization's HRM function focuses on the people side of management. It consists of
practices that help the organization to deal effectively with its people during the various phases
of the employment cycle, including pre-hire, staffing, and post-hire. The pre-hire phase involves
planning practices. The organization must decide what types of job openings will exist in the
upcoming period and determine the necessary qualifications for performing these jobs. During
the hire phase, the organization selects its employees. Selection practices include recruiting
applicants, assessing their qualifications, and ultimately selecting those who are deemed to be the
most qualified. Human resource management has changed in name various times throughout
history. The name change was mainly due to the change in social and economic activities
throughout history.
The first HR practices and the basic HR processes can be found in ancient China. The Chinese
government introduced first rules and procedures for the selection of the government employees.
The rules were straightforward, but they were working well for the ancient society. HR had
evolved before ancient Rome was ruling the known world.
However, the real revolution started with factories, which employed thousands of employees.
Wages were extremely low, and the labor force was cheap. The managers and owners simplified
the production and steps in production to reduce the induction time of the new worker. The
working conditions were terrible. The work and safety was nonexistent.

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Industrial History:
Industrial welfare was the first form of human resource management (HRM). In 1833 the
factories act stated that there should be male factory inspectors. The large factories
and industrialization were the foundation of the basic management of Human Resources. The
people were cheap, and they were easy to replace. They were far cheaper than the machinery in
the factory. The usual length of the working day was from 12 to 16 hours, at least 6 times a week.
The wage was low and allowed to fulfill just the basic needs of the worker. The specialized
function was not a basic requirement of the quickly growing factory. The salaries were low, and
the calculation of salaries was easy. The only worked hours were paid; no overtimes or other
salary items existed. In 1878 legislation was passed to regulate the hours of work for children
and women by having a 60 hour week. During this time trade unions started to be formed. In
1868 the 1st trade union conference was held. This was the start of collective bargaining. In 1913
the number of industrial welfare workers had grown so a conference organized by Seebohm
Rowntree was held. The welfare workers association was formed later changed to Chartered
Institute of Personnel and Development.
Pre and postindustrial age:
The earliest forms human resource management was the working arrangements struck between
craftsman and their apprentices during the pre-industrial cotton base guild system. The
apprentice lived in the workplace or home of his master and the master took care of his health
and welfare. After the industrial revolution in 18th century the small cotton based guild
manufacturing converted into large factories and more people employed to produce through
machines.

Recruitment and Selection:

In the 1st world war personnel development increased due to government initiatives to encourage
the best use of people. In 1916 it became compulsory to have a welfare worker in explosive
factories and was encouraged in munitions factories. A lot of work was done in this field by the
army forces. The armed forces focused on how to test abilities and IQ along with other research
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in human factors at work. In 1921 the national institute of psychologists established and
published results of studies on selection tests, interviewing techniques and training methods.
Acquisition of other Personnel activities:
During the 2nd world war the focus was on recruitment and selection and later on training;
improving morale and motivation; discipline; health and safety; joint consultation and wage
policies. This meant that a personnel department had to be established with trained staff.
Industrial relations:
Consultation between management and the workforce spread during the war. This meant that
personnel departments became responsible for its organization and administration. Health and
safety and the need for specialists became the focus. The need for specialists to deal with
industrial relations was recognized so that the personnel manager became as spokesman for the
organization when discussions where held with trade unions/shop stewards. In the 1970's
industrial relations was very important. The heated climate during this period reinforced the
importance of a specialist role in industrial relations negotiation. The personnel manager had the
authority to negotiate deals about pay and other collective issues.
Flexibility and Diversity:
In the 1990's a major trend emerged where employers were seeking increasing flexible
arrangements in the hours worked by employees due to an increase in number of part-time and
temporary contracts and the invention of distance working. The workforce and patterns of work
are becoming diverse in which traditional recruitment practices are useless. In the year 2000,
growth in the use of internet meant a move to a 24/7 society. This created new jobs in ecommerce while jobs were lost in traditional areas like shops. This meant an increased potential
for employees to work from home. Organizations need to think strategically about the issues
these developments raise. HRM managers role will change as changes occur.
The requirement to organize small groups and build large teams from them was a real challenge.
The daily leadership of unskilled workers and soldiers was the first strategic management
question of the history. The emperor with the better-organized army had an advantage that
allowed him to conquer new cities and areas. Moreover, it was a matter of the survival.
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The second milestone in the development and history of Human Resources was about the right
staffing and educating the new workforce. This requirement emerged quickly during the
British Industrial Revolution. The new industries requested thousands of new employees each
year, and they had to accept unskilled workers coming from villages. This challenge was not just
about organizing small teams; it was about the induction training of thousands of new employees
every year.
New factories required many new workers to sustain the growth. However, most applicants
coming from villages to cities were not educated properly. Factories invested large sums of
money to the education of the workforce (more on Training and Development Goals). They
simplified all work steps to the required minimum so that new employees can become efficient
as soon as possible.
Later, the products got more sophisticated, and factories also required more skilled employees.
They were needed to bring innovations and design new products to grab additional market share.
It was the second challenge for early Human Resources Specialists. The recruitment process has
become crucial; the advertising of specialized jobs in newspapers became a norm. The right
staffing started to be a sign of the successful business.
The third milestone in Human Resources History is about the productivity of the workforce. It
was the moment when the large multinational organization needed to manage and increase the
performance and productivity of employees. The higher productivity allows increasing the profit
margins and securing its position on the market. Large organizations digitized many HR value
added processes to ensure they work with relevant data and information. They invested large
sums of money into the Talent Management, Global Workforce Mobility, and Performance
Management. Some companies also implemented the Forced Distribution. However, its impact
on the overall performance and productivity is still under investigation.
The fourth HR Management milestone is about employee engagement. The job market has
changed dramatically over past twenty years. The job applicant is the one who chooses the
organization. Employees do not feel engaged with the organization, and they change jobs
quickly. They feel no commitment, and the company can lose the business know-how virtually in
minutes. From this moment, Human Resources act as the critical business partner. It trains
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managers to delegate tasks and decision making, provoke innovations and build diverse teams.
Human Resources do not focus on single employees; it spreads the best practices through
managers and leaders. The organization that passed the fourth HR milestone has a different HR
Organization. It is mature and contributes to meeting the strategic business goals. Human
Resources shares the full responsibility with the leadership team and designs the internal
environment that keeps employees are empowered and engaged.

Present aspects of human resource:

The new business environment in the post-cold war age, combined with the technological
revolution which changed the business ways and workforce management was not immune to the
change. The increase in service industries, the infusion of more and more women into the
workforce and other changes all made obsolete the traditional paradigms of people management.
Employees become the major source of competitive advantages for firms. The human resource
department tries to retain such knowledgeable worker by facilitating conducive work
environment, enriching the work, communication objective clearly, encouraging innovation and
many other behavioral interventions. The human resource department tries to retain such
knowledgeable worker by facilitating conducive work environment, enriching the work,
communication objective clearly, encouraging innovation and many other behavioral
interventions.
In modern business the human resource management is complex and such has resulted in the
formation of human resource department or division in companies to handle this function. The
human resource function has become wholly integrated part of the total corporate strategy. The
function is diverse and covers many facts including Manpower planning, recruitment and
selection, employee motivation, performance monitoring and appraisal, industrial relations
provision management of employee benefits and employee education, training and development.
By doing complete analysis of the history of we can conclude that HRM has progressed through
the stages of history when people were abused in slave like working conditions to the modern
environment where people are viewed as assets to business and are treated accordingly.

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With the increase in the size and complexity of business organization, man has become the most
important factor in business. Business needs people as owners, employees, and consumers.
Organizations need people to make them operated. An organization is nothing without human
resource. Of all the resources, the most important one is human resource, because human beings
play a dual role- as resource, as well as a motive force for all other resources by manipulating
them, by the way of developing, utilizing, commanding and controlling. So human resource
management (HRM) functions include recruitment, selection, training and development,
performance appraisal, compensation and industrial relation in an organization.
HRM is the core function of an organization. Every organization has very strong hr culture.
The following functions are very common in recognized organizations and they are:

International market competitive compensations

Personal and organizational benefits and rewards

European standard training sessions

Performance metrics

Organizational charts

Diverse recruitment process

Proficiency development program (PDP)

Advanced HRIS (Human Resource Information System)

Four Step selection process

Recruitment process:
The selection of external recruits consists of the following steps:
1. CV submission:
Potential candidates interested in joining the organization are required to send their
complete curriculum vitae. An acknowledgement of receipt is sent for all submitted
applications to the candidate's email.
2. Application evaluation:

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The Human Resources department evaluates all incoming applications, against

prerequisite abilities and skills set for all current openings. All applications are kept based
on strengths and specialization, for future reference.
3. Ability Tests
Potential candidates will be invited to participate in aptitude tests i.e. numerical, verbal,
English and psychometric, when deemed necessary.
4. Capability Based Interviews
To ensure that their recruitment process is fair and consistent, all candidates who are
successful at the exams are invited for a capability based interview. Interviews are based
against capabilities, required for each position for which the candidate is interviewed for.
A capability or competency is an ability described in terms of skills & behaviors that are
essential to effectively perform within a job.
5. Reply letter:
At all stages of the process candidates are kept informed of the status of their application
with an email reply letter.
6. Job offer:
If a candidate successfully reaches the final stage, a position offering is made in
conjunction with a competitive reward package.
Except these internal sources there are some external sources like internet, off-shoring,
referrals, advertising and etc. Internal recruiting is very high in any organization.
Organizations training and development activities are very high in quality so the
recruiters emphasize to recruit internal capable candidates for the respective post. In the
perspective of Bangladesh, organizations also use HRIS for succession planning. It also a
method of the internal recruitment of many organization.
Recruitment channels:
Bangladesh, by virtue of its social set-up, encourages extended families built on

strong relationship
In such a setup, tendency to prefer recruits who come through known contacts

within the system.

With increased requirement of professionals and technical experts, a more

structured and methodical approach can be advocated

External HR consultants can be utilized for person job fit and person
organization fit.

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Firms becoming savvy with hiring through internal and external consultants will
have greater access to managerial talents.

Selection process:
After identifying the sources of human resources, searching for prospective employees and
stimulating them to apply for jobs in an organization. This may be either through advertisements,
agencies or direct references from the existing employees of the organization. The next action to
be taken shall be the management has to perform the function of selecting the right employees at
the right time.The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidates specifications are matched with the job
specifications and requirements. The selection procedure cannot be effective until and unless it is
to be efficient part of the crucial of the different organization.
Selection of personnel for an organization is a crucial, complex and continuing function. The
ability of an organization to attain its goals effectively and to develop in a dynamic environment
largely depends upon the effectiveness of its selection programs. In a situation where the right
person is not selected, the remaining functions of personnel management, employee-employer
relations will not be effective. If the right person is selected, he is a valuable asset to the
organization and if faulty selection is made, the employee will become a liability to the
organization.
The manner in which tasks and responsibilities for accepting or rejecting candidates must be
finalized before designing a selection procedure. This should be shared by line and staff
executives. The personnel department should eliminate all unsuccessful candidates, so that the
time of the line executives need not be spent on such people. Secondly, candidates who can meet
job requirements should be made available promptly. Line executive is ultimately vested with the
authority either to accept or to reject a candidate. However, the personnel officer has a duty to
see that the right candidates are selected and placement are done wisely.

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Training and development:

The quality of employees and their development through training and education are major factors
in determining long-term profitability of a small business. If you hire and keep good employees,
it is good policy to invest in the development of their skills, so they can increase their
productivity. Training often is considered for new employees only. This is a mistake because
ongoing training for current employees helps them adjust to rapidly changing job requirements.
Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of
the material gains that result from their increased productivity. These factors give them a sense of
satisfaction through the achievement of personal and company goals. There are two broad types
of training available to small businesses: on-the-job and off-the-job techniques.
On the Job training:
Its delivered to employees while they perform their regular jobs. In this way, they do not lose
time while they are learning. After a plan is developed for what should be taught, employees
should be informed of the details. A timetable should be established with periodic evaluations to
inform employees about their progress. On-the-job techniques include orientations, job
instruction training, apprenticeships, internships and assistantships, job rotation and coaching.
Off the job training:
It includes lectures, special study, films, television conferences or discussions, case studies, role
playing, simulation, programmed instruction and laboratory training. Most of these techniques
can be used by small businesses although, some may be too costly.
People Development:
Strength of an organization lies in its People. People development is a significant part of
organizational renewal as an ongoing process in the competitive business environment.

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People Development Phase:

Training and Development Challenges:

There are many factors, operating at the individual and program level that affect the Success of
T&D programs.
When there is a problem in any of the stages of people development phase.
Individuals resistance to learn and change.
Negative attitude towards T&D.
Benefits of T&D are not clear to top management.
Lack of motivation and rewards attached to T&D.
Difficulty obtaining good trainers and instructors.
Missing full-time performance for time spent on T&D by employees during office hours.
Other organizational & situational constraint
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Training and development observations:

Bangladeshs ability to harness the human capital will be a significant driver of its
economic growth.
Organizations need to step forward to identify the future needs of human skills and invest
in capability development.
PPP to make combined investment in systems and processes for capacity development
starting from the grass-root level.
Large number of vocational, professional and managerial skill building training institutes
need to be established.
Role playing and simulation:
These are training techniques that attempt to bring realistic decision making situations to the
trainee. Likely problems and alternative solutions are presented for discussion. The adage there is
no better trainer than experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn from developing the
solutions to these simulations. This method is cost effective and is used in marketing and
management training.
Succession Planning:
It is a process of identifying talents who could be groomed up for key positions in future in an
organization, and then designing grooming plans.
Benefits:

Offering career development

Employee satisfaction and continuous improvement process.

Existing employees know the culture and systems thus require less training.

Reduce time, money, effort.

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Succession Planning

Though a large number of Bangladeshi organizations fill vacancies at middle and senior levels
internally, significant importance is not attached to the process of succession planning.
Performance management and appraisal system:
Performance management is a tool used by organization to guide performance behavior
in alignment to the organizations strategy.
Organizations that successfully implement the performance management system deliver
significant benefit including productivity, improvements enhanced capabilities and many
other benefits.
A series of hr activity depend on PMS and its outcome.

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The way performance is measured and managed in different organizations varies on:
The ways of performance measuring are following:
Culture of the organization:
Performance management and appraisal depends on the organization to organization. The culture
of the organization varies on the people and the job nature. So the way of performance measure
will depend on the job nature. Performance management ensures employee goals, objectives and
outcomes are in harmony with organizational goals. Organizational culture defines the way
employees complete tasks and interact with each other in an organization. The cultural paradigm
comprises various beliefs, values, rituals and symbols that govern the operating style of the
people within a company. In times of change, the biggest challenge for any organization may be
to change its culture, as the employees are already accustomed to a certain way of doing things.
Members of the organization:
The employee who is receiving feedback and their manager should always fill out the 360-degree
assessment as well. The individuals rating of her/his own performance is important for
comparison with the rater groups feedback. And, the managers feedback is important, since, in
most assessments, the feedback of the direct supervisor is not averaged with the rest of the
feedback from other raters.
Nature of the industry:
Managers of extension programmers are painfully aware of the need for revision and
development of the new skill sets held by today's high performers. If change is not handled
correctly, it can be more devastating than ever before. High performers reflect, discover, assess,
and act. They know that a new focus on connecting the heads, hearts, and hands of people in
their organization is necessary. Astute managers know what needs to be done but struggle with
how to do it. Quite often they prefer to consider themselves as teachers or communicators rather
than managers. This results in under-utilization of the increasing amount of literature on
management theory and practice. The root of the problem is implementation. They must learn
how to motivate others and build an efficient team

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Performance appraisal process:

Observation:
Performance appraisal and management in Bangladesh is often considered as
performance appraisal or ACR annual confidential report or annual employee
review.
Majority organizations consider appraisal a very critical and complex issue.
Appraisal largely depends on individual employee performances.
A starting point for Bangladesh should be articulate the meaning of performance
which could hold different meaning for different organization.
Organization must focus on designing robust PMS that facilitate setting of clear
performance expectations on the job together with elimination of all roadblocks that
prevent employees from achieving them.

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Organizational strategy and process:

Strategy and strategic plan:

Strategy is the direction in which an

organization intends to move and
established the framework for action by

which it tends to get there.

Strategic plan is a formal document
setting out an organizational goal and

initiatives over a defined time period.

HRM strategy is a plan to align and
motivate people to push the proverbial
wheel in the direction of the business
goal.

HRM strategy in Bangladesh:

Organizations are seeking newer ways to promote their adaptability to the complexities of the
changed scenario so as to survive and prosper. Globally, organizations are striving to realize
competitive success through strategic management of human resources. Thus, people
management has never been more important than it is today. Therefore new themes have
emerged in the process, replacing some of the old ones. The new thinking in this regard is
referred to as Human Resource Management (HRM), which carries a more proactive and
strategic connotation. HRM is intimately intertwined with business strategy. In many situations,
it even critically influences business strategy. The development of employee commitment
through employee involvement and empowerment is one of the key objectives of any HRM
discourse. The complex business objectives in todays business environment are difficult to
realize without developing highly committed and motivated employees who would strive to
contribute to organizational goals. That is why, human resource issues are no more the exclusive
preserve of personnel specialists; rather line and general managers are being increasingly
involved in handling key HR issues and in evolving, shaping and managing human resource
strategies and policies. These developments have given a far greater recognition to the HR
function in organizational decision-making processes.
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A policy is best implemented

and communicated when it is

formulized.
The role of HR has increased
and almost all organizations
need dedicated HR department
along with strategy map to
cater

to

an

increasingly

complex array of organization

requirement.
Traditionally

Bangladeshi

organizations have focused on

HRM on the administrative and clerical aspects.

Hr had little opportunity to take the position of business strategic partner.
With increased focus on volatile business context, global compliance, ethical

standards and ethical standards.

Corporate governance and emergence of MNCs in the economy, HR has started
taking more and more responsibilities.

HRM strategy observation:

Strategic HRM has a clear focus on implementing strategic change and growing the skill base of
the organization to ensure that the organization can compete effectively in the future (Holbeche,
2004). SHRM facilitates the development of a human capital that meets the requirements of
business competitive strategy, so that organizational goals and mission will be achieved (Guest,
1987). Strategy of human resource management is an integral part of business strategy. The main
focus of this strategy is to achieve organizational objectives. So, strategy, then, is a set of
strategic choices, some of which may be formally planned. Research between strategic HRM and
business performance has dominated the academic and practitioner debate for more than two
decades. However, most studies and publications in the field of HRM have defined the concept
in terms of individual practices.

Observation:
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 HR in Bangladesh is slowly evolving into the role of strategic business partner

Though HR heads are now a part of the strategic business planning in HPWS, this is still
absent in majority local organization.
Specific deliverable of each HR process such as obtain, develop, maintain must be
defined along with measures for tracking success of these processes.

Future aspects of HRM in Bangladesh:

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There are some future aspects in compare to current scenario. All the facts are mentioned above
is the current aspects of human resource management in Bangladesh. Now it is going to be
discussed about future aspects which is quite challenging. Although I have tried my best to make
this report based on facts and complete information available but in order to describe the future
aspects of hrm I found that its complicated and stimulating.
1. Retaining and recompensing talented candidates:
Around 59% experienced HR professionals consider that in the next few years, major
battle will be retaining endowed and well-performing candidates. Moreover, it is going
to become even inferior to distinguish and recompense the real performers as the
market effectiveness is growing and that needs more cooperated efforts to establish
loyalty among employees.
2. Developing future leaders:
With growing possibilities for top accomplishment candidates, proprietors are in a
great jetty over how will they build the forthcoming supports of the organization. The
rising employee turnover rate is giving recruiters really a tough period with
implementing practices to enrich employee engagement and make them stay for long
in the organization. Over 52% HR people have a serious apprehension over building
next generation organizational leaders.
3. Establishing Healthy and corporate culture:
Corporate culture has become one of the deciding factors lately. Enriching market
demands makes companies work more to grow, enlarge and endure within the unstable
market scenarios. This, thus directly or indirectly affects the organizational culture, as
every resource is over-occupied with loads of work that may affect the healthy work
culture at office leading more to smashes.
4. Attracting top talent to organization:
During any job interview, a candidates job is to vend himself to the recruiters.
Similarly, the recruiters also need to vend themselves before the candidate. It is now
more important as the talent scarcity is making every organization endeavor to bring in
the best talent and become the most preferred choice among available options. Around
36% recruiters feel that it is the need of the hour to establish a corporate culture that
will fascinate best candidates to your organization.
5. Elevating human capital investments:

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Around two-fifth of HR professionals indicate that the biggest challenge for the
coming decade will be acquiring human capital and optimizing human capital
investments. On deeply analyzing the challenges, one thing that is clear is that the
most difficult challenge thatll crop up is retaining good employees and attracting best
candidates. This entails that HR professionals need to develop talent management
tactics that can effectively contribute in attracting, retaining and rewarding top
performing

employees.

6. Flexible work arrangements:

The coming generation of employees accentuates on working in flexible set-ups and
the major concern must be kept on giving results and not on working in an outmoded 9
to 6 set-up. This does not interrupts the company correctness or discipline; it will just
allow individuals to work the way they want and demonstration better productivity.
Even 40% HR professionals believe that this can be a wining factor.
7. Career advancement opportunities for employees:
If the company takes employee career development utterly and struggles to work for it
as well, then definitely the can shine out over their competitors who are also looking to
grab talented prospects for the same jobs. Around 26% experts have designated this as
a problem and major factor for increased erosion rate.
8. Better compensations:
In the perspective of present situation employers are paying a great amount of
compensation and benefits but in future they will have to pay even more and more in
order to keep and pace with the top performer of their organization. They will have to
award the employees with lucrative reward packages and attracting more talent
towards them.

Conclusion:
Establishment with a very retiring start as people management in the 1700s, (earlier
developments acknowledged) Human Resource Management has progressed to become
an obligatory academic field as well as an essential function in the management of
organizations. Human Resource Management (HRM) is an intricate and rapidly changing field
of practice in industry and academia. Despite its comparatively recent developments, and drawing
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upon both external and local influences, HRM is a crucial factor in the success of all
organizations. Beginning in the 1700s as a series of functions, often neither integrated nor based
upon solid conceptual foundations, the modern Strategic HRM is a dynamic specialization in the
process of refining its philosophies, practices and overall contributions to organizational
effectiveness in response to external influences, including economic, demographic, legislative
and social changes, as well as its own history. HRM is adopting a strategic approach to the
management of human resources for corporate benefit. As with other professions, HRM provokes
a number of difficult issues and impasses concerning ethics, roles, practices and the nature of its
professional associations. Further developments of Strategic HRM will eventually fortitude these
issues in creative and effective ways. This ever evolving nature of Strategic HRM is what informs
its study as an existing concern.

Referencing
UNDP (2007), Building 21st Century Public Administration in Bangladesh: Formulation
Mission Report, Dhaka: UNDP.
Ali, A M M Shawkat (2004), Bangladesh Civil Service: A Political-Administrative Perspective,
Dhaka: University Press Limited.
Huque, (2004), Public Personnel Administration: Tradition, Problems and Issues in
Bangladesh, Asian Journal of Public Administration, Volume 14, No. 1, p.36.
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