HRM Practices on Performance Management among Public Service Organizations: A Case Study on the Power Sector in Bangladesh

Abstract

This study investigates the impact of Human Resource Management (HRM) practices on performance management within the Bangladesh power sector. Using a mixed-method approach, data was collected through structured questionnaires and interviews involving professionals from different organizations. Regression analysis reveals that employee training positively influences organizational performance, whereas performance appraisal feedback shows an insignificant effect. Interestingly, employee compensation displays a negative yet significant relationship with performance management. The findings suggest that while HRM practices are crucial in shaping performance, the effectiveness largely depends on how appropriately they are implemented and perceived within the organization. The study concludes with policy recommendations for enhancing HRM practices to achieve greater organizational performance in the power sector. Keywords: Human Resource Management (HRM), performance management, employee training and development, performance appraisal, compensation and benefits.