Business Resource Methods
Submitted To:
Mr. Moinul Haque
Assistant Professor
Faculty of Business Administration
Premier University, Ctg
Submitted By:
ID Name
1022114412 MD. Ariful Islam Saimon Chowdhury

Introduction:
Theory : A fair practice of HR functions can establish affective commitment which lead
employee to be innovative.
Interpretation: A fair practice of HR functions (e.g. recruitment & selection, training and
deve lopme nt, pe rformance apprais al &compe ns ation ) Incre ase employee’s job s atis faction which
encourage them to intimate with organization. As they think themselves member of the
organization they will think about Organization, which in term establish a commitment within
themselves. This is calle d “Affe ctive commitme nt”. Whe n a affe ctive commitme nt build up, the y
will think how to improve organizational performance. This will lead them to the innovation (
products, processes, services, technologies, or ideas that are more effective to the
organization.)
Through best possible use and application of HR policies in the organization, commitment
can be encouraged thus leading to better performance, improve staff attitude and lower labour
turnover, this is the ideal aim of the human resource practices which has been argued to neglect the
fact that HR specialists and line managers have a major impact on how these HR policies are
implemented.
De Coninsk and Stilwe ll (1996) argued that what directly influences employee's affective
commitment is not the actual practices itself, but the employee perceptions of fairness of
practices that affects organizational commitment
Literature review:
“Impact of HRM on performance depends upon
worker's response to HRM practices, so the impact will move in direction of the
perception of HRM practices by the employee”. Wood (1999) and Guest (2002)
Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and
effective tools for elevating organizational commitment, especially affective commitment
“Satisfied employees are more productive, innovative and loyal, which in turn to customer retention
(Corporate Leadership council,2003)
A range of HR practices which are suggested as being important to acquire employee commitment
and innovation are:
One of the main and most basic HRM practice is of Recruiting and selecting staff with
the correct attitudinal and behavioral characteristics. The process of choosing candidate for a
particular position is called Selection. “In this process the right person chosen for the requisite

qualifications and knowledge is placed in the appropriate job position to decrease the cost, and
maximize the profits by means of their merit and talent” (Vlachos 2008). Huselid (1995) has
established that organizational productivity and high degree of performance is dependant upon
the selection of the appropriate person.
Thang (2004) in his study has shown as to effect of suitable HRM related decision on
how well employees are performing their jobs. This aspect of HRM practice refers to how people
see their HRM department, with respect, with disdain, with indifference and so on. It refers to the
fact that the acceptance of various HRM practices depend largely on the overall image of the HR
department.
Training refers to some activities which equip employees with needed skills to perform
better in their current jobs (Li, et al. 2008). Bartel (1994) in her study found a positive and
significant relation between training and labour productivity. Guidetti and Mazzanti (2007)
found that high performance and training activities are positively associated. Bradley, Petrescu
and Simmons (2004) explain that creating on-going learning as well as training in workplace has
a highly significant effect on job satisfaction, that increases the probability of work being either
completely or very satisfied that enhance employee motivation and commitment.
Compensation by its definition means all monetary payments and all commodities used
instead of financial to recompense employees. Attractive pay practices play a major role in
attracting to show a continuously high level of commitment and performance in order to keep
their jobs. connecting pay with performance, the company can educe desired standards of
performance as well as specific task orientation from employee (Noe et al., 2006)
Innovation is the application of new solutions that meet new requirements, inarticulate
needs, or existing market needs. This is accomplished through more effective products,
processes, services, technologies, or ideas that are readily available to markets, governments and
society.
The tendency of a worker to stay with a company that is based on an emotional attachment
commitment can be influenced by many different demographic characteristics: age, tenure, sex, and
education but these influences are neither strong nor consistent.
Objectives of research:
 Main objective: To search is there any relationship between fair HRM practice and
employees affective commitment and between affective commitment and innovation.
 Sub objectives: (If there any relationship exist)
1. Is the relationship between fair HRM practice and employees affective commitment
positive or negative?
2. Is the relationship between affective commitment and innovation positive or
negative?
 We also have to find the answer of following question:(research question)

1. Whether fair recruitment and selection process increase employees’ affective
commitment?
2. Whether fair training and development program increase employee’s affective
commitment?
3. Whether fair performance appraisal procedure increase employee’s affective
commitment?
4. Whether fair and adequate compensation and reward plan increase employee’s
affective commitment?
5. Whether increase in employee’s affective commitment leads employee’s to be
innovative
Hypothesis for research question:
 For ques.1:
Ho: Fair recruitment and selection can’t increase employee’s affective
commitment.
H1: Fair recruitment and selection can increase employee’s affective
commitment.
 For ques.2:
Ho: Fair training and development program can’t increase employee’s
affective commitment.
H1: Fair training and development program can increase employee’s affective
commitment.
 For ques.3:
Ho: Fair performance appraisal procedure can’t increase employee’s affective
commitment.
H1: Fair performance appraisal procedure can increase employee’s affective
commitment.
 For ques.4:
Ho: Fair and adequate compensation and reward plan can’t increase
employee’s affective commitment.
H1: Fair and adequate compensation and reward plan can increase
employee’s affective commitment.
 For ques.5:
Ho: Increase in employee’s affective commitment can’t lead employees to be
innovative.

H1: Increase in employee’s affective commitment can lead employees to be
innovative.
Research Methodology
Unite of analysis
We used employee’s satisfaction effect in organization commitment in our research.
Sampling:
A total number of 180 questionnaires will be distributed for this study. Respondents wear five different
sectors and categorize three different positions, A non-probabilistic sampling methods, namely
convenience sampling was used in drawing sample for study,
The sample not follows the equation of males and females because some sectors males are grater then
females and females are grater then males. There range of ages the respondent is from 25 to 55 years.
Every sectors categories are first developed company, second developing company and third newly
come in industry and every categories sample from top, mid and lower level of employees, the
respondents were kept naïve as to the exact nature of the research purpose being told that the study
investigated the employee’s perception about the ethical leadership behavior of their supervisors/
immediate authority figures.
Sectors Levels of position
(categories’ x Position x no of simple)
Employees
Real Estate (3x3X4) 36
Bank (3x3x4) 36
Garments (3x3x4) 36
Insurance (3x3x4) 36
Hospital (3x3x4) 36
Timing:
Particulars Time
Research planning 4 days
Questionnaire Development 2 days
Data collection 7 days
Finalization 2 days

Budget:
Particulars Amount (in BDT Tk)
Planning 500
Respondent (90x20) 1800
Data collection 400
Finalization 800