Abstract
The purpose of this study is to present an overview of the state of change in HRM practices at selected private enterprises in Bangladesh, as well as potential future possibilities. With a focus on secondary data source completion, the current study used a literature survey technique. The only source of data used for this study was a collection of other studies on HRM practices in Bangladesh. Additionally, the HRM practices of the sample organizations—BRAC, IDLC, IBBL, and Basundhara Group—are divided into seven sections that are closely related to HRM practices: overall HR practices, HR planning, recruitment and selection, training and development, performance appraisal, industrial relations, pay structure, and job satisfaction. Although strategic HRM methods have advanced recently, HRM in Bangladesh still follows traditional human management procedures, as noted by scholars. Many businesses already have separate HR departments and hire HR specialists who meet the requirements for education, experience, and skill. Companies are realizing how important it is to fund employee development and training programs in order to maintain their competitiveness. Owing to regulatory obstacles, public sector businesses have been slow to implement these practices. Sample organizations have preventive procedures in place to stop conflicts among employees. In Bangladesh, women were not allowed to officially participate in the labor force. Women, persons of color, and those with disabilities still cannot access employment opportunities. Despite the fact that female professionals in Bangladesh are making great strides in their careers and in maintaining a work-life balance, they still have a long way to go in the traditional society of the country. Politics and politicians affect a wide range of life decisions, such as recruiting, promoting, choosing trainees, adjusting wages, managing labor relations, and more.