Do human resource practices lever organizational performance? An empirical study of a manufacturing firm in Bangladesh

The research examined the effect of different human resource practices such as staffing, training, participation, performance appraisal, compensation, and caring on organizational performance. Data were collected from 100 respondents based on self-administered questionnaire. Results indicated significant relationship of staffing, training, participation, performance appraisal, and compensation with organizational performance. The study reported no relationship of employee caring with organizational performance. The findings commend that incorporating these human resource practices may render manufacturing firm with the potent to leverage organizational performance significantly