Volume 14, June 2017

Permanent URI for this collectionhttp://dspace.iiuc.ac.bd/handle/88203/107

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Author: search.filters.author.Uddin, Md. Mahi

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    Does investment in human resource development affect financial performance? Empirical evidence from the banking sector of Bangladesh
    (CRP, International Islamic University Chittagong, Bangladesh, 2017-06) Zahid Hossain Bhuiyan, Mohammad; Uddin, Md. Mahi; Ahmad, Afzal; Hoque, Nazamul
    The study aims at examining the impact of investment in human resource development (HRD) on the financial performance of the banking sector of Bangladesh. Using the economic data as well as survey data collected from purposively selected 120 bank executives of 20 private commercial banks of Bangladesh. The study through regression models finds that there is a significant positive correlations between HRD investment (in salaries and allowances, provident fund and gratuity, bonus and incentives, staff welfare and training, workshop, and seminar) and financial performance of the sample banks. Though, training is one of the important HRD indicators, the lowest investment was made in this sector by the sample banks. The findings of the study may be useful for bankers, policymakers, HR professionals, and the stakeholders of all types of organizations regardless of the geographical boundary. Finally, further investigations on manufacturing and other service sectors through case study, focus groups, and longitudinal study are also suggested.
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    Role of leadership on organizational learning in private universities of Bangladesh
    (CRP, International Islamic University Chittagong, Bangladesh, 2017-07) Uddin, Md. Mahi; Khan, Mohammad Aktaruzzama; Ali, Kalsom
    The study investigates the influence of leadership styles, i.e. transactional and transformational on promoting organizational learning in some selected private universities in Chittagong, Bangladesh. The study used a quantitative research design. Data have been collected from three private universities of Chittagong through a survey instrument. The study analyzed in total 147 matched completed questionnaires. The findings of the study revealed that contingent reward of transactional leadership and idealized influence and individualized consideration of transformational leadership played significant and positive influence on enhancing organizational learning. Although, findings of this research did not report any significant impact of management by exception-active and management by exception-passive as constructs of transactional leadership as well as inspirational motivation and intellectual stimulation as dimensions of transformational leadership style on organizational learning. The study extends present literature in the field by relating leadership styles and organizational learning focusing on emerging economies particularly in the context of Bangladesh