Effect of High Commitment Human Resource Management Practices on Employees’ Work-life Balance in the Banking Industry of Bangladesh

Abstract

The aim of this study is to examine the relationship between high commitment human resource management (HCHRM) practices and employees work-life (WLB) balance in the banking sector of Bangladesh. This study identifies five HRM practices as HCHRM. HCHRM is regarded as a multidimensional independent variable, whereas WLB is viewed as a dependent variable. Previous research indicated that High Commitment Human Resource Management (HCHRM) serves as a predictor of workers' work-life balance (WLB) in organizations that implement commitment-based HRM practices. Furthermore, research on HCHRM and employees' work-life balance (WLB) in Bangladesh is very underexplored. A total of 87 questionnaires were obtained from frontline staff across various banking organizations, with a response rate of 50.87%. SPSS VERSION 25, a first-generation statistical software, was utilized to assess reliability, validity, and hypotheses. The present study posited five hypotheses regarding the relationship between HCHRM (recruitment and selection, training, performance appraisal, compensation, and job design) and WLB. The analytical results indicated that four out of the five components of HCHRM significantly positively influence work-life balance (WLB). The data and existing literature indicate that HCHRM significantly affects employees' work-life balance (WLB), which in turn impacts organizational success. It is recommended that the management and authority of the organization incorporate high commitment human resource management (HCHRM) into the overall business strategy and implement practices that enhance employees' (WLB) to achieve sustainable competitive advantage through human resources.