IJBI

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This study examined the impact of job type and experience on job commitment among bank managers in Dhaka City. The Organizational Commitment Scale (Mowday, Steers, & Porter, 1979) was used to measure commitment among 152 bank managers in a cross-sectional study. One-way ANOVA results showed that job type (F = 114.340, p <.01) and job experience (F = 6.040, p <.01) significantly influenced commitment. Additionally, regression analysis showed that the job type and experience of bank managers were minor but significant predictors, accounting for 13.6% (R2 =.136, p =.001) and 37.6% (R2 =.376, p =.001) of the variance in job commitment scores, respectively. The main emphasis of this study was the organizational commitment of bank managers. This concept has been thoroughly studied in numerous academic contexts, but no research has been done in Bangladeshi banking organizations. This study fills that gap by identifying important experiential and structural indicators of commitment in a local context.

Keywords: Bank Manager, Job commitment, Job type, and Job experience

The article explores the effect that promotional activities, pricing strategies, and the availability of products have on the retention of female consumers as a rather understudied area of customer loyalty literature. The study identifies the significance of comprehending the variables that influence long-term buyer involvement in female buyers since they constitute a large proportion of the global purchasing power. A literature review was carried out, and those studies that were published were systematically reviewed with the help of the industry-based analysis in the form of reports and case studies in order to determine the impact of these strategies on consumer behavior. The results show that a clear pricing strategy, a stable supply of the product, and individual promotion programs are major targets of customer satisfaction and retention. The work is unique in that it brings out the lack of women-center retention strategies in the current scholarly literature. It defines the importance of retailers to provide smooth and personalized shopping experiences because the inability to do it can lead to losses of money and reputation. Practically, the study can be considered to support the claim that companies must embrace the use of analytical information and adaptable advertising methods to enhance the loyalty of female customers.

Keywords: Female Consumers, Customer Retention, Product Availability, Psychological Pricing, Promotions, Loyalty Strategies

Although nepotism is a global issue, its connection to employee attitudes and behaviors is not well understood. Based on social exchange and organizational justice theories, this study examines whether job dissatisfaction mediates the relationship between nepotism and organizational silence. A quantitative approach provided empirical evidence and results from a larger context. A structured questionnaire was used, involving 300 participants from Bangladesh’s banking sector. As expected, the study found a positive relationship between nepotism, job dissatisfaction, and organizational silence. Additionally, job dissatisfaction partly explains the relation between nepotism and organizational silence. The research emphasizes the positive impact of nepotism on organizational silence and offers suggestions to reduce its occurrence in organizations. This is the first study to explore how job dissatisfaction influences the relationship between nepotism and organizational silence in Bangladeshi banks. It also addresses ongoing calls for more research on job dissatisfaction and its causes.

This study investigated the nature of job commitment among bank managers in Dhaka City, focusing on how job type and job experience influence commitment levels. A cross-sectional survey design was used, with a purposive sample of 152 bank managers. Job commitment was measured using the Organizational Commitment Scale (Mowday, Steers, & Porter, 1979). Results from one-way ANOVA revealed significant differences in commitment based on job type (F = 114.340, p < .01) and job experience (F = 6.040, p < .01). Regression analysis further indicated that bank managers’ job type and job experience were modest but significant predictors, explaining 37.6% (R² = .376, p = .001), and 13.6% (R² = .136, p = .001) of the variance in job commitment scores, respectively. This study’s primary focus was on bank managers’ organizational commitment. Despite the fact that this idea has been extensively researched in many academic settings, no study has been conducted in Bangladeshi banking institutions as of yet. This study helps address that gap by identifying key structural and experiential predictors of commitment in a localized setting.

Keywords: Bank Manager, Job commitment, Job type, and Job experience

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.

Abstract Workforce downsizing has become a popular human resource practice in organizations over the last few years. During the economic or financial crisis, most companies take an appropriate measure to implement downsizing strategies in order to optimize cost efficiencies as well as to achieve operational effectiveness. However, more surprisingly, its long term impact on a number of organizational outcomes remains ambiguous. Research on the impact of downsizing is still questionable. Organizations recognize that a stable and effective organization structure and culture must be in place to have a favorable working environment for innovation. To perform daily work, develop innovation and obtain efficiencies, workers’ knowledge must frequently be shared across organizational boundaries. Organizational downsizing is a popular approach amongst managers these days. This paper therefore, aims to review various pitfalls introduced into the organization as a result of the downsizing exercise. This paper attempts to identify both direct and indirect consequences of downsizing to the organization’s ability with the purpose of innovation in the long run.