Human Resource Management System Provides a Major Important Role to Develop Financial Sectors
Journal of Human Resource Management
Volume 3, Issue 5, October 2015, Pages: 42-46
Received: Aug. 2, 2015; Accepted: Aug. 17, 2015; Published: Sep. 18, 2015
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Kazi Farhana Yeasmin, Faculty of Business Administration, Department of Accounting and Information Systems, Jagannath University, Dhaka, Bangladesh
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Human Resource Management is a major important term for an organization, rest play an important backbone of the financial sectors. The Bangladesh Centre for Communication Program (BCCP), since evolving out of the Johns Hopking University/ Centre for Communication Program (JHU/ CCP) into an independent, self- sustaining organization has consistently striven to develop innovative strategic communication programs, revitalize its existing programs, and play a significant role in imparting training to thousands of workers. In this paper, I like to view the importance facts for develop the financial sector of an organization, and country. Now, in this technology world human resource management system became advanced and more efficiency that provides more difficult job beside machine. People do their job through using their thought, idea and many useful data. In the world many develop country such as USA, China, Japan, Australia, Europe, Russia gave more importance as well as doing more research on their human resource management system for develop their country. However, I have little experience on branch banking and financial sector. So, from my little experience can able to say that an advanced policy of the Human Resource Management system can make a new generation, as well as play an important role to enlarge the financial sectors of the country.
Organizational Structure, Functioning, Motivation, Rationalization, Financial, Management, Human Resources, Strategy
To cite this article
Kazi Farhana Yeasmin, Human Resource Management System Provides a Major Important Role to Develop Financial Sectors, Journal of Human Resource Management. Vol. 3, No. 5, 2015, pp. 42-46. doi: 10.11648/j.jhrm.20150305.11
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