Factor Influencing Recruitment of Training and Development in Automobile Industry

Abstract

Abstract This quantitative research delves into the recruiting, training, and development practices within the expanding automobile industry in Bangladesh. The primary goal is to analyze how these human resources practices influence employee retention and organizational performance. Over the past decade, the automotive sector has become the third-largest contributor to the nation's manufacturing GDP, propelled by increasing consumer demand, rising disposable income, and supportive government policies. Effective recruitment, training, and development strategies are vital for cultivating a skilled and motivated workforce within automobile companies. Recruitment strategies must align with the unique requirements of the industry, attracting candidates with technical proficiency and adaptability. Both traditional and modern recruitment methods, such as social media and online platforms, have proven successful in attracting highly qualified personnel. Training and development programs are crucial for enhancing employee competencies, job performance, and overall job satisfaction. Various methods, including on-the-job training, workshops, seminars, and e-learning initiatives, are employed to disseminate industry-specific knowledge and skills. Tailoring training material to align with organizational objectives and employee needs is essential for optimizing the effectiveness of these initiatives. The study's findings reveal a significant correlation between efficient human resources practices and higher levels of employee retention. Well-designed HR strategies positively impact employee engagement, job satisfaction, and commitment, ultimately leading to decreased turnover rates. Employee retention is acknowledged to have a positive impact on productivity and the overall competitiveness of organizations operating within the automobile industry. Several recommendations emerge from the study to improve human resources practices and enhance organizational performance. These include diversifying recruitment channels, enhancing employer branding efforts, and incorporating e-learning into training initiatives. The importance of fostering a culture of continuous learning, acknowledging employee accomplishments, and providing avenues for professional development is also emphasized as crucial. It is crucial to recognize the limitations of this research, including a restricted sample size and the specific context of the automotive sector in Bangladesh during the study period. Further investigation is suggested to explore enduring effects and involve a more extensive population sample to enhance the generalizability of the findings. In conclusion, implementing the recommended strategies enables automobile companies to attract and retain highly skilled individuals, create a positive work environment, and instill a sense of loyalty among employees, fostering sustainable growth and success in Bangladesh's competitive automotive industry.