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The purpose of this paper is to examine the impact of human resource management (HRM) practices on the market performance of manufacturing industries in Bangladesh. As one of the pioneer studies, it is hoped that this research will convince organizations that by adopting systematic and efficient HRM practices, they will achieve competitive advantages.

A quantitative survey was used to gather data from publicly listed, large manufacturing companies in Bangladesh. Modified questionnaires were used to measure the adoption of HRM practices and the perceived market performance of the organizations. The statistical programme, SPSS, was used to analyse and interpret the results.

The study revealed that HRM practices have a positive impact on organizations’ market performance. However, among different HRM practices, the performance appraisal seems to have the highest impact. Among the others, employee training and development, and the compensation practices were shown to have higher positive impacts than recruitment and selection practices.

The paper concludes that in order to improve their competitiveness and gain competitive advantages, business organizations in Bangladesh need to adopt systematic HRM practices. The paper's findings will encourage the next generation of business entrepreneurs to develop systematic HRM practices and corporate management culture in Bangladesh.

The paper validates the effectiveness of the US and European developed HRM practices in an Eastern developing country context. This is one of the pioneer studies which followed methodological rigor to validate the much discussed HRM‐performance relationship in Bangladesh.

As the global war of talent is prevalent across different industries, universities are also facing an acute shortage of faculty members because of massification of higher education system in the past two decades. The tremendous increase in the number of higher education institutions has made attracting talented professors a challenging necessity for the university management as employers. The present study, therefore, carries out a scale development exercise and explores the attractive dimensions of Indian universities as employers.

With the help of principle component analysis, exploratory factor analysis was carried out to obtain five significant constructs of employer attractiveness in Indian universities.

The dimensions identified in the study includes fairness and work–life balance; teaching environment and compensation and benefits; research resources and career development; organizational integrity and commitment to quality; and organizational culture consisting of respect and recognition.

The finding provides valuable insights for the university management and government bodies and posits to assist them in formulating policies with regard to attracting competent teaching staff.

Although employer attractiveness has gained scholarly attention in the past two decades, study exploring the dimensionality of employer attractiveness in the context of academic institutions and universities has not been conducted so far. The present study, therefore, is one of the pioneers in this realm.