Rewards are benefits that come from performing a job, providing a service, or performing a duty. Rewards are one of the most important tools to encourage employees in the workplace. The goal of the reward system is to deliver positive results. The purpose of the study was to examine and analyze how the rewards system of the banking sector in Bangladesh helps employees to acquire work skills. The aim was to find out which aspects of the reward system work best and which aspects can be further improved and enhanced to increase employee satisfaction. The experimental part of the project was conducted using a quantitative research method. The size of the sample was 80. Data was collected with the help of questionnaires issued to the respondents working as ban bankers. The questionnaire consists of nine variables that are being used as rewards for employees. Frequency tables and graphs based on descriptive statistics were used in the study to provide information about variables in the population. The result shows that the mean for salary evaluation, bonus, benefit, promotion, recognition, career, responsibility learning opportunity from a low 2.82 to a high of 4.02. The responses of salary evaluation, benefit, promotion, career advancement show that employees consider this factor slightly important than factors as mean value is greater than 3.5. The standard deviation of promotion and responsibility shows that these variables have extensive responses than their mean as value indicates 0.98 and 0.94 respectively. The results of the study revealed how employees responded to current reward systems. The results conclude that reward systems have a significant effect on employees' attitudes toward work. The study suggested improving the reward system of companies to increase the level of satisfaction among employees.

Human Resources Management literature regards training as the bloodstream of any organization because the success of an organization to achieve its objectives and goals highly depends on its workforce. For this reason, organizations should invest in employees’ training to enhance their performance and that of an organization. Nonetheless, some organizations regard training as an unnecessary expenditure and always cut training budgets to improve their financial standing to the detriment of their employees’ welfare because that action incapacitates staff to adapt to the ever-changing working environment and uncertain conditions on account of, inter alia, rapid technological innovation and organizational change. This study employed stratified sampling technique to draw a sample of 60 employees from a population of 70 employees through self-administered questionnaire to examine the impact of training on employees’ performance, employee’s motivation and job satisfaction in the banking sector in Private bank  of Noakhali region in Bangladesh. This results show that the mean for on the job training and development located from 3.23 to 4.4 and for off the job training and development from 2.36 to 4.05. The overall impact of training and development from the perspective of employees of private banking sector in Noakhali region has mean and standard deviation respectively 3.54 and 0.95 in total. This result indicates that training and development has a high impact on the employee’s performance and productivity in the perspective of employees of private bank in Noakhali region. The findings of the study generally revealed that training not only increases employees’ performance but also positively affects employees’ motivation and job satisfaction within the  Private banking sector in Bangladesh Therefore, the banking sector in Bangladesh should regularly allocate resources for employees’ training based on identified skill gaps to sharpen employees’ skills, knowledge and abilities to capacitate them to cope with the ever-changing working environment and uncertain conditions and to improve their motivation and job satisfaction.

This study was designed to assess the economic and socio-cultural factors that affect the performance of women entrepreneurs of Cumilla city as well as Bangladesh. It also addressed the characteristics of women entrepreneurs and the supports they acquire from the surroundings. A sample of 60 women entrepreneurs engaged in different sectors was taken for the study using stratified and simple random sampling. In the process of answering the basic questions, a questionnaire that include demographic profiles, characteristics of women entrepreneurs and their enterprises, factors that affect the performance of women entrepreneurs was designed in both open and closed ended questions. After the data has been collected, it was analyzed using simple statistical techniques (tables and percentages) and descriptive statistics (mean and standard deviations) and F-Test Two-Sample for Variances. In F-Test Two-Sample for Variances, P value is 0.035433248; which is less than 0.05 (P<0.05); which means that there is difference between variance of two factors in women entrepreneurship. The difference between the two variances is statistically significant. This condition indicates that the sample provides strong enough evidence to conclude that the variability in the two factors is different. F-Test Two-Sample for Variances analysis reveals that there is significant impact of economic and socio-cultural factors on women entrepreneurship The results of the study indicates the personal characteristics of women entrepreneurs which affect their performance .It also shows that lack of financial access, stiff competition, inadequate access to training, access to technology and access to raw materials are the key economic factors that affect the performance of women entrepreneurs. Based on the major findings, recommendations were suggested to existing and potential entrepreneurs, Micro finances and other institutions. Both the government organizations and private sector have a major responsibility to promote entrepreneurship development for women. Without their interventions the advancement of women and women entrepreneurship cannot be achieved.