The objective of this study is to find out the impact of trustworthiness on the usage of mobile banking (M-banking) apps in the capital city of Bangladesh. A structured questionnaire was distributed using the snowball sampling technique. Confirmatory factor analyses and structural equation modeling (using SPSS Statistics 20.0 and AMOS 26.0) were used on 362 responses found suitable for the study. The analytical results reveal that all three components of trustworthiness (ability, benevolence, and integrity) have a positive impact on M-banking app usage. Although banks have realized the importance of consumer convenience, they struggle to create trustworthiness. Thus, this study showcases that this positive trustworthiness amongst M-banking app users would be helpful in enhancing the usage of apps.

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A Focus Group Discussion has been made to see the practice of basic HR functions ingarment industry in Bangladesh. 13 garments employees along with the researchers in total 16 members were consisted for the FGD and the finding shows the prime reasons for the deviation of HR practice in different areas are attract foreign buyers, enhancing the brand value of the organization, employee-management relationship, cost minimization pressure, keep environment green, auditing policy compliance. Few factors have also been sort out under the four basic HR functions; those are employment planning, job advertisement, and recruitment & selection practice, orientation, training & development facilities, career development, job security, better salaries, appraisal systems, different leave policies, work environment, health & safety issues, transport facilities, working hour. A quantitative analysis has also been conducted by using those identifing factors from 150 employees' responses. The study conducted the reliability test to find out the consistency of the data. Then the study shows the descriptive analysis of mean response & Std. deviation of responses. Finally the study goes for correlation analysis for those four HR functions and the result shows the relationships among the all the functions are strongly positively correlated to each others.

It is proved from the literatures that, perceptual factors have a great influence on employees' job performances in organization. The current study tried to sort out some crucial perceptual factors affecting employees' job performance. The study developed 28 perceptual items based on FGD and literature analysis such as decision making, learning, orientation, training, engagement, evaluation policy etc. Then a proposed perceptual model had been developed. A structured questionnaire was surveyed among the selective respondents (n=500); then tested the items' reliability and passed (α = .789); after that, the study went for exploratory factor analysis (EFA). Total seven (7) factors (Perceived HR practice; Perceived performance appraisal; Perceived supervisor's quality & leadership; Perceived work environment & climate; Perceived organizational support; Perceived work pressure; and Perceived compensation plan) were identified. Finally, in confirmatory factors analysis (CFA) testing, one of those factors named Perceived compensation plan (PCP) fall short to pass the validity from the model. Contribution/Originality: This study is one of very few studies which have investigated a perceptual model based on any under developing & developing country whose labor markets are unstructured and chaotic. So the paper will provide a fare idea to the entrepreneurs and managers who are interested to deal with such labor markets like Bangladesh. 1. INTRODUCTION Perception is a process of consciousness of an object of nervous system and the modern organizations integrate the knowledge from employees and convert it into goods and services (Grant, 1996). But the objective cannot be achieved unless there is a significant collaboration among individuals or employees and the organization or industries at any level. The reason behind this is employees' perception become very important for the organization. The components of employee perception support the organization to develop both the employee effectiveness and organizational performance (Howell and Frost, 1989; Pearce and Ensley, 2004). Bernanke and Parkinson (1991) stated that, positive employee perception is a crucial factor of existence, development and growth of any organization. On the other hand, negative employee perceptions of the company and the work environment can cause qualified employees to seek opportunities elsewhere. The employees are also concerned about themselves in return for doing a good job; such as adequate pay, good working conditions, training

Contribution/Originality: This study contributes in the existing literature about the mediating role of demographic attributes on the relationship between employee engagement and organizational citizenship behavior (OCB).