Human resource management (HRM) practices can have a big impact on how well employees perform in the aspects of both in-role and extra-role performance. The impact of various HRM methods, notably the digitization of HRM practices, on the in-role and extra-role performance of employees working in the ready-made garment business has not yet been examined in the context of Bangladesh. Therefore, this study's main objective was to investigate the impact of human resource management digitalization on employees' in-role and extra-role performance in the context of Bangladeshi ready-made garment (RMG) enterprises. Using the 25th version of the Statistical Package for The Social Sciences (SPSS), the study investigated the opinions of the employees working in various departments of RMG companies in Bangladesh. It sought to determine how certain digitalized HRM practices, particularly e-recruitment and selection, e-training and development, e-performance appraisal and management, e-compensation management, e-complaints management, e-communication management, e-career management, etc., have an impact on both in-role and extra-role employee performances. Findings of this study indicated that, though certain digitalized HRM practices like e-compensation management and e-career impact significantly on employee extra-role performance they contribute insignificantly on employee in-role performance. Additionally, it has been found that e-performance appraisal management has a significant positive impact on the in-role performance of the employees. The study also made an effort to advise management body of the RMG firms to digitalize some HRM procedures that can improve employee and organizational performance.

The main purpose of the study is to determine how the Bangladeshi telecommunications sector can sustainably exercise its employees' knowledge sharing behavior in order to gain a competitive edge in the local and global marketplace through the mediating effect of organizational commitment between knowledge sharing behavior and job security. Data for this study has been collected using a questionnaire survey from 189 participants of which 162 were found to be fit for further analysis adapting the Partial Least Square method. Results of the study showed significant effect of employee perception of job security on their knowledge sharing behavior. Once more, job security showed a strong positive correlation with organizational commitment. For organizational commitment, knowledge sharing behavior were also found to be increased. To conclude, the mediating relation was also found to be significant in this study. Thus, it might be suggested that management of these telecommunication organizations require to be more considerate about increasing on employee knowledge sharing behavior in terms of knowledge collecting and knowledge donating which may help them to attain sustainable competitive advantage in the industry. Therefore, it is essential for the organization to ensure employee continuity in the workplace which may minimize their depression to contribute more.