Internship Report: HRMP in Standard Chartered Bank Abstract According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investigate whether there is any relationship between HRMPs and organizational performance, regarding Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of training, employee participation, and selection with perceived organizational performance in the context of Standard Chartered Bank in Bangladesh. This study is co-relational in nature and it will examine the correlation among these variables. A single set of sample will be considered for this study and that will be the employees of Standard Chartered Bank. A set of structured questionnaire will be distributed among 200 respondents. Regression analysis will be conducted for the purpose of data analysis. - 1 -
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Internship Report: HRMP in Standard Chartered Bank
Abstract
According to the universalistic perspective, organizations from different sectors, across
industries, and through different time periods should use a series of select human resource
management practices (HRMP). The main principle of this paper is to investigate whether
there is any relationship between HRMPs and organizational performance, regarding
Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of
training, employee participation, and selection with perceived organizational performance in
the context of Standard Chartered Bank in Bangladesh. This study is co-relational in nature
and it will examine the correlation among these variables. A single set of sample will be
considered for this study and that will be the employees of Standard Chartered Bank. A set of
structured questionnaire will be distributed among 200 respondents. Regression analysis will
be conducted for the purpose of data analysis.
- 1 -
Internship Report: HRMP in Standard Chartered Bank
Origin of the Report
The BBA internship program is a mandatory requirement for the students who are graduating
from the BBA program under the School of Business of North South University, Bangladesh.
In the internship program, I was attached to a host organization named ‘Standard Chartered
Bank’ for 12 weeks. During this period I learned how the host organization works with the
help of the internal supervisor. As a result I have decided to write a report on “A
universalistic perspective for explaining the relationship between HRM practices and
organizational performance – in context of Standard Chartered Bank in Bangladesh”.
During the three months of work experience with Standard Chartered Bank on this internship
program, I was placed in the Human Resource division of the bank. I joined on September 1st
2007. This department manages recruitment, training, and career progression plan. Standard
Chartered Bank highlights the importance of developing its people to create a culture of
customer service, innovation, teamwork, and professional excellence.
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INTRODUCTION
Internship Report: HRMP in Standard Chartered Bank
The Standard Chartered Group is an unusual banking business. Although its roots are clearly
British, its area of operations, its network, and indeed its profit stream are overwhelmingly
international. The name Standard Chartered comes from two original banks from which it
was founded. One of the banks is the Chartered Bank of India, Australia and China and the
other bank is the Standard Bank of British South Africa.
In Bangladesh, Standard Chartered Bank is one of the leading multinational banks. To
maintain its leading position in the Bangladesh, SCB has always been keen to develop long-
term beneficial relationship with trustworthy clients. To achieve this end, they have always
upgraded their approaches to achieve top-level performance. This up gradation is especially
apparent in its HR activities. There are numerous human resource management principles (or
HRMP) that seek to rectify and streamline the HR activities of an organization. Standard
Chartered Bank’s HR processes, quality-wise, are one of the top-grades in the country.
Among these HRM practices, training, employee participation and employee selection
processes are instrumental in aiding a business thrive in its area. This research paper seeks to
establish whether these three HRM practices have managed to augment the perceived
organizational performance of Standard Chartered Bank (Bangladesh).
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BANKING INDUSTRY-OVERVIEW
ORGANIZATIONAL OVERVIEW
Internship Report: HRMP in Standard Chartered Bank
The Banking Industry in Bangladesh is one characterized by strict regulations and monitoring
from the central governing body, the Bangladesh Bank. The chief concern is that currently
there are far too many banks for the market to sustain. As a result, the market will only
accommodate only those banks that can transpire as the most competitive and profitable ones
in the future.
Currently, the major financial institutions under the banking system include:
Bangladesh Bank
Commercial Banks
Islamic Banks
Leasing Companies
Finance Companies
Of these, there are four nationalized commercial banks (NCB), 5 specialized banks, 11
foreign banks, 26 domestic private banks and 4 Islamic Banks currently operating in
Bangladesh.
Generally, the commercial banks and finance companies provide a myriad of banking
products/services to cater to the needs of their customers. However, the Bangladeshi banking
industry is characterized by the tight banking rules and regulation s set by the Bangladesh
Bank. All banks and financial institutions are highly governed and controlled under the
Banking Companies Act-1993.
The range of banking products and financial services is also limited in scope. All local banks
must maintain a 4% Cash Reserve Requirement (CRR), which is non-interest bearing and a
16% Secondary Liquidity Requirement (SLR). With the liberalization of markets,
competition among the banking products and financial services seems to be growing more
intense each day. In addition, the banking products offered in Bangladesh are fairly
homogeneous in nature due to the tight regulations imposed by the central bank.
Competing through differentiation is increasingly difficult and other banks quickly duplicate
any innovative banking service.
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BACKGROUND OF STANDARD CHARTERED BANK
Internship Report: HRMP in Standard Chartered Bank
The Standard Chartered Bank PLC is an international banking group that is incorporated in
the UK, with its headquarters in London. The group focuses its activities in Asia, Africa and
the Middle East and its operation is segmented under six regions: LTK & Europe, Middle
East and South Asia (MESA), South East Asia, and the Americas.
Globally, the key resources of SCB include:
A network of over 600 offices in 48 countries
A staff of about 25,000 people managing assets of around 47 billion pounds
Standard Chartered Bank's international businesses in Personal Banking, Corporate
Banking and Standard Chartered Markets are its special strengths
The global strategies of Standard Chartered Bank are:
To build and grow strong businesses in East and South East Asia - the Asia Pacific
Region
To enhance historical position in the MESA region
To concentrate operations in the OECD in those activities that support Standard
Chartered Bank's remarkable franchise in newly industrialized and emerging markets.
Board of Directors
There is a nineteen-member board, headed by Sir Patrick Gillam as Chairman. Half of the
directors are non-executives. Most of the board members are very eminent persons drawn
from the boards of world-renowned multinationals such as Rolls Royce, British Gas PLC, etc.
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Internship Report: HRMP in Standard Chartered Bank
The Standard Chartered Group is an unusual banking business. Although its roots are clearly
British, its area of operations, its network and indeed its profit stream are overwhelmingly
international. The name Standard Chartered comes from two original banks from which it
was founded. One of the banks is the Chartered Bank of India, Australia and China and the
other bank is the Standard Bank of British South Africa.
The Chartered Bank was founded by James Wilson following the grant of a Royal Charter by
Queen Victoria in 1853, while the Standard Bank was founded in the Cape Province of South
Africa in 1862 by John Paterson. Both companies were keen to capitalize on the huge
expansion of trade and to earn the handsome amount of profits from financing the movement
of goods from Europe to the East and to Africa.
Both banks were prosperous in those early years. The Chartered Bank opened its first
branches in Bombay (Mumbai), Calcutta (Kolkata) and Shanghai in 1858, followed by Hong
Kong and Singapore in 1859. With the opening of the Suez Canal in 1869 and the extension
of the telegraph to China in 1871, the Chartered Bank was determined to expand and develop
its business. Traditional business was in cotton in Bombay, indigo and tea in Kolkata, rice in
Burma, sugar in Java, tobacco in Sumatra, hemp in Manila and silk in Yokohama.
In South Africa, the Standard Bank established a considerable number of branches. The bank
was prominent in financing the development of the diamond fields of Kimberly from 1867
and later extended its network further north to the new town of Johannesburg when gold was
discovered there in 1885. Half of the output of the second largest gold field in the world
passed through the Standard Bank on its way to London.
Both the banks, although they were separate entities, survived the First World War and the
Depression, but were directly affected by the wider conflict of the Second World War in
terms of loss of business and closure of branches. There were also long-term effects for both
banks as countries in Asia and Africa gained their independence in the 50s and 60s.
Each bank acquired other small banks along the way and spread their networks further. In
1969, the decision was made by both the banks to undergo a friendly merger. They decided to
counterbalance their network with expansion in Europe and US. Further expansion also took
place in Standard Chartered bank’s traditional markets in Asia and Africa. All appeared to be
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Internship Report: HRMP in Standard Chartered Bank
going well, but a hostile takeover bid was made for the Group by Lloyds Bank of UK in
1986.
When the bid was defeated, Standard Chartered Bank entered into a period of change. Like
many British banks, provisions had to be made against third world debt exposure and loans to
corporations and entrepreneurs who could not meet their commitments. Standard Chartered
Bank begun a series of divestments notably in the US and South Africa and entered into a
number of asset sales. In mid 1993, Sir Patrick Gillam became Chairman and he made two
points clear. Firstly, Standard Chartered Bank would grow and develop its strong franchises
in Asia, the Middle East and Africa using its operations in the UK and North America to
provide customers with a bridge between these markets. Secondly, it would focus on
customer, corporate and institutional banking, and on the provision of treasury services- areas
in which the Group had particular strength and expertise.
History of Grindlays Bank
Captain Grindlays established Grindlays and Company with partner in 1928. The name was
changed to Grindlays Christian and Mathew’s in 1839, which again changed to Grindlays and
company in 1853. The first branch was opened in India at Church Lane, Kolkata in 1854 and
the other Indian branches autonomous from London were opened by Grindlays and Company
in 1864. They were acquired by National Provincial bank Limited in 1924. National bank of
India acquired Grindlays and Company in 1858 and begun to operate as National and
Grindlays Limited.
Acquisition of ANZ Grindlays Bank by Standard Chartered Bank
In August 2000, the US$1.34 billion acquisition of Grindlays Bank was completed. This
made the Standard Chartered Bank the leading international bank in India and the other
countries of South Asia. The acquisition strengthened the Group’s competitive position in
Middle East and brought to the group a respected private banking business.
Standard chartered Bank has taken the advantage of the expansion opportunities. Buying
Grindlays from ANZ now propels it from number five to number one among international
banks in India, with some choice extra footholds in the Middle East. At 1.34 billion US
dollars, it is hard to complain that Standard Chartered Bank has overpaid. The financial ease
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BUSINESS ACTIVITIES OF THE GLOBAL SCB
Internship Report: HRMP in Standard Chartered Bank
is less compelling for ANZ shareholders, as there are advantages of getting out of a
strategically peripheral business.
This acquisition of Grindlays Bank has added 6000 employees and 4 countries to Standard
Chartered Bank’s existing network of 7000 employees and 570 offices in 50 countries. The
end result is that Standard Chartered Bank, which went into the 1997 Asian crisis with strong
business in Hong Kong, Singapore and Malaysia, emerges with additional core markets in
India and Thailand.
The deal has made Standard Chartered Bank the largest foreign bank by assets in India,
Pakistan and Bangladesh and the second largest in Sri Lanka and the United Arab Emirates.
The bank has been seeking to expand in the region since the end of the Asian economic crisis,
and has finally become successful in its expansion. The primary goal of the integration is to
combine the best of both the banks, and put right people in right jobs on the basis of fairness
and equitability. In September 2000, the group agreed to acquire Chase’s Hong Kong
consumer banking business for US$1.32 billion, which makes Standard Chartered Bank the
leader in Hong Kong cards. At that time it was also announced that the chartered Trust had
been sold to Lloyds TSB for 627 million pounds. Until September 2002, both Standard
Chartered and Standard Chartered Grindlays operated under the same management but as
separate entities. With effect from September 2002, there was not any Grindlays - only
Standard Chartered Bank.
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Internship Report: HRMP in Standard Chartered Bank
Standard Chartered Bank operates in every Asia pacific Market with exception of North
Korea and 60% of the group profit comes from Asia Pacific region.
Hong Kong continues to be the happy hunting ground for SCB as it contributes around 30%
of the group profit. With over 80 branches in Hong Kong and strong representation in China
especially in Shanghai the group is poised to dominate the banking industry there in years to
come. There exists a Resident group Executive Director to manage the operations there and
also in Singapore.
In other East Asian countries, the group has been gaining prominence in Malaysia, Taiwan
and Thailand, the group acquired 75% stake in Nakornthon.
SCB is the leading multinational bank in the Sub-Saharan Africa with prominent presence in
Kenya, Zambia, Zimbabwe, Botswana and Ghana. The group operations of the South Asia
and Middle East region are managed from Dubai.
Bank provides a full range of products and services to its all around the world, some of which
are mentioned below with a brief overview of the major business activities:
1. Global Consumer Finance
There are seventy-six branches and finance centers under this division in about ten countries
with a workforce of 1615 employees. Some of the services provided by this division are
unsecured personal loans, credit cards and retail store cards; vehicle related leases, etc.
Global Personal Banking
There are 410 offices/branches with a workforce of 12,000 employees working under this
division in 28 countries. Some of the services provided by this division are various kinds of
insurance and loans, various types of accounts, travelers' cheques, card money, etc.
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Internship Report: HRMP in Standard Chartered Bank
2. Global Corporate Banking and Institutional Banking
There are 350 branches/offices under this division. This division provides services in 42
countries. The services provided by this division are International Trade Management,
Institutional Banking, Treasury, Custody and Cash Management. This division operates on a
worldwide basis.
3. Global Custodial Service
There are 17 offices under this division and about 900 staff members in this division, operates
in fourteen countries and is headquartered in Singapore. Standard Chartered Equitor fulfils
Standard Chartered Bank's strategic commitment to providing custody and clearing services
in greater Asia. Standard Chartered Bank has one Asia's leading custodians for over 40
years. Equitor's main focus is on the following:
Commitment to quality
Dedication to customer needs
Sustained investment in people and systems
4. International Trade Management
This division is operational throughout the group and Standard Chartered Bank's core
strength is trade finance and services. With an experience of over 150 years, Standard
Chartered Bank has developed knowledge of trade finance, which is world class. Principle
services to importers are Import Letters of Credit; import Bills for Collection and Back-to-
Back Letters of Credit facilities.
Principle services to exporters include Export Letters of Credit, Direct Export Bills for
Collection, Bulk Letter of Credit Collection, Bonds and Guarantees.
5. Global Cash Management
This division is operational in all branches where the Group has a Corporate Banking and
Institutional Banking division. There are 100 employees working in this division. Standard
Chartered Bank recognizes the importance of Cash Management to Corporate and Financial
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Internship Report: HRMP in Standard Chartered Bank
Institutional customers, and offers a comprehensive range of services and liquidity
management. Services by this division are provided worldwide with stress on Asian delivery.
6. Global Institutional Banking
Through Standard Chartered Bank’s network of more than 600 offices in over 40 countries, it
is very well positioned to provide a wide range of services to institutional clients:
commercial, merchant and central banks; brokers and dealers; insurance companies; funds
and fund managers, and others. Offices in emerging markets of Asia, sub-Saharan Africa, the
Middle East, and Latin America are complemented by branches in the developed countries
such as USA, UK and Japan and the bank’s membership of the clearing systems in those
countries. The institutional banking group has network of offices in 25 countries throughout
Asia, North America, Europe, Africa and the Middle East. It provides Relationship managers
who are close to their customers and speak the local language. This wide network of
Institutional Banking facilitates transactions, introductions, problem solving and renders
advice and guidance on local trading conditions.
7. Global Electronic Banking
Electronic Banking provides various types of support through a wide range of operating
systems, sweeping transaction accessories with the provision of reporting features or other
special functions. There are 10 offices and 50 employees under this division, which operates
in 26 countries.
8. Problem Country Debt Unit
There is one office in this division with four employees working in it. Problem Countries
Debt Unit is the Group's provisional exposure to countries experiencing temporary external
liquidity problems, when such exposures are not externally secured or advanced on a
voluntary short-term basis.
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STANDARD CHARTERED BANK IN BANGLADESH
Internship Report: HRMP in Standard Chartered Bank
The Standard Chartered group is operating in 48 countries in various extents. These countries
are grouped in 5 regions based on their location business core focuses.
– Increasing competition for market share in the industry.
– Frequent changes of banking rules by central bank.
– Market pressure of lowering of lending rate.
– National and global political unrest.
– Default culture of credit.
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Internship Report: HRMP in Standard Chartered Bank
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SCB Eastern Prime HSBC Citibank
STRENGTHS
-Market
dominance
-Product
diversity
-People
-Flexibility
-Appetite for
term lending
-Flexibility
-Appetite
for project
finance
-Service
quality
-Quick
Turnaround
-Global Cash
Mgt.
-Strong
network
WEAKNESSES
-Service
quality
-Perceived
inflexibility
-Limited
product suit
-Limited
product
suit
-
Technolog
y platform
-Product &
market
knowledge
-Lack of
focus -Lack
of credit &
country risk
appetite
OPPORTUNITI
ES
- Middle
Market
- PCB
Clients
-Islamic
Banking
-Structured
products
- MNCs
- Fx products
- Syndication
-Cash Mgt.
-Fx
products
-Increase
wallet share
-Govt. Sector
-CM/CF
product
-Increase
wallet share
in Cash &
Trade
-CM/CF
products
THREATS
-Competition
-Regulatory
restrictions
-Privatized
NCBs
-Competition
both local
and Int.
banks
-
Competitio
n both
local and
Int. banks
-
Competition
-Regulatory
restrictions
-Privatized
NCBs
-Competition
-Extreme
sensitivity to
political
unrest
SCB’S PERFORMANCE IN BANGLADESHInternship Report: HRMP in Standard Chartered Bank
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Revenue Growth
0
20
40
60
80
100
120
SC
B
Isla
mi
HS
BC
Prim
e
EB
L
DB
BL
Dhaka
Citi
bank
Bank
Asia
CB
CL
US
D M
io
2002 2003
2004 2005
SCB leads in
Profit After Tax
0
10
20
30
40
50
60
SCB
Isla
mi
HSB
C
Citib
ank
Prim
e
EBL
Dha
ka
Bank
Asia
DBB
L
CBC
L
USD
Mio
2002 2003
2004 2005
SCB dominates in Profits
0.1%
2.1%
0.1%
SCB Citibank N.A.HSBC
Trading Profit contribution by Bangladesh Operations (Percentage over Group TP)
TP contribution of Bangladesh SCB to the group is 21 times that of the other two banking giants More than twice as large as Citibank N.A. or HSBC in Bangladesh
Internship Report: HRMP in Standard Chartered Bank
Internship Report: HRMP in Standard Chartered Bank
Data Collection Procedure
It was not possible to obtain information from secondary sources like magazine, article, or
journal for the reason that very few published study has been conducted within the context of
Standard Chartered Bank in Bangladesh. So, the researchers necessitated primary data in the
exploration of research problem. The researchers conducted questionnaire to collect primary
data.
Data Analysis Procedure
For this study, the researcher used statistical technique Stepwise Regression Analysis. The
researcher used Stepwise regression to test the strength of association between the study
variables. Stepwise regression also gave individual R2 for each independent variable with
dependent variable. For this research, SPSS version 11 has been used as the Statistical Data
Analysis tool as it offers greater flexibility in data analysis and visualization.
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RESULTS AND IMPLICATIONSInternship Report: HRMP in Standard Chartered Bank
Reliability Coefficient and Descriptive Statistics
The reliability coefficients, means, and standard deviations of all the constructs in the current
study are displayed in Table 2. The coefficient alphas for the different constructs were
computed using the reliability procedure in SPSS (version 10.0). Nunnally (1978) suggested
that for early stages of any research the reliability of 0.50-0.60 is sufficient. The reliabilities
of all the constructs in this study found to be above the standard set by Nunnally (1978).
Table 4: Reliability Coefficient and Descriptive Statistics of Training, Employee
Participation, Employee Selection and Perceived organizational performance.
Scales Number of items Alpha M SD
Training 5 0.69 3.84 0.39
Employee Participation 5 0.71 3.76 0.45
Employee Selection 6 0.66 3.71 0.48
Organizational Performance 4 0.59 3.72 0.45
Note: n =150
The survey was done with a formatted questionnaire having a 5-point likert scale.
In this study alpha value for all the variables are present. Alpha value indicates the reliability
of a given set of questioners. Reliability denotes the consistency level of a question. The
standard value of alpha is 0.5 means any value over 0.5 is acceptable.
In this study the alpha value is well over the standard value, which is a good thing for
research. By seeing this value there is no doubt that the selection of questions is proper. The
values are a little different from the original study done by Shay S. Tzafrir (2006) due to
some adjustment made in this research.
The means have been calculated by taking the average of all the answers of the questions in
each variable. The calculated mean for Training is 3.84 with a standard deviation of 0.39. It
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Internship Report: HRMP in Standard Chartered Bank
signifies that the training program of Standard Chartered has high influence on the employee
and the perceived organizational performance as the value is above 3.
The mean for Employee Participation is 3.76 and has a standard deviation of 0.45. So it can
be said that employees’ perception about their participation in different aspect is high and
they believe they are getting sufficient importance in their organization.
The mean value for Employee Selection is 3.71 with a standard deviation of 0.48. This
shows that the employee selection process in Standard Chartered Bank influences the
perceived organizational performance highly.
Correlation Analysis
A correlation analysis was conducted on all variables to discover the relationship between
variables. The correlation procedure was subject to a two-tailed statistical significance at two
different levels: highly significant (p < 0.01) and significant (p < 0.05).
Table 5: Correlation Matrix for Training, Employee participation, Compensation, and
Employee selection and Perceived Organizational performance
Variable Training Employee Employee Organizational
Participation Selection Performance
Training - .529** .557** .579**
Employee - .499** .583**
Participation
Employees - .522**
Selection
Organizational Performance -
**p< 0.01 (2 tailed)
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Internship Report: HRMP in Standard Chartered Bank
In explaining the relationship between the studied variables first we should know the range
by which we can understand how significantly or strongly each variable related to each other.
The ranges are given below:
0.0 to 0.2 Very weak, negligible
0.2 to 0.4 Weak, low
0.4 to 0.7 Moderate
0.7 to 0.9 Strong, high marked
0.9 to 1.0 Very strong, very high
The table above is a result of a correlation analysis that has been done on all the data that has
been collected through the questionnaire survey. This analysis is done to show the existing
relation among the study variables (training, employee participation, and employee
participation and perceived organizational performance). A bivariate two-tailed co-relation
analysis was done by running the data on SPSS 11.
In the given table it is seen that, each of the figures has the symbol ‘**’ which signifies that
each of the variables are significantly correlated with each other at a significance level of p <
0.01.
In the table it is visible that training is positively and significantly correlated with employee
participation by .529 or 52.9 % (r = 0.529, p < 0.01), with employee selection (r = 0.614, p <
0.01) and with perceived organizational performance (r = .579, p < 0.01).
In case of employee participation it is positively and significantly correlated with employee
selection (r = 0.544, p< 0.01), and with perceived organizational performance, (r = .583, p <
0.01).
Finally, employee selection is positively and significantly correlated with perceived
organizational performance by .522 or 52.2 % (r = 0.522, p < 0.01).
If we summarize the whole result we will see that there are correlations among training,
employee participation, and employee selection with perceived organizational performance
by training (r= .579, p<.01), employee participation (r=.583, p<.01), and employee selection
(r=.522, p<.01).
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Internship Report: HRMP in Standard Chartered Bank
This indicates that training, employee participation, compensation and employee selection are
moderately and positively correlated with perceived organizational performance.
Table 6: Stepwise regression on Perceived organizational performance
Variable B SEB β R2 ∆R
Step 1 0.391
Employee 0.551 0.036 0.622*** -
Participation
Step 2 0.473 0.089
Employee 0.603 0.046 0.549***
Participation
Training 0.388 0.055 0.474***
Step 3 0.562 0.082
Employee 0.662 0.015 0.602***
Selection
Training 0.498 0.025 0.687***
*p <.05, **p <.01, ***p <.001.
Stepwise regression will work as a useful tool in testing hypothesis. In this part of the
analysis we will see that which independent variables individually and collectively provide a
meaningful contribution towards the explanations of the dependent variable. Stepwise
regression analysis helps to determine the most significantly related variable that explains the
dependent variable.
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Internship Report: HRMP in Standard Chartered Bank
In table 6, shows that employee participation (p <.001), and training (p <.001) were found to
be statistically most significantly related with perceived organizational performance.
Employee selection failed to enter into the regression equation, which indicates it was not
that significantly related with perceived organizational performance like the other variables.
These results provided a partial support for hypothesis. These three variables (training,
compensation, and employee participation) together explained 56.2% of the variance in
perceived organizational performance. Employee participation, training, and compensation
individually explained about 39.1%, 8.9%, and 8.2% of the variance in perceived
organizational performance respectively.
Assessment of Research Hypotheses
Research Hypothesis 1
From Table 5, it has been found that training (r = .579, p<.01) had a statistically significant
relationship with perceived organizational performance and they are positively correlated in
context of standard Chartered Bank. Thereby, it proves the first hypothesis.
The regression analysis that we have in table 6 also supports this hypothesis. It shows that
training and perceived organizational performance are correlated at p < 0.01. The predictor
variable, in this case training explains 8.9% of the variance in perceived organizational
performance. So this analysis also supports hypothesis 1.
Research Hypothesis 2
There is a significant relationship between employee participation and perceived
organizational performance in context of Standard Chartered Bank Bangladesh.
The calculated correlation analysis suggests that there is a significant and positive association
among employee participation and perceived organizational performance
(r = 0.583, p <0.01). So from this result it proves that the correlation analysis completely
supports hypothesis 2.
The regression analysis also supports this hypothesis. It portrays that employee participation
and perceived organizational performance are significantly correlated at (p< 0.01). The
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Internship Report: HRMP in Standard Chartered Bank
predictor variable (in this case: employee participation) alone explains 39.1% of the variance
in perceived organizational performance. So this analysis also supports hypothesis 2.
Research Hypothesis 3
From Table 5, employee selection (r= .522) with perceived organizational performance is
positively correlated and also statistically significant. It is also positively correlated with the
others. Thereby, it is providing support to the Hypothesis 4.
From regression analysis (Table 6), employee selection has been excluded, because its
significance level is greater then 0.05. It also provides partially support to its relationship
with perceived organizational performance.
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RECOMMENDATIONSInternship Report: HRMP in Standard Chartered Bank
After completing the analysis of the studied variables in the context of Standard Chartered
Bank Bangladesh, the following issues were found for recommendation:
From the analysis, training proved to be a significant factor for organizational
performance. Therefore, Standard Chartered Bank should emphasize on their training
program to a great degree. Standard Chartered Bank should give proper formal
training in different areas to their employees so that they can increase the
organization’s performance through increase their individual performance by getting
good training.
According to the findings, employee participation turned out to be a very important
factor for Standard Chartered Bank. Majority of the employees believed that positive
participation of employees in different organizational aspects played a strong role in
improving the organizations performance. So Standard Chartered Bank should put
more focus on it and needs to create such organizational environment so that to each
level employee can participate in their respective areas.
Although compensation has not been analyzed in this research to find out whether it
had any significant relation with perceived organizational performance, it seemed to
be another important factor for Standard Chartered Bank, as per personal interviews.
Overall not a single respondent of the interviews had a negative view on questions
regarding compensation. This could be because they believed that compensation
played a strong role in improving the organizational performance. Therefore, Standard
Chartered Bank should put focus on it and try to give precise remuneration to each
level employee.
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LIMITATIONS OF THE STUDYInternship Report: HRMP in Standard Chartered Bank
Although this study makes several important contributions to the literature and has valuable
implications for practice, it is not without limitations. The researcher possessed a marketing
concentration background; therefore it required a substantial time and effort to study a non-
concentration field (i.e. Human Resource Management). This, consequently, shortened the
time required to actually prepare the report. There are be some other factors which can affect
perceived organizational performance like industry sector, organizational size, organizational
age, and union membership or personal relationship with staff which the researcher has not
considered because of the simplicity of the research and to narrow down the research focus.
Moreover, the sample will be taken from the employees of the Standard Chartered Bank who
has six months or more experience in the job and only from the branches in Dhaka city.
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CONCLUSIONInternship Report: HRMP in Standard Chartered Bank
To improve the organizational performance it is very important to provide formal training,
compensation by which the employees can satisfy themselves, and create opportunities where
every employee can participate. To an extent it is important to select the right kind of
employee for increase organizational performance, but the magnitude of transparency and
quality Standard Chartered Bank exerts in its employee selection process renders it sufficient
to merely continue the current practice. Therefore, from this study Standard Chartered Bank
Bangladesh can get the indications on which of the issues they have to focus more to increase
or improving their performance. Finally, this research will encourage further study and useful
guidelines for these types of researches.
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Internship Report: HRMP in Standard Chartered Bank
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