Human Resource Management Practices in Bangladesh: A Comparative Case Study based on public and private dairy firm in Bangladesh. Subject: Human Resource Management Section: 01 Submitted to M. Khasro Miah, Ph.D. Associate professor, North South University Submitted by 1
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Human Resource Management Practices in Bangladesh: A Comparative Case Study based on
public and private dairy firm in Bangladesh.
Subject: Human Resource Management
Section: 01
Submitted to
M. Khasro Miah, Ph.D.
Associate professor, North South University
Submitted by
Faisal Nasir Khan ID#102- 0576-060
Raquib Mahmud ID#102- 0708-560
Mahmudul Alam Chowdhury ID#102- 0919-060
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Acknowledgement
We would like to express our most sincere gratitude and appreciation to our course
instructor Dr. M. Khasro Miah ( Associate Professor, North South University) for
giving us the opportunity to make this project.
To be honest, we were little bit bogged before starting this project. Class lectures
helped us to get rid of this problem. So, we are indebted to our course teacher Dr. M.
Khasro Miah for his outstanding class lectures which made this work much easier.
Our honorable sir also made the class more interesting introducing different kinds of
discussion regarding to various issues which cover HRM. That’s why a major part
credit goes to him.
Also thanks to Milk Vita’s Assistant Manager (procurement) Kanti Mondal for
helping us providing information related to human resource management of dairy
farm.
Thanks to Almighty for giving us potential to bring this Project into reality.
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ABSTRACT
Human Resource management has several sections to explore. In this Human
Resource Management Course (BUS-601), we have been given the topic based on
Human Resource Management Practices in Bangladesh: A Comparative Case Study
based on public and private dairy firm in Bangladesh.
To conduct the project, we have selected three dairy farms. Among one is state owned
named as Milk Vita. Others are private dairy farms named as Aarong dairy farm and
Aftab dairy farm. We focused to reveal the Human Resource practices in respective
farms. Effectiveness and efficiency of Human Resource system is also pointed out in
this paper.
Providing the introduction regarding to dairy farms, we started our project. Then we
showed the present scenarios of dairy production all over the Bangladesh. After that,
limelight is given on the Human resource practices in Bangladesh. It includes
recruitment and selection (R&S), training, promotion, employee compensation,
performance appraisal, transfer and posting, grievances, diversity management,
employee testing & selection, establishing strategic pay plans etc.
We introduced the dairy farms giving the very basic introduction about them. We also
plotted the difference between the practice of Human resource system in Bangladeshi
dairy farms and those existing outside. For Bangladeshi dairy farms, we have
developed a research based questionnaire which contains some questions about the
qualification, educations, skills of the employees etc. Taking the help from internet
we plotted the present status of Human Resource practices in the dairy farms outside
Bangladesh. We also took interview of officer level personnel working inside the
dairy farm. Over phone we took interview of private dairy farms personnel.
We developed a questionnaire which was objective type. It focuses the employee
status of the respective farms. These include salary and motivation factors, training
and developments, employee commitment, and employee satisfaction etc.
Surprisingly, we found that most of private dairy farms HR department is busy in
providing only recruitment and selection service. The state owned dairy farm Milk
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Vita does not have any Human Resource department. Their selection procedure is
done by the higher officials of the organization. The worker level recruitment is done
here mostly by references without any formal and structured interview. Our findings
found that recruitment in state-owned Milk Vita does not have transparency at all. The
turnover rate of officer level is almost zero because of having very relaxed and
securitized job.
Finally, we have proposed a Human Resource model for the concerned dairy farms.
Over there, we put highlight on unbiasedness, responsiveness, activeness and
monitoring. We encouraged them to develop a Strategic Human Resource
Management (SHRM) to meet the existing problems sharply. We also provided them
the HR paradigm in order to attain the organizational goal in a more responsive way.
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Introduction
Dairying is nearly always a part of mixed farming systems in Bangladesh. It has a
direct impact on income generation, poverty alleviation and availability of animal
protein. Quantification of the contribution of livestock, including poultry, shows that
dairying is the predominant source of income generation. (Miyan 1996)
Bangladesh currently has a high demand for fresh dairy products but imports about 40
percent of the milk it consumes. This presents an opportunity for dairy farmers to
expand their businesses and supply milk within their own country.
The growth of dairy firm was witnessed from time to time. In rural Bangladesh, both
men and women are largely contributing to agricultural and economic productivity
through dairy firm. Specially, the involvement of rural women in dairy firms is highly
appreciating. Milk provided by dairy firms is wide acceptable all over the country.
The major constraints to dairy cattle production are the shortages of quality feeds and
fodder, the breeds of cattle, poor management practices, and limited access to
veterinary care and disorganized marketing systems.
In addition, there is a lack of institutional support, research and training, which would
be beneficial to the farming environment. Proper implementation of Human resource
management can solve this purpose to some extent. (M. Saadullah)
Several private dairy firms have been developed in order to meet the demand of dairy
related facts. But the government of Bangladesh owns only one dairy firm. It is Milk
Vita. This dairy farm is serving on a large scale throughout the country. Lack of
prudent strategies and policies put the government owned Milk-vita into a
troublesome position. But, still a large percentage of consumers rely on this institution
highly. This is because of their variation of products and keeping the low price
compare to the market.
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Present status and impacts of dairy production on small holder dairy systems
The majority of dairy farms in Bangladesh are privately owned. Entrepreneurs are
also getting involved in small-scale and commercial dairy farming in urban and
peri-urban areas through micro-credit programs, provided by Grameen Bank and
NGOs, which are aimed at poverty alleviation. On the basis of primary use of cows,
farm size and use of dairy products, dairying may be classified into the following four
categories
(i) Dairying for home consumption,
(ii) production from dual-purpose cows (draft and milk),
To find out the job related worker characteristics that need to be present for recruits, the
KSAOs model can come in useful. The KSAOs stands for Knowledge, Skills, Ability and
Other characteristics. Based on KSAOs the effective competencies that Milk Vita needs
for its recruits can be indicated accurately. As there are varied level of recruits the level of
competencies will also vary.
Things you didn't know
Fig-model for identifying knowledge skill and abilities for workers (Gully)
Exit interviews
In the dairy farms the voluntary turnover is high, that’s why we think when an employee
will be quitting the company he or she will give an exit interview which will reveal the
reason why they are quitting and based on that company will correct the defects. It will
help to explore the problems regarding to turnover. Therefore the companies will be able
to more concern about the reasons behind this. Corrective measure can be taken to settle
down the problem.
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Performance Appraisal
The evolution of the concept of performance management as a new Human Resource
Management model reflects a change of emphasis in organizations away from
command-and-control toward a facilitation model of leadership. This change has been
accompanied by recognition of the importance to the employee and the institution of
relating work performance to the strategic or long-term and overarching mission of
the organization as a whole. The performance management process provides an
opportunity for the employee and performance manager to discuss development goals
and jointly create a plan for achieving those goals. Development plans should
contribute to organizational goals and the professional growth of the employee.
Therefore when we are assessing past performance, we should concentrate on
assessing what the appraisee actually does and says, to demonstrate their knowledge
and skill. This means that we should concentrate on discussing past examples of their
behaviour. This will help us award a fair, honest and objective assessment of their
performance.
Overall recommendation
Human Resource Department is an indispensable tool and a continuous process, so
dairy farms should matches organizational needs for human resources and the
individual needs for a career development which will enables the worker and
employees to gain their best human potential by attaining a total all round
development. Creation of an HRD will promote dignity of employment of every
employee and workers of the dairy farm. It will provide the opportunities for team
work, personal development and career development. Hence, a well-planned HRD
System must be established within the dairy farms for better part of human resource
management.
Counselling, among workers and employees of the dairy farm will lead to improve
career counselling, motivation counselling and technical counselling for trouble-
shooting, facilitates career planning to industry development. Effectively and timely
grievance handling practices of HR system ensure effort for human resource
development that will be able to bear real fruit to the respective dairy farms
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During the visit we made detailed discussions with managers of the dairy farm on
various aspects of training ranging from quality judgment of raw production in the
field to marketing of milk products. But ultimately everybody agreed that the present
need is to improve the quality of all the personnel in a dairy farm ranging from
workers to managers from the viewpoint of technical knowledge.
We all had agreed that this is a long-standing issue for the dairy farms and how to
tackle this problem is not known to the personnel in the country yet. However,
everybody opinioned that a beginning must be made sooner than latter and this will
ultimate lead to the availability of a comprehensive course materials for all the level
of personnel in dairy industry .Various training modules shall be standardized within
a short period. People from the dairy industry should feel that the training program
should be short, meaningful and both the theory and practice should be blended at the
proper ratio for easy and better understanding of the people of dairy farms.
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Conclusion
Human resource is the most important asset for any farm. More precisely, to put
human resource into action is very important. It is now globally recognized that
managing human resources is the basic job of management. With the advent of
globalization of business, Human Resource Management (HRM)/Human Resource
Development (HRD) has now emerged as one of the prime aspects of management
policies for dairy farm Industry too. The very management philosophy of this industry
should make an HR structure under which to some extent every production manger
and GM, from top to bottom, within the company can be concerned with the HRM
and it is much more how they are just recruiting employees and workers. Once
recruited, the Human Resource Department helps a new recruit to become a
productive and satisfied employee. Such helps are also extended to the existing
employees who are reassigned to new jobs through promotions, transfers etc. and
even for up gradation of their skill.
Dairy farming has become a great industry in Bangladesh. But there is no pure HR
department to monitor the large man power of this industry. Most of the workers have
not sufficient basic educational knowledge and the average education is below class
Eight. The training policy for procuring skill is very limited. The recruitment system
is totally biased and not under any systematic HR techniques which thus clearly for
lack of organizing HR department.
Most of the top management in public sector is politically biased in case of
recruitment. There is huge demand of dairy products in both domestic & international
market. Every year government earns huge amount of currency by milk related
products. But the government is not serious about the benefit & facilities of dairy
industry workers. The workers want more benefit rather than salary due to lack of
compensation package against their effort. So, basically dairy industry authority
should formulate an HR body to offset the dairy farms overall production and
mismanagement lacking.
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BibliographyBillah, M. P. (2009). Human resource management practices and employee turnover: A study on private commercial banks in Bangladesh. Journal of Business and Technology .
Dr. Soumen Mitra, M. (2011). A comprehensive study on private dairy farming in Bangladesh.
Gully, P. a. Strategic Staffing.
Huda, K. K. (2007). 2007, HRM practices & challenges of non-government development organizations: An empirical study on Bangladesh. Journal of Management, Vol. 9, No.1, pp. 35-49 .
Khulna, U. O. (2008). itment and Selection Process in Unilever Bangladesh Ltd.
Saadullah, M. Smallholder dairy production and marketing in Bangladesh. Department of Animal Science, Bangladesh Agricultural University, Mymensingh, Bangladesh.
www.aitlbd.net/ig/abfl. (n.d.). from www.aitlbd.net.