Internship- HRM practice in Dhaka BANK Limited”

CHAPTER 1 INTRODUCTION

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1.1. PROPOSITON OF THE STUDY

For over a decade, information technology has significantly affected the banking

industry. Banks and other financial institutions have improved their functions as a

financial intermediary through adopting various information technologies. Generally

when the information technologies combine with functions of banks and financial

institutions, it is called electronic banking.

Among various electronic banking technologies internet banking is the latest banking

technology and the most rapidly diffused banking technology through out the world.

Now, in a world which is becoming increasingly open as a result of the internet and

www, internet banking has been gaining ground around the globe. This offers banking

institutions a new frontier of opportunities and challenges further augmenting

competition in the global banking market.

Since the launch of Internet the large planet has become a smaller one. It has rendered

enormous impacts on business sectors. Remarkable development in ICT (Information and

Communication Technology) has introduced a global revolution in banking sectors. The

global trend in business arena set some challenges that cannot be fulfilled with the help of

the traditional banking system.

The survey of current banking system in Bangladesh reveals the fact that it requires rapid

modification and adaptation to keep harmony with the world economy business. It

becomes more obvious by observing the increased number of customers in some modern

banks while others are losing them. In the context of Bangladesh, a country of more than

140 million people, it is to be realized that there is no other option for us than to join the

current trend. Otherwise it is almost impossible to bring any sort of fruitful achievement

for the country.

At present, people are very often scared of doing any banking function with most of the

bank of Bangladesh. For, they still follow the traditional paper-based system. It, then,

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becomes cumbersome to perform even a simple financial service such as account

checking. Therefore, the existing banking system in our country is awkward, slow and

error-prone. It, in one hand, fails to meet the customers’ demand and, on the other hand,

it causes some significant losses both for the banking authority and traders. Electronic

banking, on the other hand, solves the above problems. Furthermore, it opens up some

other salient aspects such as increased foreign trade and foreign investment.

In order to cope with the changing technology DBL pursuits internet banking services

keeping in mind to hold up their position in the global competitive world providing

better services that customers expect being a man in the twenty first century.

This report is an impartial University Curriculum requirement for Bachelor of Business

Administration (BBA) Degree, assigned by my internship supervisor Shagufta Manzoor

(lecturer of Southeast University, Bangladesh) for internship & placement Committee

based on project assigned by Dhaka Bank Limited (DBL). It took 3 months to analyze

and evaluate the various activities of Dhaka Bank Limited (DBL).

1.2 Objective of the study:

The main objective of the study is to gather practical knowledge regarding banking

system and operation. This practical orientation gives us a chance to Co-ordinate out

theoretical knowledge with the practical experience. The following are of objective for

this practical orientation in bank:

(a) To apply theoretical knowledge in the practical field.

(b) To understand existing HR policy of Ahamed Amin Group Of Company Ltd.

(c) To know the various aspects and activities of HRM in an organization.

(d) To know the HRM practices in an organization in Bangladesh

(e) To observe the working environment in commercial banks.

(f) To study existing banker customer relationship.

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1.3 Coverage of the study:In this report, three major areas in this Company have been covered which are:

(a) Employee acquisition

(b) Employee development

(c) Compensation and benefits

1.4 Objective of the Organization:The word “Company” refers to the financial institution dealing with money. Company

system occupies an important place in a nation’s economy. A banking institution is

indispensable in a modern society. It plays a pivotal role in the economic development of

a country and forms the core of the money market in an advanced country. On the other

hand they are borrowing money from the locals and lending the same to the business as

loans and advances. So the people and the government are very much dependent on these

banks as the financial intermediary. Moreover, banks are profit-earning concern, as the

collect deposit at the lowest possible cost and provide loans and advances at higher cost.

The differences between two are the profit for the bank. In recent times the banking

sector over the world has been undergoing a lot of changes due to deregulation,

technological innovation, globalization etc. Bangladesh banking sector is lagging for

behind in adopting these changes.

Involvement of the banking sector in different financial events is increasing day by day.

At the same time the banking process is becoming faster, easier and the banking arena is

becoming wider. As the demand for better service increases, the banking organizations

are coming with innovative ideas. In order to survive in the competitive field of the

banking sector, all banking organizations are looking for better service opportunities to

provide to their clients. As a result, it has become essential for every person to have some

idea on the bank and banking procedure.

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1.5 Dhaka Bank’s Mission: To be the premier financial institution in the country providing high quality products and

services backed by latest technology and a team of highly motivated personnel to deliver

Excellence in Banking.

1.6 Dhaka Bank’s Vision: At Dhaka Bank, we draw our inspiration from the distant stars. Our team is committed to

assure a standard that makes every banking transaction a pleasurable experience. Our

endeavor is to offer you razor sharp sparkle through accuracy, reliability, timely delivery,

cutting edge technology, and tailored solution for business needs, global reach in trade

and commerce and high yield on your investments. Our people, products and processes

are aligned to meet the demand of our discerning customers. Our goal is to achieve a

distinction like the luminaries in the sky. Our prime objective is to deliver a quality that

demonstrates a true reflection of our vision – Excellence in Banking

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CHAPTER 2

METHODOLOGY

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2.1 Objective of the study:

The main objective of the study is to gather practical knowledge regarding banking

system and operation. This practical orientation gives us a chance to Co-ordinate out

theoretical knowledge with the practical experience. The following are of objective for

this practical orientation in bank:

(g) To apply theoretical knowledge in the practical field.

(h) To understand existing HR policy of Social Dhaka Bank Limited.

(i) To know the various aspects and activities of HRM in an organization.

(j) To know the HRM practices in an organization in Bangladesh

(k) To observe the working environment in commercial banks.

(l) To study existing banker customer relationship.

(m) To appraise the performance of DHAKA BANK Limited.

(n) To find out how people are encouraged to do banking in DBL

2.2 Study Area

Internship is an integral part of our BBA Program. I have done my internship in

‘Dhaka Bank, Banani Branch, Dhaka’. I have opted ‘HRM practice in Dhaka

Bank Limited’ as my study area.

2.3 Data Collection:For smooth and accurate study every one have to follow some rules & regulation. The

study impute were collected from two sources:

(a) Primary sources

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(i) Practical desk work

(ii) Face to face conversation with the officer and managers

(iii) Direct observations

(iv) Face to face conversation with the client

(v) Major sources of Primary information discussed with my supervisor Krishno

Babu (FAVP).

(b) Secondary sources

(i) Annual report of DBL

(ii) Files & Folders

(iii) Memos & Circulars

(iv) Different textbooks

(v) Different Websites

(vi) Bank’s record

2.3 Limitations of the study

The limitations of the study are defined by the extensive of the facts covered by the study

and those that left out. However, these limitations can be presented in the following lines:

The first limitation is that I failed to sketch the complete picture of the Dhaka Bank’s

activities, as I have to shorten my internship period for my BBA admission. So I tried

my best to focus on what I have done and also tried to make it consistent with other

part of the report.

The second limitation is the lack of intellectual thought and analytical ability to make

it a perfect one.

I have to offset with the quality due to time constraint, which apparently seems to be

the most severe limitation.

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Another limitation of this report is non-availability of the most recent data &

information of different activities of Dhaka Bank’s policy of not disclosing some data

& information for some reasons, which could be very much useful.

Experiences gathered from one branch of the Bank so it’s difficult to find out every

transaction of a Bank.

Clients were too busy to provide me much time for interview.

It was difficult to know whether willing respondents are truly representative.

Time was very short to do this type of research. The research could have been better

if the time was more than three month.

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CHAPTER 3

ORGANIZATION PROFILE

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3.1 Historical Background of Dhaka Bank Ltd (DBL)Bangladesh economy has been experiencing a rapid growth since the '90s. Industrial and

agricultural development, international trade, inflow of expatriate Bangladeshi workers'

processing and service enterprises ushered in an remittance, local and foreign investments

in construction, communication, power, food era of economic activities. Urbanization and

lifestyle changes concurrent with the economic development created a demand for

banking products and services to support the new initiatives as well as to channelize

consumer investments in a profitable manner. A group of highly acclaimed businessmen

of the country grouped together to responded to this need and established Dhaka Bank

Limited in the year 1995.

A fully operational Commercial Bank, Dhaka Bank Limited focuses on pursuing

unexplored market niches in the Small and Medium Enterprise Business, which has

remained largely untapped within the country. In the last five years of operation, the

Bank has disbursed over BDT 13,188.26 million in loans to nearly 37047 small and

medium entrepreneurs in 2009. The management of the Bank believes that this sector of

the economy can contribute the most to the rapid generation of employment in

Bangladesh. The Bank's footprint has grown to 57 branches, 229 SME unit offices and

1558 POS terminals, 1900 remittance delivery points across the country. In the years

ahead Dhaka Bank Limited TED expects to introduce many more services and products

as well as add a wider network of SME unit offices.

The Bank was incorporated as a public limited company under the Companies Act. 1994.

The Bank started its commercial operation on July 05, 1995 with an authorized capital of

Tk. 1,000 million and paid up capital of Tk. 100 million. The paid up capital of the Bank

stood at Tk. 1363.83 million as on 31 December, 2010. The total equity (capital and

reserves) of the Bank as on  December 31, 2010 stood at Tk. 5,817.80 million

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3.2 Functions of the Organization

3.2.1: Trade Finance: DBL provides comprehensive banking services to all types of

commercial concerns such as in the industrial sector for export-import purpose as

working capital, packing credit, trade finance, Issuance of Import L/Cs, Advising and

confirming Export L/Cs. - Bonds and Guarantees.

-Low interest rate 13.00%-14.50%.

-Minimum processing time.

-Low service charges.

3.2.2: Overdraft: DBL offers overdraft facility for corporate customers for day-to day

business operations.

-Low charges in overdraft account maintenance.

-Facility is available against deposit receipt or mortgage property.

-Low interest rate 13-16%.

-Introductory current account.

-Others necessary documents as per loan requirement.

3.2.3: Lease Finance: Dhaka Bank Limited offers leasing facility for clients with easy

installment facility. As a part of its strategy to ensure steady growth and add value to

shareholders, the company diversified its business into Lease Finance for acquisition of

all types of Industries.

-Capital machinery.

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-Different equipments.

-Gas, Diesel generator and Power plant.

-Medical equipments.

-Lift or elevator.

-Information Technology equipments.

-Construction equipments.

-Consumer durables.

3.2.4: Home Lone: DBL offers home loan facility for purchasing flats or construction of

house

-Financing amount extends upto 70% or Tk. 75,00,000 which is highest of total

construction cost.

-Grace period available upto 9 months in flat purchase or 12 months in

construction.

-Competitive interest rate.

-No application or processing fee.

3.2.6: Savings Deposit: Dhaka Bank Limited offers customers a hassle free and low

charges savings account through the branches all over Bangladesh.

-Interest rate of 6.00% on average monthly balance.

-Minimum balance Tk.1000.

-Maintenance charge yearly Tk. 400.

-No hidden costs.

-Standing Instruction Arrangement are available for operating account.

3.2.8: Deposit Scheme: As approved by Bangladesh Bank we accept fixed deposit for 1-

year term from individual customers and 6 months from corporate customers. We offer

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attractive rate of interest for such Term Deposit.

3.2.9: Foreign Exchange Business: As usual foreign exchange business contributed

largely to its profitability in 2008 also. The Management of the bank careful in creating to

the banking needs of the exports and such as always tries to depute component officers

having required expertise in the field. As a result bank foreign trade witnessed impressive

development during last few years. During 2008, The Bank handled export & import

business for Tk.12, 522.04 million & Th.38, 796.88 million respectively. Number of

Bank’s AD Branches was 20 (twenty) in 2008, which is expected to increase by 03

(three) Branches in 2009.

3.2.10: Remittance Business: For last few years, in order to inspire the Non-Resident

Bangladeshis (NRS) residing abroad to remit their hard earned foreign currency through

legal Banking channel, DBL Bank has taken a number of steps. As part of this, agreement

with various exchange companies to cover the globe has been made, which brought result

beyond expectation. Last year, the Bank entered into a joint venture with TMSS-an NGO

working for empowerment of womenfolk’s of the county under DFID funded project

called RPCF and could outlets, this is a unique idea of extending maximum service at

minimum cost to the beneficiaries. Apart from this bank is regularly participation in

various potential remittance senders. In 2008 the Bank received more than BDT

12,098.18 million recording 62.53% increase over last year’s figure of BDT 7,443.50

million.

3.2.12: Others Function:

-Current Deposit

-Term Deposit

-Short Term Deposit

-Fixed Deposit

-Foreign Currency Deposit

-DBL Monthly Saving Scheme

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-Small Medium Enterprise

-Consumer Credit Scheme

3.3: Role of the Organization in the Economic Development of

BangladeshIn the economic view, DBL plays a lot role, now I describe the role. In the economic

front, inflation attracted the highest attention of the government, businessmen and media.

In Bangladesh, inflation has become a social problem rather than an economic problem as

it hit hard to lower income group. The inflation crept up to 5.94 percent in January to

11.59 percent in December 2007 and Dhaka Bank Ltd faced problems like previous

years. Dhaka Bank Ltd. Contributes in various way, like-

Employment: Dhaka Bank Limited has been continuously creating new fields of

employment every year by way of expansion of its business activities and branch

networks. In 2008, the bank created employment for 305 personnel.

Education: Dhaka Bank Limited Foundation was established in 1989 for fulfilling

responsibilities of societal welfare. It has been running the National public School and

Collage in Comilla, Dhaka where present enrolment is 1140. In 2008, 53 students

appeared at the SSC Examination and among them, 25 students achieved Golden A+

while 32 students appeared at the H.S.C. examination out of which 4 students achieved

Golden A+. The bank has been accommodating prospective graduates of recognized

universities for completing their internship.

-DBL also awarded stipend and scholarship to the 05 (five) meritorious students

of Faculty of Business Studies, University of Dhaka.

-Under the banner of the NCC Bank Foundation, the Bank distributed education

materials to poor students of Datagram and Angoras enclaves.

-Awarded Scholarships to talented but distressed students and grant assistance to

the off- springs of the Bank’s employees.

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Health Care: With a view to assisting destitute in treatment, the Bank extend subsidy to

a city Hospital.

 Disaster Relief: Dhaka Bank Limited always extends its helping hands and stands by the

suffering and helpless people in times of natural calamities.

1. To help the Flood and Sidr Victims, the Bank has donated Th.1.10. crore to the

Chief Advisor’s Relief Fund and Relief Fund of the Chief of Army Staff.

2. The Bank has distributed blankets to the destitute of southern part of the county to

help them in coping with severe cold wave.

3. To help the victims of BDR carnage the Bank has donated Tk.25.00lac to the

prime Minister’s Relief Fund.

Merchant Banking: Dhaka Bank Limited is playing an effective role in capital market

of the country and remains engaged in various activities related to IPO’s such as banker

to the issue, underwriting etc. In 2008 DBL has earned an amount of Tk.3.98 million

from this arena.

Total investment of the bank in the capital market as on 31.12.08 was Tk.2,346.9 million

consisting of primary and secondary market for Tk.227 million and Tk.2,119.9 million

respectively. A total amount of Tk.143.19 million was earned from the sell & purchase of

shares in the year under review. On the other hand, DBL has earned a total amount of

Tk.44.12 million as cash dividend from shares of different companies.

DBL purchased a membership of the Dhaka Stock Exchange Limited (member No. 203)

and got registration as DBL Capital Services and became a corporate member of DSE.

Agri-Finance: Country’s northern part is always beloved to be a backward region where

threat of famine, popularly known as ‘Monga’ looms as there is little scope of

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employment during dry seasons. To help the people of the area, the Bank extended credit

facilities under flexible terms for cultivating maize.

 Sports & Culture: Dhaka Bank Limited has a tradition of patronizing and sponsoring

sports and cultural activities of the Country. The "Dhaka Bank Volleyball league -2007"

was arranged under the patronization of the Bank. It has also arranged annual picnics as a

means of recreation for its executives, officers and staff.

Others: Dhaka Bank Limited has always maintained their corporate social responsibility

in various ways. It has always appreciated various kinds of fair, festivals and other

gatherings organized by different private or public sectors

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3.4 CORPORTE IFFORMTION

Name of the Company Dhaka Bank Ltd.

Legal Form A Public limited company incorporated in

Bangladesh on 6th April 1995 under the

Companies Act, 1994 and listed in Dhaka Stock

Exchange Limited and Chittagong Stock

Exchange Limited

Registration Number C-28146(1992)/95

Date of Commencement 05 July 1995

Registered Office Biman Bhaban(1st Floor)

100 Motijheel C/A, Dhaka-1000, Bangladesh

Telephone +8802 9554514

Telex 642425 DBL FX BJ

SWIFT Code DHBLBDDH

E-mail [email protected]

Web Page www.dhakabankltd.com

Auditors Howladar, Yunus & Co.Chartered Accountants

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3.5 Structural Management

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Board of DirectorsChief Advisor

Managing Director (HRD)

Deputy Managing DirectorGSD, CAD, A&I, GB, D&M

Deputy Managing DirectorID, IT, Credit, R&D

Executive Vice President/Company Secretary

Senior Vice President Senior Vice President Senior Vice President

Vice President

First Astt. Vice President

Astt. Vice President

Senior Principle Officer

Principle Officer

Senior Officer Officer

Officer

Astt. Officer

3.6 Dhaka Bank Ltd's Branches: There are 57 Branches of DBL. Some of them are follows:

Head Office

Uttara Branch

Local office

karwan Bazar branch

Joypara Branch

Islampur Branch

Islamic Banking Branch, Motijheel

Imamganj Branch

Gulshan Branch

Foreign Exchange Branch

Fantasy Kingdom Branch

EPZ Branch

Dhanmondi Branch

Bangshal Branch

Banani branch

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Junior Officer

Amin Court Branch

Agrabad Branch

Khatunganj Branch

Jubilee road Branch

Islamic Banking Branch, Agrabad

O.R Nizam Road Branch

Naryangang Branch

Madhabdi Bazar Branch,

Narshingdi Belkuchi Branch, Sirajgang

Laldighirpara Branch, Sylhet

Moulvibazar Branch

Rajshahi Branch

Bogra Branch

Cox’s Bazar Branch

Mohakhali Branch

Comilla Branch

B B Road Branch, Narayangong

Jossor Branch

Chandpur Branch

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Hazigong Branch

Konabari Branch

3.7 Corporate Values

Value the fact that customers are the member of the DBL family

Creating an honest, open and enabling environment

Have a strong customer focus and build relationships based on integrity, superior

service and mutual benefit

Strive for profit & sound growth

Work as a team to serve the best interest of its owners

Relentless in pursuit of business innovation and improvement

Value and respect people and make decisions based on merit

Base recognition and reward on performance

Responsible, trustworthy and law-abiding in all that the organization does.

3.8Departments of Dhaka Bank Limited

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If the departmentalization is not fitted for the particular works there would be haphazard

situation and the performance of a particular department would not be measured. Dhaka

Bank Limited has does this work very well. Departments are as follows:

1. Human Resources Department

2. Financial Administration Department

3. Asset Operations Department

4. Credit Division

5. SME Division

6. Internal Control & Compliance Department

7. Marketing & Product Development

8. Impaired Asset Management

9. Remittance Operation Department

10. Treasury Front

11. Treasury Back

12. General Infrastructure Service

13. Information Technology Department

14. Customer Service Delivery

15. Cards Division

16. Call Center

17. Cash Management

18. Secured Remittance department

19. Women Entrepreneur Cell

20. Payment Service

3.9 Introduction of the Banani Branch

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Dhaka Bank Limited of Banani Branch is one of the profitable Branch of DBL is located

at Kamal Ataturk Road, Banani, Dhaka. It started at the year of 1st July,1997 with 14

employees. Now it has 36 employees, which includes one EVP, one SAVP, three FAVP

three AVP, two SPO, one PO, two SO, five officer, two probationary officer, seven junior

officer, four assistant officer, four sales people, two peon, two security guard.

Organgram of Banani Branch

Personal Banking Cash Accounts

General Banking Credit Foreign Exchange

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Banani Branch

CHAPTER 4

Analysis & Findings

4.1 EMPLOYEE ACQUISITION

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4.1.01 Authority of RecruitmentTerms of Service Manual

8 January 2007

As per Bangladesh Bank BRPD Circular No.16 dated July 24, 2003, Appointments to the

services of the Bank up to the two-level below the rank of the Managing Director shall be

made by the Board of Directors of the Bank. All other appointments shall be made by the

Managing Director of the Bank as a when required under the Organ gram of the Bank

duly approved by the Board.

4.1.02 Recruitment/Appointment:Recruitment and selection are some of the important inputs to healthy organizational

activities. Recruitment procedure commences within the bank due to turnover,

promotion, retirement, new business strategy, etc. Bank’s philosophy is to retain and

develop the in house talents and hire the best performers in the industry. The recruitment

procedure includes Internal Job watch, and from external sources. Skill set, need,

availability are the prerequisite criteria for recruitment. For sustenance and growth of

business the Bank will

Recruit at three levels:

No person shall be appointed to the service who is below 18 (eighteen) years of age and

above 30(thirty) years of age in respect of direct fresh recruitment. This age limit may be

relaxed for lateral entry.

1. Junior Levels: (Junior Officer to Senior Officer)

On need basis, whenever a vacancy arises. Recruitment at this level will be made through

a basic job related written test and interview. Recruitment at this level is made from the

“Drop in Application’s that the bank receives on a regular basis or through media

advertisement. Minimum qualification for this level should be graduate.

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2. Management Trainees

On a planned basis to develop a team of young potential fresh graduates to develop them

as future leaders of the bank. The numbers will be determined every year depending on

the change in business, the requirement of people and the turnover of last year. The

recruitment should ideally be done from recognized educational institutions. Students of

the Bangladesh Institution of Bank Management and Bangladeshi nationals having

foreign education and degree from reputed Universities may be recruited on Oral Test/

Aptitude Test.

Every year, recruitment of the Management Trainee will be made through Job Fairs/

contacts with the appropriate academia. The selection procedure would involve assessing

a person’s ability through a formal “Assessment Centre” and Interview procedure where

the candidate will be judged for -

3. Lateral Entry:

External recruitment at any level will be made only when:

Internal successor is not available and/or

Totally a new job and/or

A technical job and/or

This may be done by publicizing the Position Opening through newspaper advertisements

in leading national dailies. The candidates will be selected through an in-depth

Competency Based Interview. In case of need, the Managing Director can recruit such

Officers on an option of Contractual service or temporary basis. Head Hunting firms may

be awarded the job for head hunt in some cases when no potential candidate is available

for recruitment within the CV database of HR Dept. and external sources.

4. Pre-Employment Medical Check For appointment

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Pre-employment Medical check-up and reference: Before issuing appointment

letterpress-employment medical examination and reference checks will be done.

After completing all necessary procedures, the Management will issue an Employment

Offer to the new recruits. The offer letter will state the position, starting salary,

commencement date and eligible benefits.

5. Form of Declaration

Every employee, to whom the Rules apply, shall execute a declaration in the following

form at the time of joining.

“I hereby declare that I have read and understood the Human Resources Manual Dhaka

Bank Limited and I hereby subscribe and agree to be bound by the said Rules and any

modifications and amendments thereto made from time to time. I further declare that I

will faithfully, truly and to the best of my judgment, skill and ability, execute and

perform the duties required of me and which will properly relate to my office or position

in DBL.

I also declare that I will not communicate or allow to be communicated to any person not

legally entitled thereto any information relating to the affairs of the Bank nor will I allow

any such person to inspect or have access to any books or documents belonging to or in

the possession of the Bank and relating to the business of the Bank. I also declare to the

effect that I have not ever been convicted by a Court.”

4.1.03 Probation Period:

Employees appointed from Junior Officer to Senior Officer Level shall be on probation

normally for a period of 6 (six) months. The probation period for the Management

Trainees will be for 1 (one) year from the date of joining.

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1. During the probation period the new recruit’s suitability for the job will be

appraised. This period will also provide the new employees the opportunity to

appreciate whether the job is suitable for him/her. The probation period may be

extended if the Management is of the opinion that additional training or time is

enquired to review the performance of a new recruit.

2. During probation, the Management may terminate the employment at any time

without notice. Similarly, an incumbent may terminate his/her employment with the

Bank at any time during probation on intimation in writing to the Management.

The probation period in case of Management Trainees will be for 12 (twelve) months.

During the first six months the candidate will rotate among different functions of the

bank and the next six (6) months he/she will be stationed in a particular job. After

completion of probation period a thorough evaluation assessment of the competency and

suitability of the Management Trainees in the respective department of the bank is carried

out by an evaluation committee headed by Managing Director. On the basis of evaluation

the Management Trainees are confirmed and placed in different departments of the Bank

as Principal Officer.

4.1.04 Authority of Confirmation:On satisfactory completion of probationary period, from Principal Officer (Management

Trainee) and above will be confirmed in writing by the Managing Director duly

recommended by the Functional Heads and from Junior Officer to Senior Officer will be

confirmed in writing by the Head of Human Resources. In this case also, Functional

Heads will recommend the individual cases.

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4.2 EMPLOYEE DEVELOPMENT

4.2.01 Training and Development:

1. Bank’s policy is to train and develop managers at all levels so that they contribute

towards the organization’s growth and also enhance their own development.

Development is seen as a joint responsibility of the individual and his/her manager.

2. Training needs will be identified and individuals during the Performance

appraisal process and the employees will be nominated to various programmed of

the following types.

o Induction (to orient the new entrant about the organization)

o On the job training

o Function based skill training

o General Management Training

4.2.02 Performance Appraisal System:Performance Appraisal System (PAS) is the tool by which the Bank will measure the

performance of an individual and identify the gaps and plan future developments in order

to enable a better fit between the jobs & the incumbent.

It is an HR process for driving business results. It is defining in advance what we must do

as an individual to win in the marketplace and later on assessing the performance based

on the extent to which we achieve results.

Performance Appraisal System is fully structured to measure/ asses the

competency of any employee. Goals/ Key Result Areas (KRA) are the specific

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major objectives to be set at the beginning of the year through consultation with

the reporting manager. These need to be aligned to the objectives of the function

and consequently to overall objectives of the Bank.

A management competency is a skill, ability or trait that predicts success to perform a

job. The Performance Appraisal needs to be implemented as per the PAS format which

will be circulated by HR at the beginning of the year. The definitions of rating in

Performance appraisal are given below for reference:

1. = (Outstanding) The individual who has exceeded 125% and above of his target

in all of his key result areas is eligible for rating 1 .

2. = (Very Good) The individuals who has exceeded 105% - 110%of his target in

all of his key result areas is eligible for rating 2.

3. = (Good) The individual who has achieved 90%-100% of his target in all of his

key result areas is eligible for rating 3. The employee achieved the essential

requirement of day to day job.

4. = (Improvement Needed) The individual failed to perform within the set

objective. HR dept. will organize a counseling session with the employee those

who are rated -4.

5. = (Unacceptable) The individual who has failed to demonstrate his performance

in all of his key result areas to be rated 5 and he/she will be treated as non

performer will exit from the Bank subject to decision by the Management. He/she

also have a counseling session with the Human Resources Department.

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Those who are rated 1 to 3 are eligible for incentive bonus. If any appraise feels that

his/her Performance Appraisal by the line Manager/supervisor is influenced by

discrimination or unfair and biased judgment, the appraise may appeal to Head of

HR with his/her grievance in writing. In such cases Head of HR will be the first

point of contact. If the issue remain unresolved than it will be referred to the

Managing Director for his review and decision and in that case the decision of

Managing Director will be final.

4.3 COMPENSATION & BENEFITS

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4.3.01 Salaries:

1. Salaries are confidential between the employees concerned and the Management.

3. Employees joining against a post will be receiving the salary as per the job level

they join in. The employees who are on probation will be eligible to join the PF

only after their confirmation. Management Trainee alone will receive a monthly

consolidated salary during the probation period.

4. Salary increase which is linked with the performance of the individual employee

per calendar year takes effect from 1st March of each year.

5. The annual salary revision is decided by the Managing Director with approval of

the Board of Directors based on:

a. Individual Performance

b. Market movement Terms of Service Manual 11 January 2005

c. The Bank’s affordability

d. Individual’s relative position in a particular salary range

e. COLA (Cost of living adjustment)

Any request for information relating to salary should be directed to the Human Resources

Department by appropriate authority.

Income Tax

33

Payment of Income Tax is payable by the employee.

While deducting tax at source, it is the responsibility of the individual Member to

comply with the current Income Tax Regulations in respect of filing his/her individual

returns of income.

For guidance in respect of Income Tax, reference may be made to the Finance

Department at the Head Office.

A Certificate is issued at the end of each tax year stating the amount of Income Tax

deducted from an employee’s income and paid to the Government during that year.

4.3.02 Promotional Benefits:

1. In the event of Promotion/Up- gradation to a higher Job Level, the employee will

receive an increase of minimum 10% over his/her previous basic salary and all other

allowances applicable in the higher level. However, the promote will receive the

minimum range of the level where he/she has been promoted.

2. In case the revised basic salary still remains below the starting scale of the new Job

Level, the employee is then given the differential needed to place him/her at the starting

basic salary of the new Job Level.

4.3.3 Increments:

34

Salary increases are awarded once a year on the basis of increment policy to all regular

employees who have performed satisfactorily in the given year for minimum period of

(180) days of confirmed service. The employees who completed a minimum of 3 (three)

months’ confirmed service will also be appraised/reviewed for the year; however no

rating will be awarded to those. One may not receive any increment on a given year as a

penalty on account of any offence/disciplinary measure. The confirmed employee who is

in service with the Bank less than (180) days may be given the COLA portion, which is

determined by rate of inflation and CPI (Consumer price Index) during that financial

year. The COLA portion of increment will be decided by Management of the Bank in

each year.

Increments are awarded to the employees as per Rating of the Annual Performance

Appraisal at variable percentage of their existing respective basic salary including COLA

portion. Cola portion will be maximum 6% of Basic Salary, to be fixed every year on the

basis of Consumer Price Index (CPI) and Inflation.

Special Increment:

Managing Director can award a merit increase to any employee, excepting two levels

below the Managing Director depending on their exceptional performance as per

Increment Policy. The Managing Director is empowered to allow merit increase @ 2%

more too any employee falling under each level of Junior Officer to Senior Principal

Officer considering the sir Performance Appraisal.

4.3.4 Interim Salary Review/ Adjustment:

35

Managing Director at his discretion can revise/adjust the salary package of employees

except two levels below of his designation for any special or extraordinary case in any

time of the year.

4.3.4 Promotion:Promotion depends on the availability of a position in the higher level and a proven track

record of an individual’s capabilities of taking over higher responsibilities. Promotion

may also take place if the job size increased and the Management committee decides to

up grade the job.

Promotion to the rank of two levels below of Managing Director lies with the

Board of Directors of the Bank. All promotions, other than the above, have to be

recommended by the functional heads and shall be approved by the Managing

Director. A minimum service of two (2) years in a similar position is the

prerequisite for promotion, but for any exceptional case the promotion may be

awarded at the full discretion of the Managing Director. Managing Director at his

discretion will review the recommendation for promotion and promote those

whom he feels deem fit and deserving. Promote those whom he feels deem fit and

deserving.

4.3.5. Bonus:

Entitlement of Bonus

Subject to other provisions of the Human Resources Manual guidelines declared by the

Management from time to time Bonus shall only be payable to the employees who

would, at the time of declaration of Bonus, be in the service of the Bank and entitled to

the same at that time.

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Festival Bonus

The following Employees normally to receive festival bonus as under Employment

Category Payment System:

1. All regular Officers and Staff including Managing Director: One month’s basic pay

both in Eid-ul-Fitre & Eid- ul-Azha.

2. All regular Officers and Staff (non-Muslim): One month’s basic pay both in Eid-ul-

Fitre & Eid- ul-Azha or two months’ basic pay at the time of the main festival with the

approval of the management.

3. Officers on HR Contract i.e. Sales Team, Company Secretary, Consultant and others:

As per contract/50% of monthly consolidated pay

5. Officers/employees on probation or who have not completed six(6) month’s service:

50% of basic or 50% of consolidated pay.

6. Executives’ personal Drivers/outsourced employees/workers: Monthly consolidated

wages Officers and employees under any disciplinary action will not receive any festival

bonus.

Performance Bonus

The Bank may award performance bonus from time to time depending on the actual

profit made in a given year. This bonus is subject to payment only upon Board approval.

This bonus will only be awarded to those who have completed 180 days’ (one hundred

and eighty)’ confirmed service with the Bank and made significant contribution towards

achieving the profit target over and above the normal target. The contribution

37

measurement will be coming from the Performance Appraisal System. The employees

who are rated four (4) in the appraisal process are not eligible for Performance Bonus.

In years when the Bank does not declare any dividends no performance bonus will be

awarded. This is in compliance with Bangladesh Bank Regulations.

4.3.6 LEAVE:

The following categories of leave are given to all employees of DBL.

1. Annual Leave/Privilege Leave

2. Sick Leave

3. Maternity Leave

4. Extra ordinary Leave

Annual leave:

1. “Annual Leave” means any working day’s leave taken by a permanent employee.

2. Every employee shall earn Annual/Privilege leave with full pay after completion of

one year service. The entitlement of maximum annual Leave is 28 (Twenty eight) days in

a working days. Annual/Privilege leave will be accumulated up to maximum ninety (90)

days and leave accumulated more than Ninety (90) days will be lapsed.

3. Every employee shall have to avail at least 15 (fifteen) days privilege leave every year.

Any extension of leave will be at the discretion of competent authority.

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4. Annual leave entitlement is based on a current year calculations from January 1 to

December 31 each year. Bank Management encourages staff to enjoy and avail leave, as

such, all Dept/Unit Heads will be required to prepare a leave roster for his/her total

employees by of January 20 every year and submit the same to Human Resources

Department. It is responsibility of the respective Dept/Unit Heads to ensure that the staff

within his unit enjoys leave as per leave roster throughout the year.

5. An employee joining the Bank will be entitled to pro-rata leave based on the joining

date of first year.

6. An employee who leaves the Bank will be entitled to leave encashment calculated on a

pro-rata basis for the current year or maximum of (90) days.

7. Leaves of the Departmental/Divisional Heads will be sanctioned by the Deputy

Managing Director/Managing Director and leaves of Sales and Service Managers will be

sanctioned by the Head of Consumer Banking and leaves of the other employees will be

sanctioned by the respective Departmental Heads. Human Resources Department, Head

Office will process the leave applications and maintain the leave accounts of the

Departmental/Divisional Heads/Sales and Service Managers and all Head Office

employees for sanction of leave while the same for the other employees of a

Department/Division/ Branch will be approved by the respective Departmental/Divisional

Heads/Sales and Service Managers. Any employee applying leave for traveling abroad

will require prior approval from Deputy Managing Director/Managing Director.

8. Leave cannot be claimed as a matter of right, and leave admissible under these rules

may be granted by the management who may refuse leave, grant leave for a shorter

period than applied for, revoke leave of any description and recall an employee before the

expiry of his leave due to emergency of official work.

39

9. All employees shall resume duties on the expiry of leave as initially granted or as

subsequently curtailed or extended. If the leave needs to be extended, it has to be notified

in writing to the concerned Dept. Heads with a copy to Head of HRD, HO.

10. An employee who was granted leave on medical ground shall not return to duty

without first producing a certificate of fitness from an acceptable medical authority.

Provided that no such certificate shall be necessary if the leave was for 3 days or less.

The Leave Application Form is attached as Appendix –II1

Dhaka Bank Limited

Human Resources Department

Head Office, Dhaka

Application Form for Annual Leave and Sick Leave

ID # __________NAME: _________________________________________

DESIGNATION: _______________________JOINING DATE: ____________ DEPTT.

/ BR.: ___________________LOCATION: ________________

To be filled in by Human Resources Department

Leave Entitlement for

the Year 2007

: Annual Leave

28 working days

Sick Leave

14 days

40

Leave Availed To Date : Annual Leave: _______ days Sick Leave______ days

Net Leave Available : Annual Leave ________days Sick Leave _____ days

Leave Applied for : Annual Leave __________ days SL _____ days

Balance Leave Available as on

31.12.06

: Annual Leave ___________ days SL 00 days

Proposed Leave Dates : From ________________To _________

Purpose of Leave: ___________________________________________________________________

____________________________________________________________________________________

_

Proposed Leave Address : ___________________________________________________________

____________________________________________________________________________________

_

Applicant's signature: __________________________________ Date: _____________

Unit Head/Approving Manager: ________________________ Date:_____________

Distribution:

Applicant Unit File

HR, HO

41

SICK LEAVE (Non Accruable)

Sick leave will be given on the basis of actual need of staying away from work due to

illness. This shall however, not exceed 14 days in a calendar year.

1. When applying for Sick Leave, an employee must apply on a Leave Application Form,

through proper channel. Application for Sick Leave for more than 3 (three) days must be

accompanied by a medical report and prescription from his/her attending physician.

2. In case of serious illness, the concerned Department Head must maintain regular

contact by briefing his/her condition to HRD, HO until he/she has returned to duty with

HRD, HO.

3. A prolonged sick leave other than the admissible ones will be adjusted from

accumulated leave which can be a maximum of 180 days without pay

MATERNITY LEAVE: (Non Accruable)

1. Only the confirmed female employee will enjoy maternity leave for 45 (forty five)

days immediately proceeding and 45 (forty five) days following the date of delivery) with

admissible benefits. This leave will not be debited from her leave account. A certificate

from a doctor will be required at the time of applying maternity leave stating the expected

date of delivery.

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2 The extension/continuation of maternity leave for more than 1(one) month may be

granted/allowed by the Deputy Managing Director/ Managing Director on submission of

medical certificate with full pay. The extension/continuation of leave will be treated as

Leave without Pay if she does not have sufficient leave balance in her account.

3 The employee with less than six (6) month’s of service with the Bank may enjoy

maternity leave at the discretion of Deputy Managing Director/Managing Director, but in

that case her leave will be treated as leave without pay.

4 This leave shall, however, be allowed only twice in the entire period of service.

EXTRAORDINARY LEAVE:

Extra Ordinary Leave can only be granted to an employee on an emergency case when no

other leave is available to him/her leave account. The duration of extraordinary leave

shall be so regulated that the period of total leave including all other leave does not

exceed the maximum 90 days. Managing Director at his discretion can approve the

extraordinary leave up to 180 days without pay. This will be given only once during the

entire tenure of service with the Bank. Employees who have completed minimum five (5)

years of continuous service with the Bank are only eligible for this leave. No pay,

allowances and other benefits shall be admissible during the period of extraordinary leave

unless otherwise decided by the Board. The period spent on extraordinary leave (unless

otherwise decided by the Board) shall not be counted towards active service and

increments.

LEAVE FARE ASSISTANCE:

Leave Fare Assistance (LFA) as per level shall be allowed to an employee once in a year

when he/she will be proceeding on annual leave. To encase LFA one has to avail a

minimum of 6 (six) days leave at the time of application for LFA. Proportionate amount

will be deducted in the event of an employee leaves the Bank after availing the LFA. The

43

Managing Director/Deputy Managing Director may allow disbursement of the same to an

employee without any leave, if such leave could not be allowed to an employee in the

greater interest of the bank, and at any time he/she may post-avail that sanctioned leave

before March next year.

HR Compliance Leave:

All employees should avail a minimum of 15 days leave in a calendar year to ensure

compliance with the HR policy, while availing leave an employee should enjoy minimum

5(five) days leave at a time. Any employee availing leave is not allowed to attend office

during leave period unless he/she is called for any urgent /emergency work by his/her line

Manager.

Encashment facilities of annual/privilege leave:

Annual/Privilege leave encashment facilities may be allowed to the employees for a

maximum of 90 days at the time of his/her leaving the Bank other than dismissal. While

allowing the facilities, the last basic pay, house allowance/ceiling and medical allowance

will be taken into consideration.

The Management may withdraw this benefit at any time on receiving approval from the

Board.

4.3.7 FURNITURE & EQUIPMENT ALLOWANCE:

As per existing rules, the Furniture and Equipment Allowance of the Managing Director

and the Deputy Managing Director are determined by the Board of Directors. Furniture

and equipment allowance is given only to employees belonging to the Senior Executive

Vice President, Executive Vice President, Senior Vice President and Vice President

Levels as per following:

44

Designation: Entitlements:

Senior Executive Vice President Tk: 3, 00.000.00

Executive Vice President Tk: 2, 00,000.00

Senior Vice President Tk: 1, 50,000.00

Vice President Tk: 1, 00,000.00

This entire amount will be paid for a period of five (5) years which will be amortized

using standard average method of calculation. In case of separation from the services of

the Bank, the outstanding amount, if any, will be adjusted from his/her End-Service

Benefits Settlements.

Telephone:

Allowance for Telephone which is a part of monthly salary package is given below:

Designation: Monthly Allowances:

Senior Executive Vice President TK. 3,000.00

Executive Vice President TK. 3,000.00

Senior Vice President TK: 2,000.00

Vice President TK. 1,000.00

Senior Assistant Vice President TK. 800.00

First Assistant Vice President TK. 800.00

Assistant Vice President TK. 800.00

Reimbursement will be made for residential phone and for local calls and other

associated charges. The Managing Director has the discretion to approve the Mobile

Phone bill to any employee for functional reasons.

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4.3.8 MEDICAL FACILITIES:

All regular employees of the Bank are entitled to Hospitalization bills and Maternity

charges in the following manner:

Hospitalization Reimbursement

a. The above facility will be limited only to the confirmed employees and his/her

immediate family members which include wife/husband and dependent sons and

daughters only. Children attaining 18 years of age or on getting married, whichever is

earlier, will not be entitled to reimbursement of the cost of medical treatment.

b. For hospitalization/surgical treatment, the Bank will reimburse two (2) basic salaries

for self/spouse/children up to the age of 18 years which may be exhausted in two cases of

hospitalization/surgical treatment and diagnostic purpose during a year.

c. The claim of hospitalization bills must be supported by original bills of reputed

hospital/clinic in Bangladesh or overseas acceptable to the Bank, along with their

admission/discharge certificate, cost of medicines and various medical examinations, if

any. The claim should be submitted within 1 (one) month from the date of discharge.

d. Prior approval from the Human Resources Department through respective

Departmental/Divisional Heads/Unit Heads and Sales & Service Managers must be

obtained before being hospitalized other than extreme and emergent circumstances.

e. The respective Unit Heads will verify and scrutinize all relevant papers before

recommending the bill for Head Office approval. Only on being satisfied by the Unit

46

Heads regarding the authenticity and genuineness of the bill, the same shall be forwarded

to the Head of Human Resources along with explicit recommendation for approval. It is

the absolute responsibility of the recommending officer(s) to verify the genuineness of

the bills. Any falsification of vouchers/truth shall cause disciplinary action of any nature

as deemed fit by the management.

Maternity

Maternity bills are reimbursable subject to a maximum of two months’ basic pay for 2

(two) children. This facility is admissible for two children during the tenure of services of

an employee at DBL.

EXPENSES NOT CLAIMABLE:

The Management will not reimburse the following expenses:

- Dental treatment

- The supply of spectacle

- Childbirth expenses in excess of a total of two children

- Children exceeding 18 years of age

- Circumcision

MEDICAL EXPENSES CLAIM FORM APPENDIX-11

Dhaka Bank Limited

Human Resource Department

Hospitalization / Maternity Expenses Claim Form

ID No Name of employee:

Department: Branch:

47

Designation: Grade:

Basic Salary: Tk. Annual Entitlement: Tk.

Total claim received in current year: Tk.

CASA Account Number:

Details of Patient:

Full Name of Patient Relationship with employee Date of birth (if children)

1.

2.

3.

4.

Please state details of Sickness:

Please state whether you/the patient were in hospital: YES NO

If “YES”, please state dates of hospitalization Admitted: Discharged:

(Attach copy of discharge certificate; claim should be submitted to HRD within 1 month of discharge date)

48

Details of Expenses (All Bills, Receipts, Invoices relative to this claim should be

attached in original with this form)

Nature of Expense Claimed Amount

(Tk)

Total claimed amount Approved amount

(for office use)

Consultation Fee

Hospital charges

Laboratory charges

Medicine

__________________

Signature of claimant

Recommended by

Date:

(HOD / SSM)

Approved by (HRD)

4.3.9 REIMBURSEMENTS:

All reimbursement requests, other than those specified, will need to be forwarded to HRD

at HO after recommendation by the respective Function Head. The reimbursement has to

be claimed by using the Reimbursement Claim Form. This has to be supported by bills/

advice/memo etc. All reimbursements will be made once a month with the monthly

payments.

49

Terms of Service Manual

49 January 2005

HRD File APPENDIX IV

DUTCH_BANGLA BANK LIMITED

Reimbursement Claim Form

NAME: _________________________ FUNCTION/BR._________________

Days: Reason Rate: Total

Date reason rate total

APPROVED BY:_________________________ Total Tk.___________________

4.3.9 RETIREMENT/TERMINAL BENEFITS:

Provident fund:

50

1. Members on confirmation, in regular employment with the Bank, are required to join

the Provident Fund to which members contribute 10% of their Basic Salaries and the

Bank makes a matching contribution.

2. Employees will be entitled to the Bank’s contribution of Provident Fund after 5 (Five)

years’ continuous services with the Bank excluding the period of probation,

Apprenticeship etc.

3. An employee who is dismissed from the Bank’s service will get only the own

contribution of his Provident Fund.

Admissibility and coverage:

The admissibility and coverage of the Provident fund Rules will be as per the Rules

framed and approved by the Board/Board of Trustees.

Gratuity:

The Bank shall create a gratuity fund every year for adequate amount required for the

purpose.

1. Managing Director and Deputy Managing Director would be eligible to receive

Gratuity after completion of 5 years of service with the Bank.

2. Members become eligible to receive Gratuity on completion of 10 years of continuous

confirmed services with the Bank.

3. Gratuity is paid to members on their last drawn basic salary time’s numbers of

completed years of service with the Bank or part thereof in excess of six months.

4. The Gratuity will be paid to members leaving the Bank for reasons other than

misconduct.

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4.3.10 SUPERANNUATION FUND SCHEME:

For the ceiling of different level please contact HR dept. Admissible Benefits under

Superannuation Fund Scheme

Death Benefits:

100% in the event of death of an employee during the tenure of service, prior to

retirement/ separation, which will be payable to his/her nominee and/or heirs.

Survival Benefits:

a) The following benefits as admissible/applicable will be payable to a permanent

employee of the bank up to the age of 58 who becomes physically incapacitated during

his/her service with the Bank.

- 100% of the admissible amount for damage of both hands and both legs or both eyes.

- 50% of the admissible amount for damage of one hand or one leg or one eye.

- 50% of the admissible amount for disability to work for damage of any limbs of the

body due to heart attack or any other severe diseases.

b) Managing Director and Deputy Managing Director are entitled 100% of the amount

after completion of 5 years of service.

c) 25% of the admissible amount on retirement or resignation after completion of 15

years of service with the Bank.

d) 20% of the admissible amount on retirement or resignation after completion of 10

years of service with the Bank.

52

e) 15% of the admissible amount on retirement or resignation after completion of 8 years

of service with the Bank.

f) 10% on completion of 5 years of service with the Bank.

Coverage:

All employees of the Bank shall be covered by Superannuation Scheme. Any change,

modification or alteration will be made by the Board of Directors from time to time.

Inadmissible Benefit:

Suicide

In the case of death by committing suicide by an employee no such benefit shall be

admissible. In case of self- inflected casualty, same rule will apply.

1. The presentation of the gift will usually be made at an appropriate place and time.

4.3.11 LONG SERVICE AWARDS:

Suitable presentation of Long Service Awards will be made to the members on

completion 15 (fifteen) years of continuous service with the Bank. The gift amount will

not exceed Tk.25,000/- unless revised by the Board. An employee will be entitled for a

long service award who has a record of clean service with no allegation or charges of

misconduct

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CHAPTER 5

CONCLUSION & RECOMMENDATION

54

5.1 Conclusion

Dhaka Bank Limited which had been started its journey first at 1995 with the

commitment of “Excellence in Banking” still now it is trying to fulfill its commitment.

By providing its maximum its services to its customers it is has been regarded a

profitable business organization now. Now a day it has twenty branches in various places

of the country. They are also trying to increases its number of branches now.

Dhaka Bank Limited (DBL) deals with customers of all classes, ages, etc. The Bank

provides maximum services with minimum time. The bank’s integrated technical services

make the customer’s life easier. Day by day DBL is increasing its services by adding

different banking software; as a result the bank is now capable to give the services of

international standards to its potential customers. These services make Dhaka Bank

Limited (DBL) unique in the banking Business in the private sector of Bangladesh.

A system of Human Resource Management within the Dhaka Bank is required to

increase the organization’s performance and growth. So it is important to practice the

Human Resource Management in the organization and create a good working

environment for the employees. Companies operating in Bangladesh were found to

practice Human Resource Management in a limited area. But even in similar types of

organizations, striking variations were observed in terms of Human Resource practice.

55

Our study recommended that more study should be carried out on this field to draw a

proper scenario of HRM practice in Bangladesh. It will help us to address the major

problems and find out the solutions also.

5.2 Recommendation:

The study has analyzed activities, policies of Human Resource Department of DBL in the

report.

The study shows that SIBL has established a HRD in the organization and operating it

following its policy. Now days, fast growing organizations in Bangladesh are paying

more attention to HRD. But, there is less qualified and innovative people are working in

the department. Also, Top level management hardly considers HRD is one of crucial

department for organization. This may be one of the causes for poor condition of HRD in

many enterprises. There are some recommendations are given below:

Need to extend branch network and new branch to be opened in other cities and

towns of Bangladesh to reach out the potential customers.

Adequate measure to be taken to reduce system failure.

Interpersonal relationship needs to be built among the employees and superiors

Improved customer service and consequently get satisfactory operational result.

Proper training and technology savvy minimized risk at the root level.

A complaint book for the employees, because each and every complaint from the

customer has been received and complaint from the employees overlooked.

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A CRONOMYS

DBL: Dhaka Bank Limited

A .T.M: Automated Teller Machine

D.D: Demand Draft

M.T: Mil Transfer

T.T: Telegraphic Transfer

PO: Pay Order

STD: Short Term Deposit

FDR: Fixed Deposit

S.C: Short Collection

P&T: Postage & Telegram

FC A/C: Foreign Currency Account

FCC: foreign Correspondent Charges

BG: Bank Guarantee

L/C: Letter of Credit

SI: Standing Instruction

IC; Incident Charge

EC: Error corrected

ED: Excise Duty

RTN: Checks Return

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INTT: Interest

CLG: Clearing

CSH: Cash

COM: Commission

WES: Wage Earners Scheme

DPS: Deposit Pension Scheme

FDR: Fixed Deposit Receipt

Bibliography

Books:

David A. De Cenzo and Stephen P. Robbins, Human Resource Management, 5th edition, Jhon Wiley & Sons Inc. New York

Gary Dessler, Human Resource Management, 7th edition, Prentice Hall International, Inc. New York

Jhon M. Ivancevich, Human Resource Management, 8th edition, McGrawHill, Boston

Wayne F. Cascio, Managing Human Resources, sixth edition.

Peter Rose, Commercial Bank Management, 5th edition

Reports:

Dhaka Bank Limited, Annual Report 2010

Previous Internship Report

58

Internet:

www.dhakabankltd.com

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