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Executive Summary
Without being competitive no organization can survive and be successful in this
global company. Training & Development is one of the major factors underlying
organizational competitiveness. To be competitive, an organization must pay attention
to attract and retain the competitive workforce by offering competitive training to
them.
To offer competitive tanning and development an organization must conduct job
analysis and job evaluation carefully to find out the content of jobs, duties,
responsibilities of the jobs and necessary skills, knowledge, education, mental
qualifications and experiences required to perform the jobs successfully. After
conducting jobs analysis the organization need to go for training and development
program to evaluate the jobs.
In this paper training and development practices is prepared with a pay policy line by
systematically evaluating and surveying of banking sector. In preparing the training
and development practice, the bench mark jobs are grouped, analyzed, evaluated all
those jobs by using Lott’s method and got different points for each key jobs. In
training and development practices each grade are then equally distributed to all the
positions.
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Chapter one
Introduction
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1. Introduction
Due to globalization every thing is now in high competition. In the field of business
and economics it is in the most severe form and getting more and more complex with
the passes of time. To survive and be successful in this global economy a business
organization must be competitive and equipped with good strategies. There are many
source of competitive advantage but not all the sources are sustainable and good in
quality. Human resources of an organization is one of the best source of sustainable
competitive advantage because superior human resource, unlike other physical
resources, not so to reproduce. To achieve sustainable competitiveness through it,
organization must have ability to attract retain competitive human resources available
in the market. Training and development is the major factor that has a critical impact
in hiring and retaining superior human resources. As a result training and
development should be designed in a way that it can satisfy both the competent
manpower, by establishing internal and external equity, in this paper training and
development program are made for bank sector by utilizing commonly used methods
and procedures.
1.1 Origin of the Report
The report is for the fulfillment of the degree requirement of the Bachelor of Business
Administration. The report is assigned by originated as per as the direction of faculty
supervisor Mohammed Jaynal Abedin.
1.2 Objectives of the report
Broad Objective
The broad objective of the Thesis is to analyze Training &
Development practices in banking sector measures for improvement of
their employees.
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Specific Objectives
The specific objectives of the project are as follows:
- The primary objectives of the report is to designed training and
development practices in bank sector
- To apply theoretical knowledge in the practical field of banking
sector.
- To prepare training and development practices in bank sector
we first need to conduct the job analysis for each member’s
position.
- To observe the working environment in commercial banks and
to gather knowledge about various terms in training and
development practices in banking sector.
1.3 Methodology
The theoretical part of this report was prepared with the help of different Human
Resources Management/ personnel Management text books. The main focus of
this report is training and development practices in bank sector. Through the
theoretical discussions are done only to fulfill the objectives.
Empirical part
Information for the empirical part of the report was collected from primary
as well as secondary sources. In conducting the study and analyzed the data I
have followed a deductive approach. Oral interviews were used as the data
collection instrument.
Data collection Method
- The report is based on primary data collection through face to face interviews
with the contact persons.
- Secondary data collected form the internet.
- Textbook books referred by our course teachers and handouts given by him
were mainly consulted in understanding different theories and principles
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In this way relevant information were collected then first organized and then
analyzed based on the mentioned to draw conclusions.
1.4 SCOPE OF STUDY
The report is concerned with the HR Divisions of selected banks and concerned
with the comparison of HR Divisions and their Employment of Personnel practices
in Banking Sector with selected banks. Different Public, Denationalized, Private,
Foreign Banks, Specialized Banks are considered for the comparison of HR
Divisions
1.5 Limitation
Nothing beyond limitation and I also had some limitations to prepare this thesis
effectively. Following listed the major limitations that affected most:
.
- As an internee it was not possible for me to collect all the necessary secret
information.
- I had to complete this thesis within a very short span of time (three month)
that was not sufficient for investigation.
.
- Besides this, it was very difficult to carry out the whole analysis on the basis
of Training & Development.
- Non-availability of the most recent statistical data study.
- Since the Bank personnel are very busy with their activities, as a result they failed
to co-operate with me to complete this report.
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Chapter two
Banking sector in Bangladesh
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2.1 Introduction
The Jews in Jerusalem introduced a kind of banking in the form of money lending
before the birth of Christ. The word 'Bank' was probably derived from the word
'bench' as during ancient time Jews used to do money -lending business sitting on
long benches.
First modern banking was introduced in 1668 in Stock Holm as 'Svingss Pis Bank'
which opened up a new era of banking activities throughout the European Mainland.
In the South Asian region, early banking system was introduced by the Afghan traders
popularly known as Kabuliwallas. Muslim businessmen from Kabul, Afghanistan
came to India and started money lending business in exchange of interest sometime in
1312 A.D. They were known as 'Kabuliwallas'.
NUMBER AND TYPES OF BANKS
The number of banks in all now stands at 49 in Bangladesh. Out of the 49 banks, 4 are
Nationalized Commercial Banks, 28 local private commercial banks, 12 foreign banks
and the rest five are Development Financial Institutions.
Sonali Bank is the largest among Nationalized Commercial Bank the while Pubali is
leading in the private ones. Among the 12 foreign banks, Standard Chartered has
become the largest in the country. Besides the scheduled banks, Samabai
(Cooperative) Bank, Ansar-VDP Bank, Karmasansthan (Employment) Bank and
Grameen bank are functioning in the financial sector. The number of total branches of
all scheduled banks is 6,038 as of June 2000. Of the branches, 39.95 per cent (2,412)
are located in the urban areas and 60.05 per cent (3,626) in the rural areas. Of the
branches Nationalized Commercial Banks, hold 3,616, private commercial banks
1,214, foreign banks 31 and specialized banks 1,177.
Bangladesh Bank (BB) regulates and supervises the activities of all banks. The BB is
now carrying out a reform program to ensure quality services by the banks.
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2.2 Public Banks
Sonali Bank Limited
Overview of the Bank Sonali Bank Limited, the largest & leading commercial bank of
the country, came into being in 1972 immediately after the emergence of Bangladesh
as an independent state. A fully state-owned enterprise, the bank has been discharging
its nation-building responsibilities by undertaking government entrusted different
socio-economic schemes as well as money market activities of its own volition,
covering all spheres of the economy. Sonali Bank Limited singularly enjoys the
prestige of being the agent of the Central Bank of Bangladesh in such places where
the guardian of the money market has chosen not to act by itself.
Sonali Bank Limited is governed by a Board of Directors consisting of 9(nine)
members headed by a Chairman. The Bank is headed by the Chief Executive Officer
& Managing Director, who is a well-known Banker and a reputed professional. The
head office of the bank along with its corporate structure is located at Motijheel,
Dhaka, and the main commercial center of the capital.
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Rupali Bank is a commercial bank in Bangladesh. It was established as a
nationalized bank in 1972 under the Bangladesh Banks Nationalization Order,
through the amalgamation of the branches of Muslim Commercial Bank, Australasia
Bank and Standard Bank that were operating in East Pakistan, following the 1971
Bangladesh Liberation War. The bank was denationalized in 1986, and
reorganized as a limited company, with the Government of Bangladesh holding
51% shares. However, after the year 2000, the Government divested of its shares, and
the privatization of the bank was complete.
Rupali Bank Ltd. was constituted with the merger of 3 (three) erstwhile commercial
banks i.e. Muslim Commercial Bank Ltd., Australasia Bank Ltd. and Standard Bank
Ltd. operated in the then Pakistan on March 26, 1972 under the Bangladesh Banks
(Nationalization) Order 1972 (P.O. No. 26 of 1972), with all their assets, benefits,
rights, powers, authorities, privileges, liabilities, borrowings and obligations. Rupali
Bank worked as a nationalized commercial bank till13, August. Rupali Bank Ltd.
emerged as the largest Public Limited Banking Company of the country on December
14, 1986
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2.3 Denationalized bank
Pubali Bank
Pubali Bank Limited was initially established in the Banking scenario of the then
East Pakistan as Eastern Mercantile Bank Limited at the initiative of some
Bangalee entrepreneurs in the year 1959 under Bank Companies Act 1913. After
independence of Bangladesh in 1972 this Bank was nationalized as per policy of the
Government and renamed as Pubali Bank. Subsequently due to changed
circumstances this Bank was denationalized in the year 1983 as a private bank and
renamed as Pubali Bank Limited. The Government of the People's Republic of
Bangladesh handed over all assets and liabilities of Pubali Bank to Pubali Bank
Limited. Since then Pubali Bank Limited has been rendering all sorts of Commercial
Banking services as the largest bank in private sector through its branch network all
over the country.
Pubali Bank Limited the successor of the former Eastern Mercantile Bank Limited
incorporated in 1959 under the COMPANIES ACT 1913. Eastern Mercantile Bank Ltd
was nationalized under Bangladesh Bank's (Nationalization) Order 1972 and was
renamed as Pubali Bank. It was denationalized on 30 June 1983 under the Bangladesh
Bank's (Nationalization) Amendment Ordinance 1983. In 1972, the authorized and
paid up capital of Pubali Bank was TK 50 million and TK 10 million respectively. At
the time of denationalization in 1983, the paid up capital of the bank was TK 20
million. In 1984, the authorized and paid up capital of the bank was enhanced to TK
160 million divided into 1.6 million ordinary shares of TK 100 each. In the same year,
the bank created a reserve fund of TK 2.30 million. Following the expansion of
business activities along with the increases in the volume of assets and liabilities,
authorized capital was raised to TK 5,000 million at the end of the business year
1999, while the paid up capital remained unchanged. Reserve funds of the bank were
enhanced to TK 644.2 million in December 1999. The bank is listed with both Dhaka
and Chittagong Stock Exchanges.
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The functions of the bank include deposit mobilization, financing productive
activities, conducting foreign exchange business and providing various types of
banking services to the customers. Total deposits of the bank on 31 December 1972
were TK 767.98 million, which rose to TK 5,409.11 million in December 1984. Total
loans and advances of the bank during these two reference periods were TK 471.64
million and TK 4,333.46 million respectively. Total liabilities (assets) of bank were
valued at TK 7,233.64 million on 31 December 1984. Compared to these, the value of
total deposits, total loans and advances, and total liabilities (assets) on 31 December
2000 was TK 29,590.1 million, TK 21,572.2 million and TK 33,436.9 million
respectively. The deposits comprised savings deposits TK 11,608.6 million, fixed
deposits Tk 5,557.3 million, current deposits TK 3,933.1 million, and other deposits
TK 8491.1 million.
Interest rate offered by the bank varied between 6.5% to 9%. The landings were
mostly in Jute, textile, readymade garments and other large, medium and small scale
industries, transport, housing, small loans, rural and agricultural credit, micro credit,
credit to trade and commerce and export-import financing. Rates of interest charged
on its loans and advances varied between 13% and 16%. The bank has huge non-
performing loans and the classified loans amounted to TK 7,601.5 million (35.24% of
total) on 31 December 2000. In 2000, the bank financed 298 projects in large,
medium and small-scale industries. In addition to loans and advances, the bank lent
TK 230 million in the call money market and borrowed TK 309 million from the
inter-bank call money market in 2000.
Foreign exchange business handled by the bank in 2000 amounted to TK 15,930
million which comprised export servicing TK 6,100 million, import financing TK
8,270 million, and remittance services TK 1,560 million. The bank has correspondent
relationships with 554 banks all over the world. Investments of the bank in 1999 stood
at TK 3,318 million in government securities, income tax bond, TREASURY BILLs, loans
to government, national investment bond, bridge financing, shares and debentures of
companies and national PRIZE BONDs. The bank earned net profits after taxes but
before adjusting provision requirements in all years from 1984 to 2000 except 1990
and 1991.
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The management of the bank is vested in a 14-member board of directors with the
managing director as its chief executive. In 2001, the bank had 350 branches (196
urban and 154 rural) and the total number of its employees was 4,882.
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2.4 Private bank in Bangladesh
First generation bank in Bangladesh
History and Heritage
National Bank Limited has its prosperous past, glorious present, prospective future
and under processing projects and activities. Established as the first private sector
Bank fully owned by Bangladeshi entrepreneurs, NBL has been flourishing as the
largest private sector Bank with the passage of time after facing many stress and
strain. The member of the board of directors is creative businessman and leading
industrialist of the country. To keep pace with time and in harmony with national and
international economic activities and for rendering all modern services, NBL, as a
financial institution automated all its branches with computer network in accordance
with the competitive commercial demand of time.
The emergence of National Bank Limited in the private sector is an important event in
the Banking arena of Bangladesh. When the nation was in the grip of severe
recession, Govt. took the farsighted decision to allow in the private sector to revive
the economy of the country. National Bank Limited was born as the first hundred
percent Bangladeshi owned Bank in the private sector. From the very inception it is
the firm determination of National Bank Limited to play a vital role in the national
economy. We are determined to bring back the long forgotten taste of banking
services and flavors. We want to serve each one promptly and with a sense of
dedication and dignity.
At present, NBL has been carrying on business through its 106 branches spread all
over the country. Besides, the Bank has drawing arrangement with 415
correspondents in 75 countries of the world as well as with 37 overseas Exchange
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Companies located in 13 countries. NBL was the first domestic bank to establish
agency arrangement with the world famous Western Union in order to facilitate quick
and safe remittance of the valuable foreign exchanges earned by the expatriate
Bangladeshi nationals. NBL was also the first among domestic banks to introduce
international Master Card in Bangladesh. In the meantime,
National Bank, has now acquired strength and expertise to support the banking needs
of the foreign investors. NBL stepped into a new arena of business and opened its Off
Shore Banking Unit at Mohakhali to serve the wage earners and the foreign investors
better than before.
Transparency and accountability of a financial institution is reflected in its Annual
Report containing its Balance Sheet and Profit & Loss Account. In recognition of this,
NBL was awarded Crest in 1999 and 2000, and Certificate of Appreciation in 2001 by
the Institute of Chartered Accountants of Bangladesh.
A team of highly qualified and experienced professionals headed by the Managing
Director of the Bank who has vast banking experience operates bank and at the top
there is an efficient Board of Directors for making policies.
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National Credit and Commerce Bank Ltd
National Credit and Commerce Bank Ltd. bears a unique history of its own. The
organization started its journey in the financial sector of the country as an investment
company back in 1985. The aim of the company was to mobilize resources from
within and invest them in such way so as to develop country's Industrial and Trade
Sector and playing a catalyst role in the formation of capital market as well. Its
membership with the browse helped the company to a great extent in this regard. The
company operated unto 1992 with 16 branches and thereafter with the permission of
the Central Bank converted in to a full fledged private commercial Bank in 1993 with
paid up capital of TK. 39.00 corer.
Since its inception NCC Bank Ltd. has acquired commendable reputation by
providing sincere personalized service to its customers in a technology based
environment.
The Bank has set up a new standard in financing in the Industrial, Trade and Foreign
exchange business. Its various deposit & credit products have also attracted the
clients-both corporate and individuals who feel comfort in doing business with the
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Second generation bank in Bangladesh
Dhaka Bank Limited
Bangladesh economy has been experiencing a rapid growth since the '90s. Industrial
and agricultural development, international trade, inflow of expatriate Bangladeshi
workers' remittance, local and foreign investments in construction, communication,
power, food processing and service enterprises ushered in an 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 canalize 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.
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 1,934,252,875 as on June 30, 2008. The total equity
(capital and reserves) of the Bank as on June 30, 2008 stood at TK 3,424,609,016.
The Bank has 44 branches, 2 SME Service Centers, 1 Business Center, 2 Offshore
Banking Units across the country and a wide network of correspondents all over the
world. The Bank has plans to open more branches in the current fiscal year to expand
the network.
The Bank offers the full range of banking and investment services for personal and
corporate customers, backed by the latest technology and a team of highly motivated
officers and staff.
In our effort to provide Excellence in banking services, the Bank has launched Online
Banking service, joined a countrywide shared ATM network and has introduced a co-
branded credit card. A process is also underway to provide e-business facility to the
bank's clientele through Online and Home banking solutions.
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Dhaka Bank Ltd. is the preferred choice in banking for friendly and personalized
services, cutting edge technology, tailored solutions for business needs, global reach
in trade and commerce and high yield on investments.
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Southeast Bank Ltd
Southeast Bank Limited is a scheduled commercial bank in the private sector
established under the ambit of Bank Company Act, 1991 and incorporated as a Public
Limited Company under Companies Act, 1994 on March 12, 1995. The Bank started
commercial banking operations on May 25, 1995. During this short span of time the
Bank has succeeded in positioning itself as a progressive and dynamic financial
institution in the country. The bank has been widely acclaimed by the business
community, from small entrepreneurs to large traders and industrial conglomerates,
including the top-rated corporate borrowers, for its forward - looking business outlook
and innovative financial solutions. Thus within this very short period of time it has
been able to create an image and earn significant reputation in the country's banking
sector as a Bank with Vision. Presently, it has 46 branches
Southeast Bank Limited has been licensed by the Government of Bangladesh as a
Scheduled commercial bank in the private sector in pursuance of the policy of
liberalization of banking and financial services and facilities in Bangladesh. In view
of the above, the Bank, within a period of 14 years of its operation, achieved
remarkable success fully meeting capital adequacy requirement of Bangladesh Bank
As evident from the financial statements for the last 10 years, it has been growing
rapidly as one of the leaders of the new generation banks in the private sector in term
of business and profitability.
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Third generation bank in Bangladesh
Trust Bank Limited
Trust Bank Limited is one of the leading private commercial bank having a spread
network of 39 branches across Bangladesh and plans to open few more branches to
cover the important commercial areas in Dhaka, Chittagong, Sylhet and other areas in
2008. The bank, sponsored by the Army Welfare Trust (AWT), is first of its kind in
the country. With a wide range of modern corporate and consumer financial products
Trust Bank has been operating in Bangladesh since 1999 and has achieved public
confidence as a sound and stable bank.
In 2001, the bank introduced automated branch banking system to increase efficiency
and improve customer service. In the year 2005, the bank moved one step further and
introduced ATM services for its customers.
Since bank’s business volume increased over the years and the demands of the
customers enlarged in manifold, our technology has been upgraded to manage the
growth of the bank and meet the demands of our customers.
In January 2007, Trust Bank successfully launched Online Banking Services which
facilitate Any Branch Banking, ATM Banking, Phone Banking, SMS Banking, &
Internet Banking to all customers. Customers can now deposit or withdraw money
from any Branch of Trust Bank nationwide without needing to open multiple accounts
in multiple Branches.
Via Online Services and Visa Electron (Debit Card), ATMs now allow customers to
retrieve 24x7 hours Account information such as account balance checkup through
mini-statements and cash withdrawals.
Trust Bank is about to introduce Visa Credit Cards to serve it’s existing and potential
valued customers. Credits cards can now be used at shops & restaurants all around
Bangladesh and even internationally.
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Trust Bank is a customer oriented financial institution. It remains dedicated to meet
up with the ever growing expectations of the customer because at Trust Bank,
customer is always at the center.
2.5 Foreign bank
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HSBC Bank Bangladesh
HSBC Bangladesh Pvt. Ltd started operations in 1996. It is part of the HSBC
Group. The bank primarily focuses on urban areas have branches in most areas of the
capital city of Dhaka, it also has branches in the cities of Chittagong and Sylhet.
The bank also has a good number of ATM booths in the cities present; it also has
booths in most five star hotels.
HSBC Bangladesh is rated ‘AAA’ in the Long-term and ST-1 rating in the Short-
term, which are the highest level of ratings for any bank or financial institution in
Bangladesh.
HSBC Bangladesh offers a comprehensive range of financial services such as
commercial banking, consumer banking, payments and cash management, trade
services, treasury, and custody and clearing. The bank also offers offshore banking in
the Export Processing Zones, this is only limited to investors in the EPZs. A special
service called NRB Services is also available for non resident Bangladeshis; this
service allows consumers to maintain accounts in US Dollars, Pound Sterling and
Euros. People using this service can freely remit money from Bangladesh to any part
of the world and can access their money from any HSBC booth around the world
Specialized bank
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Grameen Bank
The origin of Grameen Bank can be traced back to 1976 when Professor Muhammad
Yunus, Head of the Rural Economics Program at the University of Chittagong,
launched an action research project to examine the possibility of designing a credit
delivery system to provide banking services targeted at the rural poor. The Grameen
Bank Project (Grameen means "rural" or "village" in Bangla language) came into
operation
The action research demonstrated its strength in Jobra (a village adjacent to
Chittagong University) and some of the neighboring villages during 1976-1979. With
the sponsorship of the central bank of the country and support of the nationalized
commercial banks, the project was extended to Tangail district (a district north of
Dhaka, the capital city of Bangladesh) in 1979. With the success in Tangail, the
project was extended to several other districts in the country. In October 1983, the
Grameen Bank Project was transformed into an independent bank by government
legislation. Today Grameen Bank is owned by the rural poor whom it serves.
Borrowers of the Bank own 90% of its shares, while the remaining 10% is owned by
the government.
Grameen Bank at a Glance
Nobel Peace Prize, 2006
October 13, 2006 was the happiest day for Bangladesh. It was a great moment for the
whole nation. Announcement came on that day that Grameen Bank and I received the
Nobel Peace Prize, 2006. It was a sudden explosion of pride and joy for every
Bangladeshi. All Bangladeshi's felt as if each of them received the Nobel Peace Prize.
We were happy that the world has given recognition through this prize, that poverty is
a threat to peace. Grameen Bank, and the concept and methodology of micro-credit
that it has elaborated through its 30 years of work, have contributed to enhancing the
chances of peace by reducing poverty. Bangladesh is happy that it could contribute to
the world a concept and an institution which can help bring peace to the world.
Owned by the Poor
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Grameen Bank Project was born in the village of Jobra, Bangladesh, in 1976. In 1983
it was transformed into a formal bank under a special law passed for its creation. It is
owned by the poor borrowers of the bank who are mostly women. It works
exclusively for them. Borrowers of Grameen Bank at present own 95 per cent of the
total equity of the bank. Remaining 5 per cent is owned by the government.
Branches
Grameen Bank has 2,556 branches. It works in 84,388 villages. Total staff is 23,445
Over Tk 451 billion disbursed
Total amount of loan disbursed by Grameen Bank, since inception, is Tk 451.58
billion (US $ 8.07 billion). Out of this, Tk 401.60 billion (US $ 7.16 billion) has been
repaid. Current amount of outstanding loans stands at TK 49.97 billion (US $ 724.04
million). During the past 12 months (from June’08 to May'09) Grameen Bank
disbursed Tk. 70.34 billion (US $ 1023.33 million). Monthly average loan
disbursement over the past 12 month was Tk 5.86 billion (US $ 85.28million).
Projected disbursement for year 2009 is Tk 75.00 billion (US $1091 million), i.e.
monthly disbursement of Tk 6.25 billion (US $ 90.92 million). End of the year
outstanding loan is projected to be at Tk. 55.00 billion (US $ 800 million).
100 per cent Loans Financed From Bank’s Deposits
Grameen Bank finances 100 per cent of its outstanding loan from its deposits. Over
54 per cent of its deposits come from bank’s own borrowers. Deposits amount to 136
per cent of the outstanding loans. If we combine both deposits and own resources it
becomes 149 per cent of loans outstanding
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Earns Profit
Ever since Grameen Bank came into being, it has made profit every year except in
1983, 1991, and 1992. It has published its audited balance-sheet every year, audited
by two internationally reputed audit firms of the country.
Low Interest Rates
Government of Bangladesh has fixed interest rate for government-run microcredit
programmes at 11 per cent at flat rate. It amounts to about 22 per cent at declining
basis. Grameen Bank's interest rate is lower than government rate.
There are four interest rates for loans from Grameen Bank: 20% for income
generating loans, 8% for housing loans, 5% for student Government of Bangladesh
has fixed interest rate for government-run microcredit programmes at 11 per cent at
flat rate. It amounts to about 22 per cent at declining basis. Grameen Bank's interest
rate is lower than government rate.
There are four interest rates for loans from Grameen Bank: 20% for income
generating loans, 8% for housing loans, 5% for student.
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Chapter Three
Overview of Human resource Management
3.1 Evolution of human Resource Management
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Human Resource Management involves all management decisions and practices that
directly affect of influence the people, or human resources who work for the
organization. Human Resource Management has become one of the crucial parts of
organization because an organization’s employees enable an organization to achieve
it’s goal human resource is a primary resource without which other resources,
physical and financial, can’t be put into use. So, the management of Human
Resources plays a critical role to an organization’s success.
3.2 Definition of Human Resource Management
Human Resource Management is a process and organizations together so that the
goals of each are met. It is that part of the management process which is concerned
with the management of human resources is an organization. It tries to secure the best
form people by winning their whole hearted co-operation. In short, it may be fined as
the art of procuring, developing and maintaining competent work force to achieve the
goals of an organization is an effective and efficient manner.
Human Resource/personnel management may be defined as the art of procuring,
developing and maintaining competent workforce to achieve organizational goals
efficiently.
According to Flippo,” Human Resource/ personal Management is the planning,
organizing, directing and controlling of the procurement, development, compensation,
itergration, maintenance and separation of human resources to the end that individual,
organizational and social objectives are accomplished,”
According to E.F.L. Breach,” Personnel Management is the part of management
process which is primarily concerned with the human constituents of an organization.
In the words of Richard Calhoon,” Personnel management involves the task of
handing the human problems of an organization and is devoted to acquiring,
developing, utilizing and maintaining an efficient work-force.”
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According to R.G. Gokhle,” Personnel Management is the specialized intelligent
handing of the human factor by a separate department which could devote its full time
for research along the line of improvement is industrial relations.”
In other words, it can be said that personal Management is concerned with people at
work and their relationships with each other. It may be defined as a set of
programmers, functions and activities designed to maximize both personal and
organizational goals.
3.3 Functions of Human Resource Management
Human Resource Management consists of the following functions each of which
includes multiple equally important activities which collectively contribute to the
organization’s success:
- Human Resource Planning
Human resource Planning, HRP, is a planning process by which an organization
can move from its current manpower position to its desired manpower position.
Through manpower planning, an organization strives to have the right number
and right kinds of people at the right time. More appropriately, man power
planning is defined as a strategy for acquisition, utilization, improvement, and
retention of human resources.
- Acquiring Human Resources
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Part of human resource planning that refers to staffing activities that include
recruiting applicants, screening, selecting the most qualified candidates, and
filling some positions through transfer and promotions.
- Training and development
Training and development is an important activity of human resource
management. Training can be defined as the systematized tailor made program
to suit the needs of particular organization for developing certain attitudes,
action, skills, and abilities in employees irrespective of their functional levels.
- performance management
Performance management is an ongoing process that identifies organizational
vision and objectives, installs organizational and individual performance
standards, and ensures these standards using system and procedures that are
well-integrated with organizational culture and practices.
- compensation management
Compensation management, the most critical and important division of human
resource management, mainly deals with designing and administering a
compensation system that rewards employees fairly while stimulating them to
provide goods and services that satisfy customers demands and permitting the
organizational to operate profitable and competently. Organizational success
heavily depends on efficiency of compensation system. The first and foremost
part of the compensation management is the designing of base pay structure for
an organizational employee.
3.4 Value of human Resource Management
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As we know, the term ‘human resource management’ underlines a belief that people
really make the difference, only people among other resources have the capacity to
generate value. However, the human resource management is considered as the
‘Cinderella’ in the organization as its importance has not been discovered by the
senior managers, in addition, it has to share responsibilities with line managers,
sometimes it takes more work than it is expected. Actions should be taken to help the
Cinderella find her glass shoes.
Human resource management (HRM), as defined by Bratton, J. & Gold, J. (2003), is
“A strategic approach to managing employment relations which emphasizes that
leveraging people’s capabilities is critical to achieving sustainable competitive
advantage, this being achieved through a distinctive set of integrated employment
policies, programmers and practices.
According to this definition, we can see that human resource management should not
merely handle recruitment, pay, and discharging, but also should maximize the use of
an organization's human resources in a more strategic level. To describe what the
HRM does in the organization, Ulrich, D. & Brockle bank, W. (2005) have outlined
some of the HRM roles such as employee advocate, human capital developer,
functional expert, strategic partner and HR leader etc.
It seems that HRM is so crucial to the organization, for what it does has nearly
covered all aspects of the business – from strategic planning to the training and
development, but unfortunately, its importance has not been accepted by everyone.
3.5 Model of Human Resource Management
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In recent years there has been relative agreement among HRM specialists as to what
constitutes the field of HRM. The model that provided the focus was developed by the
American Society for training and Development (ASTD). In this study identified nine
human resources areas:
-Training and Development
-Organization and Development
-Organization/job Design
-Human resources planning
-Selection and staffing
-Personal Research and Information systems
-Compensation/Benefits
-Employee Assistance
-Union/Labor Relations
The outputs of this model are:
-Quality of work life:
Quality of work life is a multifaceted concept. The premise of
quality of work life is having a work environment where an employee’s activities
become more important. This means implementing procedures or policies that makes
the work less routine and more rewarding for the employee. These procedures or
policies include autonomy, recognition, belonging, progress and development and
external rewards.
-productivity:
Productivity is the quantity or volume of the major product or services
that an organization provides. In other words, it is the amount of work that is being
produced in the organization, in terms of how much and how well. High productivity
is that makes an organization thrive. Without a good product or services to sell,
problems in an organization are sure to arise. Accordingly, productivity improvement
programs are becoming more popular with organizations.
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-Readiness for change:
If one thing in the world could be said that is always true, it
would be that things will never remain the same. Change is a fact of life in both our
private and our work lives. The change might be subtle, such as getting a new boss.
To reduce the fear associated with change, training is important. Once the secretary
has been given time to learn how to use the new equipment, and to experience how
efficient it is and it makes her job easier, the fear of change can be reduced.
3.6 Challenges of Human Resources management
The HRM Professionals got a bit lazy in the recent years and the next year will make
them to move and think creatively again. The HRM Professionals were used to bring
new costly initiatives to the organization and they have to be creative now how to cut
them.
The main HRM Challenges 2009 will be the following:
1. Protecting the top potentials of the organization. The number
of people on the job market will quickly rise, but the top potentials will be
always wanted. The smart approach will be very important.
2. Smart training budget management. The training will not be for
every single employee. Just the top potentials and key employees will be
allowed to get any training and the HRM Function has to be smart in the
training budget management.
3. Headcount Freeze. The headcount of the organization has to be under a
control and the employees have to be moved around the organization.
Headcount Freeze is very painful for the line management and the HRM
Function is the frustration target number one.
4. Base Salaries Management. The pressure will be enormous. The
Compensation and Benefits Specialists will have a tough year to meet the
defined targets. The base salaries will be under a huge pressure and the
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managers will try to use every technique to get additional funds for their
employees.
5. Positive Communication. Even the year 2009 will be very tough, the
HRM Function has to communicate honestly, openly and positively. Very
hard, but the employees have to feel the trust to the HRM Words.
The year 2008 was about nice initiatives, the year 2009 is about the hard work. The
HRM Challenges 2009 look very tough, but the smart HRM Professionals can
manage them. And it will be a nice lesson as well.
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Chapter four'Training and Development: Literature review'.
4.1 Introduction
Every organization needs to have well-trained and experienced
people to perform the activities that have to be done. If current or potential job
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occupants can meet this requirement, training is not important. When this is not the
case, it is necessary to raise the skill levels and increase the versatility and
adaptability of employees.
4.2.1 Meaning of training
Training is a learning experience in that it seeks a relatively
permanent change in an individual that will improve his or her ability to perform on
the job. We typically say training can involve the changing of skills, knowledge,
attitudes, or social behavior. It may mean changing what employees know, how they
work, their attitudes towards their work, or their interactions with their co-workers or
their supervisor.
For another purpose, Training will be presented as it applies primarily to operative
employees in the organization
4.2.2 Method of training
The most popular training methods used by organization can be classified as either
on-the-job of off-the-job training.
4.2.2.1 on-the job training
The most widely methods of training take place on the job. This can be attributed to
the simplicity of such methods and the impression that they are less costly to operate.
On-the job training places the employees in an actual work situation and makes them
appear to be immediately productive. It is learning by doing. For jobs that either are
on the job training makes sense.
One of the drawbacks to on the job training can be low productivity while the
employees develop their skills. Another drawback can be the errors made by the
trainees while they learn. However, when and personnel are limited or costly, and
where it is desirable for the workers to learn the job under normal working conditions,
the benefits of on the job training frequently offset its drawbacks.
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Apprenticeship Programs. People seeking to enter skilled trades to become, for
example. Plumbers, electricians, or ironworkers are often required to undergo
apprenticeship training before they are accepted to journeyman status typically, this
apprenticeship period is from two to five years .For instance, a cosmetician’s
apprenticeship is two years, a bricklayer’s is three years, machinists and printers
spend four years, and a patternmaker requires five years. During the apprenticeship
period, the trainee is paid less than a fully qualified worker.
Apprenticeship programs put the trainee under the guidance of a master worker. The
argument for apprenticeship programs is that the required job knowledge and skills
are so complex as to rule out anything less than a long time period where the trainee
understudies a skilled master journeyman.
Job Instruction Training. During World War II, a systematic approach to on-the –
job training was developed to prepare supervisors to train operatives. This approach,
called job instruction training (JIT) was part of the Training within Industry programs.
JIT proved highly effective and became extremely popular. JIT consists of four basic
steps: (1) preparing the trainees by telling them about the job and overcoming their
uncertainties; (2) presenting the instruction, giving essential information in a clear
manner; (3) having the trainees try out the job to demonstrate their understanding;
understanding; and (4) placing the workers into the job, on their own, with a
designated resource person to call upon should they need assistance. The sequence of
these activities is shown in finger 10-3.
A revival of JIT achieved impressive result. When twenty supervisors who had
received training for twenty –five hours over ten weeks in turn retrained their
subordinates, all but three supervisors were able to show tangible result of job training
in their areas. Productivity was significantly improved, and rejects where cut by
approximately yow-thirds.
4.2.2.2 Off-the Job Training
Off-the –job training covers a number of techniques –classroom lectures, films,
demonstrations; case, studies and other simulation exercises, and programmed
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instruction. The facilities needed for each of these techniques very from a small
makeshift classroom to an elaborate development center with large lecture halls,
supplemented by small conference rooms with sophisticated audiovisual equipment,
tow-way mirrors, and all the frills.
Off – the job training is given outside the actual work place.
Lectures/Conferences: - This approach is well adapted to convey specific
information, rules, procedures or methods. This method is useful, where the
information is to be shared among a large number of trainees. The cost per trainee is
low in this method.
Films: - can provide information & explicitly demonstrate skills that are not easily
presented by other techniques. Motion pictures are often used in conjunction with
Conference, discussions to clarify & amplify those points that the film emphasized.
Simulation Exercise: - Any training activity that explicitly places the trainee in an
artificial environment that closely mirrors actual working conditions can be
considered a Simulation. Simulation activities include case experiences, experiential
exercises, vestibule training, management games & role-play.
Cases: - present an in depth description of a particular problem an employee might
encounter on the job. The employee attempts to find and analyze the problem,
evaluate alternative courses of action & decide what course of action would be most
satisfactory.
Experiential Exercises: - are usually short, structured learning experiences where
individuals learn by doing. For instance, rather than talking about inter-personal
conflicts & how to deal with them, an experiential exercise could be used to create a
conflict situation where employees have to experience a conflict personally & work
out its solutions.
Vestibule Training: - Employees learn their jobs on the equipment they will be
using, but the training is conducted away from the actual work floor. While
expensive, Vestibule training allows employees to get a full feel for doing task
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without real world pressures. Additionally, it minimizes the problem of transferring
learning to the job.
Role Play: - It’s just like acting out a given role as in a stage play. In this method of
training, the trainees are required to enact defined roles on the basis of oral or written
description of a particular situation.
Management Games: - The game is devised on a model of a business situation. The
trainees are divided into groups who represent the management of competing
companies. They make decisions just like these are made in real-life situations.
Decisions made by the groups are evaluated & the likely implications of the decisions
are fed back to the groups. The game goes on in several rounds to take the time
dimension into account.
In-Basket Exercise: - Also known as In-tray method of training. The trainees is
presented with a pack of papers & files in a tray containing administrative problems &
is asked to take decisions on these problems & are asked to take decisions on these
within a stipulated time. The decisions taken by the trainees are compared with one
another. The trainees are provided feedback on their performance.
4.3 Reasons for Training
Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g:
When a performance appraisal indicates performance improvement is needed
To "benchmark" the status of improvement so far in a performance
improvement effort
As part of an overall professional development program
As part of succession planning to help an employee be eligible for a planned
change in role in the organization
To "pilot", or test, the operation of a new performance management system
To train about a specific topic (see below)
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Typical Topics of Employee Training
1. Communications: The increasing diversity of today's workforce brings a
wide variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace
makes it critical that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people
have different perspectives and views, and includes techniques to value
diversity
5. Ethics: Today's society has increasing expectations about corporate social
responsibility. Also, today's diverse workforce brings a wide variety of values
and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the
workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality
Circles, benchmarking, etc., require basic training about quality concepts,
guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment ,
hazardous chemicals, repetitive activities, etc., but can also be useful with
practical advice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful
description of the organization's policies about sexual harassment, especially
about what are inappropriate behaviors.
General Benefits from Employee Training and Development
There are numerous sources of online information about training and development.
Several of these sites (they're listed later on in this library) suggest reasons for
supervisors to conduct training among employees. These reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
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Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a good reason
for ethics training!)
Risk management, e.g., training about sexual harassment, diversity training
4.4 Developing
An organization already provides extensive employee and management
development programs. A long term career focus should increase the organization’s
effectiveness in managing its human resources
4.3.1 Meaning of Development
Employee development is more future oriented, and more concerned with
education, than is employee training, or assisting a persons to become a performance.
By education, we mean that Employee development activities attempt to instill sound
reasoning process-to enhance one’s ability to understand and interpret knowledge
rather than imparting a body of serial facts or teaching a specific set of motor skills.
Development therefore focuses more on the employee’s personal growth. Successful
managers have analytical, human, conceptual, and specialized skills. They are able to
think and understand. Training per se cannot overcome a manager’s or potential
inability to understand cause-and-effect relationships, to synthesize from experience,
to visualize relationships, or to think relationships or to think logically.
4.3.2 Methods of Development
-On-the-job Development
The development of a manager’s abilities can take place
on the job. We will review four popular on-the-job techniques
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Coaching: when a manager’s takes an active role in guiding another manager’s, we
refer to this activity as coaching. Just as track coaches observe, analyze, and attempt
to improve the performance of their athletes ‘coaches’ on the job can do the same.
The effective coach on the track or in the corporate hierarchy gives guidance through
direction, advice, criticism, and suggestions in attempts to aid the growth of the
employee.
Understudy Assignments: By Understudy Assignments, we mean potential
managers are given the opportunity to relieve an experienced manager’s of his or her
job and act as his or her substitute during the period. This level also described
permanent assistant to position as well as temporary opportunities to assists managers
in completing their jobs.
Job rotation: job rotation can be either horizontal or vertical. Vertical rotation is
nothing more than promoting a worker into a new position. On the other hand
horizontal dimension of job rotation or what may be better understood as lateral
transfer.
Committee Assignments: Assignment to a committee can provide an
opportunity for the employee to share in managerial decision making, to learn by
watching others, and to investigate specific organizational problems.
Off-the-job Development: There are wealth of employee development
techniques that personal can partake in off the job. We will briefly discuss four of the
more popular ones. They are as follow:
Sensitivity training
Sensitivity training in “encounter groups” became quite popular during the 1950s
as a method of changing behavior through group process. Often referred to as
laboratory training. It influences the participants through unstructured group
interaction. Member are brought together in a free and open environment in which
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participants discuss themselves and their interactive process, loosely facilitated by a
professional behavioral scientist. This professional then creates the opportunity to
express their ideas, beliefs, and attitudes.
Transactional Analysis:
Transactional Analysis is both an approach for defining and analyzing
communication interaction between people and a theory of personality. The
fundamental theory underlying TA holds that an individual’s personality consists of
there ego state-the parent, the child, and the adult. These labels have nothing to do
with age, but rather with aspects of the ego.
Lecture courses:
Lecture Courses. Formal lecture courses offer an opportunity for managers or
potential managers to acquire knowledge and develop their conceptual and analytical
abilities. In large organizations, these lecture courses may be offered “in-house” by
the organization itself and supported by out side college course work. Small
organization will utilize courses offered in development programs at universities and
collages, and through consulting organizations. Often college and university faculty
are willing to provide specific courses to deal with the unique needs of an
organization.
Simulation Exercises. Simulations were introduced as a training technique. They are
probably even more popular for management development. The more widely used
simulation exercises include case study. Decision games and role plays.
4.4 Approaches to TNA
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Now that we have examined the general approach of conducting a TNA, let’s examine
the two approaches (proactive and reactive) more specifically.
PROACTIVE TNA
The proactive TNA focuses on future human resource requirements. As Chapter 2
described, HR function need to be involved in the development of a strategic plan
(AWOT analysis). From the resulting unit objectives, HR must develop unit strategies
and tactics (see Figure 2-1 on page 32) to be sure the organization has employees with
the required KSAs in each of the critical jobs based on future KSA requirements. Two
approaches can be taken to develop needed KSAs:
1. Prepare employees for promotions/transfers to different jobs.
2. Prepare employees for changes in their current jobs.
REACTIVE TNA
The reactive TNA begins with an existing discrepancy in job performance. In this
sense, figure 4-1 represents a more complete picture of the reactive process. A middle
manager may notice that productions dropping, a supervisor may see that a particular
employee’s performance declined, or human resources may not increase in grievance
from a particular department. One you identify a discrepancy, you need to determine
whether it is worth fixing. Although this decision may be based on financial
implications, it does dot have to be. For example, the company notes that one
department has lower ratings of supervisory consideration (as rated by subordinates)
than the organization expected. The cost of this lower rating would be difficult to
assess. It may take a long time (if ever) to notice any significant impact on the
company’s bottom line. If the company makes a strong commitment to developing a
good employee-management relationship, it may decide to try to alleviate the
problem.
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4.5.1 TRAINING EVALUATION.
Training managers can come up with a surprising number of reasons for not
evaluating training such as:
Nothing to evaluate
No one really cares about it
Evaluation is a threat to my job
1) NOTHING TO EVALEATE
For some companies training is a luxury the is provide as a reward for good
performance, or simply something mandated so everyone must take their turn.
Argument here is that training isn’t expected to accomplish anything, so there is
nothing to evaluate.
2) NO ONE REALLY CARES ABOUT EVALUATING TRAINIG
The most common rationale for not conducting training evaluations is that formal
evaluation procedures are too expensive and time –consuming and no one really
cares anyway.” This explanation usually means that no one specifically asked for,
demanded, or otherwise indicated a need for assessments.
3) EVALUATION IS A THREAT TO JOB
If time and money are spent on training and an evaluation determines that no
learning occurred-or worse, job performance declined-tough question will be
asked. Although most managers are not likely to admit this concern publicly, it is
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perhaps the real problem. When we use the team evaluation, we too often think of
a single final outcome at a particular point that represents success or failure –like a
report card. This type of evaluation is called summative or out come evaluation.
EVALUATIIN THE COSTS OF TRAINIG
The outcomes of training are only half the battle in evaluating its effectiveness.
The other half is determining whether the results were worth the cost. If
grievances do go down, and if the new behavior are exhibited and the skills
learned, then training might be considered the cause of the reduction, although
cause-and –effect relationships are never a sure thing. The examination of all four
levels of evaluation provides evidence of case and effect, and appropriate designs
enhance the level of confidence in cause and effect, but not to an absolute
certainty. Many managers today still might ask, “so what? In other words, did the
benefits related to the reduction in grievance outweigh?
Question can be answered two ways:
-Cost/benefit evaluation:
A cost/benefit evaluation of training compares the
momentary cost of training to the momentary benefits. It is difficult to place a
value on theses benefits, which include attitudes and working relationships. So the
labor peace brought about by the reduction in grievances is difficult to assess but
rates high in value in comparison to the cost of training.
-Cost-Effectiveness Evaluation:
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1. A cost – effectiveness evaluation compares the
monetary costs of training to the financial benefits accrued from training. Two
approaches performance of the trained employees.
can be used to assess cost effectiveness:
2. Calculation of the actual cost saving based on the change in result.
3. Utility analysis, which examines the value of overall improvement in
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Chapter Five
Data Presentation
From the answer of questionnaires all date are followed (from appendix):
Total number of employees of One Bank ltd.
Types of employees Number of employees
Top-Middle Level 45
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Entry Level 945
Others Staff Group 500
Size of the HR department.
Types of employees Number of employees
Top-Middle Level 1
Entry Level 20-25
Others Staff Group 12
Total number of employees of BRAC Bank ltd.
Types of employees Number of employees
Top-Middle Level 15
Entry Level 3500
47
Top-Middle Level
Entry Level
Others Staff Group
Top-Middle Level
Entry Level
Others Staff Group
Page 48
Others Staff Group 1500
Size of the HR department.
Types of employees Number of employees
Top-Middle Level 1
Entry Level 15-20
Others Staff Group 10
Total number of employees of Dhaka Bank ltd.
Types of employees Number of employees
Top-Middle Level 45
Entry Level 1500
Others Staff Group 450
48
Top-Middle Level
Entry Level
Others Staff Group
Top-Middle Level
Entry Level
Others Staff Group
Page 49
Size of the HR department.
Types of employees Number of employees
Top-Middle Level 1
Entry Level 4
Others Staff Group 7
Total number of employees of Prime Bank ltd.
Types of employees Number of employees
Top-Middle Level 40
Entry Level 1800
Others Staff Group 500
49
Top-Middle Level
Entry Level
Others Staff Group
Top-Middle Level
Entry Level
Others Staff Group
Page 50
Size of the HR department.
Types of employees Number of employees
Top-Middle Level 1
Entry Level 25-30
Others Staff Group 16
Total number of employees of Sonali Bank ltd.
Types of employees Number of employees
Top-Middle Level 1500
Entry Level 20000
Others Staff Group 5000
50
Top-Middle Level
Entry Level
Others Staff Group
Top-Middle Level
Entry Level
Others Staff Group
Page 51
Size of the HR department.
Types of employees Number of employees
Top-Middle Level 1
Entry Level 150
Others Staff Group 60
51
Top-Middle Level
Entry Level
Others Staff Group
Top-Middle Level
Entry Level
Others Staff Group
Page 52
Chapter Six
Data Analysis
Data Analysis
What used do you make for the training & development
One Bank Brac Bank Dhaka Bank Prime Bank Sonali BankPlanning Planning and
ImplementingManagement use their method
Planning and implementing
Planning
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Table shows the areas the banks are used for the training & Development practices.
One bank and Sonali bank are used planning; Where Brac bank and Prime
bank are used planning and Implementing. In other words Dhaka banks used
Management decision.
Please mention which of the following techniques are used by your
organization
Training techniques on Top-Middle Level:
One Bank Brac Bank Dhaka Bank Prime Bank Sonali BankOn-the-job
training
On-the-job
training
On-the-job
training
On-the-job
training
On-the-job
training
Classroom
lecture
Classroom
lecture
Classroom
lecture
Classroom
lecture
Classroom
lecture
Conference Conference Conference Conference Conference
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Simulation
exercise
Simulation
exercise
Simulation
exercise
Simulation
exercise
Simulation
exercise
Computer
bases training
Computer
bases training
Computer
bases training
Computer
bases training
Computer
bases training
Vestibule
training
Vestibule
training
Vestibule
training
Vestibule
training
Vestibule
training
Programmed
instruction
Programmed
instruction
Programmed
instruction
Programmed
instruction
Programmed
instruction
Job rotation Job rotation Job rotation Job rotation Job rotation
Role playing Role playing Role playing Role playing Role playing
Table shows the areas the banks training techniques in the top level management.
Above all the banks are following On-the-job training, classroom lecture, computer
bases training. On the side Dhaka bank and Sonali bank used Programmed instruction
and Job rotation. Audiovisual technique are used Dhaka bank.
Training techniques on Entry Level:
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One Bank Brac Bank Dhaka Bank Prime Bank Sonali BankOn-the-job
training
On-the-job
training
On-the-job
training
On-the-job
training
On-the-job
training
Classroom
lecture
Classroom
lecture
Classroom
lecture
Classroom
lecture
Classroom
lecture
Conference Conference Conference Conference Conference
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Simulation
exercise
Simulation
exercise
Simulation
exercise
Simulation
exercise
Simulation
exercise
Computer
bases training
Computer
bases training
Computer
bases training
Computer
bases training
Computer
bases training
Vestibule
training
Vestibule
training
Vestibule
training
Vestibule
training
Vestibule
training
Programmed
instruction
Programmed
instruction
Programmed
instruction
Programmed
instruction
Programmed
instruction
Job rotation Job rotation Job rotation Job rotation Job rotation
Role playing Role playing Role playing Role playing Role playing
Table shows the areas the banks training techniques in the Entry level management.
Above all the banks are following On-the-job training, classroom lecture, and
computer bases training on the side Dhaka bank and Sonali bank used Programmed
instruction and Job rotation. Audiovisual technique is used Dhaka bank
Training techniques on Other Staff Group:
One Bank Brac Bank Dhaka Bank Prime Bank Sonali BankOn-the-job
training
On-the-job
training
On-the-job
training
On-the-job
training
On-the-job
training
Classroom
lecture
Classroom
lecture
Classroom
lecture
Classroom
lecture
Classroom
lecture
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Conference Conference Conference Conference Conference
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Audiovisual
technique
Simulation
exercise
Simulation
exercise
Simulation
exercise
Simulation
exercise
Simulation
exercise
Computer
bases training
Computer
bases training
Computer
bases training
Computer
bases training
Computer
bases training
Vestibule
training
Vestibule
training
Vestibule
training
Vestibule
training
Vestibule
training
Programmed
instruction
Programmed
instruction
Programmed
instruction
Programmed
instruction
Programmed
instruction
Job rotation Job rotation Job rotation Job rotation Job rotation
Role playing Role playing Role playing Role playing Role playing
Table shows the areas the banks training techniques on the staff. Above all the banks
are following On-the-job training, classroom lecture. Dhaka bank also uses additional
Computer bases training and Job rotation. On other side Sonali bank uses Role
playing
Research design at a glance:
- Keeping in the view the above stated design decision; one may split the overall
research design in to the following parts.
- The sampling design, which deals with the method of selecting items to be
observed from the given study.
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- The observation designs which concerns with the question of how many items
are to be observed and how the intermission and data are to be analyzed.
- The observation design which relates to the three conditions under which the
observation are to be made.
- The operational design which with the techniques by which procedures specified
in the sampling, statistical and observational design can be carried out.
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Chapter Seven
Findings
FINDINGS
In every organization there are some strength and lacking. The research consists of a plenty of significant out come that are described below:
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- Banks has been successful in developing a professional job environment where each employee has substantial level of authorities and responsibilities.
- In case of HRM-, there is no specific/clear direction or prospects for outside
learning.
- There is no specific Serial maintaining guideline in case of HRD of banking sector.
- Background INF. About company-not provided in time of training Orientation session.
- In banking sector after Training- there must be an’ evaluation technique’ for justifying performance of the Trainee.
- 'International Training’ is provided very often in banking sector. The Training
dept. does not maintain any activities related with International Training
Program. Only HRD Maintain all of the activities of ITP. Thus maximum
Trainee & employee don’t know about it.
- Most of the bank dose not provides any Distance & Internet-based Training. (Tele training, Video- conferencing, etc.)
- There’s no any systematical follow-up of training step in banking sector.
Training section or dept, though they have separate Training dept. in
banking.
- In generally banks have to their own training institution to provide tainting but
some times some banks can’t follow that.
- Bank has no efficient leadership related training system to reach the ultimate
goal and future target of Bank
- In generally both methods such as on the job (as traditional) & off the job
Training method are followed and maintained strongly when whatever
necessary
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Chapter Eight
Recommendation and Conclusion
RECOMMENDATIONS
The inefficient and unskilled workers should be cut off which helps to provide
faultless service.
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The Training Methods & Policy can be updated by continuing survey on
competitive business organization and by taking current opinion of the Trainee
& Training Instructors.
In case of International Training-the policy of the company should be
developed.
A detailed job creation and identification should be done in top managerial
level and then it should be communicated to the respective implementer.
The jobs should be designed according to the requirements of the organization,
not according to the current status of that particular incumbent.
A detailed job designing methodology needs to be done with the involvement
of the supervisor as well as the incumbents.
In near future there should be a provision for appraises’ training also.
In generally banks have to their own training institution to provide tainting.
Banking is a service-oriented marketing. Its business profit depends on its
service quality. That’s why the authority always should be aware bout their
service quality.
To provide quality service to the customer it is necessary to have a trained
team of an organization or an institution. For this reasons the bank should
recruit fresher, bright persons such as MBA, BBA, and MBM etc.
As soon as possible the bank should short more branches in Dhaka city as well
as the other cities of the country.
Nowadays world is going very fast. Now most of the banks open online
customer service systems. So in order to compete in the world market they
should adopt online banking system.
The recruitment process is very lengthy and expensive. The bank should the
cost and select the employee by restructuring in lengthy process.
In general banking department it is necessary to implement modern banking
process instead of traditional system. It should more computerize.
Conclusion
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In today’s tough business environment, the message is quite simple: if it cannot be
measured, it is not worth doing. This sharper focus on performance calls for a new
approach to training and development. Far too much expenditure on T&D fails to
deliver results for organizations. This creates a serious credibility issue concerning the
value of investing in T&D. It often results in the training budget being amongst the
first to get cut when times are hard. It does not have to be that way. Making Training
and Development Work: A Best Practice Guide explains how an organization can
design and deliver training and manage the T&D function to ensure that T&D is of
continued relevance to competitiveness even in times of economic downturn.
Now days in our Banking sector facilities are necessary elements. In banking sector
people keeps their excess money for various kinds of necessary works. Although for
our socio-cultural environment, it has some problems government and other related
sectors have to appreciate Banking sectors by providing favorable environments and
takes steps to prevent and project this problem solving of our country. If proper steps
are taken in this regard we think it will be a highly prospective edition of the banking
sector of Bangladesh
In our country, now it is the golden period of banking sectors. So, their is a greater
suitable place to keep customers money and dealings their transactions for their
necessary works. All new entrance and existing documents, Bank always keep in
mind this thing because it will be a highly competitive area.
Reference
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BOOK:
1. Decenzo D.A. and Robbins S.P. (2005) Human Resource Managements,
Eight Edition, John Wiley and sons, inc. USA.
2. Stephen P. Robbins S.P. (2003) Organizational Behavior,
10th Edition, Prentic – Hall, inc. USA.
WEBSITE:
o www.google.com.bd/http://www.prime-bank.com
o www.google.com.bd/http://www.onebankbd.com
o www.google.com.bd/http://www.bracbank.com
o www.google.com.bd/http://www.sonalibank.com.bd/
o www.google.com.bd/ http://www.dhakabankltd.com/
o www.google.com./training and development/http
Appendix
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Questionnaire
(We solicit your valuable cooperation in filling up this questionnaire. Information collected from your esteemed organization will be used only for classroom discussion).
A. ORGANIZATION OF HUMAN RESOURCES DEPARTMNT
1. a) What is your name and designation?
Name:
Designation:
b) Please mention the name of your organization in full
c) When was it established in Bangladesh?
d) What is the ownership pattern of the organization? (Please tick
in the box.)
Sole Proprietorship
Partnership
Company
Joint venture
Others
e) What are the products / Services this organization produces/provides?
f) In your opinion, what is the size of this Organization?
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g) Please mention the name of the department that looks after the
HR function.
h) What are those functions?
i) Besides HR functions, what other functions are performed by
the department?
2. a) Whom does the HR manager report to?
b) As the manager/head of the HR department, what type of
authority do you
have in taking decisions relating to personnel matters?
3. a) What is the total number of employees in this organization?
Types of employees Number of employees
Top-Middle Level
Entry Level
Others Staff Group
b) What is the size of the HR department?
Types of employees Number of employees
Top-Middle Level
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Entry Level
Others Staff Group
c) HR Department personnel by educational qualification:
Level of academic qualifications
Top-Middle Level
Entry Level Others Staff Group
Doctorate/Post-Doc.
Post graduate
Graduate
H.S.C.
S.S.C.
Others
d) HR Department Personnel by work experiences:
Workexperience
Top-Middle Level
Entry Level Others Staff Group
Up to 4 years
4-8 years
8-12 years
12-16 years
16-20 years
20 years and above
e) Training received by HR Department Personnel?
Category of people received
training
Number of people received
training
Top-Middle Level
Entry Level
Others Staff Group
4. a) Please identify in which of the following areas your organization
has human resources policies?
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Recruitment Discharge
Selection Equal employment opportunity
Induction PerformanceAppraisal
Training and Development working Condition
Compensation and Reward Industrial Relations
Health and Safety Hours of Work
Benefits and Services Leave and Vacation
Promotion Transfer
Sharing information with employees other areas (Please specify)
b) Does this organization maintain written human resource
policies?
Yes No
B. DEVELOPING EMPLOYEES
1. a) Please, state the policy regarding training & development.
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b)
I. what beliefs
II. Values
III. Assumption the organization holds regarding people?
c) Does the organization determine training needs for its employees?
Top-Middle Level
Entry Level Others Staff Group
Yes
No
d) If yes, please mention the measure (s) used for determining
training needs.
e) Does the organization evaluate the effectiveness of training
program?
Yes No
f) If yes, please mention the method (s) used in evaluating training
effectiveness.
g) What used do you make for the training & development?
h) Is there any training institution in this organization?
Yes No
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i) If yes, does the organization receive assistance in training to the
employees?
Yes No
2. a) Please mention which of the following techniques are used by
your organization?
Training techniques Top-Middle Level
Entry Level Others Staff
GroupOn-the-job training
Classroom lecture
Conference
Audiovisual technique
Simulation exercise
Computer bases training
Vestibule training
Programmed instruction
Job rotation
Role playing
Any other (please specify)
b) Do you sent your employees outside for training?
Yes No
c) If yes, where do you send them?
d) What are the methods of training being adopted by outside
training organization?
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3. What role does the human resources department play in case of
employee training?
I. Training within :
II. Training outside :
4. a) Is there any formal performance appraisal program in your
organization?
Yes No
b) If yes, how frequently employee’s performance is evaluated?
Monthly Quarterly Half yearly
yearly
c) Who evaluates employee’s performance?
Appraisal by immediate boos Self-rating
Peer appraisal Appraisal by subordinate
Rating committee 360 degree feedback
d) What purpose o the results of appraisal serve?
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5. Please mention which of the following bases of promotion are used in
your organization?
Seniority Efficiency
Loyalty seniority and efficiency
Seniority & performance All of the above
6. a) Is there any career counseling program in the organization?
Yes No
b) Do the senior members of the organization play mentoring role
to guide juniors in building their career?
Yes No
c) What are the communication principles of the organization?
d) What methods of communication are used?
Notice board Staff briefing
Magazines and Newspaper the suggestion program
Consultative committee Any other (please specify)
Presentations
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