A Study on Strategic Human Resource Management of
Bangladesh police
Presented as eMBA Term Paperby:
Dr. Khandokar Mahid UddinGazi Jashim Uddin
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Executive summary
This paper is prepared as a report on the human resource
management of BD Police. As we enter the twenty-first century,
experts continue to validate that it is the human asset, not the fixed
asset that will make the difference for successful organizations. In a
rapidly changing competitive environment, human resources are one
important source of competitive advantage. Human resource systems
can contribute to sustained competitive advantage through facilitating
the development of competencies that are organization specific.
Strategic human resource management concerns with the creation of
a linkage between the overall strategic aims of organization and the
human resource strategy and implementation. Technology has
changed everything with great extent, the process of recruitment, the
training techniques, and new equipment etc. Now it’s up to HR
personnel’s to work with their functions to best manage the
workforce.
In these pieces of paper we have discussed those foremost issues and
challenges which are confronting to BD Police. To overcome these
issues and challenges the HRM of BD Police will have to build a
standard structure that allows managing all different workforce
alternatives. This way the BD Police can provide better services
towards people.
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IntroductionThe aim of Strategic Human Resource Management of BD Police is to
improve the human capital of the Bangladesh Police. Strengthened
human resource management and development processes will support
recruitment, promotion, transfer and development opportunities that
are administered in a manner which is transparent and merit based.
The way police discharge their tasks will, to a large degree, determine
how people feel about their safety in Bangladesh. This places high
demands on the professionalism and competences of police officers. A
professional police service requires strategic direction on Human
Resource Management. The selection, training, and welfare of police
needs to be managed in a way which provides incentives for good
performance and encourages positive morale and behavior.
There is a clear need to improve training systems and human resource
management. Less than 1% of the Police budget is currently allocated
to training. Nearly 75% of public respondents believed that training
was necessary to improve police skills. Police personnel are also eager
for greater training in crime prevention, use of computers,
investigations and community partnership. More than 75% of Police
believe that greater specialisation and professionalism will lead to
improved police performance.
PRP is supporting efforts to strengthen the Human Resource
Department at Police Headquarters to administer all human resource
functions including recruitment, promotions, transfers, qualifications,
travel, performance appraisal and professional development records.
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The Department will initiate research and generate policies,
procedures and systems to ensure that positions are classified
accordingly to the level and type of responsibility and job descriptions
and that training options are matched to task proficiency. A strong HR
department will underline the cultural expectations of the police and
promote professionalism and ethical
conduct.
Overview of BD Police
The Bangladesh Police is the main law
enforcement agency of Bangladesh. It is
administered under the Ministry of Home
Affairs of the Government of Bangladesh.
It plays a crucial role in maintaining
peace, and enforcement of law and order
within Bangladesh. Though the police are primarily concerned with
the maintenance of law and order and security of persons and
property of individuals, it also plays a big role in the criminal justice
system.
Motto: Peace Discipline Security Progress.
Agency overview:
Employees: 148, ooo
Legal personality: Governmental: Government agency.
Police station: 615
VISION
To provide service to all citizens and make Bangladesh a better and
safer place to live and work.
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Operational structure
Headquarters: 6, Phoenix Road, Fulbaria, Dhaka - 1000 Agency executive: Hassan Mahmood Khandker, BPM, PPM, ndc, Inspector General of Police
Facilities Stations: 615
MISSION
To uphold the rule of law.
To ensure safety and security of citizens.
To prevent and detect crime.
To bring offenders to justice.
To maintain peace and public order.
The relevance of Job Characteristics Model of Job Design:
Some people are muti-tasking and multi-talented, they can do variety
of work with ease and expertise, and some people aren’t, they love to
do specialized work only. Some people become more productive while
listening music or telling/listening jokes or entertaining stories, and
some people doesn’t need anything they want to be alone and
undisturbed while doing their work.
Job Design provokes an insight to understand behavioral pattern of
individuals and to adjust job accordingly so that individuals could be
more productive.
Job Characteristics of BD Police can be enumerated as follows:
1. Skill Variety: Number of skills needed to do variety of activities.
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2. Task Identity: Identification of task, its variations and processes involved in it.
3. Task Significance: Task significance and impacts on individual’s life.
4. Autonomy: Freedom and responsibility of the task.
5. Feedback: Feedback on performance.
Demographics of the workforce: Analysis of trends & their application on HR of BD Police
As Bangladesh Police is an age-old
institution, it will face significant
demographic changes over the next 20
years in the workforce.
BD Police is already seeing a reduction in
the quality of potential employees, as well as greater gender, ethnic,
and age diversity than at any time in the past. The lack of skilled
workers for increasingly complex jobs is considered to be a major,
ongoing problem. Partly as a result of this shortage of skilled labor,
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Key demographic trends:
Aging of the workforce
Growth in the number of women Police
Changing family patterns
Increase in unskilled workforce
Generational issues
Growth in the number of employees with childcare responsibilities
Increase in age discrimination litigation
we are seeing older employees with high-level skill sets remain in the
workforce.
Aging of the Workforce
BD Police is experiencing a demographic shift as populations age. The
impact of this shift will have on the workplace is expected to be
significant.
Growth in the no. of women police
Since 1976 BD Police are recruiting women Police. Now-a-days this
number has increased a lot. As a result HR should consider about
gender issue.
Changing Family Patterns
Another issue that will impact BD Police, along with many other
aspects, is the changing structure of the family. Responsibility for
both childcare and eldercare at the same time may be more common
among single parents, and these responsibilities will demand a
greater amount of time from those who have no one to share them
with. The growing number of couples without children and single-
person households is another major demographic shift. Eventually
there could be fewer married workers in the workforce than single
workers.
Increase in Unskilled Workforce
A lack of skilled workers over the coming decades is a key concern for
BD Police
Generational Issues
Generational differences could contribute to a clash in BD Police over
the coming decades. Some experts believe that the presence of these
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different generations at work and the growing dominance of
Generations X and Y as the baby boomers begin to exit the workforce
could create a cultural shift in the workplace. This is because of the
following reasons:
1. Work has become more demanding on employees.
2. Employer-employee relationships have become less hierarchical
and more transactional.
3. Employers are moving away from long-term employment
relationships.
4. Employees have less confidence in long-term rewards and greater
expectations for short-term rewards.
5. Immediate supervisors are the most important people in the
workplace.
6. Supervising employees now requires more time and skill on the
part of managers.
Recruitment process & selection criteria of BD Police :
Recruitment process
The recruitment process differs according to the level of position
being recruited to, and direct entry (where an applicant does not have
to start at the lowest level) is possible. The educational requirements
increase with rank. A minimum 4 years degree is required for
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Assistant Superintendent of Police, minimum bachelor degree for Sub-
Inspector, and Sergeant, and for Constable, a Secondary School
Certificate is required. Recruitment is conducted in the following
three tiers:
In the rank of Assistant Superintendent of Police (ASP)
In the rank of Sub-Inspector (SI) or Sergeant
In the rank of Constable
Selection criteria
The Assistant Superintendent of Police (ASP)
The Assistant Superintendent of Police (ASP’s) are recruited by
Bangladesh Public Service Commission (BPSC) through the
competitive Bangladesh Civil Service (BCS) examination. They
undergo a one year long training in the Bangladesh Police Academy
as Probationary ASPs. After passing from the academy, they undergo
an orientation training for six months in the district level as a
probationer.
Sub-Inspector (SI)
Sub-Inspectors are recruited by Police Headquarters centrally. They
undergo a one year long training in the Bangladesh Police Academy as
Outside Cadet Sub-Inspectors. After that they have partake in a two
years probationary period in different police units.
Sergeant
Sergeants are recruited by Police Headquarters centrally. After
appointment they undergo a six month long training course in the
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Bangladesh Police Academy, at the rank of Probationary Sergeant.
After passing from the academy, they also undergo an orientation
training of six months in the rank of probationer.
Constable
Constables are recruited in the district level. They undergo a six
month long training in the Police Training Centre as a Trainee Recruit
Constable (TRC).
Growth in the Number of Employees with Childcare
Responsibilities
In BD Police, the number of women of childbearing age in the
workforce and the number of children under five years of age are
expected to rise gradually over the coming decade . This indicates a
likely increase in the number of employees with childcare
responsibilities.
Increase in Age Discrimination Litigation
BD Police are expecting an increase in age discrimination litigation as
a result of greater numbers of older workers in the workplace.
Increase in the Number of Individuals with Disabilities
Risk of many different kinds of disabilities increases with age, so an
increase in the number of elderly across the industrialized world will
likely also mean a rise in the number of individuals with disabilities.
This may be particularly true in BD Police where levels of chronic
disease are higher than in many other institutions. BD Police will need
to step up efforts to bridge the digital divide between individuals with
disabilities and an increasingly technology-driven workplace. In many
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cases, technology already exists that can enable individuals with
disabilities to participate fully in the workplace. It will be up to HR
practitioners to build this awareness in their organizations.
Demographic Changes: Implications for BD Police
BD Police have to determine to what extent these demographic trends
will impact their organization. BD Police should take the following
initiatives for facing demographic changes:
Investing more in training and development to boost employee
skill levels
Succession planning
Training to recognize and respond to generational differences
Bringing retirees back into the workforce
Offering customized benefits packages to employees
Conducting studies to determine projected demographic
makeup of organization’s workforce
Conducting studies to determine projected retirement rates in
the organization
Changing employment practices to address the issue of
discrimination against individuals with disabilities
Offering employment options designed to attract or retain
semiretired employees.
Offering employment options designed to attract and retain
Generations X and Y
Changing employment practices to address the issue of age
discrimination
Changing employment practices to address the issue of racial
discrimination
Offering language courses for employees
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Changing employment practices to address the issue of
discrimination based on sexual orientation
Changing health and safety policies to reflect changing
language needs of the workforce
Changing employment practices to address the issue of
discrimination based on ethnicity
Changing employment practices to address the issue of gender
discrimination
Changing employment practices to address the issue of religious
discrimination
Offering language courses.
Changing health and safety policies to reflect the aging of the
workforce
Using retirees as mentors
Effectiveness of BD Police and strategic HR:
HRM needs to achieve the following strategic goals in order to gain
and sustain the goals, mission and vision of BD Police:
to invest in people through the introduction and encouragement
of learning processes designed to increase capability and align
skills to organizational needs,
to ensure that the organization identifies the knowledge
required to meet its goals and takes steps to acquire and
develop its intellectual capital,
to define the behaviours required for organizational success and
ensure that these behaviours are encouraged, valued and
rewarded
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to encourage workforce to engage wholeheartedly in the work
they do for the organization,
to gain the commitment of people to the organization’s mission
and values.
Regulating physical appearance: Dress code, height/weight restriction
Dress code
Bangladesh Police is a uniform service. Employees of BD Police must
wear uniform during discharging his/her duties. The uniform is
different for various types of Police like District Police, Metropolitan
Police, Railway Police, Highway Police, SWAT Police, APBn. etc.
Height/weight restriction
For ASP: Minimum 5’ 4” for male and minimum 4’ 10” for female.
There is no weight restriction.
For SI and Constable: Minimum 5’ 6” for male and minimum 5’ 2”
for female. There is no weight restriction.
Reward for BD Police:
Police medals are awarded every year in the annual Police Week Parade. They are awarded both for bravery and service.
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Bangladesh Police Medal (BPM)
Bangladesh Police Medal (BPM) Bangladesh Police Medal - Service (BPM-Seba)
President Police Medal (PPM)
President Police Medal (PPM) President Police Medal - Service (PPM-Seba)
Ethics in HR of BD Police: An examination of key issues
The human resources function deals with a variety of ethical
challenges; being the department that deals directly with people, HR
includes numerous ethical pitfalls that can damage reputation if not
handled properly. The importance of ethics in human resources is
crucial for BD Police. But the HR practices of BD Police are not
satisfactory for the following unethical practices:
Recruitment:
In case of Sub-Inspector and Constable, most of the cases
recruitments are being completed by taking bribe without considering
the merit. In case ASP the level of corruption is very minimal.
Promotion:
Most of the cases employees are not getting promotion in right time.
Promotion is being given based on either political favour or by taking
bribe.
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Transfer:
Transfer is being done either on the basis of political favour or by
taking bribe. The employees who are enough capable are not getting
posting in the right place because they do not have political power
and adequate money.
Training:
Employees are not getting training equally. Some employees are
getting training frequently.
Training and development
In-country training
Assistant superintendent of police (ASP)
The Assistant Superintendent of Police (ASP) are recruited by
Bangladesh Public Service Commission (BPSC) through the
competitive Bangladesh Civil Service (BCS) examination. They
undergo a one year long training in the Bangladesh Police Academy
as Probationary ASPs. After passing from the academy, they undergo
an orientation training for six months in the district level as a
probationer.
Sub-Inspector
Sub-Inspectors are recruited by Police Headquarters centrally. They
undergo a one year long training in the Bangladesh Police Academy as
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Outside Cadet Sub-Inspectors. After that they have partake in a two
years probationary period in different police units.
Sergeant
Sergeants are recruited by Police Headquarters centrally. After
appointment they undergo a six month long training course in the
Bangladesh Police Academy, at the rank of Probationary Sergeant.
After passing from the academy, they also undergo an orientation
training of six months in the rank of probationer.
Constable
Constables are recruited in the district level. They undergo a six
month long training in the Police Training Centre as a Trainee Recruit
Constable (TRC).
Police personnel is trained on various issues and subjects related to
operational, management and leadership, including:
Crime Prevention and Community Safety;
Gender;
Communication, psychological background on victims of crime;
Crime Scene Management;
Criminal Intelligence Analysis;
Forensic Awareness;
Generic Murder Investigations;
Train The Trainer’ (TTT);
Effective Media Relations; and
Human Trafficking Investigations.
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List of Training Institutions
Police Staff College, Dhaka
Bangladesh Police Academy, Sardah, Rajshahi
Police Training Centre, Tangail
Police Training Centre, Rangpur
Police Training Centre, Khulna
Police Training Centre, Noakhali
Detective Training School (DTS), Rajarbagh, Dhaka
Forensic Training Institute, Malibagh, Dhaka
Special Branch Training School, Malibagh, Dhaka
Police Peacekeepers' Training School, Rajarbagh, Dhaka
Police Special Training School (PSTS), Betbunia, Rangamati
Traffic and Driving School (TDS), Mill Barrack, Dhaka
Motor Driver Training School (MDTS), Jamalpur
Telecommunications Training Center, Rajarbagh, Dhaka
Dhaka Metropolitan Police Training Academy, Rajarbagh, Dhaka
Rapid Action Battalion Forces Training School, Gazipur
Armed Police Battalion Training School
Moreover there are in-service training centres in different districts.
Overseas Study Tour/Conference & training
A number of study visits and conferences were organized in overseas
to identify regional and international best practices and capacity
building. :
International Commanders Programme (ICP) in UK;
Executive Leadership Programme at the Australian Institute of
Police Management in Sydney;
Crime Intelligence Analysis course in UK;
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Training on “Making Governance Gender Responsive” in Manila,
Philippines;
Training on Internet as an Investigation Tool at Canadian Police
College, Canada;
Study visit to Hong Kong, Thailand, Singapore and Sri Lanka to
have an exposure of training facilities;
Study Visit to Japan and Thailand to establish further
cooperation between Bangladesh and Japan in the area of law
enforcement and to meet with INTERPOL officials in Bangkok;
Visit to Bangkok to attend South East Asia Heads of THB Unit
meeting;
Study visit to Australia to have an exposures of current
investigation practices; Conference on UN GIFT (Global
Initiative to Fight Human Trafficking) at Vienna, Austria;
Conference on TETRA Systems at Hong Kong.
SWAT training in America.
Up-gradation of Training Courses
A number of training courses have been up-graded and re-developed
for Bangladesh Police including:
Constables’ Qualification Program
Detective;
Latent Fingerprint;
Scene Of Crime Officers (SOCO);
Forensic Awareness;
Crime Scene and Personal Photography; and
Course for Judges and Prosecutors;
Basic ICT;
Effective Media Relations.
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UN Civ Pol Peace keeping training
Police Training Center (PTC), Tangail has been identified as the
location for a dedicated UN-Training-Facility, to enhance capacity for
the participants of BP for UN peacekeeping missions considering their
greater involvement. The existing CIVPOL training course has been
reviewed. Procurement of equipment for the training center is
underway.
Generation differences: Challenges for BD Police:
Generation is a group of people who share a common range of birth
dates, normally 18 years and who share a common set of experiences.
Characteristics:
Generations are influenced by its periods economic, political,
and social events, which later influences and shapes our
decisions and actions.
Generations have a lot in common but small differences can lead
to conflict at work.
Members of each generation bring distinct sets of values,
attitudes, and behaviors to the workplace, largely as a result of
the era in which they grew up in.
Differences with values, ideas, ways of getting things done and
different ways of communicating.
Challenges:
Accommodate employee differences
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Learn all you can about them, work to meet their specific needs and
serve them according to their unique preferences. Generational
competence — the ability to understand, appreciate and meet the
specific needs of different generations.
Create workplace choices
Allow the workplace to shape itself around the work being done, the
people being served and the people who work there.
Operate for a sophisticated management style
Give those who report to you the big picture, specific goals and
measures. Give them feedback, rewards and recognition as
appropriate.
Respect competence and initiative
Treat everyone as if they have great things to offer and are motivated
to do their best. Hire carefully to assure a good match between people
and work.
Nourish retention
Offer lots of training—from one-on-one coaching sessions, to
interactive computer-based classes, to an extensive and varied
classroom curriculum. Encourage lots of lateral movement and
broader assignments.
Gender issue and EEO Act:
The Bangladesh Police have made concerted and comprehensive
efforts make the gender issue pivotal and important at its recent
endeavours. Training, raising awareness for the promotion and
protection of gender and increased interest to recruit women in
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Bangladesh Police are a few of the PRP`s initiatives that have been
rendered to Bangladesh Police.
Under capacity development intervention, the PRP recently organized
a Training of Trainers for 20 instructors in the rank of Sub-Inspector
and Assistant Sub-Inspector of different Police Training School in
Bangladesh.
The course was entitled gender sensitive policing and organised at the
Detective Training School, Dhaka. Ms. Mily Biswas, Additional
Commissioner of Dhaka Metropolitan Police and DIG inaugurated the
session along with senior police officers and PRP officials who
attended as special guests. PRP Gender Expert, Ms. Fawzia Khondker
Eva, was the core facilitator of the training.
The training covered the current situation of women in Bangladesh,
the difference between sex and gender, the root causes of the unequal
relationship between men and women as well as violence against
women.
It is noteworthy to mention that the PRP has developed a module on
Gender Sensitive Policing to train master trainers who, in turn, will be
equipped to carry out gender sensitivity training in Bangladesh Police.
The master trainers then train other police personnel without PRP`s
direct intervention which paves the way to ensure a sustainable
development and ownership within the Bangladesh Police. This
module will act as a guideline for future training. It is noted that the
PRP has already trained 96 trainers at thana level followed by a
gender orientations for the field level for employees of Bangladesh
Police.
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It is widely acknowledged that women are under-represented in law
enforcement in Bangladesh. The Bangladesh Police have responded by
prioritising the recruitment of an additional 3000 female police in the
Strategic Plan 2008-2010. Increased representation of women in the
Bangladesh Police is critical to sustain reform. For example, the
retention and effective deployment of women police is linked to the
sustainability of the crime prevention and community policing
outcomes as more female investigating officers will likely encourage
more women to assist police with investigations and prosecutions. All
support to this Outcome will be consistent with Bangladesh Police
policies and regulations.
The PRP follow-up survey demonstrated overwhelming public support
(90%) for women to work in the police service. Over 40% of the
respondents felt women should comprise half of the police force. PRP
will support the Bangladesh Police to get closer to the LDC average of
around 8% women’s representation in the police service.
PRP will support efforts to develop a Women in Policing Strategy,
which will include a comprehensive plan to actively recruit women at
all levels. PRP, under Outcomes 2 and 4, will assist with infrastructure
development at selected training institutions and Thana to provide
women with appropriate accommodation and facilities. PRP will also
assist with training of women police for specialist roles and positions
of leadership. This will support efforts to make policing a feasible
career option for women. Overseas management and leadership
courses will also be supported.
PRP will assist Bangladesh Police women and men to provide training
on how to work effectively with women (whether as colleagues or
clients), in a non-discriminatory and equitable way. Policies and
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procedures in the Bangladesh Police will be reviewed and updated to
ensure they are gender sensitive and non-discriminatory. Support to
develop modular, competency-based training on domestic violence,
sexual assault, child abuse and child victims, victim management and
interviewing techniques will also be provided.
Further support will also be provided to the Bangladesh Police
Women’s Network to expand their communication networks both
nationally and internationally, strengthen their capacity to contribute
to policy and decision-making, and raise awareness.
This Outcome places a strong emphasis on raising awareness and
victim support; particularly for women, children, poor and vulnerable
groups. The Victim Support Centre model will be expanded through
the establishment of up to 6 additional Support Centres. The
Bangladesh Police will need to meet recurrent costs for these Centres
to be successful so this will need careful planning and to be linked to
the Police budget. Partnerships with NGOs and other government
agencies will be further strengthened to build victim support networks
and referral mechanisms to streamline access to justice, social and
medical supports.
PRP will support efforts to develop a victim referral system so it can be
extended in all Thana. In addition the partnership with relevant
government agencies and UN agencies to improve Juvenile Justice in
Bangladesh will continue. PRP will continue to support the
development of a Juvenile Justice Strategy and to work with the police
to respond to the needs of juveniles in conflict and contact with the
law through identified pilot initiatives.
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Key outputs:
1. The participation of women in Bangladesh Police is increased at
all ranks, and progressively more women are represented in
positions of authority;
2. Gender awareness increased; and
3. Improved victim support services.
PESTEL Analysis of BD Police:
A PESTEL analysis is a framework or tool used by organization to
analyze and monitor the macro-environmental factors that have an
impact on an organization. The result of which is used to identify
threats and weaknesses which is used in a SWOT analysis.
Political Factors
These are all about how and to what degree a government intervenes
in the functioning of the BD police. This can include –
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government policy,
political stability or instability,
foreign policy,
labour law,
environmental law,
and various types of laws.
It is clear from the list above that political factors often have an
impact on BD Police and it needs to be able to respond to the current
and anticipated future legislation, and adjust their policy accordingly.
Economic Factors
Economic factors have a significant impact on BD Police. Factors
include – economic growth, interest rates, exchange rates, inflation,
disposable income of consumers and businesses and so on.
Social Factors
Also known as socio-cultural factors, are the areas that involve the
shared belief and attitudes of the population. These factors have a
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great impact on the activities of BD Police. Social factors include
security& safety, crime, terrorism, women repression, dowry etc. .
Technological Factors
We all know how fast the technological landscape changes and how
this impacts the way we provide our services to the people.
Technological factors may affect BD Police in the following ways:
Recruiting
Training
Performance management
Data storage & retrieval
Environmental Factors
These factors also affects the functioning of BD Police. These includes
what service people are demanding from police. Police personnel
should be recruited, trained and managed according to the demand of
the society, state or country.
Legal Factors
Legal factors include - health and safety, equal employment
opportunities, gender discrimination, human rights etc. It is clear that
BD Police need to know what is and what is not legal regarding
human resource management.
SWOT analysis of BD police:
The SWOT analysis enables us to identify the positive and negative
influencing factors inside and outside of an organization. The key role
of SWOT is to help develop a full awareness of all factors that may
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affect strategic planning and decision making, a goal that can be
applied to most any aspect of industry.
SWOT analysis of BD Police is as follows:
Strengths Weaknesses
BD police is an age old
branded organization.
Social status is very high.
It is a uniform service.
Social belongingness.
Strong leadership.
Salary is very poor.
Risky working condition.
Poor promotion scope.
Inefficient employee.
Absence of modern
weapons.
Absence of modern
technology.
Poor logistic support.
Lack of compensation.
Opportunities Threats
Opportunity to work
abroad in UN Mission.
New posts are created
continuously.
Huge promotion scope will
be created in the coming
future.
Opportunity to work with
international police.
Political interference.
Corruption.
Harassment to the victim.
Image crisis
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There is an opportunity to
provide service to the
marginal people.
HR of Bangladesh Police in the 21st. Century: Challenges for the future:
Differences between past and present view of HRM:
Traditional HRM Present HRM
Agency Stewardship
Control/monitoring Trust/commitment build
Information asymmetry Knowledge sharing
Unidirectionality Reciprocity
Structure-oriented Process-oriented
Behavioural consistency Cognitive reference
Fit Flexibility
Hierarchy Heterarchy
Oriented towards cost Oriented towards value
Formal rules Informal norms
HQ initiatives Subsidiary initiatives
Functionalism Cross-functionalism
Administrative spirit Entrepreneurial spirit
Based on the above discussion the challenges of BD Police in the 21st
Century can be enumerated as follows:
Being the Employer of Choice
Becoming and remaining an employer of choice is the top-ranking HR-related challenge
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BD Police is facing today. Employees need a culture, a place in which
to grow and feel good about their surroundings. BD police should be
concerned with providing potential, current and even past employees
with this environment.
Delineating the Culture:
Organization’s culture is a dramatic force behind every employer of
choice. Unique to each organization, culture has many drivers, such
as the organization’s leadership or the product or service produced.
At the very least, BD Police should be the designated
keeper of the corporate culture. At its best, BD Police can be
instrumental in creating or maintaining a culture that is truly great.
An identifiable culture attracts employees, gives them a sense of
purpose and offers a basis for participation in decision-making.
Using Branding to Promote Culture:
Branding promotes culture. BD Police must develop a compelling
brand image for the workforce.
Staying Attuned to Changing Demographics:
The workforce has changed and will continue to do so. BD Police
should recognize and understand the dynamics of the “new
workforce,” where for the first time four distinct groups of workers
work together under one virtual roof. The over-50 baby-boomers lend
themselves to loyalty and sacrifice, those in their 40’s believe hard
work will take them to the top, 30-somethings seek a balance between
work and home, and new workers in their 20’s are realists wired for
technology. However, today’s employees are even now experiencing a
metamorphosis. The role of women and other minorities is expanding,
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median age is increasing and there is a rise in the contingent
workforce.
Winning the War for Talent
BD Police has already come a long way toward winning the war for talent,
which is another significant HR challenge.
Recruiting and Retaining Over Time:
Given suitably competitive offerings with respect to compensation,
culture is an organization’s number one recruitment and retention
tool. This is also a challenge for BD Police.
Leveraging an Indispensable Player: Technology
Meeting today’s HR challenges would be impossible without
technology, a critical practice in and of itself. Most people want to
work for companies that have good technology. For example, college
graduates accustomed to using the internet for their work, research,
thesis, and case studies expect the latest technology on the job. Given
the widespread availability of technology, an organization lacking in
this component will not qualify as an employer of choice for the
emerging workforce.
Establishing Self-Service and Collaboration:
People want to work for and stay at companies that empower them to
do their jobs, and selfservice and collaboration do exactly that.
Employee self-service makes HR and other work-related transactions
easily accessible 24/7, granting increased workforce autonomy and
lightening the HR administrative load.
Cultivating Leadership:
Loyalty to a single organization is rapidly becoming a thing of the
past. While culture attracts a new hire, the reason an employee stays
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on is because the working environment is challenging and meaningful,
engendering growth and development. The number one reason an
employee leaves an organization is lack of respect of the immediate
supervisor. The culprit is the aging workforce, which causes
organizations to promote younger individuals before they might be
ready to be managers.
Incorporating Flexibility and Adaptability:
For years organizations have been moving away from hierarchical,
structured environments because they are neither effective for
organizing nor comfortable for employees. BD Police needs to mirror
this movement by allowing employees — particularly managers — to
be flexible, adaptable, and nimble. For example, instead of restricting
a creative requisition that strays from an exact, predefined job
description and salary range, BD Police can allow for variances that fit
special circumstances.
The impact of information technology on HR management of Bangladesh Police: opportunities & challenges
Technology has changed the world many times over. In the
Information Age, the advent of computers and the Internet has
increased that impact significantly. Many organizations cannot even
function without the use of computer technology. This impact is seen
in nearly all areas of organizations, including human resources, where
technology continues to have a significant impact on HR practices.
Recruiting
One way in which human resources of BD Police has been significantly
impacted by technology is in the area of recruiting. Before the
Internet, They had to rely on print publications, such as newspapers,
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to post jobs and get prospects for open positions. Other methods such
as networking also were used, but they did not have the ability to post
a job in one or more locations and have millions of people see it all at
once. Technology has made recruiting more efficient and, in the hands
of the right recruiter, more effective as well.
Training
Information technology makes it possible for human resources
professionals to train new staff members in a more efficient manner
as well. The ability to access company information and training
programs from remote locations eliminates the need for trainers to
work directly with new hires on all training. Some interaction will
always be necessary on some level, of course, but training in virtual
classrooms makes it possible for the HR professionals to train a large
number of employees quickly and to assess their progress through
computerized testing programs.
Data Storage and Retrieval
Human resources professionals generally process a considerable
amount of paperwork and also have to keep much of that paperwork
on file for a considerable period of time. The use of electronic imaging
has made it possible for BD Police to store and retrieve files in an
electronic format. Technology also makes it possible for human
resources professionals to simply print the forms that are needed for
employees. Printing on demand eliminates the need to dig through an
endless number of files in the file cabinet to find what is needed.
Performance Management
Enhanced performance management is another byproduct of
technological improvement.BD Police can use computer technology to
assess employee performance and also to get employee feedback to
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be used for the betterment of the organization. Various software
programs make it possible for BD Police to examine employee
performance using metrics to ensure that employees are meeting
performance standards. Employees that don't measure up can be
subjected to additional training or let go in favor a replacement who
can come in and do the job.
Recommendation:
HR department of BD Police should be transparent and
accountable in respect of recruitment, promotion, transfer,
training etc.
Salaries of the police force as a whole should be increased to a
satisfactory level so that they can live in the society with pride
and dignity bearing in mind that ‘The necessity knows no
bounds.’ At the same time tougher measures [such as
exemplary punishment for illegal means/methods keeping in
mind the theory of deterrence] should be introduced against
corruption and bribe.
Employees of BD Police need more training. Better training will
improve the professionalism and performance of the police,
including increasing awareness of human rights and police
responsibilities.
Employees of BD Police should get compensation for extra hours
duty.
Modern technology should be assemble in the HR department of
BD Police.
Police should not only be given physical trainings, but they
should also be trained intensively and extensively on morality
and human rights.
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Police should be given proper resources that are
appropriate/suitable to the modern times and their dress and its
colour should be reformed in such a way that could command
respect of the wider public.
Appointment and promotion within the Police Service should
solely be based on merit, performance and experience as
opposed to nepotism, regionalism and party affiliation or
belongings.
Policy level and operational level must clearly be marked/set
and the police should be given absolute responsibility to deal
with all operational matters without any political interference.
Code of Ethics should be introduced.
Review operational roles and deployment of staff to ensure the
maximum and efficient use of all police and to potentially reduce
workloads, ensuring compensation for additional hours
performed.
Training plans based on training needs analysis (incorporating
competency profiling and skills audits) and in line with the
organization’s strategic plan, need to be drafted and
implemented, resulting in annual training for all officers.
Equal employment opportunity should be implemented.
Health and safety issues should be considered.
Financial budget for Human resource department of BD Police
should be increased.
Conclusion:
Based on the discussion in the previous pages about dominant issues
and challenges which are facing by HRM of BD Police, the first and
foremost work by the HR of BD Police is to develop sound
organizational structure with strong interpersonal skill to employees,
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and also to train employees by introducing them the concept of global
human resource management to perform better in the global
organization context. All these issues and challenges like work force
diversity, leadership development, change management,
organizational effectiveness, Globalization, succession planning and
compensation etc. can be best management by HR of BD Police when
it will work with HR practices, such as rigid recruitment and selection
policy, division of jobs, empowerment, encouraging diversity in the
workplace, training and development of the work force, fostering
innovation, proper assigning of duties and responsibilities, managing
knowledge and other functions as are shown. In a nutshell when HR
works enthusiastically by keeping all the practices in mind,
competitive advantages can thus be accomplished, the value of human
resource can be improved, organization efficiency can be enhanced,
and the organization will sustain to survive.
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