Table of Content1. Executive Summary…………………………………………………………………….102. Company Overview……………………………………………………………………..11

2.1. ZTE Corporation, Bangladesh…………………………………………...113. Human Resource Management……………………………………………………..12-134. HR Activities, Practices, and Functions……………………………………………13-23

4.1. Manpower Planning………………………………………………………134.2. Recruitment and Selection of Employees………………………………...14-154.3. Employee Motivation……………………………………………………..164.4. Employee Evaluation……………………………………………………..174.5. Industrial Relation………………………………………………………..18-194.6. Provision of Employee Services………………………………………….204.7. Employee Education, Training and Development………………………..21-23

5. External Factors for an Organization……………………………………………..24-275.1. Vital External Factors that are Affecting ZTE Corporation ……………..245.2. Political Issues……………………………………………………………255.3. Government Regulatory………………………………………………….25-265.4. Customer Choice…………………………………………………………265.5. Communication Distance…………………………………………………265.6. Sabotage by Competitors…………………………………………………26-275.7. Technical Matters…………………………………………………………27

6. Actions to Deal with the External Factors………………………………………....27-286.1. Consultant ………………………………………………………………..276.2. Counter Sabotaging………………………………………………………27 6.3. Customization with Equipment…………………………………………..286.4. High Investment in HRD…………………………………………………28

7. Some Significant Factors that can Affect………………………………………….29-307.1. Labor Source……………………………………………………………..297.2. Downsizing………………………………………………………………297.3. Departure of skilled Manpower………………………………………….30

8. Recommendations…………………………………………………………………...30-328.1. Decision Making Process………………………………………………..308.2. Recruiting Local Talents ………………………………………………..318.3. Direct Supervision from HQ…………………………………………….318.4. Motivation of the Employees …………………………………………...318.5. Influence in Language Training…………………………………………32

9. Reference………………………………………………………………………………..33

1. Executive Summary

ZTE is a leading global provider of telecommunications equipment and network solutions.

ZTE's product range is the most complete in the world, covering virtually every sector of the

wireline, wireless, terminal and service markets. In June 2004, ZTE Corporation signed an

agreement with Bangladesh Telegraph and Telephone Board (BTTB) for a fixed network

project. ZTE is to provide 59 cities and 220 towns with its highly successful ZXJ10 switching

equipment. They are product oriented company and market growth depends mainly on the

quality of the product. So, it is realistic to put most of the effort in that sector. We tried to

illustrate some functions of the HR in the ZTE in context of changing environment.

Thereafter, we identified and analyzed the external factors that may play a vital role. After a

comprehensive analysis of the factors we conceptualize some recommendations for the

development of the ZTE.

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2. Company Overview

ZTE is a leading global provider of telecommunications equipment and network

solutions. ZTE's product range is the most complete in the world, covering virtually every

sector of the wireline, wireless, terminal and service markets.

ZTE commits around 10% of its annual turnover to research and development and

takes a leading role in a wide range of international bodies developing emerging telecoms

standards. It is China's only listed telecoms manufacturer, with shares publicly traded on both

the Hong Kong and Shenzhen Stock Exchanges. ZTE was the only Chinese IT and telecoms

manufacturer listed in Business Week 2005's Information Technology 100 and was also

included in BusinessWeek's 2006 ranking of China's Top 20 Brands. ZTE offers its

customers a unique range of services. The company delivers innovative, custom-made

products and services to major operators in the world, helping them to achieve continued

revenue growth and to shape the future of the world's communications.

ZTE has set up 15 research and development institutes in China, USA, Sweden, India,

Pakistan and France. The company has set up a complete human resources management

system for recruitment, training, appointment and employee motivation. ZTE has achieved

fast market share growth at home and abroad and a considerable proportion of ZTE's growth

is now coming from the international market. The company has established partnerships with

over 500 operators in more than 120 countries around the world.

2.1 ZTE Corporation, Bangladesh

In June 2004, ZTE Corporation signed an agreement with Bangladesh Telegraph and

Telephone Board (BTTB) for a fixed network project. ZTE is to provide 59 cities and 220

towns with its highly successful ZXJ10 switching equipment. The equipment will enable

BTTB to deliver high quality voice services to its customers across Bangladesh.

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3. Human Resource Management

ZTE employs first-class people and provides world-leading training systems and

scientific methodologies to ensure that they are equipped with powerful tools to enable them

to fully demonstrate their individual talents.

ZTE actively maintains people-oriented policies and provides its employees with a

wide and varied range of personal development opportunities. The 'Three Career

Development Paths' oriented to technology, service and management are the company's

commitment to its people that their potential can be continuously developed in different

directions within the organization.

With the employment ethos of 'Only the Best People', ZTE has built one of the

youngest workforces in the industry, with an average age of 30. Over 70% of the company's

27,000 employees are educated to degree level or higher.

By providing continuous training, career advancement opportunities and a self-motivated

work environment, ZTE has been rewarded with a loyal and enthusiastic professional

workforce.

Since 2000, the corporation has been awarded with the 'Most Favorable Enterprise for

Employment' title by more than 60 universities throughout China for four consecutive years.

ZTE won the 'Value Talents' Award issued by the Chinese Ministry of Education in

2001, and was ranked fourth among the 289 Chinese state-level enterprise technical centers in

2002. In 2003, the company was awarded the 'Best Employer' title by the Chinese IT

industry. In 2005, ZTE was included in the 'Most Respectable Enterprises of China 2004' by

Economic Observer magazine.

As it is clear that though they have started operation in Bangladesh, but the control of

HR is still in the head-quarter. The Chinese company is controlling the HR decisions through

the Pakistan branch of the organization for this sub-continental territory. The HR department

has been established in the country office to use it as an information source. The country HR

department gathers the information and sends them to the Pakistan branch and then they

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discuss the matter with the head-quarter in China. The suitable decision is taken there and the

orders are sends to the country branch to perform their activity and also to monitor them.

4. HR Activities, Practices and Functions

The business activities are divided in to two parts. They are:

Technical End

Non – technical End

They have their most talents in the technical end as they are products line required

that strongly. They are product oriented company and market growth depends mainly on the

quality of the product. So, it is realistic to put most of the effort in that sector.

The other sector which non – technical deals with the other departments. Such as,

Marketing, HRM, Finance, Accounting etc. The HRM affairs are dealt by the Corporate

Affair Department.

4.1 Manpower planning

Planning staff levels requires that an assessment of present and future needs of the

organization be compared with present resources and future predicted resources. Appropriate

steps then be planned to bring demand and supply into balance.

Thus the first step is to take a 'satellite picture' of the existing workforce profile

(numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character,

potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by

amendments for normal turnover, planned staff movements, retirements, etc, in line with the

business plan for the corresponding time frames.

The result should be a series of crude supply situations as would be the outcome of

present planning if left unmodified. (This, clearly, requires a great deal of information

accretion, classification and statistical analysis as a subsidiary aspect of personnel

management.

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4.2 Recruitment and selection of employees

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed

to determine their essential factors) written into a job description so that the selectors know

what physical and mental characteristics applicants must possess, what qualities and attitudes

are desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all

(replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary

multiplied by probable years of service) hence bad buys can be very expensive. For

that reason some firms (and some firms for particular jobs) use external expert

consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high

reputations from existing employers to the recruiting employer. However, the 'cost' of

poor selection is such that, even for the mundane day-to-day jobs, those who recruit

and select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes)

Careers officers (and careers masters at schools)

University appointment boards

Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local media (e.g.

commercial radio)

Where the organization does its own printed advertising it is useful if it has some

identifying logo as its trade mark for rapid attraction and it must take care not to offend the

sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which

the applicant is to apply (personal appearance, letter of application, completion of a form)

will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about

qualifications are thoroughly checked and that applicants unfailingly complete a health

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questionnaire (the latter is not necessarily injurious to the applicants chance of being

appointed as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in

employments where hygiene considerations are dominant) should be resolved by requiring

applicants to attend a medical examination. This is especially so where, as for example in the

case of apprentices, the recruitment is for a contractual period or involves the firm in training

costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental

manager), by panels of interviewers or in the form of sequential interviews by different

experts and can vary from a five minute 'chat' to a process of several days. Ultimately

personal skills in judgment are probably the most important, but techniques to aid judgment

include selection testing for:

Aptitudes (particularly useful for school leavers)

Attainments

General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are:

Leaderless groups

Command exercises

Group problem solving

(These are some common techniques - professional selection organizations often use other

techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good

recruitment. Largely the former consists of teaching interviewers how to draw out the

interviewee and the latter how to sort the candidates. For consistency (and as an aid to

checking that) rating often consists of scoring candidates for experience, knowledge,

physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership

abilities etc. (according to the needs of the post). Application of the normal curve of

distribution to scoring eliminates freak judgments.

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4.3 Employee motivation

To retain good staff and to encourage them to give of their best while at work requires

attention to the financial and psychological and even physiological rewards offered by the

organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week) are

determined externally (by national bargaining or government minimum wage legislation) in

many occupations but as much as 50 per cent of the gross pay of manual workers is often the

result of local negotiations and details (e.g. which particular hours shall be worked) of

conditions of service are often more important than the basics. Hence there is scope for

financial and other motivations to be used at local levels.

As staffing need will vary with the productivity of the workforce (and the industrial

peace achieved) so good personnel policies are desirable. The latter can depend upon other

factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is

accepted as 'fair and just' there will be no motivation.

Hence while the technicalities of payment and other systems may be the concern of

others, the outcome of them is a matter of great concern to human resource management.

Increasingly the influences of behavioral science discoveries are becoming important

not merely because of the widely-acknowledged limitations of money as a motivator, but

because of the changing mix and nature of tasks (e.g. more service and professional jobs and

far fewer unskilled and repetitive production jobs).

The former demands better, educated, mobile and multi-skilled employees much more

likely to be influenced by things like job satisfaction, involvement, participation, etc. than the

economically dependent employees of last year.

Hence human resource management must act as a source of information about and a

source of inspiration for the application of the findings of behavioral science. It may be a

matter of drawing the attention of senior managers to what is being achieved elsewhere and

the gradual education of middle managers to new points of view on job design, work

organization and worker autonomy

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4.4 Employee evaluation

An organization needs constantly to take stock of its workforce and to assess its

performance in existing jobs for three reasons:

To improve organizational performance via improving the performance of individual

contributors (should be an automatic process in the case of good managers, but (about

annually) two key questions should be posed:

o What has been done to improve the performance of a person last year?

o What can be done to improve his or her performance in the year to come?).

To identify potential, i.e. to recognize existing talent and to use that to fill vacancies

higher in the organization or to transfer individuals into jobs where better use can be

made of their abilities or developing skills.

To provide an equitable method of linking payment to performance where there are

no numerical criteria (often this salary performance review takes place about three

months later and is kept quite separate from 1. and 2. but is based on the same

assessment).

On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The

personnel role is usually that of:

Advising top management of the principles and objectives of an evaluation system

and designing it for particular organizations and environments.

Developing systems appropriately in consultation with managers, supervisors and

staff representatives. Securing the involvement and cooperation of appraisers and

those to be appraised.

Assistance in the setting of objective standards of evaluation / assessment, for

example:

o Defining targets for achievement;

o Explaining how to quantify and agree objectives;

o Introducing self-assessment;

o Eliminating complexity and duplication.

Publicizing the purposes of the exercise and explaining to staff how the system will be

used.

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Organizing and establishing the necessary training of managers and supervisors who

will carry out the actual evaluations/ appraisals. Not only training in principles and

procedures but also in the human relations skills necessary. (Lack of confidence in

their own ability to handle situations of poor performance is the main weakness of

assessors.)

Monitoring the scheme - ensuring it does not fall into disuse, following up on

training/job exchange etc. recommendations, reminding managers of their

responsibilities.

Full-scale periodic reviews should be a standard feature of schemes since resistance to

evaluation / appraisal schemes is common and the temptation to water down or render

schemes ineffectual is ever present (managers resent the time taken if nothing else).

Basically an evaluation / appraisal scheme is a formalization of what is done in a

more casual manner anyway (e.g. if there is a vacancy, discussion about internal moves and

internal attempts to put square pegs into 'squarer holes' are both the results of casual

evaluation). Most managers approve merit payment and that too calls for evaluation. Made a

standard routine task, it aids the development of talent, warns the inefficient or uncaring and

can be an effective form of motivation.

4.5 Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an

organization, are difficult to define since a good system of industrial relations involves

complex relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations and their

representatives);

(b) Employers (and their managers and formal organizations like trade and professional

associations);

(c) The government and legislation and government agencies l and 'independent' agencies

like the Advisory Conciliation and Arbitration Service.

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Oversimplified, work is a matter of managers giving instructions and workers

following them - but (and even under slavery we recognize that different 'managing' produces

very different results) the variety of 'forms' which have evolved to regulate the conduct of

parties (i.e. laws, custom and practice, observances, agreements) makes the giving and receipt

of instructions far from simple. Two types of 'rule' have evolved:

'Substantive', determining basic pay and conditions of service (what rewards workers

should receive);

'Procedural,' determining how workers should be treated and methods and procedures.

Determining these rules are many common sense matters like:

Financial, policy and market constraints on the parties (e.g. some unions do not have

the finance to support industrial action, some have policies not to strike, some

employers are more vulnerable than others to industrial action, some will not make

changes unless worker agreement is made first, and rewards always ultimately reflect

what the market will bear);

The technology of production (the effect of a strike in newspaper production is

immediate -it may be months before becoming effective in shipbuilding);

The distribution of power within the community - that tends to vary over time and

with economic conditions workers (or unions) dominating in times of full

employment and employers in times of recession.

Broadly in the Western style economies the parties (workers and employers) are free

to make their own agreements and rules. This is called 'voluntarism'. But it does not mean

there is total noninterference by the government. That is necessary to:

Protect the weak (hence minimum wage);

Outlaw discrimination (race or sex);

Determine minimum standards of safety, health, hygiene and even important

conditions of service;

To try to prevent the abuse of power by either party.

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4.6 Provision of employee services

Attention to the mental and physical well-being of employees is normal in many

organizations as a means of keeping good staff and attracting others.

The forms this welfare can take are many and varied, from loans to the needy to

counseling in respect of personal problems.

Among the activities regarded as normal are:

Schemes for occupational sick pay, extended sick leave and access to the firm's

medical adviser;

Schemes for bereavement or other special leave;

The rehabilitation of injured/unfit/ disabled employees and temporary or permanent

move to lighter work;

The maintenance of disablement statistics and registers (there are complicated legal

requirements in respect of quotas of disabled workers and a need for 'certificates'

where quota are not fulfilled and recruitment must take place);

Provision of financial and other support for sports, social, hobbies, activities of many

kinds which are work related;

Provision of canteens and other catering facilities;

Possibly assistance with financial and other aid to employees in difficulty

(supervision, maybe, of an employee managed benevolent fund or scheme);

Provision of information handbooks,

Running of pre-retirement courses and similar fringe activities;

Care for the welfare aspects of health and safety legislation and provision of first-aid

training.

The location of the health and safety function within the organization varies.

Commonly a split of responsibilities exists under which 'production' or 'engineering'

management cares for the provision of safe systems of work and safe places and machines

etc., but HRM is responsible for administration, training and education in awareness and

understanding of the law, and for the alerting of all levels to new requirements.

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4.7 Employee education, training and development

In general, education is 'mind preparation' and is carried out remote from the actual

work area, training is the systematic development of the attitude, knowledge, skill pattern

required by a person to perform a given task or job adequately and development is 'the

growth of the individual in terms of ability, understanding and awareness'.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks;

Provide the conventional training of new and young workers (e.g. as apprentices,

clerks, etc.);

Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and

knowledge need changes. Meeting these needs is achieved via the 'training loop'. (Schematic

available in PDF version.)

The diagnosis of other than conventional needs is complex and often depends upon

the intuition or personal experience of managers and needs revealed by deficiencies. Sources

of inspiration include:

Common sense - it is often obvious that new machines, work systems, task

requirements and changes in job content will require workers to be prepared;

Shortcomings revealed by statistics of output per head, performance indices, unit

costs, etc. and behavioral failures revealed by absentee figures, lateness, sickness etc.

records;

Recommendations of government and industry training organizations;

Inspiration and innovations of individual managers and supervisors;

Forecasts and predictions about staffing needs;

Inspirations prompted by the technical press, training journals, reports of the

experience of others;

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The suggestions made by specialist (e.g. education and training officers, safety

engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities such as:

Learning from observation of trained workers;

Receiving coaching from seniors;

Discovery as the result of working party, project team membership or attendance at

meetings;

Job swaps within and without the organization;

Undertaking planned reading, or follow from the use of self–teaching texts and video

tapes;

Learning via involvement in research, report writing and visiting other works or

organizations.

So far as group training is concerned in addition to formal courses there are:

Lectures and talks by senior or specialist managers;

Discussion group (conference and meeting) activities;

Briefing by senior staffs;

Role-playing exercises and simulation of actual conditions;

Video and computer teaching activities;

Case studies (and discussion) tests, quizzes, panel 'games', group forums, observation

exercises and inspection and reporting techniques.

Evaluation of the effectiveness of training is done to ensure that it is cost effective, to

identify needs to modify or extend what is being provided, to reveal new needs and redefine

priorities and most of all to ensure that the objectives of the training are being met.

The latter may not be easy to ascertain where results cannot be measured

mathematically. In the case of attitude and behavioral changes sought, leadership abilities,

drive and ambition fostered, etc., achievement is a matter of the judgment of senior staffs.

Exact validation might be impossible but unless on the whole the judgments are favorable the

cooperation of managers in identifying needs, releasing personnel and assisting in training

ventures will cease.

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In making their judgments senior managers will question whether the efforts

expended have produced:

More effective, efficient, flexible employees;

Faster results in making newcomers knowledgeable and effective than would follow

from experience;

More effective or efficient use of machinery, equipment and work procedures;

Fewer requirements to implement redundancy (by retraining);

Fewer accidents both personal and to property;

Improvements in the qualifications of staff and their ability to take on tougher roles;

Better employee loyalty to the organization with more willingness to innovate and

accept change.

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5. External Factor for an Organization

As the main speck of our topic the changing external environment requires some

factors, based on which the role of Human Resource Management varies. These factors can

be identified from the SWOT Analysis of an organization. The arise of an opportunity and the

threats are the measures of the external factors that directly and sometimes indirectly affects

the HR strategy to make decisions. The O (opportunities) and T (threats) of an organization

are given below:

1. Expansion or down-sizing of competitors

2. Market trends

3. Economic conditions

4. Expectations of stakeholders

5. Technology

6. Public expectations

7. All other activities or inactivities by competitors

8. Criticisms by outsiders

9. Changes in markets

10. All other environmental conditions

5.1 Vital external factors that are affecting the ZTE Corporation

Among all these our chosen organization that is ZTE Corporation has found out some

distinction of the external factors which are proved to be a factor of change in their HR

strategy. According to their preference the factors are:

Political Issues

Government Regulatory

Customer’s Choice

Technical Matters

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5.2 Political Issues

Bangladesh is considered to be the most political imbalanced country of the world. If

we recall the recent issues it will be cleared that making a decision and sustaining with the

process is far behind from the reality. So it is a very vital factor that can affect the HR

manager’s duty very sudden. For an instance, a call for HARTAL from a political entity will

cause a day long disruption of the business transportations and also the daily desk jobs. This

leads to non-beneficial consumption of work hours. In the long term it affects the time line of

achievement of an objective. And gradually the organizational goal will be hampered.

Not only the pressure of political entities, the government also has influence on the

recruiting process also affecting very significantly in the scenario. Ministers and high ranked

government personals persuade in recruiting their own people. That causes the inappropriate

staffing in the organization which creates problem in organizational performance.

The other factor is the Trade Unions backed by the political power. They also often

causes problem with their unlawful demands and misuse of power. But that happens at the

least amount.

5.3 Government Regulatory

Bangladesh is an open market for multinational or foreign business. Any profitable

businesses are mostly welcomed to operate in the territory. But the government has

sometimes restriction over the operational process of the foreign decision makers. Often their

demand does not match with the criteria of the business policy that causes conflicts and

reluctant to operate the business. Sometimes the sudden change in the regulation may also

leave the organization in such a situation that does not allow them to be enough flexible to

cope with the change. For an instance, banning on public smoking and advertisement of

tobacco has leaded the tobacco industry to a vast change in their business policy.

As ZTE Corporation is has a business relation with the BTTB, sometimes it causes

problems to deal with the governmental officials. To satisfy the customers as per the terms of

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the contact ZTE is bound to bring changes whenever the regulations or the governmental

policy introduces any alteration.

5.4 Customer’s Choice

Customers are the most brutal factor to bring change in any kind of organization. It is

totally depended on the customer’s demand that what step should be taken next. As they are

the mobile phone accessories company and also introducing some designs of mobile phone

sets. They have to keep in the mind that what their customers want which is very much

variable in taste. To meet up with the changing demand the organization has to bring changes

in their production department or even sometime in their management division too.

That is where the Human Resource Management is taking part. They ensure the

required manpower needed and also the essential change in the technological adaptation and

also modification.

5.5 Communication Distance

After inaugurating in Bangladesh still around 80 of the employees in ZTE

Corporation, Bangladesh has almost 80 percent of the foreign employees. And the lion

percent of them are Chinese. So there is a space in communication of the employees. There

are extensive language training programs but the trend of Chinese employees toward learning

the English language is not positive. They are not interested in learning English which is

exasperating cultural harmony in the organization. As a result they are lacking behind

understanding the corporate culture in this country and also unable to realize the market trend

properly.

5.6 Sabotage by Competitors

This is a very common phenomenon that competitors will always spy on their

competitive organization in the existing industry. Not being an exception the ZTE

Corporation is also facing the same experience from its close competitors. Their information

about the market strategy, product information, labor source etc. is being passing to the

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competitors end. As an effect it is making their long term planning unproductive. Sometimes

they lack of superior human skill due to the captivation by the competitors.

5.7 Technical Matter

Instead of the entire human made complicities there are some technological

difficulties that considers as a factor of change in between the organization. Their

machineries may not be the same format with the customers existing setup. In such cases it’s

ZTE Corporation’s duty to use the technology that will synchronize with the customers

existing infrastructure.

For an instance, GrameenPhone is a customer of ZTE Corporation. The network

infrastructure of GrameenPhone has been framed by Siemens earlier. So, to supply their

service to the GrameenPhone, ZTE has to use the same format machineries to match with the

arrangement existed already.

6. Actions to Deal with the External Factors

6.1 Consultant

As it is mentioned that the Chinese people has some problem and to solve the matter,

ZTE Corporation Bangladesh sends one consultant every time when a team sits for a

discussion with the customer. This is to ensure that no communication conflicts can occur.

As a part of solving the problem they are also influencing the foreign employees to

participate in the English language training program.

6.2 Counter Sabotaging

It was mentioned by them that the organization is being sabotaged by its competitor.

So far now they could not find any suitable idea to prevent this action. To struggle in the race

they are also applying the same procedure over their competitors. They have disguised some

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of their own employees in the competitor’s territory and continuously they are directing them

to leak any important information that can be fruitful to the organization.

6.3 Customization of Equipment

As their product is telecommunication accessories, so it is obvious that the

synchronization is ought to be ensured to meet the customer’s demand. To deal with these

kinds of problems they are not brining the own designed machineries rather than first they

record the customer’s existing infrastructure if any. Then customize their product as per their

customer ask for. But this is applicable for only networking setup gadgets.

As they also have some mobile phone accessories, so they are remaining with their

own structure for those. But it is being guaranteed that it can support the mother

configuration to sooth the service.

6.4 High investment in R&D

This is where the product based organization invests a significant amount of

investment to flourish in the market. ZTE Corporation claims that they are the strongest in the

Research & Development sector in the industry. They have different types of research firms

situated in different places. The places have been separated for conducting the research on the

various purposes and the each individual firm deals with only factor.

Around thirty (30%) percent of the total employees are assigned in Research and

Development activities.

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7. Some Significant Factors that can Affect

7.1 Labor Source

If we take a look at their recruiting process it will be lucid that they are more

emphasizing on the external recruitment. The most of the employees are from fresh

Bachelors, followed by the experienced and other requirements. To meet up the

organizational demand they are using the universities as their effective supplier. The prior

source of the labor is the Islamic University of Technology (IUT). Almost 90% employment

are being ensured from their. And that is followed by the Bangladesh University of

Engineering and Technology (BUET) and the least source is Ahsanullah University of

Science and Technology (AUST).

These sources of the labor market can easily be captured by the competitors. The

competitors may offer better compensation package or better facilities and even can attract

the fresh blood fleshes by heavy advertising.

Not only that, the emphasis on the fresh graduate may make the experiences

workforce distract from the organization and the competitors may take the chance of this

ignorance. As a result, the company may lead to lack of experienced work force.

To avoid such kind of problems they can make a balance between the new idea and

experienced inspirations.

7.2 Downsizing

It is an organization’s strategy to cut of 5% of the employee at the end of the year to

ensure the entry of new generation. This thrust for new ideas may generate demoralization

among the existing workforce. At the end it can turn into grievance.

The competitors can also pop in their vampire teeth to create disturbance in the

organization. This will lead to the fall down of the business operations at a frightening pace.

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To prevent the threat the organization should take the downsizing strategy on the

basis of performance level to cope with the dynamic innovations by the energized youths.

7.3 Departure of skilled Manpower

The organization has found out that for an unknown reason, the skilled manpower is

leaving the on a regular basis. Though it can be a major threat in future but still ZTE

Corporation is ignoring it in comparison with the supply of the talents.

The organization should sort out the discomfort in the working environment in the

corporation which is causing the desertion of such skilled and trained human resource.

8. Recommendations

8.1 Decision making process

ZTE Corporation is still following the Two-way Linkage system to formulate the

strategy. The existing HR department in the Bangladesh Branch is consigned to give only the

feedback of the orders that has come from the HQ. The local HR supervise the command and

reply the feedback if any.

Instead of this the Chinese HQ should give the authority to the local HR department

to formulate the strategy and discuss with the HQ and then implement them in here as well as

supervising the activities. To simplify the process we may call it Integrative Linkage. In

such way the HR department can take any action more effectively and also can diagnosis any

problem if occurs. It would also be effective if the local people can integrate with the process,

because it would be easier for them to accomplish any action as they have the better

understandability than the foreign decision makers.

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8.2 Recruiting local talents

Operating the business in the Bangladesh, ZTE has appointed 80% percent Chinese

employees. That is creating some problems in communication which is harming the cultural

harmonization. This gap is causing the total exertion of working level in the organization.

Dissatisfaction, mistrust may show up and gradually may turn into grievance.

To fill up the gap the local people should be preferred most in the recruitment process.

So, it will be easier to perform the duties better in the familiar and friendly working

environment.

8.3 Direct supervision from the HQ

Being the territory head Pakistan branch deals with the HR activities of the

Bangladesh branch. All the decisions that are applied in the Bangladesh branch are taken

there. With collaboration of Chinese HQ, Pakistan branch decides about the decision and

send them to the Bangladesh branch. That has proved very time consuming and also less

flexible to react with a sudden change.

It would be better if the authority of this decision making process has given over the

Bangladesh branch. It will improve the productivity and also decrease the time gap of

implementing any timely action.

8.4 Motivation of the employees

From the past record it has been identified that ZTE Corporation is loosing a number

of skilled employee every year. It deduced of the working environment as a reason of such

incident. They should take a good attention to this matter to find out the solution. They can

use the questionnaire to find out the rationale of this desertion of skilled employees.

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8.5 Influence in language training

It has been identified in the Chinese employees who are working in the Bangladesh

branch that they are less interested to attend the English language program. So, to

communicate well with them effectively the local management should influence them to

participate in the training program.

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9. References

Human Resource Planning; Dipak Kumar Bhattacharyya; international edition

Human Resource Management; Cynthia D. Fisher, Lyle F. Schoenfeldt, James B.

Shaw; fifth edition

ZTE company’s year book

www.zte.com.cn

www.google.com

www.wikipedia.com

www.accel-team.com

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