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.

1

Chapter one

Introduction

2

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.

3

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

4

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.

5

Chapter two

Banking sector in Bangladesh

6

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.

7

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.

8

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

9

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.

10

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.

11

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.

12

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

13

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.

14

 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

15

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.

16

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.

17

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.

18

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.

19

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

20

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

21

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

22

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

23

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.

24

Chapter Three

Overview of Human resource Management

3.1 Evolution of human Resource Management

25

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.”

26

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

27

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

28

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

29

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.

30

-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

31

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.

32

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

33

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.

34

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

35

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

36

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)

37

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

38

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

39

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

40

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

41

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.

42

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

43

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:

44

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

45

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

46

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

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

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

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

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

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

52

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:

53

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

54

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.

55

- 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.

56

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:

57

- 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

58

Chapter Eight

Recommendation and Conclusion

RECOMMENDATIONS

The inefficient and unskilled workers should be cut off which helps to provide

faultless service.

59

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

61

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

62

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

64

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?

65

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.

66

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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