HRM activities

8/23/2019 HRM activities

1/52

Master paper:

HRM practices in Bangladesh: A comparative study between Maisha

Group and Institute of Microfinance


2/52

Master paper:

HRM practices in Bangladesh: A comparative study between Maisha

Group and Institute of Microfinance

Submitted By:

Md. Hasan Tareq

Id: 06671585

Session: 2006-07BBA 4th Year 2nd Semester

Supervised By:

Qazi Moinuddin Mahmud

Internship Supervisor

August 10, 2012

Department of Management Studies

Jagannath University


3/52

Letter of Transmittal

August 10, 2012

To


Lecturer

Department of Management Studies,

Jagannath University

Dhaka

Subject:Submission of Master Paper

Sir

I am very content and appreciative to you for having such report on utilities. I try to

compare HRM practices between Maisha Group and Institute of Microfinance in

Bangladesh. This scheme assists me to congregate convenient and very significant

knowledge about theHRM practices of group of companies and NGOs in Bangladesh. To

make itexquisite I have contended to provide structure supplementary clarification relating

to stipulation. I would be reverent to submit comparison HRM practices between Maisha

Group and Institute of Microfinance in Bangladesh to you. Your compassion is our esteem if

youdo recognize this assignment and accredit it.

Sincerely yours

.Md. Hasan Tareq


4/52

SUPERVISORS FORWARDING

Signature


Internship Supervisor


5/52

Acknowledgement

At first, I would like to be grateful to almighty Allah for blessing courage and enabling me toprepare this report. I am very thankful to Qazi Moinuddin Mahmud, lecturer Department of

Management Studies in the Jagannath University, Dhaka for giving me a great opportunity to

prepare a report on HRM practices in Bangladesh: A comparative study between Maisha

Group and Institute of Microfinance. His valuable advices, suggestions and directions during

the study have helped me very much to prepare the report successfully, Otherwise the task of

preparing this report would have been harder in part of me. It has helped me a lot to extend

my area of knowledge on corporate governance. I am also very thankful to the authority of

Maisha Group and Institute of Microfinance.

I hope that it will be beneficial for all of its readers to easily understand the HRM practices in

Group of company and NGO in the context of Bangladesh because of its simplification as

well as its true and perfect information.


6/52

Executive Summary

Human Resource Management (HRM) involves with people and management position of an

organization and includes the Job Analysis, Recruiting & Selecting the candidates, Training

& Development and Employee Benefits etc. Human Resource Department (HRD) deals all ofthese processes, so HRD is very essential part of an organization. HRM is important to keep

the company organized as well as designing personnel, planning future staffing and provide

them training to make them fit for the organization. This is a comparative study of HRM

practices between Maisha Group and Institute of Microfinance. This study explore that HRM

practice in Maisha Group is moderately satisfactory. They mostly focus on employee

involvement, training and development. Job satisfaction is high on Maisha Group because

they focus on employee benefits. On the other hand HRM practices in Institute of

Microfinance are satisfactory. They do not provide any training program to their employee.

Moreover their salary structure is not enough to satisfy their employees. As a result job

satisfaction becomes low in this institution. Employee does not get other benefits like bonus,

travel facilities, accommodation. From this study it is seen that HRM is more adaptable,

more practiced in Group of companies rather than NGOs in Bangladesh.

This study is divided into five chapters. Chapter one indicates the objectives, limitations,

literature review, methodology of the study. Chapter two indicates the HRM practices in

Maisha Group and Institute of Microfinance of Bangladesh. Chapter three is the overview of

the Maisha Group and Institute of Microfinance as well as their background, organization

structure, products or services, vision statement, mission statement. Chapter four is very

important because it contains findings and analysis. Analysis is based on the data collected

through questionnaire survey. Chapter five shows the conclusion and the possible

recommendation. Additional two chapters are bibliography and appendix.


7/52

1.0. Introduction

In the age of knowledge economy, human resource is considered as the most important

resource of the organizations and it became decisive for success of any organization (Moyeen

& Huq, 2001; Schuler, 1990; Werther & Davis, 1996). Human resource management (HRM)refers to the policies and practices including human resource planning, job analysis,

recruitment, selection, orientation, compensation, performance appraisal, training and

development, and labor relations (Dessler, 2007). The purpose of human resource

management is to improve the productive contributions of employees and provide

competitive advantage to the organizations (Werther & Davis, 1996). It is well recognized

that an organization enriched with committed, motivated, talented, and competent human

resource can achieve any kind of challenging goals. Success of managers in the new century

would absolutely depend upon their capabilities in managing human resources (Budhwar &

Debrah, 2001). McClelland (1961) questioned, Why should Argentina lag so far behind the

United States or Australia in per capita? Is it so much less favored by climate and natural

resources? In answering the question it is conceived that economic development does not

depend on the supply of natural resources, rather it depends upon the effective and efficient

utilization of resources (Azim, 2008). If resources are used properly, productivity would be

increased, which will lead to lessened cost and increased profit. If profit increases,

organizations will be able to offer better compensation, training, and working environment

for the employees. It will also enhance the job satisfaction and organizational commitment of

the employees, which will in turn lead to further improvement of productivity. Therefore,

productivity has been a great concern for every organization of developed and developing

country. Human resource management practices can contribute to superior productivity

directly by finding better and more efficient ways to achieve objectives and indirectly by

improving the quality of work life for employees (Werther & Davis 1996). Effective HRM

practices can achieve high productivity and corporate financial performance, low scrap rate,

and low employee turnover (Arthur, 1994; Huselid, 1995). Proper human resource

management practices such as incentive pay, teams, flexible job assignments, employment

security, and training can improve productivity enormously (Ichniowski, Shaw & Prennushi,

1997; Katou & Budhwar, 2007).


8/52

1.1. Statement of the research problem

Historically, Bangladesh is an agro-based country. Agriculture is the single largest producing

sector of the economy since it comprises about 18.6% (data released on November, 2010) of

the country's GDP and employs around 45% of the total labor force. However, the

contribution of agriculture to the GDP has shown declining trends in recent years. As

possibility of growth in agriculture of Bangladesh is constrained by a number of social,

economic, and physical reasons such as small land-man ratio, natural calamities, and rapid

urbanization; the need for the development of industrial sector has been obvious

(Aowrangazab, 2005). Low growth in agriculture has created tremendous pressure on

industrial sector through the influx of surplus laborers from agriculture to industry. The

unemployment problem of Bangladesh, one of the populous nations of the world, will befurther deteriorated until and unless industrialization through labor intensive manufacturing

enterprises is accelerated. Bangladesh is moving ahead. The private business group of

companies in Bangladesh is playing a vital role in the socio-economic development of the

country. They are increasing the annual revenue with an upward trend. And they are

contributing in the development of the society to a large extent. Through various corporate

social activities, these groups are working for the welfare of the mass people as well. Poverty

is pervasive. Almost half of the total population is still living below the poverty line - earning

less than $1 a day. The government of Bangladesh faces an enormous challenge in reducing

poverty. However, the government cannot act alone as it cannot command all the resources,

personnel, administrative outreach or expertise necessary to maintain progress in poverty

alleviation. The MFIs have taken a key role in poverty alleviation efforts and they have been

providing credit to these poor people who lack savings and capital but want jobs in the farm

and non-farm sectors. Against the backdrop of a relatively undeveloped formal financial

system, a strong NGO microfinance system has developed in Bangladesh. These MFIs have

been able to reach the poor with collateral-free loans at affordable costs and can thus help the

poor become self-employed. All of the problems arise only because of inefficient use HRM

practices. Due to lack of proper HRM practice resources are not properly utilized. Moreover

emerging of various businesses practices of HRM become more complex now- a- days.


9/52

1.2. Objectives of the study

Primary objective

The objective of this study is to compare the HRM practices between Maisha Group andInstitute of Microfinance.

Secondary objectives

Secondary objectives of the study are:

To know about HRM practices of Group of companies in Bangladesh

To know about HRM practices in private NGO in Bangladesh

To know about present situation of HRM in Bangladesh

1.3. Methodology of the study

Methodology is the way to conduct the study. Percentage method was applied to analyze

data.

Collection of data

This study is based on both primary and secondary data/ information.

Primary data

Primary data/ information were collected through face-to-face interview of HR personnel

through questionnaire. Questionnaire is designed by simple questions, multiple choice, likert

scale, open ended.

Secondary data

Secondary data/ information were collected from published articles, magazines, different

books, internet etc.


10/52

1.4. Definition of the terms

HRM (Human Resource Management)

Human resource management (HRM or simply HR) is the management of

an organization's workforce, or human resources. It is responsible for

the attraction, selection, training, assessment, and rewarding of employees, while also

overseeing organizational leadership and culture, and ensuring compliance with employment

and labor laws. In circumstances where employees desire and are legally authorized to hold

a collective bargaining agreement, HR will typically also serve as the company's primary

liaison with the employees' representatives (usually a labor union). Human Resource

management includes conducting job analyses, planning personnel needs, and recruitment,

selecting the right people for the job, orienting and training, determining

and managing wages and salaries, providing benefits and incentives, appraising performance,

resolving disputes, communicating with all employees at all levels.

Group of companies

A corporate group (or a "group of companies") is a collection of parent and

subsidiary corporations that function as a single economic entity through a common source

of control. The concept of a group is frequently used in tax law, accounting and (less

frequently) company law to attribute the rights and duties of one member of the group to

another or the whole. If the corporations are engaged in entirely different businesses, the

group is called a conglomerate.

NGO

A non-governmental organization (NGO) is any non-profit, voluntary citizens' group which

is organized on a local, national or international level. Task-oriented and driven by people

with a common interest, NGOs perform a variety of service and humanitarian functions,

bring citizen concerns to Governments, advocate and monitor policies and encourage

political participation through provision of information. Some are organized around specific


11/52

issues, such as human rights, environment or health. A non-governmental

organization (NGO) is a legally constituted organization created by natural or legal

persons that operates independently from any form ofgovernment. The term originated from

the United Nations (UN), and is normally used to refer to organizations that are not a part of

the government and are not conventional for-profit business. In the cases in which NGOs are

funded totally or partially by governments, the NGO maintains its non-governmental status

by excluding government representatives from membership in the organization. The term is

usually applied only to organizations that pursue wider social aims that have political aspects,

but are not openly political organizations such as political parties

Employee involvement

Employee involvement is creating an environment in which people have an impact ondecisions and actions that affect their jobs. Employee engagement, also called worker

engagement, is a business management concept. An "engaged employee" is one who is fully

involved in, and enthusiastic about their work, and thus will act in a way that furthers

their organization's interests. According to Scarlett Surveys, "Employee Engagement is a

measurable degree of an employee's positive or negative emotional attachment to their job,

colleagues and organization that profoundly influences their willingness to learn and perform

at work". Thus engagement is distinctively different from employee satisfaction, motivation

and organizational culture. Employee involvement means that every employee is regarded as

a unique human being, not just a cog in a machine, and each employee is involved in helping

the organization meet its goals. Each employees input is solicited and valued by his/her

management. Employees and management recognize that each employee is involved in

running the business.

Job analysis

Job analysis provides information about jobs currently being done and the knowledge, skills

and abilities that individuals need to perform the jobs adequately. A job analysis is a

systematic exploration of the activities within a job. It is a technical procedure used to define

a jobs duties, responsibilities, and accountabilities. This analysis involves the identification

and description of what is happening on the job.


12/52

1.5. Literature Review

HRM practices have been researched in Bangladesh from different perspectives. Rab (1991)

explored HRM practices of 24 small enterprises operating in Dhaka. He identified that in

case of recruitment, personal contact was the primary means (58%) followed by

advertisement in newspaper (21%), walk-in (13%), and company notice board (8%). All the

enterprises, except one, used work sample test and interview for the selection of employees.

On-the-job training was observed to be the most widely used one. Most of the enterprises

(87.5%) paid one or more types of allowances in addition to salary.

Shelly (1994) examined the roles of human resources, and infrastructure in the

industrialization process of Bangladesh. He observed that ineffective human resource

management was one of the major problems faced by industrial sector of Bangladesh. Most

of the HRM practices such as HR planning, recruitment, selection, promotion, performance

appraisal, compensation, incentives, and industrial relations were not performed properly in

industries.

Mohiuddin and Mahmood (2001) studied the transformation of personnel management intohuman resource management. Based on different empirical and theoretical studies conducted

in the western world, the authors distinguished between personnel and human resource

management.

Moyeen and Huq (2001) studied HRM practices of 92 medium and large business enterprises

(public and private sector) located in Dhaka, Bangladesh. They found that only 62% of

surveyed organizations had an HR/IR department. About 96% organizations had training

programs. 91% of organizations had performance appraisal system and similar percent oforganizations had a system of rewarding the good employees. The least prevalent practice

among the surveyed organizations was employee pension plan. The researchers inferred that

union status (presence of unions) was associated with some HRM practices and firms size

was found as an important predictor of some of the HRM practices.


13/52

Islam (2003) in a study on the HRM practices of small businesses of Bangladesh found that

small businesses did not offer reasonable salaries and benefits, training and development

opportunities to their employees. The author mentioned that due to outdated HR practices,

the productivity and motivation level of the employees of small businesses of Bangladesh

were very low.

Ernst and Young, and Metropolitan Chamber of Commerce and Industry (2007) conducted a

survey on HR practices of more than 50 organizations selected from industries (mainly from

the private sector) such as Pharma and Healthcare, FMCG, IT, Telecom, Manufacturing,

Finance, NGO, Textile/Garments, and Conglomerates. They thoroughly examined talent

acquisition, performance management, people development, compensation and benefits, HR

strategy and processes, organizational culture, and HR practices for Workmen, staff and

other non-managerial employees of the surveyed organization.

Huda, Karim and Ahmed (2007) made a study on the HRM practices of 20 NGOs of

Bangladesh. It was identified from the study that the HR challenges faced by the NGOs were

shortage of qualified candidates, insufficiency of qualified female candidate, poor academic

background of applicants in the suburban and rural areas, and the lack of training

infrastructure and training need analysis. The first three challenges were related to

recruitment.

Uddin, Habib, and Hassan (2007) depicted a comparative scenario of HRM practices with

respect to the public and the private sector companies of Bangladesh. The study encompassed

the HRM practices of Wartsila, one of the private sector power generation companies, and

BPBD (Bangladesh Power Development Board), the public sector power generation

company. They examined recruitment, selection, training, performance appraisal, and

compensation practices of both the firms. The authors concluded that the overall HRM

practices of Wartsila very much satisfactory. In contrast, the HRM practices of BPDB were

quite inefficient.

The above literature survey on different HRM practices demonstrates that like other

developing countries, HRM as an area of research has not received proper attention in

Bangladesh.


14/52

1.6. Limitations of the study

As a student of faculty of Business Administration and Management, 4th semester, this is my

first initiative for making a project paper on Comparison of HRM practices between Maisha

Group and Institute of Microfinance by meeting a survey. I was really unable to collect

enough information from due to their official restrictions. Many things were so confidential

that I was not entitled to access there. Beside this I have faced the following hindrances

in preparing this report:

Lack of knowledge and experience

Shortage of time

Small size of sample

The survey report focuses on Human Resource Management Practice of group of companies

and Private NGOs in Bangladesh. The survey may not be more comparable or more valid

because only two firms dont show the accurate condition to whole country.


15/52

2.0. Present Scenario of HRM in Maisha Group

To deliver quality with honesty, integrity and dignity, Maisha Group strives for excellence in

offering products and services at global height in a brand name hunching to be persistent for

long term. Be an innovative guide towards superior products and services offering best

possible solution or option to improve quality of life with a team devoted to customer

satisfaction delivering dedicated on high moral and business ethics. They have individual

HRM department where the General Manager and the HR Manager are responsible for

planning and all work of this department. HRM get more importance to them. According to

Maisha Group manager HRM is important to keep the company organized. For that reason

they try to practice HR effectively. Generally they practice the following activities related to

HRM:


Usually Maisha Group provides the employee involvement facilities. As a Group of company

they involved their employees to do more job, faster, better, accurate task. Various types ofinvolvement are available in Bangladesh such as delegation, team, participation, goal setting,

employer training etc. But Maisha Group only involves their employees by participation. In

this participation, employees just share their ideas, values, expression but they cannot take

any decision. Moreover they provide this participation facility before the performance

appraisal from the higher authority. Generally after training the employees they get

participation facility.

Job analysis






16/52

and description of what is happening on the job. Various methods of job analysis are

available in practice such as observational method, interview method, questionnaire method,

functional method. As a Group of company Maisha Group practice interview method to

know the conditions of job. They generally ask the employees about their jobs. If any

problem arises they solve it immediately.

Recruitment

Recruiting is the process of discovering potential candidates for actual or anticipated

organizational vacancies. The goal of recruiting is to communicate the position in such a way

that job seekers respond. There are two kinds of sources of recruitment such as- internal

sources, external sources. Maisha Group follows the external sources for their recruitment

process. There are many kinds of external sources such as- advertisements, employmentagencies, schools, colleges, universities, professional organizations etc. Among from these

sources Maisha Group follows advertisement usually online recruitment.

Selection

Selection is the process of collecting candidates from the recruitment. It is the process of

reducing the number of candidates. As a group of company Maisha Group select the

candidates through comprehensive interview.

Employee socialization

Socialization is a process of adaption that takes place as individuals attempt to learn the

values and norms of work roles. Maisha Group pays no attention to employee socialization.

According to them its unimportant for a healthy environment.

Efficiency

Maisha Group evaluates the working efficiency of the employees through their performance

and output.

Training and Development

Very often they provide training program to develop the working efficiency of the

employees. They generally provide on the job training to the employees. They provide


17/52

training program on various projects related to their management. They agree that training

and development program should be based on the routine activity of an organization. They

do not provide any preliminary training to the newly recruited worker. They are not satisfied

with their existing training program. Moreover they do not think that existing training is

effective to achieve the organizational goal. They provide highly contents training which are

adaptable to the worker. They believe that training needs is predetermined in the

organization. They can apply their knowledge gained from training program on their job.

Performance appraisal

Performance appraisal must convey to employees how well they have performed on

established goals. Its also desirable to have these goals and performance measures mutually

set between the employee and supervisor. Usually Maisha group follows formal appraisal forappraising the performance of the employee.

Motivation

Various kinds of motivation are available such as- job rotation, transfer, bonus, promotion

etc. Maisha Group motivates their employees by giving promotion. By promoting their job

description employees become motivated to produce more output.

Employee benefits

Employee benefits are offered by the employer to attract and retain good workers. Benefits

are generally membership- based, offered to the employees regardless of their performance

levels. Many kinds of benefits are provided by the companies in Bangladesh. As a group

company Maisha Group provides travel facilities to the employees so that they can present at

the office in time.

Job satisfaction

Job satisfaction in Maisha Group is high in level. Employees are satisfied with their job

because of getting standard pay, travel facilities, bonus systems. Moreover employee can

participate in decision making.


18/52

Generally these above noted HR activities are practiced by Maisha Group. They try to

convert their HR systems into modern type. They are trying to practice HR more efficiently

and effectively.

2.1. Present Scenario of HRM in Institute of Microfinance

Institute of Microfinance (InM) is a non-profit organization established primarily to meet

research and training needs of national as well as of global microcredit and related poverty

reduction programs. Initiated and promoted by Palli Karma-Sahayak Foundation (PKSF),

InM started its operation on 1 November 2006. It has no individual HRM department. It

follows PM (Personnel Management) where the Head of Admin (Senior Program Officer)

consulting with Executive Director are responsible for planning and all work of this

department. According to the manager of this institution HRM is important for designing

personnel, planning future staffing and provide training to make them fit for the organization.

The following are highlighting the present situation of HRM practices of Institute of

Microfinance.


Generally company involved their employees to do more job, faster, better, accurate task.

Various types of involvement are available in Bangladesh such as delegation, team,

participation, goal setting, employer training etc. Usually Institute of Microfinance does not

provide the employee involvement facilities.

Job analysis





and description of what is happening on the job. Various methods of job analysis are

available in practice such as observational method, interview method, questionnaire method,

functional method. As a NGO Institute of Microfinance practices observational method to


19/52

know the conditions of job. They generally observe the employees on their jobs. If any

problem arises they solve it immediately.

Recruitment

Recruiting is the process of discovering potential candidates for actual or anticipated

organizational vacancies. The goal of recruiting is to communicate the position in such a way

that job seekers respond. There are two kinds of sources of recruitment such as- internal

sources, external sources. Institute of Microfinance follows the external sources for their

recruitment process. They recruit the candidates who have completed internship from theirorganization. There are many kinds of external sources such as- advertisements, employment

agencies, schools, colleges, universities, professional organizations etc. Among from these

sources Institute of Microfinance follows campus recruitment.

Selection

Selection is the process of collecting candidates from the recruitment. It is the process of

reducing the number of candidates. As a NGO Institute of Microfinance select the candidates

by observing many factors such as- qualification, experience, performance, loyalty etc.

Employee socialization

Socialization is a process of adaption that takes place as individuals attempt to learn the

values and norms of work roles. Institute of Microfinance pays a little attention to employee

socialization. According to this institution it is unimportant for a healthy environment.

Efficiency

Institute of Microfinance evaluates the working efficiency of the employees through their

performance.

Training and Development


20/52

They do not provide training program to develop the working efficiency of the employees but

they send their employees to different organizations for learning deeply. They provide

training program on various projects related to their management. They strongly agree that

training and development program should be based on the routine activity of an organization.

They do not provide any preliminary training to the newly recruited worker. They are not

satisfied with their existing training program. Moreover they think that existing training is

effective to achieve the organizational goal. They provide highly contents training which are

adaptable to the worker. They strongly believe that training needs is predetermined in the

organization. They can apply their knowledge gained from training program on their job.

Performance appraisal

Performance appraisal must convey to employees how well they have performed onestablished goals. Its also desirable to have these goals and performance measures mutually

set between the employee and supervisor. Usually Institute of Microfinance follows informal

appraisal for appraising the performance of the employee.

Motivation

Various kinds of motivation are available such as- job rotation, transfer, bonus, promotion

etc. Institute of Microfinance motivates their employees by giving promotion. By promoting

their job description, employees become motivated to produce more output.

Employee benefits

Employee benefits are offered by the employer to attract and retain good workers. Benefits

are generally membership- based, offered to the employees regardless of their performance

levels. Many kinds of benefits are provided by the companies in Bangladesh. Institute of

Microfinance does not provide adequate benefits to the employees.

Job satisfaction

Job satisfaction in Institute of Microfinance is very low in level. Employees are not satisfied

with their job because they do not get standard pay, travel facilities, bonus systems.

Moreover employee cannot involve in decision making.


21/52

Generally these above noted HR activities are practiced by Institute of Microfinance.

According to it HRM become more effective through evaluation of employees and their

performance, motivation and performance appraisal.

3.0. Maisha Group

3.0.1. Background

The Brand identity of Maisha Group is built upon the philosophy of the founder Md. Aslamul

Haque. A Happy & Motivated workforce makes customers happy & satisfied which will

make the Management & Stakeholders happy. This underlying belief motivates each

individual member of all the concerns and subsidiaries of the Maisha Group and creating a

unique working environment and corporate culture. Maisha Group comprises ten concerns

incorporated under the companies Act 1994.They have been in operation since 1992 and

become one of the reputed business houses in Bangladesh. The Group started its operation

with Maisha Property Development Ltd. as its flagship project, which turned out to be very

successful and gained immense trust and confidence of the clients and other stakeholders.

Having a well experienced and capable team of key personnel at the routine and the

leadership of a well qualified management team and support of its partner, suppliers, clients

and associates, Maisha Group in a short period of time become a highly competitive

company in the market.

3.0.2. Vision statement

To deliver quality with honesty, integrity and dignity, Maisha Group strives for excellence in

offering products and services at global height in a brand name hunching to be persistent for

long term.

3.0.3. Mission statement


22/52

Be an innovative guide towards superior products and services offering best possible solution

or option to improve quality of life with a team devoted to customer satisfaction delivering

dedicated on high moral and business ethics.

3.0.4. Corporate culture

Maisha Groups overall brand identity is built upon the founder Md. Aslamul Haques

philosophy, which states, If you keep your staff happy, the customer will be happy and if

your customers happy, the shareholders will undoubtedly happy. This underlying belief

transcends into each one of Maisha Groups concerns and into each individual working here

resulting in a firm and congenial organizational culture.

3.0.5. Corporate value

The development of Groups organizational culture has allowed room for the emergence of

strong work ethics and value. Each concern of the Maisha Group shares a set of values that

are being considered as the fuel of its success. This encompasses value for money, excellent

quality products, brilliant customer service, innovation, competition and consistency. In such

a large conglomerate empire as the Maisha Group, these broad set of fundamental beliefs

continually work to strengthen the companys brand as well as its culture.

3.0.6. Customer focus

The group truly believes in making a difference in each customer, which can only be

accomplished by delivering quality service provided by empowered and motivatedemployees. It also believes in catering quality service and keeping its customer happy rather

than making quick and short term profit.

3.0.7. Governance and Internal Management

Name Members


23/52

Board of Directors 9

Consultants 3

Management Team 3

Legal Advisor 3

Insurer 3

3.0.8. Organizational structure

Chairman&MD

Head of

Admin & HR

Head of Sales

& Marketing

GroupAdvisor

Head of Finance

& Accounting

Head of

Operation

Manager Manager

Assistant

Mana er

Assistant

Mana er

Senior

Mana er

Assistant

Mana er

Assistant

Mana er


24/52

3.0.9. Business Units

Sl. No. Name Date of Incorporation

1 Maisha Property Development Ltd 7th June 2000

2 Aswat Consumer Ltd. 11th October 2005

3 Dhaka West Power Ltd. 28th October 2010

4 Dhaka North Power Utility Co. Ltd. 28th October 2010

5 CLC Power Co. Ltd. 22nd December 2010

6 Crystal Ready Mix Ltd. 20th September 2010

7 Mahim Leisure & Assosiates Ltd. 3rd May 2011

8 Dayking Corporation Ltd. 6th April 2006

9 Mahim Trade Link Under process

10 Interlink Recycle Ltd. Under process

11 Mahim Shipping Lines Ltd. Proposed

12 Mahim Real Estate Ltd. Proposed

13 Mega Tech & Assets Holding Sdn

Bhd.

Proposed

14 Eco Environment Recycle Industries

Sdn Bhd.

Proposed

15 Asian Charters Pte Ltd. Proposed


25/52

3.0.10. Products/ Services

Sl. Name of the concern Products/Services

1

Maisha Property

Development Ltd

Bulk based land and development

Township development

Power, commercial and hospital development

2

Aswat Consumer Ltd.

Soyabean oil

Vegetable oil

Mustard oil

D-Allethrin

3

Dayking Corporation Ltd.

Affordable laptop

Notebook

IT related products

4

High Tech Agro& Beverage

Ltd.

Agro-products

Frozen foods

Plastic films


26/52

3.1. Institute of Microfinance

3.1.1. Background

Institute of Microfinance (InM) is a non-profit organization established primarily to meet

research and training needs of national as well as of global microcredit and related povertyreduction programs. Initiated and promoted by Palli Karma-Sahayak Foundation (PKSF),

InM started its operation on 1 November 2006. InM is registered as an independent non-

profit institution under the Societies Registration Act 1860. It is principally funded by

UKaid, Department for International Development (DFID) through its Promoting Financial

Services for Poverty Reduction (PROSPER) Program.

3.1.2. Vision statement

Towards establishing a poverty free world, InM sees itself as a frontline centre of excellence

in knowledge creation and management.

3.1.3. Mission statement

Firstly, InM will contribute to the capacity building of the microfinance sector

in Bangladesh through training and academic programs for human resource development,

conducting research studies and dissemination of findings, regular dissemination of new

knowledge and technology, for the benefits of the sector.

Secondly, the institute should emerge as a centre of excellence in microfinance, poverty,

enterprise development, and other allied areas at the national and international levels through

building network with microfinance institutions, sector stakeholders, reputed researchers,

thinkers and professionals, and exchange of ideas and experiences.


27/52

3.1.4. Goals and Objectives

InM is committed to poverty reduction and rural development through research, training and

knowledge management on microfinance at the national and international levels.

The Institute has the following key objectives:

To conduct research on microfinance and its effects on the economy, poverty

alleviation, inequality and vulnerability.

To initiate, undertake and promote research and action research activities directed

towards the expansion, growth and consolidation of national and global microfinance

and related programs for poverty alleviation.

To collaborate with national and international agencies and universities for research,action research and other professional activities such as training, livelihood

promotion, environmental issues, experimentation and academic degree programs in

Bangladesh and other countries.

To use research results and lessons of inter-country experiences and prepare policy

notes and reports to help policymakers and practitioners of microfinance.

To initiate, undertake and arrange training programs for microfinance professionals

and practitioners from home and abroad.

To develop and maintain database on national and global microfinance.

To set standards, prepare best-practice examples, formulate policy documents and

prepare guidelines to help the sector stakeholders

3.1.5. Major Services:

Research:

Research includes feasibility analysis, baseline survey, impact assessment, evaluation etc.

Training:


28/52

Training needs assessment and capacity building planning, training of trainers, scheduled and

tailor-made courses, curriculum and module development, training evaluation, etc.

Consultancy:

Consultancy includes Microfinance program management, developing policy advice,

strengthening local governance, strategic planning, project design and development,

monitoring and evaluation, change management and institutional development, etc.

Program Management:

Program Management consists of technical assistance to management services, project and

program cycle management, monitoring, review and evaluation etc.

3.1.6. Governance:

Institute is governed by a two-tierGoverning Body and General Bodygovernance system.

The basic governance lies with the Governing Body. It comprises of seven (7) members,

including the Executive Director of the Institute as an ex-officio member. The General Body

is the Institute's highest authority. Total number of members of the General Body is thirteen

(13), including seven members of the Governing Body. It is responsible for the overall policy

guidance and direction for efficient functioning of the Institute.

Governing Body

The Institute is governed by a two-tier governance structure Governing Body and General

Body. The basic governance lies with the Governing Body. It comprises of seven (7)

members, including the Executive Director of the Institute as an ex-officio member.

General Body

The General Body is the Institutes highest authority. It is responsible for the overall policy

guidance and direction for efficient functioning of the Institute. Total members of the

General Body are thirteen (13) including seven (7) members of the Governing Body.

3.1.7. The Team


29/52

InM has an excellent team of professionals headed by its Executive Director in research,

training and knowledge management. The regular core research group comprises of well

coordinated and dedicated researchers with extraordinary expertise. Besides, InM draws

research scholars from reputed universities across the world. In addition, InM always

welcomes interested researchers and academicians to join the dynamic team.

3.1.8. Key Areas:

InM has three unique divisions:

Research

Training and

Knowledge Management.

3.1.8.1. Research

Research is the most prominent among the InM activities. The major focus of its research is

on microfinance, poverty, and development issues. InM conducts research studies

independently and/or jointly with distinguished researchers and institutions from home and

abroad. The underlying objective of the research agenda is to get insights into the problemsof poverty and development and also to assess the impact of different inventions.

On-going Research Projects

Multiple Memberships (Overlapping) in Microcredit Program.

Strategic Behavior of NGOs/MFIs in Bangladesh

Health and Nutrition among the Beneficiaries of Microfinance Institutions (MFI) inRural Bangladesh.

Micro insurance, Poverty and Vulnerability in Bangladesh (Phase-I)

Searching for an Explanation of Differences in Poverty Levels and Trends at Sub-

National Levels.


30/52

Understanding the Poverty and Resource Dichotomy- An Inquiry into the Livelihood

of any Backward Community in Resource-Rich Areas of Bangladesh.

Access to Financial Services (Phase -1)

Poverty Alleviation through Enhanced Usage of Migrant Remittance

Assessment of the Impact of PKSF Interventions on Sustainability of Partner

Organizations (POs)

Impact of Microcredit on agricultural Farm Performance and food security in

Bangladesh.

Internal Female Migration in Rural Bangladesh: An Effective Household Coping

Strategy.

Differentiated Corporate Governance and MFI Performance in Bangladesh

Poverty Dynamics in Rural Areas of Bangladesh: Phase-I

Designing Appropriate Microinsurance Products for the Low Income Households

Completed Research Projects

Baseline Study of Food Security for Vulnerable Group Development and Ultra Poor

Beneficiaries Project (Sponsored by PKSF)

Identification of Appropriate Micro Insurance Approach for Ultra Poor of

Bangladesh. (Sponsored by UNDP)

Urban Microfinance in Bangladesh

Monga in Greater Rangpur: Intensity, Coping, Vulnerability, and the Impact of

Mitigating Strategies.


31/52

Impact of Cash for Work Program under PRIME in Lalmonirhat Districtct. (PKSF &

InM)

Overlapping in Microcredit Programs in Patrail Union, Tangail. (PKSF & InM)

Impact of PRIME Interventions on Monga Mitigation in Greater Rangpur Region:

Phase-I

3.1.8.2. Training

There is a growing demand to expand the InM's activities to support training programs to

build the capacity of the MFIs so that practitioners can make tangible efforts towards

building a sustainable microfinance sector. The institute intends to embark upon providing

training to the development practitioners, journalists, editors, senior executives of different

MFIs, policymakers, regulators, government officials and international agencies. In addition,

it will act as a facilitator in capacity building of the existing training institutions. InM has a

future plan to organize training programs for the participants even from outside Bangladesh.

InM wants to put special thrust on-need-based training that requires customized, standard and

integrated training modules for the training programs. Furthermore, the institute is mandated

to play active role to capacity building of the institutions in the microfinance sector in

Bangladesh.

Module Development

InM has taken initiative to prepare standardized training module for the MFIs as per

suggestions of the training expert committee. InM wants to put special thrust on training

rather than prototype training which needs customized, standard and integrated training

module for the training courses. Initially the following modules are developed by InM.


32/52

Microfinance Operations and Management.

Basic Book Keeping and Accounting Management for MFIs.

Improving Participatory Managerial Skills and Management Style.

Monitoring and Evaluation of Microfinance Program.

Legal Regulatory System and Governance.

3.1.8.3. Knowledge Management & Communication

With a view to create knowledge, its management and dissemination in the area of

microfinance and poverty, the Knowledge Management and Communication (KnM) divisionof InM works as the voice of the Institute by propagating its activities to the wider audience

and managing its public relations activities. Knowledge management helps Institute's ability

to get the most from the activities through its workforce and information technology to

harness the intellectual capital of the Institute by maintaining networks with the development

partners in the field of microfinance. The main focus of KnM activities is: research

documentation, data management, dissemination of research findings, awareness creation and

sensitization in the field of MF etc. In terms of acquiring knowledge, KnM gathers

knowledge by InM conducted research studies and also by arranging conferences, seminars,

workshops and dialogues. For propagating and disseminating the knowledge, KnM works to

maintain web portal, intranet, online archive, library; to publish various books, study reports,

working papers, occasional papers, newsletters; and to arranges television programs and

documentaries etc.

3.1.9. Publications


33/52

To disseminate the research findings of InM governed research studies; and to aware the

mass people of the country along with academicians, practitioners, stakeholders, InM has

been publishing different types of publications such as books, working papers, policy papers,

policy briefs, research papers, occasional papers, study reports, microfinance statistics; etc.

3.1.10. Seminars/Workshops/Conferences

KnM division of InM is regularly organising conferences, seminars, workshops, and

dialogues for disseminating the findings of InM research studies and to communicate with

the sector stakeholders and practitioners. A significant number of conferences, seminars,

workshops, and dialogues has been conducted in different occasions highlighting the

following themes:

Dynamics of Poverty and Microfinance

Regional Performance of Microfinance

Governance of MFIs

Program Evaluation of MFIs

Operational Issues of Microfinance

Health and Microinsurance issues

Gender and individual modernity

3.1.11. Library

To strengthen knowledge management in the microfinance sector, InM strives to build a

comprehensive library for researchers, practitioners and academicians. In designing a

knowledge management information system, this library is a potential element. InM library

contains various books, journals, periodicals, reports and working papers etc. InM is

collecting more national and international publications from different sources to enrich the

physical library of the Institute. InM is also collecting various reports and documents (annual


34/52

reports, financial reports, brochures, other publications) from different MFIs working in

Bangladesh to develop the archive of printed materials of MFIs.

3.1.12. Internship Program

InM's internship program offers an excellent opportunity for undergraduate and graduate

students to work in the development sector and gather firsthand experience of working in an

official environment. Bright students from different renowned universities in the country are

enrolled every year at the Institute for this program. International interns from many reputed

universities across the world are also regularly accommodated.

3.1.13. Access to Online Journals

InM offers exclusive online access to valuable online journals like JSTOR and other

resourceful virtual libraries for its staff and researchers. These e-journal subscriptions have

allowed the Institute to get access to a vast quantity of scholarly publications and education

materials. Subscription of the PERI-INASP consortium program enables each participating

institution to access over 20,000 scholarly publications, including those from both general

and highly subject specific journal providers. Currently some available major e-resources are:

JSTOR, Oxford University Journals, Wiley-Blackwell, World Bank e-library, WDI, GDF etc.


35/52

4.0. Findings and analysis

To evaluate HRM practices between two firms simple percentage approach is used in this

study. Data was collected through questionnaire survey which contains 32 questions

represents various sectors of HRM. Three respondents were selected from each company forthe study. Questionnaire is divided into two parts where one part shows the general

information about respondents and other part shows the information about HRM.

Questionnaire was prepared by representing the dichotomous questions, multiple choice,

Likert scale, completely unstructured questions. The following table shows the comparison

of HRM practices between Maisha Group and Institute of Microfinance.

ParticularsMaisha Group

(%)

Institute of Microfinance

(%)

Employee involvement 83% 75%

Job analysis 66% 66%

Recruitment 66% 50%

Selection 33% 33%

employee socialization 33% 33%

Efficiency 66% 66%

Training and development 88% 66%

Performance appraisal 66% 66%

Motivation 66% 33%

Job satisfaction 66% 33%


36/52

From the above noted figure we can easily see the comparison of HRM practices between

Maisha Group and Institute of Microfinance.

5.0. Conclusion

It has been uncovered that the overall status of HRM practices in the Maisha Group is

moderately satisfactory whereas the overall status of HRM practices in the Institute of

Microfinance is found to be satisfactory. Maisha Group pays highly attention to the employee

involvement and training and development where as Institute of Microfinance is found to be

low here. It is unearthed that significant difference is prevailing between the Maisha Group

and Institute of Microfinance of Bangladesh. Moreover Institute of Microfinance is found to

be low in motivation, selection, employee socialization, job satisfaction. Maisha Group also

found to be weak in selection and socialization process.

5.1. Recommendations

The following recommendations may be useful to consider in improving the overall status of

HRM practices of the Maisha Group and Institute of Microfinance of Bangladesh.

For the Maisha Group

Manpower requirement data should be maintained.

HRIS should be introduced.

Succession planning should be conducted.

HR policies should be changed with respect to business strategies.

Job analysis should be conducted effectively.

Fairness in selection process should be upheld.

Psychological attributes should be focused in selection.

Different sources of recruitment should be utilized.

Extensive training and development programs should be offered.

Further training and education should be encouraged.


37/52

Sufficient budget for training should be allocated.

Performance appraisal system should be effective.

Compensation practices should be totally restructured.

Industrial relations should be strengthened.

For Institute of Microfinance

Formal recruitment policies should be adopted.

Large number of applicants should be attracted for filling vacancies.

Employee orientation program should always be offered.

Wide-ranging training and development should be continuously offered.

Financial and non-financial benefits should be extended.

Employee involvement should be facilitated.

Training program should be provided towards the newly recruited worker.

Financial motivation should be provided.


38/52

Bibliography

Ahmed, F. 2001, Strategic human resource management: Linking human resource

management with corporate strategy.Journal of Business Studies, Vol. 12, No 1

Ahmed, F. A., and Patan, A. 1979, Industrial development of Bangladesh. Journal of

Institute of Bankers, Vol. 10

Akand, J. 2006,Personnel management in banks: A case study of personnel management of

Janata Bank. Unpublished MPhil thesis, University of Dhaka, Bangladesh. Akhter, N. 2002,

Human resource management in Bangladesh: A study of some local private manufacturing

industries. Unpublished doctoral dissertation, University of Dhaka, Bangladesh.

David A. Decenzo, Stephen P.Robbins, 8

th

Edition,Fundamentals of Human ResourceManagement. Willy: John Willy & Sons Inc.

Dessler, G. 2007, Human resource management. New Delhi: Prentice Hall of India Private

Limited. Edgar, F., and Geare, A. 2005, HRM practice and employee attitudes: Different

measures- different results.Personnel Review, Vol. 34, No. 5, pp. 534-549.

GOB, Bangladesh Bureau of Statistics. 2007, Statistical pocket book of Bangladesh 2006,

Dhaka

GOB, Ministry of Finance. 2007,Bangladesh economic review 2007, Dhaka

Griffin, R.W. (2002).Management.New York: Houghton Mifflin Company.

Islam, M. S. 2003, HRM Practices in the small business in Bangladesh: Some guidelines to

follow.Dhaka Commerce College Journal, Vol. 1, No. 2, pp. 113-123.


39/52

http://www.mof.gov.bd/en/

http://en.wikipedia.org/wiki/Agriculture_in_Bangladesh

http://www.iccsl.org/pubs/bangladeshfinalreportmay15.pdf

http://en.wikipedia.org/wiki/Economy_of_Bangladesh

http://www.microfinancegateway.org/gm/document-

1.9.27395/38050_file_Bangladesh_Microfin.pdf

http://bangladeshpage.hubpages.com/hub/Top-group-of-companies-in-Bangladesh

http://www.countrycompass.com/_docs/library/Bangladesh%20Economic%20Growth

%20Assessment.pdf

http://www.managementstudyguide.com/human-resource-management.htm

http://practicehrm.blogspot.com/2009/09/definition-of-muman-resource-management.html

http://en.wikipedia.org/wiki/Human_resource_management

http://www.businessdictionary.com/definition/human-resource-management-

HRM.html#ixzz22V5YjZqA

http://www.businessdictionary.com/definition/human-resource-management-HRM.html

http://www.ngo.org/ngoinfo/define.html

http://humanresources.about.com/od/glossarye/a/employee_inv.htm

http://www.urenio.org/tools/en/employee_involvement.pdf

Institute of Microfinance Annual report-2011

Maisha Group Annual Report-2010
http://www.mof.gov.bd/en/http://en.wikipedia.org/wiki/Agriculture_in_Bangladeshhttp://www.iccsl.org/pubs/bangladeshfinalreportmay15.pdfhttp://en.wikipedia.org/wiki/Economy_of_Bangladeshhttp://www.microfinancegateway.org/gm/document-1.9.27395/38050_file_Bangladesh_Microfin.pdfhttp://www.microfinancegateway.org/gm/document-1.9.27395/38050_file_Bangladesh_Microfin.pdfhttp://bangladeshpage.hubpages.com/hub/Top-group-of-companies-in-Bangladeshhttp://www.countrycompass.com/_docs/library/Bangladesh%20Economic%20Growth%20Assessment.pdfhttp://www.countrycompass.com/_docs/library/Bangladesh%20Economic%20Growth%20Assessment.pdfhttp://www.managementstudyguide.com/human-resource-management.htmhttp://practicehrm.blogspot.com/2009/09/definition-of-muman-resource-management.htmlhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://www.businessdictionary.com/definition/human-resource-management-HRM.html#ixzz22V5YjZqAhttp://www.businessdictionary.com/definition/human-resource-management-HRM.html#ixzz22V5YjZqAhttp://www.businessdictionary.com/definition/human-resource-management-HRM.htmlhttp://www.ngo.org/ngoinfo/define.htmlhttp://humanresources.about.com/od/glossarye/a/employee_inv.htmhttp://www.urenio.org/tools/en/employee_involvement.pdfhttp://www.mof.gov.bd/en/http://en.wikipedia.org/wiki/Agriculture_in_Bangladeshhttp://www.iccsl.org/pubs/bangladeshfinalreportmay15.pdfhttp://en.wikipedia.org/wiki/Economy_of_Bangladeshhttp://www.microfinancegateway.org/gm/document-1.9.27395/38050_file_Bangladesh_Microfin.pdfhttp://www.microfinancegateway.org/gm/document-1.9.27395/38050_file_Bangladesh_Microfin.pdfhttp://bangladeshpage.hubpages.com/hub/Top-group-of-companies-in-Bangladeshhttp://www.countrycompass.com/_docs/library/Bangladesh%20Economic%20Growth%20Assessment.pdfhttp://www.countrycompass.com/_docs/library/Bangladesh%20Economic%20Growth%20Assessment.pdfhttp://www.managementstudyguide.com/human-resource-management.htmhttp://practicehrm.blogspot.com/2009/09/definition-of-muman-resource-management.htmlhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://www.businessdictionary.com/definition/human-resource-management-HRM.html#ixzz22V5YjZqAhttp://www.businessdictionary.com/definition/human-resource-management-HRM.html#ixzz22V5YjZqAhttp://www.businessdictionary.com/definition/human-resource-management-HRM.htmlhttp://www.ngo.org/ngoinfo/define.htmlhttp://humanresources.about.com/od/glossarye/a/employee_inv.htmhttp://www.urenio.org/tools/en/employee_involvement.pdf


40/52

Appendix

Details of question answered

Maisha Group

Table-1 Employee involvement

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

4 3 12 10 83%

Table-2 Job analysis

Questions

No.

No. of

respondents

Total no.

ofquestions

Question

answered

Percentage

1 3 3 2 66%


41/52

Table-3 Recruitment

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

2 3 6 4 66%

Table-4 Selection

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 1 33%

Table-5 employee socialization

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 1 33%

Table-6 Efficiency

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 2 66%


42/52

Table- 7 Training and development

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

15 3 45 40 88%

Table-8 Performance appraisal

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 2 66%

Table-9 Motivation

QuestionsNo.

No. ofrespondents

Total no.of

questions

Questionanswered

Percentage

1 3 3 2 66%


43/52

Institute of Microfinance

Table-10 Job satisfaction

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 2 66%

Table-1 Employee involvement

QuestionsNo. No. ofrespondents Total no.of

questions

Questionanswered Percentage

4 3 12 9 75%


44/52

Table-2 Job analysis

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 2 66%

Table-3 Recruitment

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

2 3 6 3 50%

Table-4 Selection

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 1 33%

Table-5 employee socialization

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 1 33%


45/52

Table-6 Efficiency

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 2 66%


46/52

Table- 7 Training and development

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

15 3 45 30 66%

Table-8 Performance appraisal

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 2 66%

Table-9 Motivation

QuestionsNo.

No. ofrespondents

Total no.of

questions

Questionanswered

Percentage

1 3 3 1 33%

Table-10 Job satisfaction

Questions

No.

No. of

respondents

Total no.

of

questions

Question

answered

Percentage

1 3 3 1 33%


47/52

Questionnaire

Section-1: General Information About Respondent and Job Information:

1. Name:

2. Gender: a. Male b. Female.

3. Religion: a. Muslim b. Hindu c. Christian d. Buddhist e. Others.

4. Designation in the organization:

Dear Respondent,

I am a student of Jagannath University, conducting a survey on HRM practices in

Bangladesh: A comparative study between Maisha Group and Institute of Microfinance.

Kindly noted that this is an academic study and the findings will remain confined within

academic interests. No part of this study will be disclosed. Your kind cooperation will be

highly appreciated.


48/52

5. Name of the organization:

6. Length of service in this organization:

Section-2: Human Resource Management:

1. In your organization which department is mainly practice?

HRM (Human Resource Management) PM (Personnel Management)

2. Who is the responsible person for planning the HRM/PM in your organization?

..................

3. What are you thinking about the importance of HRM/PM?

4. Does your company provide any facility of employee involvement?

Yes No

5. How your organizations involve employees?

Delegation Team Participation

6. Are provided the participation facilities before the performance appraisal from thehigher authority?

Yes No

7. Are provided the participation facilities before providing the training from the higherauthority?

Yes No

8. For the job analysis of the employee which method is performed byyour organization?

Observational Interview Questionnaire Functional

9. In the recruitment process what kind of sources is used by your organization?

External Internal


49/52

10.For recruitment the employee which things is followed by your organization?

Advertisement Campus Recruiting

11. In case of selection: How your organizations select the best candidate among the

available candidate?

..

12. How much you give importance on employee socialization?

13. How do you evaluate the working efficiency of the employees of your organization?

...........................

14. For developing the working efficiency of the employees do you provide any trainingprogram?

15. If you arrange any training program for the employees, which type of trainingprograms are those?

16. Training and Development program should be based on the routine activity of an

organization.

Strongly AgreeAgreeUndecidedDisagreeStrongly Disagree


50/52

17. Does your organization provide the preliminary training program towards the newlyrecruited worker?

Yes No

18. Do you think that existing training program is effective to achieve the organizational

goal?

Yes No

19. Do you think that the training contents are adaptable with the workers properly?

Yes No

20. Are you satisfied with the existing method, aspect of training of your organization?

Yes No.

21. The existing training budget is adequate to meet up the training needs.

Strongly AgreeAgreeUndecidedDisagreeStrongly Disagree.

22. Training needs is predetermined in the organization. Do you agree with thestatement?

Strongly AgreeAgree

UndecidedDisagreeStrongly Disagree.

23. Training module is well planned and well prepared for the effective trainingprogram. Show your argument level.

Strongly AgreeAgreeUndecidedDisagreeStrongly Disagree.

24. The evaluation process of training and development program of your organizationmuch satisfactory.

Strongly AgreeAgreeUndecidedDisagree


51/52

Strongly Disagree

25. The trainers are skilled and efficient enough. Show your argument level.

Strongly AgreeAgreeUndecidedDisagreeStrongly Disagree

26. The knowledge gained from the training program are directly oriented with the jobcontents. Show your argument level.

Strongly AgreeAgreeUndecidedDisagree

Strongly Disagree.

27. Are you able to implement the knowledge gained from the training facilities?

Yes No

28. Please give your kind suggestion about how training and development can be mademore effective.

29. What process is followed for appraising the performance of theemployee?

Formal appraisal Informal appraisal

30. For motivating the employee what sorts of activities is performed byyour organization?

Promotion Transfer Job Rotation Bonus

31. According to your company the level of employees job satisfaction?

Very high High Low Very low

32. Please give your kind suggestion about how HRM practices can be made moreeffective.


52/52

Thanks a lot for your pleasant cooperation.

Documents

HRM activities