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7/30/2019 Perception of employees about performance appraisal effectiveness Human Resource Management
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Perception of employees about performance
appraisal effectiveness Human Resource
Management
Submitted By:
Marjina Mahmuda Akter
ID:102-085-461
As the fulfillment of the internship
Course Code: MBA 699
Master of Business Administration
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Department of Business
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DECLARATION OF THE CANDIDATE
I hereby declare that the Internship Report title Perception ofemployees about performance appraisal effectiveness HumanResource Managementfor awarding the degree of Master of BusinessAdministration is my original work and that it has not previously formed
the basis for the award of any degree, diploma, fellowship or any other
discipline.
The entire work has been planned and carried out under the supervision
of the honorable faculty member Md. Shahreer Alam, Project
Supervisor, Lecturer Department of Business, Atish Dipankar
University of Science & Technology, Dhaka, Bangladesh.
__________________
Marjina Mahmuda Akter
ID: 102-085-461Department: Masters of Business
Administration
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Atish Dipankar University of Science &
Technology
The Board of Examiners certified that they read and recommended to
Atish Dipankar University of Science & Technology (ADUST) foracceptance of Internship Report entitledPerception of employeesabout performance appraisal effectiveness Human Resource
Management
submitted by Marjina Mahmuda Akter . ID: . 102-085-461 in
partial fulfillment of requirement of the Master of Business Administration.
(1) Member : ..................................................................
Full Name : Prof. Dr. Sirajul Huq Chowdhury.Designation : Director,
Atish Dipankar University of Science & Technology
Panthapath Campus.
(2) Member : ..................................................................
Full Name : Mr. Shahreer Alam
Designation : Lecturer
Department : Business.
(3) Member : ..................................................................
Full Name : Mr. Jafirullah Khan
Designation : Lecturer
Department : Business
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Date of Approval :27 March 201
CERTIFICATE
This is to certify that the BBA internship report entitled Perception of
employees about performance appraisal effectiveness Human
Resource Management is a part of the research work done byMarjina Mahmuda Akter . ID: . 102-085-461
The whole work of this internship report has been planned and carried out
by this student under supervision and guidance of the faculty members of
Atish Dipankar University of Science & Technology, Dhaka, Bangladesh.
--------------------------------
Mohammed Saiful Islam
Assistant Professor
Department of Business
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Atish Dipankar University of
Science and Technology
(ADUST)
Thesis onPerception of employees about performance appraisal
effectiveness Human Resource Management
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iii
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MBA Human Resource Management
Table of Contents
S/L Description Page
No1 Acknowledgement2 Executive summary 103 Foreword 114 Chapter-1 115 Human Resource Management 126 Importance of Human Resource 12
7 Objectives and Importance of HRM 138 Effective management of human resources 149 Importance of HRM 1510 Globalization of Human Resource
Management
15
11 Essential Human Resource Management Skills 1612 Objective of the Study 1713 Chapter-2 1414 Study Setting -BRAC 18
15 What is BRAC 1816 History 1917 Introduction 1918 Vision 2019 Mission 2020 Objective of BRAC 21
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21 Brac priorities 2122 BRAC Strength 2223 BRAC Profile at glance 2524 Human resource 25
25 Program infrastructure 2626 Annual expenditure 2727 Related companies instruction 2728 Economic Development 2829 Education 2930 Public health 3031 Improving Naternal, neotal and child health survival
(Rural)
32
32 Bangladesh: Health: Communicable Diseases 3434 Social Responsibilities 35
35 BRAC Abroad: 3636 Our Strengths 3837 What we do: Socially Responsible
Investments
38
38 Information Technology 3939 Social Communication & Advocacy 3940 Project Statement 4041 CHAPTER 3 4042 LITERATURE REVIEW 40
43 The Concept of Human Resource
Management
40
44 The Importance of HR as a Source of Competitive
Advantage
41
45 Single HRM Practices and Firm Performance 4146 Approaches in Studying HRM Practices 4247 Universalistic perspective 4248 Relationship between HRM Practices and Firm
Performance43
49 Expectancy Theory 4450 Chapter-4 4551 Analytical Part 4552 Employee Services Definition 4653 SELECTION COMMITTEES 4854 Organizing, leading , controlling 4955 Training Development 5156 Training and Higher Study 55
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57 Major finding of the study 5558 Chapter-6 5659 Recommendation and conclusion 5660 Some recommendations are mentioned
below fro improving the organization
57
61 Conclusion62 Biography 5863 Reference 59
Acknowledgement
I wish to acknowledge immeasurable grace and profound
kindness of the Almighty Allah, the supreme ruler of theuniverse who enables me to make my dream in a reality.
From my first inception until its final completion the success of
the study rests not only me but also on the contribution of
all kind of employee of BRAC. They give me vivid discussion.
Who have inspired, influence guided my work.
I wish to express my immense gratitude and my special debt to
my respected teacher and supervisor Md. Shahreer Alam .
I am thankful to his untiring guidance helps and suggestion.
I also thank my friends and classmate who help me for doing this
report. I am grateful to them for their valuable comments
correction etc. on my report.
Finally the inspiration, encouragement and support provided byour parents must be acknowledged.
Name of related cources1st Semester
1. Organization Behavior,
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2. Quantitative Analysis for Managers,
3. Business Communication,
4. Accounting for Management Planning and control
5. Economic condition Analysis
2nd Semester
1. Management Information System2. Human Resource Management
3. International Business
4. Managerial Economics
5. Marketing management & Practice
3rd Semester
1. Strategic Human Resource Management
2. Operation Management
3. Entrepreneurship Development
4. Industrial Relation and conflict management
5. Strategic Management4th Semester
1. Business Thesis & Corporate Social Responsibility
2. Industrial Relation and Conflict Management
3. Legal Environment in Business
4. Management Accounting
5. Financial Management
Its various aspects. I have shared the ideas how to present
assigned task ourselves and I discussed how strategy isdealt in our respective organizations. I hope that this
presentation would be able to give a clear idea about the
given task and enhance our skill of all valuable subjects.
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Executive summary
This research report is a partial requirement of the Thesis phase of EMBA
program, department of management, institute of Atish Dipankar
University of Science and Technology, Panthapath Campus Dhaka. The
topics of the report are Human Resource Management at Global Bridge.
Human resource management is very much important for ever business
organization. Human Resource may be the most misunderstood of all
corporate departments but is also the most necessary. Those who work in
Human Resource mare not only responsible for hiring and firing. The also
handle contacting job reference and administering employees benefits.
Human resource management is the process of acquiring training
appraising, and compensating employees, and attending to their laborrelation heat and safety and fairness concerns. Its true that and individual
who works in Human Resources must be a People Person since anyone
in this department deals with a number of employees as well as outside
individuals on any given day a pleasant demeanor is a must.
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The benefits of globalization have been very unevenly distributed both
between and within nations. As the same time a hot of social problems
have emerged or intensified, creating increased hardship insecurity and
anxiety for many across the world, fuelling a strong backlash. As a result,
the present form the globalization is facing a crisis of legitimacy resulting
form the erosion of popular support.
The concept encompasses investment in the skills of the labor force
including education and vocational training to develop specific skills.
Human capital is one component of a countrys overall compositeness.
The most successful developing countries, for example, India Pakistan are
investing heavily in the education and health skills of their population.
Actually these departments of that work. This department of theorganization works with the employee and the staff and worker. This
department deals with their job planning and design, recruitment,
selection, measure their hob performance and target their compensation
1.1 Foreword
The MBA course, this Thesis would be able to develop knowledge
regarding various aspects. This will also helpful for achieving the goals of
our study of Strategic Management.
This study would definitely enhance the capability to explore some ideaabout the pros and cons of an strategy and it must help the students to
improve their insight about Strategic Management and our skills in the
application of IT in our respective working fields.
The main objective of this course is to ensure that students gain a
thorough knowledge of Human Resource Management theory and
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practice. To that end, the following learning goals are specified: At the
end of this course, and having successfully followed the lectures and
studied the literature prescribed for the course, students should be able
to:
Understand and reproduce the theoretical arguments underpinning
how Human Resource Management can be used by organizations to
gain a competitive advantage
Understand and describe what is meant by Strategic Human Resource
Management and what this implies for the way organizations manage
their human resources as well as their HRM practitioners and the HRM
function
Understand and describe the major elements in the analysis of the
design of work from the perspective of Human Resource Management
Understand and describe the main practices, policies and systemsinvolved in
the recruitment, selection and placement of Human Resources
the assessment, reward and retention of Human Resources
Furthermore, this is an introductory course, and students should
expect a strong emphasis on the mastery of basic factual information
and knowledge on what Human Resource Management is, how it takes
shape, and why it is important in organizations
Chapter 1:
1.1 Human resource management
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(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) HR is a product of the
human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by
transactional work such as payroll and benefits administration, but due to
globalization, company consolidation, technological advancement, and
further research, HR now focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial andlabor relations, and diversity and inclusion.
In startup companies, HR's duties may be performed by a handful of
trained professionals or even by non-HR personnel. In larger companies,
an entire functional group is typically dedicated to the discipline, with
staff specializing in various HR tasks and functional leadership engaging
in strategic decision making across the business. To train practitioners for
the profession, institutions of higher education, professional associations,
and companies themselves have created programs of study dedicated
explicitly to the duties of the function. Academic and practitioner
organizations likewise seek to engage and further the field of HR, as
evidenced by several field-specific publications
.
Importance of Human Resource :Human Resource Planning, Workforce Motivation, Employment
Opportunities, HR Practices, Employee Engagement, Human capital,
Headhunting, Executive Search, Business Transition, Team Building
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http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Remunerationhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Labour_lawhttp://en.wikipedia.org/wiki/Collective_agreementhttp://en.wikipedia.org/wiki/Trade_unionhttp://en.wikipedia.org/wiki/Human_relations_movementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Globalizationhttp://en.wikipedia.org/wiki/Mergers_and_acquisitionshttp://en.wikipedia.org/wiki/Mergers_and_acquisitionshttp://en.wikipedia.org/wiki/Talent_managementhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Labor_relationshttp://en.wikipedia.org/wiki/Multiculturalismhttp://en.wikipedia.org/wiki/Inclusion_(value_and_practice)http://en.wikipedia.org/wiki/Startup_companyhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Employer_brandinghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Remunerationhttp://en.wikipedia.org/wiki/Leadershiphttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Labour_lawhttp://en.wikipedia.org/wiki/Collective_agreementhttp://en.wikipedia.org/wiki/Trade_unionhttp://en.wikipedia.org/wiki/Human_relations_movementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Globalizationhttp://en.wikipedia.org/wiki/Mergers_and_acquisitionshttp://en.wikipedia.org/wiki/Mergers_and_acquisitionshttp://en.wikipedia.org/wiki/Talent_managementhttp://en.wikipedia.org/wiki/Succession_planninghttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Labor_relationshttp://en.wikipedia.org/wiki/Multiculturalismhttp://en.wikipedia.org/wiki/Inclusion_(value_and_practice)http://en.wikipedia.org/wiki/Startup_companyhttp://en.wikipedia.org/wiki/Business7/30/2019 Perception of employees about performance appraisal effectiveness Human Resource Management
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1.3 Objectives and Importance of HRM
The principal objectives of HRM may be listed thus:
To help the organization reach its goals: HR department like other
departments in an organization exists to achieve the goals of theorganization first and if it does not meet these purposes, HR department
(or for that matter any other unit) will wither and die.
To employ the skills and abilities of the workforce efficiently: The primary
purpose of HRM is to make peoples strengths productive and to benefit
customers, Stockholders and employees.
To provide the organization with well trained and well motivated
employees: HRM requires that employees are motivated to exert their
maximum efforts that their performance be evaluated properly for resultsand that they be remunerated on the basis of their contributions to the
organizations.
To increase to the fullest the employees job satisfaction and self
actualization: It tries to prompt and stimulate every employee to realize
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his potential. To this end suitable programs have to be designed aimed at
improving the quality of work life (QWL).
To develop and maintain quality of work life: it makes employment in the
organization a desirable, personal and social situation. Without
improvement in the quality of work life it is difficult to improve
organizational performance.
To communicate HR policies to all employees: It is the responsibility of
HRM to communicate in the fullest possible sense; tapping ideas, opinions
and feelings of customers non customers regulators and other external
public as well as understanding the views of internal human resources.
To be ethically and socially responsive to the needs of society: HRM must
ensure that organizations manage human resource in an ethical and
socially responsible manner through ensuring compliance with legal and
ethical standards.
People have always been central to organizations, but their strategic
importance is growing in todays knowledge based industries. An
organizations success increasingly depends on the knowledge skills and
abilities (KSAs) of employees particularly as they help establish a set of
core competencies that distinguish an organization from its competitors.
With appropriate HR policies and practices an organization can hire
develop and utilizes best brains in the marketplace realize its professionalgoals and deliver results better than others.
Human resources management helps an organization and its people to
realize their respective goals thus:
At the enterprise levels:
1) Good human resource practices can help in attracting and retaining the
best people in the organization. Planning alerts the company to the types
it will need in the short medium and long run.2) it helps in training people for challenging roles, developing right
attitudes towards the job and the company promoting team spirit among
employees and developing loyalty and commitment through appropriate
reward schemes.
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At the individual level: Effective management of human resources
helps employees thus:
1) it promotes team work and team spirit among employees.
2) It offers excellent growth opportunities to people who have the
potential to rise.
3) It allows people to work with diligence and commitment.
At the society level: Society, as a whole is the major beneficiary
of good human resources practices
1) Employment opportunities multiply.
2) Scarce talents are put to best use. Companies that pay and treat
people well always race ahead of others and deliver excellent results
At the national level: Effective use of human resources helps in
exploitation of natural, physical and financial resources in a better way.
People with right skills, proper attitudes and appropriate values help the
nation to get ahead and compete with the best in the world leading to
better standard.
Importance of HRM : Good HR practices help:
1) attract and retain talent
2) train people for challenging roles3) develop skills and competencies
4) promote team spirit
5) develop loyalty and commitment
6) increase productivity and profits
7) improve job satisfaction
8) enhance standard of living
9) Generate employment opportunities.
1.4 Globalization of Human Resource Management: A Cross-
Cultural Perspective for the Public Sector.
Human resource management can include two large areas: personnel
management and development functions. This paper attempts to shed
light on development functions, which have tended to be somewhat
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disregarded in traditional public personnel administration and
international public administration education. The primary objective is to
answer some of the most critical questions regarding human resources in
a global perspective. How can executives develop a multicultural
management group? What role should human resources play in the
management of negotiations and international collaboration? How can
cross-cultural competencies best be developed?
International environments are changing rapidly. Nothing is permanent,
and the cause of yesterday's success may be the cause of tomorrow's
failure. Today's leaders must assume the responsibility for creating new
models of management systems because many of the assumptions on
which management practice were based are now becoming obsolete.
Foreign competition and the need to trade more effectively overseas have
forced most corporations and government to become increasingly
culturally sensitive and globally minded. Rapid technological changes hastransformed the time dimension of competition. Speed and quality in
addressing the needs of worldwide customers greatly influence who the
next winning businesses are going to be. The diffusion of technological
know-how around the world is also much quicker than in any other
previous era. New powerful global competitors are emerging in countries
previously on the periphery of global economic activities. Global
competitive conditions are presently affected by a rapid
internationalization of service businesses, much of it, again, driven by the
emergence of new boundary-crossing technologies.1
Globalization implies accepting that cultural diversity in management
composition and management style contributes to the competitive
advantage of the global agency. Also, effective globalization calls for the
pursuit of a number of management approaches that, on paper, may
seem contradictory, but that can truly be effective only through their
simultaneous and balanced application. Global human resource
management provides an organized framework for developing and
managing people who are comfortable with the strategic and operational
paradoxes embedded in global organizations and who are capable of
managing cultural diversity.2To develop and manage a global organization implies developing and
managing people who can think, lead, and act from a global perspective,
and who must possess a global mind as well as global skills. Not one, two,
or a dozen international specialists, but a multitude of executives,
managers, and professionals are needed to form the core of a global
agency.3 The process of globalization requires a progressive
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transformation of thinking about the role and tools of human resource
management in the public sector. The argument proposed is that human
resource management can and should make a contribution to the
competitive strategy of a global village.
This paper is divided into four parts. The first part deals with the
significant environment of global human resource management. The
cultural context is examined by comparing human resource management
to national cultures. The second part is devoted to specific functional
aspects of human resource management that have a unique dimension in
a global organization, including the role of human resource management
in negotiation. The third part is devoted to the training and development
of global managers and executives. Finally, the fourth part offers
proposals for potential changes in public administration education, to
better meet emerging demands in the public sector.
Setting the Context for the Globalization of Human Resource ManagementChanges in the contemporary global economy highlight many of the
emerging challenges facing human resource management (HRM). Vast
macro-societal changes increasingly bind countries into interdependent
nations in which goods, capital, and people move freely. Between these
communities, however, there remains a patchwork of cultural barriers.4
To remain successful in this new global age, agencies must commit
themselves to transnationalism. They must also internalize strategies that
are likely to succeed in global competition. Implementing successful
global strategies requires careful attention to the paradoxes created in
the management of human resources and the maintenance of
multifaceted organizational cultures.
1.5 Essential Human Resource Management Skills:
When interviewing a potential new hire, its standard procedure for a Human Resources
professional to assess the candidate as compared to a list of key skills and personal
characteristics needed for the job.
Here it goes:
1).Human Resources Management Key Skill Organization:
Human Resources management requires an orderly approach. Organized files, strong
time management skills and personal efficiency are key to the Human Resources
function. Youre dealing with peoples lives and careers here, and when a manager
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requests a personnel file or a compensation recommendation that lines up with both the
organization and the industry, it wont do to say, Hold on. Ill see if I can find it.
2). Resources Management Key Skill Multitasking:
On any day, an HR professional will deal with an employees personal issue one minute,a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after.
Priorities and business needs move fast and change fast, and colleague A who needs
something doesnt much care if youre already helping colleague B. You need to be able
to handle it all, all at once.
3).Human Resources Management Key Skill Discretion and
Business Ethics:
Human Resources professionals are the conscience of the company, as well as the
keepers of confidential information. As you serve the needs of top management, you also
monitor officers approaches to employees to ensure proper ethics are observed. You
need to be able to push back when they arent, to keep the firm on the straight and
narrow. Not an easy responsibility! Of course, you always handle appropriately, and
never divulge to any unauthorized person, confidential information about anyone in the
organization.
4).Human Resources Management Key Skill Dual Focus:
HR professionals need to consider the needs of both employees and management. There
are times you must make decisions to protect the individual, and other times when you
protect the organization, its culture, and values. These decisions may be misunderstood
by some, and you may catch flak because of it, but you know that explaining your
choices might compromise confidential information. Thats something you would never
do.
5).Human Resources Management Key Skill Employee Trust:
Employees expect Human Resources professionals to advocate for their concerns, yet
you must also enforce top managements policies. The HR professional who can pull off
this delicate balancing act wins trust from all concerned.
6).Human Resources Management Key Skill Fairness:
Successful HR professionals demonstrate fairness. This means that communication is
clear, that peoples voices are heard, that laws and policies are followed, and that
privacy and respect is maintained.
7).Human Resources Management Key Skill Dedication to Continuous
Improvement:
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HR professionals need to help managers coach and develop their employees. The goal is
continued improvement and innovation as well as remediation. And looking to their own
houses, the HR professional also uses technology and other means to continuously
improve the HR function itself.
8).Human Resources Management Key Skill Strategic Orientation:
Forward-thinking HR professionals take a leadership role and influence managements
strategic path. In gauging and filling the labor needs of the company, devising
compensation schemes, and bringing on board new skill sets leading to business growth,
they provide the proof for the often-heard management comment, People are our most
important asset.
9).Human Resources Management Key Skill Team Orientation:
Once, companies were organized into hierarchies of workers headed by supervisors.
Today, the team is king. HR managers must consequently understand team dynamics
and find ways to bring disparate personalities together and make the team work.
1.6) Objective of the Study:My objective of the study is to know about the organization and its
present adjective. Through the study I have tired to learn about
organizations policy, procedures, objective, strategic, objectives for its
competitive advantage. Beside this I have known how the organization
structure is formed. As I have offered strategic management course
theoretically but this requires practical knowledge that is being exercise
or followed by emerging industry.
The objectives of the study are as under:
To find ourt the different strategy on HRM
To evaluate the implementation process of the strategic HRM
To evaluate the over all working environment of BRAC
To have an idea the implementation technique of HRM function
To evaluate the HRM practice procedure of BRAC
To have a prcitical exposure
1.7).Methology of the study: to satisfy the objectives requires information
form some sources. To the best of my capalibity I collect data through
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personal conversation with executives, staffs, besides this inquires into
diffirent type of mazanize , published books.
The Metholodogy fo the study as under:
1.5.1 primary data collection:primary data have been collected through interviews with concerned
authority of the employees fo the BRAC. Some data also have beeb
collected through observations.
1.5.2: Secondary data collection:secondary data collection are very much available in these regard
brochures, catalogues, officials records of designated organization andthe ISPs information as secondary data in this study
1.5.3: limitations fo the study:
This project did not cover all funciton of Human Resource that followed in
BRAC.
1. the report relied heavily on the peorsonal judgment and observation
2. this report is limited to Dhaka corporate office only.
3. most of the employees of Brac were not cooprated Office
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Chapter 2
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Study Setting
BRAC is the worlds largest development organisation
and is doing tremendous work impacting the lives of
millions. BRAC is making a significant contribution to
Bangladesh, making huge leaps forward in meeting the
Millennium Development Goals.
- Subinay Nandy, Country Director, China, United Nations Development Programme
2.1 What is BRAC?
BRAC is a development organisation dedicated to alleviating poverty by
empowering the poor to bring about change in their own lives.
We started out in Bangladesh in 1972, and over the course of our
evolution, we have established ourselves as a pioneer in recognising andtackling the many different realities of poverty.
2.2 Introduction:
IntroducerFazle Hasan Abed, founder of BRAC
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Known at the time as the Bangladesh Rural Advancement Committee,
BRAC was initiated in 1972 by Fazle Hasan Abed at Sulla in the district of
Sylhet as a small-scale relief and rehabilitation project to help returning
war refugees after the Bangladesh Liberation War of 1971. In ninemonths, 14 thousand homes were rebuilt as part of the relief effort.
Several hundred boats were also built for the fishermen. Medical centers
were opened and other essential services were ensured. At the end of
1972, when the first phase of relief work was over, BRAC turned towards
long-term development needs and re-organized itself as a multifaceted
development organization focusing on the empowerment of the poor and
landless, particularly women and children.
2.3 History:1974, BRAC had started providing micro credit and had started analyzing
the usefulness of credit inputs in the lives of the poor. Till the mid 70s,
BRAC concentrated on community development through multi-sect oral
village development programmers that included agriculture, fisheries,
cooperatives, rural crafts, adult literacy, health and family planning,vocational training for women and construction of community centers. A
Research and Evaluation Division (RED) was set up by BRAC in 1975 to
analyze and evaluate its activities and provide direction for the
organization to expand and evolve. In 1977, BRAC shifted from
community development towards a more targeted approach by organizing
village groups called Village Organizations (VO). This approach targeted
the poorest of the poor the landless, small farmers, artisans, and
vulnerable women. Those who own less than half an acre of land and
survive by selling manual labor were regarded as BRACs target group.That same year BRAC set up a commercial printing press to help finance
its activities. The handicraft retail chain called Aarong, was established
the following year.
2.3.1 In 1979, BRAC entered the health field in a major way.
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It established the nation-wide Oral Therapy Extension Programme (OTEP),
a campaign to combat diarrhoea, the leading cause of the high child
mortality rate in Bangladesh. Over a ten-year period 1,200 BRAC workers
went door-to-door to teach 12 million mothers the preparation of home-
made oral saline. Bangladesh today has one of the highest rates of usage
oforal rehydration, and BRACs campaign cut down child and infant
mortality from 285 per thousand to 75 per thousand.[4] This initial
success in scaling up propelled rapid expansion of other BRAC
programmes such as Non Formal Primary Education which BRAC started
in 1985 a model that has been replicated in about a dozen countries.
2.3.2 In 1986 BRAC started its Rural Development Programme :that incorporated four major activities institution building including
functional education and training, credit operation, income and
employment generation and support service programmes. In 1991 the
Womens Health Development programme commenced. The following
year BRAC established a Centre for Development Management (CDM) in
Rajendrapur. Its' Social Development, Human Rights and Legal Services
Programme was launched in 1996 with the aim to empower women with
legal rights and assist them in becoming involved with community and
ward level organizations. In 1998, BRACs Dairy and Food project was
commissioned. BRAC launched an Information Technology Institute the
following year. In 2001, BRAC established a university called BRAC
University with the aim to create future leaders and the BRAC Bank was
started to cater primarily to small and medium entreprises.
designed specifically for those that BRAC defines as the ultra poor - the
extreme poor who cannot access conventional microfinance. The same
year BRAC also went into Afghanistan with relief and rehabilitation
programmes. It was the first organization in Bangladesh to establish, in
2004, the office of In 2002 BRAC launched a programme called
Challenging the Frontiers of Poverty Reduction Targeting the Ultra Poor
(CFPR-TUP) an Ombudspersonn
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2.5 Mission:BRAC, based in Bangladesh, is currently (May 2010) the world's largest
non-governmental development organization[citation needed].
Established by Sir Fazle Hasan Abed in 1972 soon after the independence
of Bangladesh, BRAC is currently present in all 64 districts of Bangladesh,with over 7 million microfinance group members, 37,500 non-formal
primary schools and more than 70,000 health volunteers. BRAC is the
largest NGO by number of staff employing over 120,000 people, the
majority of whom are women. BRAC operates various programs such as
those in microfinance and education in over nine countries across Asia
and Africa, reaching more than 110 million people. The organization is
80% self-funded through a number of commercial enterprises that include
a dairy and food project and a chain of retail handicraft stores called
Aarong. BRAC maintains offices in 14 countries throughout the world,
including BRAC USA and BRAC UK. BRAC is a few years into their initiative
to operate in ten African countries in the next ten years
2.6 Vision:
BRAC tackles poverty from a holistic viewpoint, transitioning individuals
from being aid recipients to becoming empowered citizens in control of
their own destinies. Over the years, BRAC has organized the isolated poor
and learned to understand their needs by piloting, refining and scaling up
practical ways to increase their access to resources, support their
entrepreneurship and empower them to become active agents of change.
Women and girls have been the central analytical lens of BRACs anti-
poverty approach; BRAC recognizes both their vulnerabilities and thirst for
change. BRAC always strives to find practical and scalable approaches to
eradicate poverty wherever it is.
In April 2009, Freedom from Want, a book that traces the evolution of
BRAC by author Ian Smillie, was
2.7 Objectives of BRACBRAC has done what few others have they have achieved success on a
massive scale, bringing life-saving health programs to millions of the
world's poorest people. They remind us that even the most intractable
health problems are solvable, and inspire us to match their success
throughout the developing world.
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2.8Brac Priorities
Focus on Women - We work with poor women, who are the worst
affected by poverty. But if empowered with the right tools, they can
play a crucial role in bringing about changes within their families and
their communities. Over 98% of our membership is female; and more
than 95% of our volunteer cadre - health volunteers, paralegal
trainers, agriculture, livestock and poultry extension workers and
school teachers - are women.
Organising the Poor - Organising the poor is at the heart of our
work. Our Village Organisations (VOs) each with 30-40 women act as
platforms for poor women to come together, access services such as
microfinance, exchange information and raise awareness on social,legal and other issues concerning their daily lives. As a group, these
women who as individuals have little or no voice in decision-making
within their homes or their communities are able to speak out and
influence change.
Unleashing Human Potential - We believe in unleashing human
potential. BRAC acts as a catalyst presenting a multitude of
opportunities - both economic and social - that allows poor families to
transform their own lives and futures. Everything we do is in response
to the needs of disadvantaged people who are marginalised, and
excluded from mainstream development. BRAC is for such people -
who are poor for a lack of opportunities, not potential.
Comprehensive Approach - We believe that there are many
underlying causes of poverty, and these causes are interlinked. In
order for the poor to come out of poverty, they must have the tools to
fight it across all fronts. We have, therefore, developed support
services in areas of human rights, legal aid, education, health care,
social and economic empowerment, finance and enterprisedevelopment, agriculture, environmental sustainability and disaster
preparedness.
2.9 Brac Strengths:
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Thinking local, acting global - We were conceived in the
aftermath of war in one of the poorest countries in the world that is
frequently wracked by natural disasters. With our roots strongly
placed at the heart of poverty, we have first-hand insight and
experience necessary to understand its many faces, and develop
effective and innovative tools to help tackle them. We live and work
within households and communities, but operate our successful
interventions at national levels to maximise their impact. We have
developed a culture of knowledge-sharing, which has enabled us to
extend proven techniques and best practices across geographical
barriers. We currently work in 9 countries across Asia and Africa.
Increasingly self-reliant - Self reliance is a key theme at BRAC,
both for those we support as well as ourselves. From our inception
nearly four decades ago as a fully donor-funded relief project, we havecome to be over 70% self-financed, which is no small feat considering
our annual budget of nearly USD 535 million. We have achieved this
level of self- reliance not only through built-in measures to ensure
efficiency and cost-effectiveness across all your programmes, but also
by innovating the concept of social enterprises. Our social enterprises,
ranging from agriculture to handicrafts, are strategically connected to
our development programmes and form crucial chain linkages that
increase the productivity of our members assets and labour, and
reduce the risks of their enterprises. The surplus generated from
these enterprises are fed back into our development programmes
that help to make us increasingly self-reliant.
Unprecedented Scale and Reach - "Small is beautiful, but big is
necessary" - Fazle Hasan Abed, BRAC Founder and Chairperson.
Working in countries where the poor number in the tens of millions,
we cannot afford to be satisfied with small-scale projects. We are
specialists in taking an idea, testing it, perfecting it and then
expanding it rapidly to national scale cost-effectively and without
compromising quality. Today, BRAC is the largest developmentorganisation in the world in terms of its reach its tuberculosis
programme alone covers a population of over 80 million people in
Bangladesh. We are also the largest in terms of staff size, employing
more than 60,000 people, and organising and training an additional
60,000 self-employed health volunteers, agriculture and livestock
extension agents and part-time teachers. Across the world, our staff
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and our volunteers together reach an estimated 110 million people.
Proven Track Record - We are a major contributor to the
development success story of Bangladesh - a country on track to meet
the majority of the millennium development goals and join the ranks
of middle income countries. In a short span of time, we have also
grown to become a leading development organisation in all the other
countries in which we are working. We are the development partner of
choice for most donor agencies and governments
Brac centre
Profile:
BRAC
Type
Founded 1972
Location Dhaka, Bangladesh
Key
peopleFazle Hasan Abed, founder
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Products
Microfinance
Education
Health
Environmental Programs
Social development ProgramsEconomic development Programs
Revenue 15,141,608,631 Taka (2007) ($223,929,131 USD) [1]
Employe
es119,520 (Dec 2009) [2]
Website http://www.brac.net
BRAC Profile at glanceBRAC Profile at glance
District 64
Upazila/Thana 480
Villages 68480
Urban slums 4378
Population covered 100 Million
Development programs
Development programs
Village Organization
Membership total Male-131477, Female-4727286
Loan disbursement Tk. 2590 Million
Loan outstanding Tk. 14630 MillionPayment rate 98.47%
Members saving Tk 7657 Million
Currently Enroller BRC School 1.5 Million
Graduate (Till to
date)2.8 Million
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Population coverage
of
Health programe
-essential health cares 31 Million-tuberculosis control program 82 Million
-nation nutrition program 13 Million
Commercial EnterprisesCommercial Enterprises
Arong Shops 8
Printing press 1
Dairy and food
project1
Job creation
job creationPoultry 198165
Livestock 470774
agriculture 847576
Fisheries277230
sericulture 19060
Horticulture 179031
Handicraft products 15223Small Enterprise 136159
Human resourceHuman resource
Staff 32652
School teachers 65412
Community health
volunteers
29736
Community health
workers2284
Poultry workers 50805
Community nutrition
workers11988
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Nutrition woman
members119658
Program infrastructure
Program infrastructure
Religion offices 137
Area office 498
Team office 1172
Training centre 19
Health centre 48
Diagnostic laboratories 51
School Primary-31619 , pre-Primary-16019
Gono Kendra (Union
Libraris)878
Kisor Kendra 8811
Handicraft production
centre285
Limb and brac centre 1
Annual expenditureYear Amount Annual expenditure %
2003Tk.6283 Million/U$ 130
Million32%
2004Tk.7708 Million/U$ 148
Million30%
2005Tk.8024 Million/U$ 152
Million21%
2006Tk.8135 Million/U$ 153
Million21%
2007 Tk.9258 Million/U$ 161Million 20%
2008Tk.11471 Million/U$ 196
Million20%
2009Tk.14487 Million/U$ 245
Million23%
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Program support enterprise
Program support enterprise
Name Capacity(annual)
Poultry firms and hatcheries-6 13.5 Million chicksFeed meals-3 4000MT
Prawn hatcheries-8 15 Million post
Iarave-8 Fish Hatcheries-4 5000 Kg fish spawn
Related companies instructionRelated companies instruction
BRAC industries Cold Storage
BRAC BD mail Network Internet service
BRAC Services LTD Hospitality
Delta V housing finance
CorporationLand and housing
BRAC University Tertiany Education
BRAC Bank Small Medium
BRAC Tea corporation Tea plantation & production
BRAC documentations Ltd software
BRAC Afghanistan
BRAC Afghanistan
Work Area 94 District offices under
Community school and studies
student17 provinces 83 with 2753
Seed processing centre -2 3500MT
Seed production farms-23 5200MT
Sericulture-3 15 MT
Grain ages-12 2.0 Million Dft
Nurseries-12 21.5 Million sapling
Bull station-1 125000 doses
Lodized salt industry-1 80000MT
2.10 Economic Development
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BRACs Economic Development programmed includes microcredit, and at
present it is prominent among the biggest NGOs in terms of microcredit
activities. It provides collateral-free credit using a solidarity lending
methodology, as well as obligatory savings schemes through its Village
Organizations. Reaching nearly 4 million borrowers, Village Organizations
provide different levels of loans to different poverty groups. Through a
recent initiative, BRAC has reached out also to those who, due to extreme
poverty cannot access microfinance. BRAC defines such people suffering
from extreme poverty as the 'ultra poor', and has designed a programme
customized for this group that combines subsidy with enterprise
development training, healthcare, social development and asset transfer,
eventually pulling the ultra poor into its mainstream microfinance
programme.
Jaminder-Ginni dolls made by village artisans. Handicrafts like these are
sold by Aarong, BRAC's handicrafts store.In addition to Microfinance, BRAC provides sector-specific enterprise
training and support to its member borrowers in poultry and livestock,
fisheries, social forestry, agriculture and sericulture. It also provides
supply of inputs essential for certain enterprises through its ProgrammeSupport Enterprises that include Poultry farm and disease diagnostic
laboratory, Bull Station, Feed Mill, Broiler Production and Marketing, Seed
Production, Processing, Marketing and Soil Testing, BRAC Nursery, and
Fish and Prawn Hatchery. BRACs Vegetable Export programme started in
1998 is a venture that is aimed at bridging the gap between local
producers and international markets.[5] BRAC also focuses on the
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problem of youth employment, providing assistance for young men and
especially women to join the workforce, for example, with programs like
the Adolescent Development Program. Moving ahead in Bangladesh BRAC
also has a number of commercial programmes that contribute to the
sustainability of BRACs development programmes since returns from the
commercial programmes are channeled back into BRACs development
activities. These programmes include Aarong, a retail handicraft chain,
BRAC Dairy and Food Project, and BRAC Salt.
2.11 EducationBRACs Non-Formal Primary Education programme provides five-year
primary education course in four years to poor, rural, disadvantagedchildren and drop-outs who cannot access formal schooling. These one-
room schools are for children between eight and fourteen years of age.
Each school typically consists of 33 students and one teacher. Core
subjects include Mathematics, Social Studies and English. The schools also
offer extracurricular activities. As of June 2008, 37,500 Primary Schools
and 24,750 Pre-Primary schools have been established by BRAC enrolling
nearly 3 million children, 65% of whom are girls. The schools have a drop-
out rate of less than 5%.
BRAC has set up centres for adolescents called Kishori Kendra that
provide reading material and serve as a gathering place for adolescents
where they are educated about issues sensitive to the Bangladeshi
society like reproductive health, early marriage, womens legal rights etc.
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BRAC has also set up community libraries 185 out of 964 of which are
equipped with computers
Bangladesh: Education: Pre-primary Schools
The transition from the familiar environment of a home to the more
impersonal space of a school is particularly daunting for children from
poorer households where parents are more likely to be uneducated and
illiterate. As such, the parents may not have the education necessary to
teach them foundational literacy, reading, and mathematical skills, nor
have the same kind of enthusiasm for the demands and impersonal
routines of formal schooling that is common to better-off, educated
parents.BRACs 20,140 pre-primary schools prepare young children for their
transition from home to school based learning. This intervention enables
young children to become familiar with the alphabet and numbers. The
curriculum teaches three subjects, Bangla, Maths and Science, and runs
for one year. It is geared towards children who are unable to begin their
schooling before the age of six. Small class sizes of 26-30 children and
locally recruited women teachers with whom the children are likely to be
familiar eases this critical transition for children and parents.
Teachers are paid a salary through the government, and preference is
given for teachers who have at least eight years of schooling and a senior
school certificate. BRAC trains these teachers well in the latest and most
effective teaching methodolgies in a non-formal, creative manner,
encouraging effective development of children's communications,
language and social skills, active hands on learning, the use of arts
including free-hand drawings and other modes of classwork.
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This model of education has proven to keep children interested in
learning and in school. BRAC schools provide a comfortable and fun
atmosphere in which students and parents can accustom themselves to
the idea of school and have a great first experience in education.
2.12 Public health:BRAC started providing public healthcare in 1972 with an initial focus on
curative care through paramedics and a self-financing health insurance
scheme. The programme went on to offer integrated health care services,
its key achievements including the reduction of child mortality rates
through campaign for oral rehydration in the 80s and taking immunization
from 2% to 70% in Bangladesh. BRAC currently provides a range of
services that reach an estimated 31 million rural poor and include
services for mothers in reproductive health care and infants. As of
December 2007, 70,000 community health volunteers and 18,000 health
workers have been trained and mobilized by BRAC to deliver door-to-door
health care services to the rural poor. It has established 37 static health
centres and a Limb and Brace Fitting Centre that provides low cost
devices and services for the physically disabled. {BRAC At a Glance, June
2006}
In partnership with the government of Bangladesh, BRAC is implementing
a Directly Observed Treatment Short-course (DOTS) strategy to treat
Tuberculosis in Bangladesh. Its other major partnership programmes withthe government and/or other organizations include programmes in
malaria prevention and control and arsenic mitigation. BRACs Water,
Sanitation and Hygiene (WASH) programme, among BRACs new
initiatives, plans to achieve the target set forth by the government of
Bangladesh to achieve the Millennium Development Goal of improved
hygienic practices and supply of safe water by the year 2014. Also one of
BRACs new initiatives is its HIV/AIDS programme addresses awareness
raising activities among the generation population including education of
couples, adolescent boys and girls, high-risk groups and promotes use of
condoms. BRAC also provides treatment for STI/RTI and consumption
loans to brothel-based sex workers to empower them for compliance to
condom use.
Where We Work: Bangladesh: Health
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From its founding days, healthcare interventions have been an integral
aspect of BRACs holistic and rights based approach to development. The
two major objectives of the BRAC Health Programme are to improve
maternal, neonatal and child health, and to reduce vulnerability to
communicable diseases and common ailments. Our Health programme is
a combination of preventive, curative, rehabilitative and promotional
health services.
2.13 Essential Health Services:Maternal, Newborn & Child Health and Nutrition
Communicable DiseasesNon-communicable diseases
Shushasthyas
Bangladesh: Health: Essential Health Services
Essential Health Care
Essential Health Care is the core component of our health programme. It
is an integrated package of preventive and basic curative and referral
care, all aimed at improving the health and nutritional status of poor
people, especially women and children.
It has seven components: health and nutrition education; water and
sanitation; family planning; immunisation; pregnancy-related care; basic
curative services; and tuberculosis control. In some areas, it includes
additional activities such as services for presbyopia, pneumonia, malaria
and promotion of safe delivery practices. It also collaborate national
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programmes such as Vitamin-A supplementation and family planning.
2.14 Micro-health Insurance
The Health Micro Insurance scheme is developing a sustainablecommunity health financing model to increase the communitys access to
health treatments and safeguard household health security for the poor.
Around 950 families were enrolled in the Micro-Health Insurance project in
2008 and the total cost of recovery is 34 per cent.
Bangladesh: Health: Maternal, Newborn and Child Health and Nutrition
Manoshi: Maternal, Neonatal and Child Health Initiative
(Urban)
Our Manoshi project, launched in 2007 in Dhaka, aims to provide
community-based health care interventions to reduce maternal and child
mortality in urban slums for a 5 year period. A special feature is the
establishment of delivery centres to provide clean and private birthing
places for slum women who usually live in small shacks with a large
number of family members. The centres also offer quick diagnosis andreferral in case of birth emergencies. Each delivery centre has two birth
attendants who cover about 2,000 households (about 10,000 people).
Community midwives are also on hand to provide skilled care during
delivery. Manoshi was scaled up to 5 other city corporations in 2009.
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2.15 Improving Naternal, neotal and child health
survival (Rural)
Our integrated service approach and community-based solutions for the
socially-excluded and disadvantaged populations is implemented throughthis project. After 2 years of piloting in Nilphamari district, the project was
scaled up in 2008 to 3 more districts with the government and UNICEF.
Major interventions include capacity development of community health
resources, empowerment of women and support groups, provision of
maternity and child health related services and development of referral
linkages with nearby health facilities. Shasthya shebikas, shasthya
kormis, health workers for newborn and skilled birth attendants are
responsible for delivering the services to the community.
2.16 Bangladesh: Health: Communicable Diseases
Tuberculosis
We control tuberculosis (TB) through a community based approach known
as DOTS which stands for Directly Observed Treatment, Short-course. Our
goal is to increase access to DOTS through shasthya shebikas who are
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trained to diagnose TB cases and provide DOTS. They disseminate
information on TB, identify and refer suspected cases for sputum
examination to nearby outreach smearing centres. After diagnosis,
patients must go to a shebikas house to take the TB drugs. The TB
control programme in 42 districts includes 24 academic institutions, 41
prisons, the Chittagong Export Processing Zone, Chittagong and
Khulna port authority hospitals, and parts of city corporations. In 2009,
initiatives were undertaken to treat multi-drug resistant TB patients at the
community level, improve coverage in the low performing areas, and
provide voluntary counselling and testing for HIV to TB patients.
Malaria
In 1998, we made a special effort to raise awareness about malaria
control in the Chittagong HIll Tracts (CHT) where there is a high incidence
of the mosquito-borne disease. In 2002, in collaboration with the
Directorate General of Health Services, the Malaria Research Group and
the International Centre for Diarrhoeal Diseases Research, Bangladesh,
we began early diagnosis and prompt treatment and distribution of
insecticide treated mosquito nets. Currently the programme operates in
Moulvibazar and all 3 CHT districts. Our shasthya shebikas receive a 3-day
training on malaria treatment and prevention. They use a rapid diagnostic
test to identify and treat patients and refer severe cases to the nearesthealth facilities
Bangladesh: Health: Non-communicable diseases
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BRAC Limb and Brace Centre
BRAC Limb and Brace Centre was established in Dhaka in 2000 to provide
low cost, user-friendly, quality artificial limbs and braces. We also provide
physiotherapy services to the physically-challenged to enhance their
mobility. The centres, currently in Dhaka and Mymensingh, also provide
information, education and counselling services to disabled people and
their family members.
2.18 Reading Glasses
Reading Glasses for Improved Livelihoods project began in 2005 with
assistance from Vision Spring in 5 districts. Specially trained shasthya
shebikas use simple charts to identify persons with near-vision deficiency.
They also sell ready-to-use spectacles at a nominal price, educate people
on eye problems and refer complicated cases to professionals
2.19 Social ResponsibilitiesIn 1996, BRAC started a programme in collaboration with the Ain O
Shalish Kendra (ASK) and Bangladesh National Women Leaders
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Association (BNWLA) to empower women to protect themselves from
social discrimination and exploitation of which dowry, rape, acid throwing,
polygamy, domestic violence and oral divorce are common in rural
Bangladeshi communities and to encourage and assist them to take
action when their rights are infringed. The programme has two
components: the Social Development component and the Human Rights
and Legal Services component.
The Social Development component, focuses on building human and
socio-political assets of the poor especially women through institution
building, awareness raising, training and collective social mobilization. As
part of this initiative, BRAC has initiated ward-level peoples organizations
called the Polli Shomaj (Rural Society) and Union Shomaj (Union Society)
which poor rural women members can use as a platform to raise their
voices.
The Human Rights and Legal Services component seeks to empower thepoor by increasing their awareness of their rights (legal, human and
social) and entitlements through participation in activities like the Popular
Theatre and through Human Rights and Legal Education (HRLE) classes
arranged by BRAC for its Village Organisation members. BRAC also offers
external services such as access to lawyers or the police either through
legal aid clinics, by helping women report cases at the local police station
or when seeking medical care in the case of acid victims. At the end of
June 2006, 124,748 HRLE classes were held and 1,332 acid victim cases
and 1,735 rape victim cases were reported. {BRAC At a Glance, June
2006}
Disaster Relief
BRAC conducted one of the largest NGO responses to Cyclone Sidr which
hit vast areas of the south-western coast in Bangladesh in mid-November
2007. BRAC distributed emergency relief materials, including food and
clothing, to over 900,000 survivors, provided medical care to over 60,000
victims and secured safe supplies of drinking water. BRAC is now focusing
on long-term rehabilitation, which will include agriculture support,
infrastructure reconstruction and livelihood regeneration.
2.20 BRAC Abroad:
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AfghanistanBRAC registered in Afghanistan in 2002 and covers 23 out of 34
provinces. Its major programmes in Afghanistan include Microfinance
(funding from MISFA), Health, Education, National Solidarity and Capacity
Development. Its Microfinance Program currently has 429 branch officesthat have disbursed more than USD 96 million to over 179,000 member
households (895,000 people). BRAC now runs nearly 2,371 schools which
have seen 118,416 students graduate, almost all of whom are girls. BRAC
Afghanistan has 3,617 community health workers and 1,390 poultry and
livestock extension workers. It has also established two Training and
Resource Centres in Kabul and Mazar-e-Sharif. BRACs staff in Afghanistan
includes 3,463 locals and 180 expatriates. {Annual Report, 2007}
2.21 Sri Lanka
BRAC registered in Sri Lanka in 2005 following the devastatingTsunamiand initiated relief and rehabilitation activities. Its rehabilitation and
livelihood programmes in Sri Lanka covers three districts and 43 divisions.
BRACs work in Sri Lanka so far includes the fisheries, agriculture, poultry
and livestock, small business, income-generation activities, education and
health sectors. It currently employs 312 staff. {BRAC At a Glance,
December 2007}
2.22 Pakistan
BRAC expanded into Pakistan in 2007 and now covers six districts. BRACPakistan currently employs 337 staff members that work in 35 offices that
are set up in various locations throughout the country. The Microfinance
Program supports 837 village organizations that have over 14,544
members. To date, BRAC Pakistan has disbursed over $1,350,000. {BRAC
at a Glance, December 2007}
2.23TanzaniaBRAC Tanzania, established in 2006, has created over 2,700 microfinance
village organizations with over 80,000 members and already disbursedmore than $17 million. Over 480 community health promoters, 380
agriculture program volunteers and 436 poultry and livestock volunteers
have been trained. {Annual Report, 2007} From 2007 to 2010, it was a
field partner ofKiva Microfunds.
As of July 23, 2010, Kiva reported BRAC Tanzania's status as closed with a
0% Delinquency Rate. (Kiva.org, About Partner: BRAC Tanzania)
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2.24 UgandaBRAC Ugandas Microfinance Program has formed over 2,145 village
organizations with 59,844 members. To date, the program has
cumulatively disbursed $14.8 million with a repayment rate of 100%.BRAC Uganda has also trained 200 community health promoters and
opened 122 learning centers in Internally Displaced People (IDP) camps
that have enrolled nearly 20,704 learners. {Annual Report, 2007} It is a
field partner of Kiva Microfunds.
2.25 Southern SudanIn 2007, BRAC started operations in Southern Sudan. The microfinance
program, which consists primarily of returning war refugees, has already
formed 220 village organizations with over 8,400 members. Thecumulative disbursement in 2008 was $1,313,150. BRAC Southern Sudan
has also initiated a community-based health program under which
community health organizers and health promoters receive training.
{Annual Report, 2007} It is a field partner of Kiva Microfunds.
2.26 West AfricaBRAC is planning to expand its programs into Liberia and Sierra Leone by
the end of 2008. {Annual Report, 2007}
Partnership with the Nike FoundationBRAC is collaborating with Nikes GirlEffect campaign to launch a new program to reach out to teenagers in
Uganda andTanzania. The Employment and Livelihood for Adolescents
program has been successful in Bangladesh and BRAC is now adapting
and piloting this program in Africa
2.27 Income expenditure
Focus on Women - We work with poor women, who are the worst affectedby poverty. But if empowered with the right tools, they can play a crucial
role in bringing about changes within their families and their communities.
Over 98% of our membership is female; and more than 95% of our
volunteer cadre - health volunteers, paralegal trainers, agriculture,
livestock and poultry extension workers and school teachers - are women.
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Organizing the Poor - Organizing the poor is at the heart of our work. Our
Village Organisations (VOs) _ each with 30-40 women _ act as platforms
for poor women to come together, access services such as microfinance,
exchange information and raise awareness on social, legal and
other issues concerning their daily lives. As a group, these women _ who
as individuals have little or no voice in decision-making within their homes
or their communities _ are able to speak out and influence change.
Unleashing Human Potential - We believe in unleashing human potential.
BRAC acts as a catalyst presenting a multitude of opportunities - both
economic and social - that allows poor families to transform their own
lives and futures. Everything we do is in response to the needs of
disadvantaged people who are marginalised, and excluded from
mainstream development. BRAC is for such people - who are poor for a
lack of opportunities, not potential.
Comprehensive Approach - We believe that there are many underlying
causes of poverty, and these causes are interlinked. In order for the poor
to come out of poverty, they must have the tools to fight it across all
fronts. We have, therefore, developed support services in areas of human
rights, legal aid, education, health care, social and economic
empowerment, finance and enterprise development, agriculture,
environmental sustainability and disaster preparedness.
2.28 Our StrengthsThinking local, acting global - We were conceived in the aftermath of war
in one of the poorest countries in the world that is frequently wracked by
natural disasters. With our roots strongly placed at the heart of poverty,
we have first-hand insight and experience necessary to understand its
many faces, and develop effective and innovative tools to help tackle
them. We live and work within households and communities, but operate
our successful interventions at national levels to maximise their impact.We have developed a culture of knowledge-sharing, which has enabled us
to extend proven techniques and best practices across geographical
barriers. We currently work in 9 countries across Asia and Africa.
Increasingly self-reliant - Self reliance is a key theme at BRAC, both for
those we support as well as ourselves. From our inception nearly four
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decades ago as a fully donor-funded relief project, we have come to be
over 70% self-financed, which is no small feat considering our annual
budget of nearly USD 535 million. We have achieved this level of self-
reliance not only through built-in measures to ensure efficiency and cost-
effectiveness across all your programmes, but also by innovating the
concept of social enterprises. Our social enterprises, ranging from
agriculture to handicrafts, are strategically connected to our development
programmes and form crucial chain linkages that increase the
productivity of our members assets and labour, and reduce the risks of
their enterprises. The surplus generated from these enterprises are fed
back into our development programmes that help to make us increasingly
self-reliant.
Unprecedented Scale and Reach - "Small is beautiful, but big is
necessary" - Fazle Hasan Abed, BRAC Founder and Chairperson. Workingin countries where the poor number in the tens of millions, we cannot
afford to be satisfied with small-scale projects. We are specialists in taking
an idea, testing it, perfecting it and then expanding it rapidly to national
scale cost-effectively and without compromising quality. Today, BRAC is
the largest development organisation in the world in terms of its reach _
its tuberculosis programme alone covers a population of over 80 million
people in Bangladesh. We are also the largest in terms of staff size,
employing more than 60,000 people, and organising and training an
additional 60,000 self-employed health volunteers, agriculture and
livestock extension agents and part-time teachers. Across the world, our
staff and our volunteers together reach an estimated 110 million people.
Proven Track Record - We are a major contributor to the development
success story of Bangladesh - a country on track to meet the majority of
the millennium development goals and join the ranks of middle income
countries. In a short span of time, we have also grown to become a
leading development organisation in all the other countries in which we
are working. We are the development partner of choice for most donor
agencies and governments.
2.29What we do: Socially Responsible Investments
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The stakeholders of BRAC consist mainly of millions of deprived and
disenfranchised poor of Bangladesh. BRAC investments act as hedges toBRAC to protect these stakeholders from any future liquidity crunch in
the financial industry. These BRAC investments focus on companies that
are aligned with BRACs mission of alleviating poverty. BRAC investments
are independently run organisations that are fully or partly owned by
BRAC.
BRAC has invested in the following concerns:
2.30 Financial Institutions
BRAC Bank Limited, which was initiated in 2001, has institutional
shareholding by BRAC, the International Finance Corporation (IFC) and
Shorecap International. As a fully commercial operation, the bank focuses
on small and medium enterprises, which are overlooked by commercial
banks. The average loan size is USD 7,033. BRAC owns 33.51%
shareholdings in BRAC Bank Limited.
Delta-BRAC Housing Finance Corporation Limited was founded in 1997
and is presently the largest specialised housing finance institution in the
country. It is a pioneer in financing low-cost housing and the only financial
institution in Bangladesh to receive an AAA credit rating. BRAC owns
20.37% shareholdings in Delta-BRAC Housing Corporation.
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BRAC Afghanistan Bank is jointly owned by BRAC, IFC, ShoreCap
International and Triodos Bank. BRAC maintains one branch and three
sub-branches in Kabul. It is a full service commercial bank. The main
focus is small business lending but also provides other credit and savings
packages.
2.31 Information Technology:
bracNet, in partnership with gNet and Marubeni Corporation of Japan, has
its mission to bring affordable internet and data connectivity to the
general population of the country. BRAC has 39.7% shareholdings in
bracNet.
Documenta Ltd. is a leading software development house in Bangladesh.
In addition to supplying the entire software needs of BRAC, the company
provides commercial services in business application software
development, digital archiving, and database driven .
2.32 Social Communication & AdvocacyWe seek to promote behaviour change among individuals, communities,
organizations and policy makers regarding policies and practices and
improveme