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HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015

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Chapter-1

Prefatory Part

HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015

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1.1: Introduction

This report is prepared for fulfilling the course requirement of MBA (Evening)

Program. As the classroom discussion alone cannot give proper picture of real

business situation, therefore it is an opportunity for the students to know about

real life situation through this program. Dissertation program is very essential

for every student, especially for the students of business administration, which

helps them to know real existing situation. For this reason a student takes the

dissertation program at the last stage of the MBA degree, to launch a career

with some practical experience. I have made this dissertation report on HR

practices in Bangladesh. This report is about “Human Resource practices of

Bangladesh: A Study of BBS Cable Ltd.” I wanted to work on this topic

because, Human Resource Management is very important in business

organization. No business organization can be a successful one without a sound

HRM practice. On the other hand BBS Cables is one of the large power cable

producers in Bangladesh. So definitely their HRM practice is strong & different

from the competitors. For all of these reasons I have made this report on

"Human Resource Practices in Bangladesh: A Study of BBS Cables Ltd”

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1.2: Background of the Report

There is no doubt that the world of work is rapidly changing. As part of an organization

then, HRM must be equipped to deal with the effects of the changing world of work. For

them this means understanding the implications of globalization, technology changes,

workforce diversity. Changing skill requirements, continuous improvement initiatives

contingent workforce, decentralized work sites and employee involvement are the issue

for confront. Now it is a big challenge for the HRM to support the organization by

providing the best personnel for the suitable position in shortest possible time. Starting

with recognizing the vacancies and planning for them is a great task. Moreover selecting

attracting the suitable candidates and selecting the best person in time is a challenge.

The cost of the recruitment is significant. So, proper planning and formulate those plan is

the task that require more focus and improved. Equal opportunity and sourcing is also a vital

part. Realizing this need we tried to find the difference and similarities between theoretical

aspects with the practical steps taken by the company. We took an attempt to demonstrate

the feature for the further improvement.

1.3: Objectives of the report

The objectives of the proposed study “Overall HR Practices of BBS Cables Ltd.” are as

follow:

o To acquire practical knowledge on HRM practice

o To identify the HRM practices of BBS Cables Ltd.

o To know the functions of various departments of HRM

o To be familiar with the recruitment and selection process

o To know the system of attendance & leave management.

o To know the training policy of BBS Cables Ltd.

o To know the performance management of BBS Cables Ltd.

o To acquire practical experience except institutional knowledge.

o And more on HRM practices.

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1.4: Scopes of the Report

In this report I am trying to introduce how Human Resources Management is practicing in

Bangladesh. For this reason I will study the HR practices in BBS Cables Ltd. The report

deals with the HRM practice including recruitment and selection process, training &

development process, compensation management, performance management, employee

relation & separation, etc. in terms of theoretical point of view and the practical use.

This report has been prepared through extensive discussion with the employees of BBS

Cables Ltd.

1.5: Methodology of the Report

To make this report meaningful and presentable, Data has been collected from both

primary and secondary sources. Most of the data came from my critical observation.

Primary Sources of Information: The primary data collected from the following

sources:

Face to face discussion.

Group discussion with the company’s high officials.

By discussion with different employee.

By visiting this Company.

Practical experience gained by visiting factory.

Met with responsible executives

Secondary Sources of Information: The secondary data collected from the

following sources:

Websites of BBS Cables Ltd.

HR policy of BBS Cables Ltd.

Data from ERP.

Library and different textbook.

Data from Internet.

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1.6: Limitations of the Report

This dissertation report is my first assignment outside of course curriculum in the practical

life. As a student of BBA program I am just one stage behind of completing my formal

studies. The institutional experience Practical performances in the formal stage become

difficult. So in performing this report lack of my proper practical knowledge is greatly

influenced in this performance. Besides above have to face some other limitations are:

Time is the major limitation that would mostly with stands a

comprehensive study on the topic selected.

Various confidential matters, forms, report, were not disclosed to me from

HRD.

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Chapter-2

Overview of BBS Cables Ltd.

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2.1: History of BBS Cables Ltd.

BBS Cables LTD., a sister concern of Bangladesh Building Systems LTD. (BBSL) which is

a leading pre-Engineered Steel Building Manufacturing in Bangladesh, has been

incorporated in 2009. BBS Cables LTD. is looking forward to managing expertise and

obtaining technology to provide better engineering solutions trough suplying quality

electrical cables, wires, conductors and better customer service. Now at the eve of the 21st

century globalization, electric power has become an integral part for infrastructural

development.

There factory is loceted at Sreepur, Gazipur, Bangladesh which equipped with state of the

art technology machineries to manufacture and test all types of quality cables, wires and

conductores in conformity with the letest version of national and international standards e.g

International Eletro-technical Comission (IEC), German Standard (VDE), British Standard

(BS), Bangladesh Standard (BDS), Australian Standard (AS), Indian Standard (IS) and also

meet up the spacific requirments of the customer.

2.2: Vision

A wining industrial leader creating superior values for business and community beyond the

boundary.

2.3: Mission

BBS Cables Ltd. Achieve their vision through honesty & integrity, business ethics, global

reach technological expertise, quality, and building long term relationship with all our

associates, customers, partners and employees.

2.4: Values

A promise to fulfil customer expectations.

A promise to continuous improvement of the teams, services and products as well to

become the best.

A promise to be ethical, sincere, honest and transparent.

A promise to create standards in the business and transactions through mutual trust.

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2.5: Business Slogan

The Business slogan of BBS Cables Ltd. is “More Than Safety”

2.6: Product

PVC Insulated/Skin Coated Copper/Aluminium House Wiring/Domestic

Cables:

These cables are suitable for wiring in surface mounted or concealed steel

conduits or trunking, field protected installations and appliances etc.

PVC/XLPE Insulated, PVC Sheathed Power and Control Cables with or

without Amour: These cables are suitable for dry or damp premise clipped

direct to a surface or a cable tray, laying in non-metallic conduits, indoors,

outdoors, underground etc.

XLPE Insulated, PVC Sheathed Power Cables up to 33 kV:

These cables are suitable for dry or damp premise clipped direct to a surface or a

cable tray, laying in non-metallic conduits, indoors, outdoors, underground etc.

Various Types of FR, FRLS, LSHF Cables:

These cables are suitable for special cases where fire spreading out should be

come to an end within a shortest possible time, high density public building,

hospitals, medical equipment wiring, control panel wiring etc.

Various Types of PE insulated Telecommunication Cables, Co-axial Cables,

Drop Wires: These cables are suitable for telecommunications, signal circuits

etc.

Copper Wire Braided, Al-Mylar Tape Shielded, Pair Shielded and Overall

Shielded Cables: These cables are suitable for special cases where electric

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fields need to be shielded for data cables or control cables of instruments or

sensitive equipment.

Pre-Assembled Insulated Aluminium Cables with ACSR messenger wire:

These cables and conductors are suitable for electric power connection,

distribution line etc.

Bare Aluminium & Copper Conductors and Wires with or without

Annealing: These conductors are suitable for transformer connection,

distribution line etc.

Insulated or Bare Aluminium Stranded Conductors (AAC):

These conductors are suitable for transformer connection, distribution line etc.

Aluminium Conductor Steel Re-In forced (ACSR):

These conductors are suitable for transformer connection, medium and high

voltage transmission & distribution line etc.

All Aluminium Alloy Conductors (AAAC):

These conductors are suitable for transformer connection, distribution line etc.

Customized Cables, Wires and Conductors as per Customer Requirements:

These are suitable for special cases as per necessity.

New/Up Coming Products:

For the first time in Bangladesh BBS Cables Ltd. is going to introduce.

. Skin Coated Cables

. LSHF/LSOH/LSZH Cables (Low Smoke Halogen Free Cables)

Customize Cables:

BBS Cables also produce cables according to the demand of their customer.

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2.7: Quality policy

BBS Cables Ltd. (BBSCL) is committed to produce dependable and reliable Wires, Cables

& Conductors and related services at all times that fully meets, satisfies or exceeds the

expectations and specific requirements of customers.

At BBSCL we never compromise with our quality and all the employees of BBS

CABLES are committed to provide quality services promptly and accurately to all the

current end users and future prospective customers.

To this end BBS CABLES is committed to establish, document, implement, maintain and

continually improve the effectiveness of the QMS based on the requirements of ISO

9001:2008. BBS CABLES is also committed to review the QMS for continuing suitability

All members of BBS CABLES are responsible for familiarizing themselves with the

company's quality manual and following the established and adopted means of achieving the

declared objectives.

The company for personal development will ably support all employees by proper training

and improve work methods through teamwork and active participation.

Total Quality Management shall be applied to every aspect of their activity and quality.

Lab Facilities:

At BBS Cables Ltd., our lab is equipped with the state of the art technology and

equipment’s to carry out the full range of Routine Tests and Type Tests as per

BDS, BS, IEC, VDE and other National and International Standards to assure

quality, safety, reliability and peace of mind.

Health-Safety& Environment:

To maintain health and safety standards, regular training is provided to all of our

employees that covers special hazards, how to protect oneself, causes of

accidents at work, preventing slips and falls and how to use tools and machine

safely. BBS Cables Ltd. uses only tried and tested materials and follow the

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processes in full compliance with all relevant National and International

Standards to protect and preserve the environment.

BBS Cables followed some standard to manufacture the cable, which are given

below:

British Standard (BS)

German Standard (VED)

Bangladesh Standard (BS)

International Electro-technical Commission (IEC)

American Society for Testing and Material (ASTM)

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2.8: Organogram of BBS Cables Ltd.

BBS CABLES LTD.

Company Organogram (Head Office)

Figure: Company Organogram of BBS Cables (H.O)

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BBS Cables Ltd.

Organogram (Factory)

Figure: Company Organogram of BBS Cables (Factory)

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Chapter-3

Human Resource Management

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3.1: Management

Management is the process of planning, organizing, staffing, leading and controlling an

organization’s human, financial, physical and informational resources to achieve the goals

of the organization in an efficient and effective manner.

3.2: Human Resource Management Human resource management is the process of acquiring, retraining, terminating,

developing and properly using the human resources in an organization.

According to Cynthia D. Fisher, Lyle F. Schoenfeldt & James B. Shaw “Human Resource

Management (HRM) involves all management decisions and practices that directly affect or

influence the people, or human resources, who work for the organization.”

3.3: Functions of Human Resource Management There have some important functions of HRM. These are follows:

Planning for organizations, jobs & people.

Strategic HRM

Human resource planning

Job analysis

Acquiring human resources

EEO

Recruiting

Selection

Building performance and motivating performance

Human resource development

Performance assessment and management

Compensation system development

Incentive compensation

Maintaining human resources

Benefits

Safety and health

Labour relations and collective bargaining

Employment transition

Managing multinational HRM

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3.4: Human Resource Management of BBS Cables Ltd. Human Resource Management is very important in business organization. No business

organization can be a successful one without a sound HRM practice. On the other hand BBS

Cables is one of the large power cable producers in Bangladesh. So definitely their HRM

practice is strong & different from the competitors. The name of HR department is HR &

Admin. In BBSCL HR department also maintain the administration. HR & Admin

department try to practice standard level of HRM of Bangladesh.

15 ways to make a great impression (Expectation of BBSC from an employee):

1. Arrive early, Stay late 2. Derss the part

3. Show up with a posetive

attitude 4. Ask for help

5. Take initiative 6. Check your personal life at the

door

7. Socialize with your co-worker 8. Avoid office politics & gossip

9. Stay out of the lime light 10. Say "thank you" ofetn

11. Own up your mistakes 12. Be organized

13. Have lunch with different

people 14. Get to know the company

15. Finally celebrate the positive first

impression you have made

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Chapter-4

Job Analysis

Job Description & Job Specification

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4.1: Job Analysis

Job analysis is a systematic exploration of the activities within a job. It is a technical

procedure used to define the duties, responsibilities and account abilities of a job. This

analysis involves the identification and description of what is happening on the job

accurately and precisely identifying the required tasks, knowledge and skills necessary for

performing them, and the conditions under they must be performed.

There are two outcomes of job analysis:

1. Job Description

2. Job Specification.

4.2: Job Description

Job Description is a formal statement of duties, qualifications, and responsibilities

associated with a job. A document that tells employees where their position fits within the

department and within the organization

The major components of a job description:

Job Title: A brief description (1-3 words) of the job which reflects the content,

purpose, and scope of the job, and is consistent with job titles of similar jobs at the

Company.

Position Summary: Defines the purpose of the job and summarizes the duties and

responsibilities of the job.

Job Requirements & Qualifications :

Education Required – Designates the minimum level and type of education

needed to be successful at the job as well as any acceptable substitutions (i.e.

additional experience in lieu of the required degree).

Experience Required – Designates the minimum level and type of

experience needed to be successful at the job as well as any acceptable

substitutions (i.e. additional education in lieu of the required experience).

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License/Certification Required - Designates any licenses or certifications

necessary to do the job (i.e. Bus Driver must have a valid Texas Driver’s

License).

Other Skills Required - List any skills, abilities, or knowledge that an

incumbent must have to be successful in the job.

Supervisory Responsibilities :

o The supervision exercised by the position

o The number, type, and titles of employees supervised

o The hire/fire authority of the job incumbent

o The supervision or guidance the position typically receives (general

direction, close supervision, etc.)

Fiscal Responsibilities: Describes the level and type of budgetary or financial

responsibilities of the position.

Internal/ External Contacts: Describes the nature of contact, the people contacted,

and the extent to which the incumbent has / makes contact with others within and

outside of the Company.

Physical Demands: Describes the type, intensity (how much), frequency (how

often), and duration (how long) of physical demands or mental capabilities required

by the job.

Working Conditions/ Environment: Describes irregular or unusual work

schedules and any conditions of the physical environment that an employee may

find unpleasant or hazardous.

Job Duties/ Responsibilities: Conveys the job expectations, role, and scope by

describing the essential tasks, duties, and responsibilities of the job.

4.3: Job Specification

Job Specification is the statement of the qualifications and traits required of the workers so

that he may perform the job properly. It is the statement of the qualifications and traits

required of the workers so that he may perform the job properly.it specifies the type of

employee which the job for in terms of skills, experience, training and other special

qualifications.

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The major components of a job description:

Designation of job location in the concern

The nature of duties and operations to be performed in that job.

The nature of authority- responsibility relationship.

Necessary qualification those are required for job.

Relationship of that job with others jobs in concern.

4.4: Job Description & Job Specification of BBS Cables

Job Description: Each and every Employee must have a printed job description

which is handed over to the employee after joining in the company. A format of the

job description is enclosed as Annexure-01.

Job Specification: Each and every Employee must have a job specification on the

basis of which a vacant position is recruited. A format of job specification is enclosed

as Annexure-02.

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Chapter-5

Recruitment

&

Selection Process

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5.1: Recruitment and Selection

“Recruitment is the process of searching the candidates for employment and stimulating

them to apply for jobs in the organization”. Recruitment is the activity that links the

employers and the job seekers.

Selection is the process by which an organization chooses the right candidates who will

perform the job well. This process helps to collect information about the candidate and

evaluating those information, organization can make decision to select the right candidate.

5.2: Relationship Between Recruitment and

Organizational goal

As the recruitment process is the integral part of the HRM department and the company

depends on the position of the recruited position so they need to make sure about the

various recruitment philosophy which should match with the organizational and the

cultural goals the company has to recruit those kinds of people who will adjust himself

with the environment of the company. That’s why there is a strong relationship with the

organizational goals and objectives with the various recruitment processes.

If the company hires the employees who are not efficient enough and they will not bring

anything productive to the organization. Rather than that they will be the source of extra

burden to the assigned position and the related working environment, so the company

will have to recruit the employees again after firing that persona and go through a newly

oriented recruitment process to recruit from that position which is the wastage of time,

energy and money of the company. So the recruitment should achieve the organizational

and also the departmental goals and objectives and in order to get it efficiently we have

to hire skilful, experienced and trained employees to make sure about the proper

recruitment process to go through the strict assessment and get the best applicant in the

job fort the assigned position.

The company and the Human resource Department need to make all the necessary

arrangements to make sure that the right people are in the right place and to be assigned for

the right responsibilities or job. As if the recruitment process is not up to the mark then there

might be ripple effect in each and every part of the functions of the organizations and that’s

why the companies will have to go through the assigned recruitment process which is tested

previously by the company. So there is always strong relationship between the HRM

strategies and the recruitment process of the company. So the HRM is going to play a very

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important role to keep the relationship an on-going process. The HRM should take all the

initiatives to make sure that the employees who are recruited are really productive and

skilful enough to make all the important decisions in the organization. So the relationship is

very important and helpful for the both the parties.

5.3: Recruitment Sources of BBS Cables Ltd.

BBS Cables Limited recruitment process comprises of various recruitment sources

which are primarily divide into two categories: the Internal and the External sources.

BBSCL seeks for candidates from both the External and Internal sources. They promote

or transfer present existing employers based on performance. The recruitment sources of

BBS Cables Limited are:

1. Internal Sources

2. External Sources

i. Employee Referrals

ii. Advertisement

a) Newspaper

b) Online (Internet)

iii. Internship Students

Internal Recruitment:

The Company goes for the internal recruitment when they need employees to fulfil the

vacant positions internally. The company usually requires these recruitment sources to

make sure about the mid-level and the top level management recruitments which needs

more experience in the company itself and to maintain a high knowledge about the own

company.

External Recruitment:

The Company also goes for the external recruitments whenever they need to go for the

hiring of the line management or the entry level managerial and executive positions. The

company invites a various groups of people to make them choose from the pool and then

to make they go for the final selection or recruitment.

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5.4: Recruitment process of Bangladesh Recruitment process of Bangladesh carried out in several steps. These are following.

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the responses

5. Screening & Short-listing

Applicant tracking systems provide following Tips:

a. Resume Writing: Applicant tracking systems work best with text and resume

should be designed accordingly.

b. Use Online Job Applications.

c. Resume Font: There are a few reasons important to keep resume simple.

d. Format of Cover Letter: Depending on the hiring organization either it viewed

on not.

e. Resume File Format: The file format may vary based on the company’s

applicant system.

6. Arrange interviews

Types of Interview:

a. Open Interview

b. Screening Interview

c. Phone Interview

d. Dining Interview

7. Decision making

Privet firms usually promotes from within the organization. But it also recruits from

external sources. The external sources are:

Competitors and other organizations

Unsolicited applicants

The HR Division will need to take a decision regarding the source of external recruiting

considering variables like –

Available spread of candidates

Cost impact

Time needed

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And the external recruitment methods include:

Advertising in newspapers, company website etc.

Employee referrals

Internships

Recruitment Process of Bangladesh:

Figure: Recruitment Process of Bangladesh

5.5: Selection process of Bangladesh

Selection is the process by which an organization chooses the right candidates who will

perform the job well. This process helps to collect information about the candidate and

evaluating those information, organization can make decision to select the right candidate.

Rec • Advertisement and application collection

• Strong out applications

ruit

• Preparing preliminary list and issuing interview card

• Announcement of written test

ment

• Commencement of written test

• Listing of applicants allowed for interview

Pro

• Taking interview

• Background investigation

ce • Preparing desirable candidates list

• Final approach by management

SS • Appointment and placement

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The selection process is the utilization of step by step selection devices to gather

information about applicants. Candidates must have to do well on an earlier selection device

to remain in the running and be assessed by later devices. Steps of selection process are as

follows:

Figure: Selection Process of Bangladesh

Selc

• Application blank Reject some candidates

• Screening Reject some candidates

tion

• Tests (MCQ, Written) Reject some candidates

• Interview Reject some candidates

Pro

• Reference Cheeks Reject some candidates

• Conditional offers Offer reject by some candidates

cess

• Physical examination

• Hire

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5.6: Recruitment & Selection process of BBS Cables

Ltd. Recruitment and selection process of BBS Cables Ltd Carried out in several steps. These are

following.

Figure: Recruitment Process of BBS Cables LTD.

1. Identifying vacancy and evaluate employee needs: The recruitment process beings

with the human resources department receiving requisitions for requirement for any

department of the company. These follows:

• Posts to be filled

• Number of persons

• Duties to be performed

• Qualifications required

A format of the short document of Manpower Requisition Form as Annexure-03

2. Developing the job description and person specification: Job description is not a

legal requirement but it will help to decide what type of person is looking for and to

write the job advert. The person specification includes a person essential and

desirable knowledge, experience and skills for successful applicant to have in job

advert.

Rec

• Step-1: Identifying the vacancy and evaluate employee needs

• Step-2: Developing the job discription

ruit

• Step-3: Job Circuler

• Step-4: Collecting the resume/CV

ment

• Step-5: Screening & Short-listing

• Step-6: Preparation for interview (Time, Date)

Pro

• Step-7: Arrange interviewer board panel and providing short document of all applicants who are selected for interview

ce

• Step-8: Select employee according to the specific process

• Step-9: Provide him/her appointment letter

SS

• Step-10: Recieve a joining letter and making a personal profile

• Step-11: Set up online document

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A job description should include:

the job title

the main duties and purpose of the role

information about the company and what it does

the job location

3. Job Circuler/Advertising the vacancy: Job openings can be advertised by job

posting, that is a strategy of placing notices on newspaper, internet (online). Referrals

are usually word-of-mouth advertisements that are a low-cost-per-hire way of

recruiting.

Traditionally, advertising is seen as a person specification; Advertising helps the HR

professionals of the organizations to concentrate on the strategic functions and

processes of human resource management routing work.

Using the Internet is faster and cheaper than many traditional methods of recruiting.

Jobs can be posted on Internet sites for a modest amount (less than in the print

media), remain there for periods of thirty or sixty days or more at no additional cost

and are available twenty-four hours a day. Candidates can view detailed information

about the job and the organization and then respond electronically.

4. Collecting the resume/CV:

According to the recruitment advertisement, interested candidate apply to the post

before deadline. After deadline HR department collect the application/CV for short

listing.

5. Screening and Short-listing: BBS Cables LTD. Justify all application for against

job description to identify who will be able to qualify.

6. Preparation for interviews:

HR department select a date & time schedule for getting interview according to the

agreement of interviewer board panel. Then the massage inform to the candidate,

concern department and board of director.

7. Arrange interviewer board panel and providing short document of all

applicants who are selected for interview:

Generally HR manager, head of concern department and executive director, for the

selection of top level management managing director presence in the interviewer

board panel. HR department also prepare a short data of selected candidates for

interviewer board member. As a result board member can understand easily about a

candidate and the same time it’s lower time consuming. A format of the short

candidate list Form is enclosed as Annexure-04

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8. Select employee by conducting interview :

Finally, for selecting right type of a person, HR department organize a job interview.

Job interview is typically a one-on-one interview between the applicant and a hiring

manager. The interviewer will ask questions about the applicant’s experience and

skills, work history, availability, and the qualifications the company is seeking in the

optimal candidate for the job. Interview can be a more in-depth one-on-one interview

with the person; it can be a day-long interview that includes meetings with company

staff. The interview is the single most important step in the selection process. It is the

opportunity for the employer and prospective employee to learn more about each

other and validate information provided by both. By following these interviewing

guidelines, you will ensure you have conducted a thorough interview process and

have all necessary data to properly evaluate skills and abilities. A format of the short

document of Interview Assessment Form is enclosed as Annexure-05

A format of the short document of Interview Status Report Form is enclosed as

Annexure-06

9. Provide him/her appointment letter:

Interviewer board panel select the right person who is/are perfect for the post. Then

HR department send an appointment letter to the current address of selected person.

In the appointment letter, there mentioned the joining date & time, his/her placement,

job location & condition, his/her salary and other benefits.

10. Receive a joining letter and making a personal profile:

According to the direction of appointment letter, selected person join his/her post

with a joining letter. HR department accept his/her joining letter and place him/her to

his/her post. HR manager make a personal profile of the new employee/personnel. In

next time his/her all document will be keep in the personal profile.

11. Set up online document:

BBS Cables Ltd. has online server. They maintain all information & communication

via online. So they also make a personal profile on the online. Then his/her leave,

attendance, salary and performance report set up on the online profile.

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5.7: Activity with new employee

1. Six months will be probationary period: From the joining date first 6 months will

be probationary period. HRD reviews his/her performance of probationary period and

it will be affected on the yearly evaluation sheet.

2. Providing him/her an ID card: After receiving joining letter and place him/her then

HRD provide him/her an ID card.

3. Monthly attendance Preview: Within his probationary period HRD observe his/her

activity, specially attendance and evaluate his/her performance. In the probationary

period he/she won’t get any leave and cut down his/her salary for leave.

4. Provid him/her salary according to his/her attendance: Already said that In the

probationary period he/she won’t get any leave and cut down his/her salary for leave.

So end of the month he/she will get salary according to his attendance.

5. Provid tools like mobile, sim card, notebook, PC etc.: HRD provide him/her some

essential tools like mobile, Sim card, notebook, PC etc. from the company.

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Chapter-6

Training and Development

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6.1: Training Training is the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relate to specific useful

competencies. Training has specific goals of improving one's capability,

capacity, productivity and performance.

Training usually refers to the teaching operational or technical employees how to do

the job for which they were hired.—Ricky W. Griffin

Programs that are more present oriented, focuses on individual`s current jobs,

enhancing specific skills and abilities to immediately perform their jobs called

training.—DeCenzo & Robbins

6.2: Development Development is the systematic use of scientific and technical knowledge to meet

specific objectives or requirements.

Development is the process of economic and social transformation that is based

on complex cultural and environmental factors and their interactions.

Any attempt to improve current or future management performance by imparting

knowledge, changing attitude or increasing skills.—Gray Dessler

6.3: Employee development Employee development involves learning that will aid the organization and employee

later in the employee`s career.

6.4: Management development Management development is a process of increasing efficiency and changing

behaviour pattern or mentally toward particular issues for the achievement of

organizational objectives. It mean for executive levels officers only.

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6.5: Relationship among education, training and

development

6.6: Strategic issue for organization 1. Rapid technological changes:

Rapid changes in technology continue to cause increasing rates of skills

obsolescence. In order to remain competitive, organizations need to continue

training their employees to use the best and latest technologies available.

2. Redesign of work:

The redesign of work into jobs having broader responsibilities requires employee to

assume more responsibility, take initiative and further develop interpersonal skills

to ensure their performance and success.

3. Mergers and acquisition:

Mergers and acquisitions have rapidly increased. These activities require integrating

employees of one organization into another having vastly different culture.

4. Movement of employees:

Employees are moving from one employer to another with far more frequency that

they did in the past. With less loyalty to a particular employer and more the

employees` own careers, more time must be sent on integrating new hires into the

workplace.

5. Globalization of business:

The globalization of business operations requires managers to acquire knowledge

and skill related language and cultural differences.

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6.7: Benefits of Training & Development:

1. Help in addressing employee weaknesses:

Most workers have certain weaknesses in their workplace, which hinder them from

giving the best services. Training assists in eliminating these weaknesses, by

strengthening workers skills. A well-organized development program helps employees

gain similar skills and knowledge, thus bringing them all to a higher uniform level.

This simply means that the whole workforce is reliable, so the company or

organization doesn’t have to rely only on specific employees.

2. Improvement in workers performance:

A properly trained employee becomes more informed about procedures for various

tasks. The worker confidence is also boosted by training and development. This

confidence comes from the fact that the employee is fully aware of his/her roles and

responsibilities. It helps the worker carry out the duties in better way and even find

new ideas to incorporate in the daily execution of duty.

3. Consistency in duty performance:

A well-organized training and development program gives the

workers constant knowledge and experience. Consistency is very vital when it comes

to an organization or company’s procedures and policies. This mostly includes

administrative procedures and ethics during execution of duty.

4. Ensuring worker satisfaction:

Training and development makes the employee also feel satisfied with the role they

play in the company or organization. This is driven by the great ability they gain to

execute their duties. They feel they belong to the company or the organization that

they work for and the only way to reward it is giving the best services they can.

5. Increased productivity:

Through training and development the employee acquires all the knowledge and

skills needed in their day to day tasks. Workers can perform at a faster rate and with

efficiency thus increasing overall productivity of the company. They also gain new

tactics of overcoming challenges when they face them.

6. Improved quality of services and products:

Employees gain standard methods to use in their tasks. They are also able to maintain

uniformity in the output they give. This results with a company that gives satisfying

services or goods.

7. Reduced cost:

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ORGANISATIONAL OBJECTIVES AND STRATEGIES

ASSESSMENT OF TRAINING NEEDS

ESTABLISHMENT OF TRAINING AND DEVELOPMENT GOALS

DEVISING TRAINING AND DEVELOPMENT PROGRAMME

IMPLEMENTATION OF TRAINING AND DEVELOPMENT PROGRAMME

EVALUATION OF RESULTS

As a results of training and development optimal utilization of resources in a company

or organization. There is no wastage of resources, which may cause extra expenses.

Accidents are also reduced during working. All the machines and resources are used

economically, reducing expenditure.

8. Reduction in supervision:

The moment they gain the necessary skills and knowledge, employees will become

more confident. They will become self-reliant and require only little guidance as they

perform their tasks. The supervisor can depend on the employee’s decision to give

quality output. This relieves supervisors the burden of constantly having to give

directives on what should be done.

6.8: Training and Development Process

Process of training and development is a well-planned process. The following graph

represents this in a graphical manner:

Figure: Training and Development Process

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6.9: How to develop a successful training programs in

an organization?

There are two keys to developing successful training programs in organization:

1. Planning and strategizing training: The first key to developing successful training programs in organization is the

planning and strategizing training. This involves four distinct steps:

1. Assessment

2. The Establishment of Objectives and Measures

3. Design and Delivery

4. Evaluation

Figure: Planning and strategizing training

i. Needs Assessment: Organizational level:

How does the training relate to organizational objectives?

How does training impact day to day workplace dynamics?

What are the costs and expected benefits of the training?

Task level:

What responsibilities are assigned to the job?

What skills or knowledge are needed for successful performance?

Should the learning settings be the actual job settings?

Training Program Key

Planning and strategizing training Integrating training with performance management system and compensations

Assessment

Organization

Task

Individual

The Establishment

of Objectives & Measures

Design & Delivery

Interference

Transfer

On the Job

Off the Job

Online

Evaluation

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What are the implications of mistakes?

How can the job provide the employee with direct feedback?

How similar to or different from the training needs of other jobs and

needs of this jobs?

Individual level:

What knowledge, skills and abilities do trainees already have?

What are the trainees learning styles?

What special needs do the trainees have?

ii. The establishment of objectives and measures: After training needs have been assessed, objectives for the training activities

must be developed. These objectives should follow directly from the assessed

needs and be described in specific measurable terms. Measures should be stated

terms of both employee behaviours as well as the results that are expected to

follow such behaviour.

iii. Design and delivery of the job:

Interference: Interference occurs when prior training, learning, or

established habits act as a block or obstacle in the learning process.

Transfer: Transfer refers to whether the trainee or learner can actually

perform the new skills or use the new knowledge on the job. Transfer can be

facilitated by delivering the training in an environment that simulates the

actual job conditions as much as possible. In some cases, it may be feasible to

provide directly.

On the job training: Where the employee is trained under the exact working

conditions in which he or she will be expected to perform. However in other

cases, it may not be feasible, and the delivery of the training should then

replicate exact working conditions as much as possible.

Off the job training: Off the job training allows learners to focus on their

learning by minimizing interruptions or distractions that might take place in

the actual work environment.

Online: Online computer based instruction provides a number of benefits. It

is self-paced allowing different individuals to learn and absorb material at

their own level of comfort and understanding.

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iv. Evaluation: Evaluation should be an integral part of overall training program. It provides

feedback on effectiveness of training program. Evaluation criteria should be

established in cycle with and parallel to training objectives.

Four levels of training evaluation:

Level Questions being asked Measures

Results

Behaviour

Learning

Reaction

Figure: Four levels of training evaluation

Is the organization or unit

better because of the

training?

Are trainees behaving differently on the

job after training?

Are they using the skills and knowledge

which learned in the training?

To what extent do trainees have greater

knowledge or skill after the training

program than they did before?

Did the trainees like the program, the trainers, and the

facilities?

Do they think the course was useful?

What improvements can they suggest?

Accidents

Qualities

Productivity

Turnover, Morale

Costs, Profits

Performance

appraisal by

superior, peer, client,

subordinate

Written tests

Performance tests

Graded simulations

Questionnaires

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6.10: How to Develop an Effective Training Strategy

An effective training strategy is vital for the success of your company; it can serve as a

means to develop your people and can also become an effective recruiting and retention

tool. Developing a strategy for training gives your company a competitive advantage and

helps propel you into the future. The plan needs to be comprehensive, and every employee

needs to understand it so that everyone gets the appropriate training at the right time.

Step 1

Meet with your company leaders and determine your organization's business strategy and

mission statement. Discuss the goals and objectives of your company, including its human

resource needs. Meet with your human resource leaders and discuss their employee

development needs. Review previous training files and documentation. Discuss overall

training needs with operational and human resource managers.

Step 2

Identify training needs by comparing company goals and human resource needs. Discover

gaps between company goals and employee development needs. Create training objectives

to meet performance gaps. Formulate specific learning strategies to overcome performance

gaps. Distinguish between training needs and other performance issues.

Step 3

Develop your training plan to narrow performance gaps. Establish learning objectives for

each training program. Identify programs that employees need to attend. Ensure that training

is included in all employee evaluations. Establish a learning management system, or LMS,

that allows for registration, administration and tracking for all employee training programs.

Step 4

Obtain management support and agreement before you implement your plan. Review your

plan with your leaders and obtain buy-in for its execution. Answer all questions and resolve

any remaining issues with your training strategy. Prepare all materials and finalize your

plan.

Step 5

Schedule and implement your plan. Identify resources for your training. Select and train

instructors, and reserve training facilities. Distribute the training schedule, and review it

with all managers and leaders. Assign students to programs using your learning

management system. Implement your training strategy, and monitor progress at least

monthly.

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6.11: Training and Development Process of BBS Cables

Limited.

After all the assessment they found that if they provide some facilities they the staffs

could be very efficient and those facilities are:

On-the job training: it’s a training which is operated at the sight of the company

or training is carried out the working is running, it is really an effective process

played by various well leading company and this system also played by the

Nestle, but it is also a unavoidable risk because all new staffs can make a mistake

or cause a loss to the company, therefore company plays that system when it’s

right to do so. It is effective, when a major levelled employee do a mistake by

mistakenly then, for making an improvement Nestle company plays that system.

Local training: these trainings are carried out within the country by reputed

training institution from, Bangladesh slavery and labour training institute and

consultant from foreign training institutes are invited to conduct training. These

trainings are usually take place at a different venue other that the office.

In- house training: these trainings are basically held within the office premises

and usually get conducted by the senior managers who are specialist in different

field.

Training about the market survey: company plays a vital role in the market

survey by sending their staff at market and operate a project by management to get

the fluency and efficiency of the staffs.

Diversification training: it’s a process of training where staffs work at the

different level and post of the management and identify the efficiency and

effectiveness of their work ability.

Off-the job training: this process is also an effective training for internal staffs

but it can be painful and fluctuate staff’s confidence and motivation, because it is

quiet time consuming and costly which bared by company, but in may stages of

the efficiency of a company or to make an efficient staff company may play this

training. Where any temporary staff may work for the company with or without

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wages and this is actually not a job but binding for the staff to be full time staff,

which is also depends on the performance of the staff.

Apprenticeship training: it is a process by which people become skilled worked

through a combination of classroom instruction and on the job training. It is

widely used to train individuals for many occupations. It traditionally involves

having the learner apprentice study under the tutelage of a master craftsperson.

Computer based training: now a day all most all companies provide training to

their staffs by computers and projectors, this system is so much effective and time

saving device. By this, companies can express their plans, training, what to do and

what is restricted by company and other authorities; it is a total pack of direct

communication and training process

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Chapter-7

Attendance

&

Punctuality Management

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7.1: Attendance & Punctuality policy

Timely and regular attendance is an expectation of performance for all Vanderbilt

employees. To ensure adequate staffing, positive employee morale, and to meet expected

productivity standards throughout the organization, employees will be held accountable for

adhering to their workplace schedule. In the event an employee is unable to meet this

expectation, he/she must obtain approval from their supervisor in advance of any requested

schedule changes. This approval includes requests to use appropriate accruals, as well as

late arrivals to or early departures from work. Departments have discretion to evaluate

extraordinary circumstances of a tardy, absence or failure to clock-in or clock-out and

determine whether or not to count the incident as an occurrence. HR Consultants are

available to advise supervisors regarding the evaluation of extenuating circumstances.

7.2: Purpose of Attendance & Punctuality Management

The purpose of attendance management is to develop a willingness on the part of all

employees to attend work regularly and to assist them in motivating their co-workers to

attend work regularly. This can be done through

Addressing the physical and emotional needs of employees

Communicating the attendance goals of the organization so employees can

understand and identify with them

Dealing with cases of excessive absenteeism effectively and fairly to produce

deterrence.

Successful administration of an attendance management program requires managers

and supervisors to be aware of, and to create work environments in which the

following can be actualized;

The greater the extent to which individuals identify with the goals of the organization

and care what happens to it, the greater their motivation to be regular in attendance.

The more that people find their jobs meaningful to them, the greater their motivation

to be regular in attendance.

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As employees’ workloads increase due to the absence of a co-worker, peer pressure

is exerted on the absent co-worker to attend work on a regular basis.

The more people like working for the organization, the higher their motivation to

attend regularly. Recognition of good employee attendance helps improve

attendance.

Employees will have a lower absence ratio if they feel free to discuss their on-the-job

problems with their immediate supervisor.

Employees with a low absence ratio feel confidence and have supportive

relationships in their workplace. Low absence ratio employees are found to be more

satisfied with their opportunity for promotion and upgrading.

7.3: Committed to Attendance

This paper provides the information necessary to begin an effective attendance management

program, which will yield long-term results. This paper is intended to be a guide rather than

an instruction manual or policy. To make an attendance management program truly

successful, it will require insight into the special dynamics present in your work place. It

will require two-way communication, as both the needs of the employees and of

management must be met if good attendance is to be achieved. Attendance is the

responsibility of everyone, especially those who directly manage the human resources of

your organization.

Attendance is not only an expectation; employers have the right to receive good attendance.

Each and every employee has a contractual obligation to attend work regularly. All levels of

management must believe in, be committed to, and communicate their expectations of good

attendance. If a specific number of sick days are considered acceptable per employee, at

best that will be the result. Employees will live up to the expectations that you set for them.

Expectations must be clear to both management and employees in order for an attendance

management program to get maximum results. Goals must be tangible. Attendance

expectations must be clearly communicated and followed.

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7.4: Working Days and Times of BBS Cables LTD.

Working Days in a week : 6 Days.

Working Time : 09:00am To 05:30pm

HR Department consider up to 15 minutes late for specific reason as like traffic jam, strikes

and other natural disaster. If anyone practices it’s every day it isn’t considerable. 15 minutes

after 9.00 AM consider as grace timing for due attendance. But attendance after 9.15 PM

treats as late attendance.

7.5: Disciplinary action for late attendance in BBS

Cables Limited

For every three days late attendance one day’s leave is deducted. First the casual leave is

adjusted, then earned leave and after that salary of one day is deducted for every three day’s

late attendance in office.

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Chapter-8

Leave Management:

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8.1: Leave Management

Leave Management is a program that is administered by the Department of Human

Resources. Leave is granted to eligible full-time, part-time, time-limited and trainee

employees.

Employees Leave Management helps Finance and HR Departments sleep better at night

knowing that their leave programs are efficiently managed and accurately tracked.

8.2: Yearly Leave of BBS Cables Ltd.

Yearly leave

SL. No. Type of Leave Days Remark

01 Government holidays -- According to declare by Government

02 Earning leave 15 Days If not will be paid

03 Casual leave 8 Days --------

04 Maternity leave 3 Months Maximum 2 times

05 Paternity leave 3 Days Maximum 2 times

06 Medical leave -- According to the proper document

All employees of BBS Cables Ltd. Enjoy leave facility according to company’s policy.

However, the management of the company has accepted following leave policy for its

employees while they are in the service of the company.

Government Holidays: BBS Cables Ltd. Maintain all compulsory holidays

according to the government declaration. But they don’t allow the leave of

optional holidays.

Earned Leave: An employee can enjoy maximum 15 days leave as earned leave

in a calendar year. If not enjoyed or the remaining balance of Earned Leave can

be on-cashed at the end of the year, for which the basis of calculation is done on

last drawn basic pay of the concerned employee. Earn leave can consume after 3

months of joining date.

Casual Leave: An employee can enjoy maximum eight days leave in a calendar

year. If not enjoyed or the remaining balance of Casual Leave can’t be en-cashed

or not be carried forward to the next year. At the end of the year remaining

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balance of the Casual Leave will be lapsed. Casual leave can consume after 6

months of joining date.

Maternity Leave: Female employees can enjoy maternity leave due to her

pregnancy. One can take maximum 3 month leave for the reason of her physical

condition. Maternity leave can consume only for 2 times.

Paternity Leave: An employee can take 3 days paternity leave for the reason of

his wife pregnancy and newly born child. Paternity leave also can consume

maximum 2 times.

Special Leave: For the different kind of terms and policy an employee can enjoy

some special leave.

Sick Leave/ Medical Leave: An employee can enjoy maximum 14 days leave as

sick /medical leave in a calendar year. For that leave, employee must have to

submit medical certificate.

8.3: Terms and Condition for enjoying Leave

BBS Cables Limited has some Terms and Conditions in case of considering any leave.

Those terms and conditions are mentioned below:

Leave cannot be claimed as a matter of right.

All leave application (shown as Annexure-7) has a process which approved by

the management.

The management may grant or reject the leave application.

All leave except sick leave should have prior permission from the management.

No leave shall be carried forward to the next year.

Casual leave can’t be taken for more than three days at an instance.

Only remaining balance of Earned Leave can be en-cashed at the end of the end

of the year.

8.4: Leave System of BBS Cables Ltd.

First of all employee need to fill up the leaving form and then submit to the HRD. A

format of leave application is enclosed as Annexure-7

HRD justify the leaving option.

Then HRD grant the leave application and forward to the authority to sign.

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8.5: Attendance sheet prepared by HRD

Every employee has a Leave Record file of his total leave record. HRD have to prepare and

update the attendance list of whole branches of employee for a month. And then HRD send

the documents of attendance to the accounts. The record card is enclosed as Annexure-8

N.B: It must input on the online server of BBS Cables LTD.

8.6: Benefit of Leave Management

Leave Management is a program that is administered by the Department of Human

Resources. Leave is granted to eligible full-time, part-time, time-limited and trainee

employees.

Employees Leave Management helps Finance and HR Departments sleep better at night

knowing that their leave programs are efficiently managed and accurately tracked.

Using Leave Management, Employees can:

a. View time earned, time taken and remaining balance for each policy

assigned

b. Model available time balance as of a specific date to get a real time snap

shot of balance information

c. Enter and request time off

d. Carryover accrued time

e. View time off transaction history

Using Leave Management, HR Professionals can:

a. Perform all of the functions that employees and managers can perform

b. Edit leave records

c. Delete leave records

d. Manage leave policy assignments

e. Edit the employee's service date

f. Assign leave policies during the hire process

g. Report on aggregate data for leave policies

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Chapter-9

Performance Management

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9.1: Performance management (PM)

Performance management (PM) includes activities which ensure that goals are

consistently being met in an effective and efficient manner. Performance management can

focus on the performance of an organization, a department, employee, or even the processes

to build a product or service, as well as many other areas.

PM is also known as a process by which organizations align their resources, systems and

employees to strategic objectives and priorities.

Armstrong and Baron (1998) defined it as a “strategic and integrated approach to increase

the effectiveness of companies by improving the performance of the people who work in

them and by developing the capabilities of teams and individual contributors.”

--Wikipedia

9.2: Performance Appraisal

It may be possible to get all employees to reconcile personal goals with organizational goals

and increase productivity and profitability of an organization using this process. It can be

applied by organizations or a single department or section inside an organization, as well as

an individual person.

“It is a systematic evaluation of an individual with respect to performance on the job and

individual’s potential for development.”

Performance Appraisals is the assessment of individual’s performance in a systematic way.

It is a developmental tool used for all round development of the employee and the

organization. The performance is measured against such factors as job knowledge, quality

and quantity of output, initiative, leadership abilities, supervision, dependability, co-

operation, judgment, versatility and health. Assessment should be confined to past as well as

potential performance also. The second definition is more focused on behaviours as a part of

assessment because behaviours do affect job results.

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9.3: Goals/Objectives of Performance Appraisal

General Goals Specific Goals

Developmental Use Individual needs

Performance feedback

Transfers and Placements

Strengths and Development needs

Administrative Decisions / Uses Salary

Promotion

Retention / Termination

Recognition

Lay offs

Poor Performers identification

Organizational Maintenance HR Planning

Training Needs

Organizational Goal achievements

Goal Identification

HR Systems Evaluation

Reinforcement of organizational

needs

Documentation Validation Research

For HR Decisions

Legal Requirements

Additional objectives of Performance

appraisal:

To review the performance of the

employees over a given period of

time

To judge the gap between the

actual and the desired

performance.

To help the management in

exercising organizational control.

Helps to strengthen the

relationship and communication

between superior – subordinates

and management – employees.

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To provide feedback to the

employees regarding their past

performance.

Provide information to assist in the

other personal decisions in the

organization.

Provide clarity of the expectations

and responsibilities of the functions

to be performed by the employees.

To judge the effectiveness of the

other human resource functions of

the organization such as

recruitment, selection, training and

development.

To reduce the grievances of the

employees.

9.4: Criteria for good appraisal system

There are four desirable criteria that must be fulfilled by a good appraisal system

a. Validity: A performance appraisal system must be valid. It will be valid if the

performance is measured by covering all relevant factors that influence

performance.

b. Reliability: Reliability of performance depends on performance ratters. It will be

reliable if the performance of an employee is measured by two rates that have a

similar background.

c. Freedom from bias: Freedom from bias has two components. These are-

a. Legal issue of fairness: An appraisal system is free from bias if it is fair to

all employees regardless of their race, sex, national origin, colour, and so

on.

b. Freedom from rating errors: A performance appraisal will be free from

bias if the system is free from rating error. This rating is totally happened

by the ratter.

d. Practicality: A good appraisal system should have benefit comparing to coast, it

takes time, effort and money to develop, implement and use a performance

appraisal system. So, if the benefits the performance appraisal systems aren’t

satisfactory then it won’t be usable.

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9.5: Methods of appraising performance

Numerous methods have been devised to measure the quantity and quality of performance

appraisals. Each of the methods is effective for some purposes for some organizations only.

None should be dismissed or accepted as appropriate except as they relate to the particular

needs of the organization or an employee.

All methods of appraisals can be divided into two different categories.

Past Oriented Methods

Future Oriented Methods

Past Oriented Methods:

Rating Scales: Rating scales consists of several numerical scales representing job

related performance criterions such as dependability, initiative, output, attendance,

attitude etc. Each scales ranges from excellent to poor. The total numerical scores are

computed and final conclusions are derived. Advantages – Adaptability, easy to use,

low cost, every type of job can be evaluated, large number of employees covered, no

formal training required. Disadvantages – Ratter’s biases

Checklist: Under this method, checklist of statements of traits of employee in the

form of Yes or No based questions is prepared. Here the ratter only does the

reporting or checking and HR department does the actual evaluation. Advantages –

economy, ease of administration, limited training required, standardization.

Disadvantages – Ratters biases, use of improper weighs by HR, does not allow ratter

to give relative ratings

Forced Choice Method: The series of statements arranged in the blocks of two or

more are given and the ratter indicates which statement is true or false. The ratter is

forced to make a choice. HR department does actual assessment. Advantages –

Absence of personal biases because of forced choice. Disadvantages – Statements

may be wrongly framed.

Forced Distribution Method: here employees are clustered around a high point on a

rating scale. Ratter is compelled to distribute the employees on all points on the

scale. It is assumed that the performance is conformed to normal distribution.

Advantages – Eliminates Disadvantages – Assumption of normal distribution,

unrealistic, errors of central tendency.

Critical Incidents Method: The approach is focused on certain critical behaviours

of employee that makes all the difference in the performance. Supervisors as and

when they occur record such incidents. Advantages – Evaluations are based on actual

job behaviours, ratings are supported by descriptions, feedback is easy, reduces

regency biases, chances of subordinate improvement are high. Disadvantages –

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Negative incidents can be prioritized, forgetting incidents, overly close supervision;

feedback may be too much and may appear to be punishment.

Behaviourally Anchored Rating Scales: statements of effective and ineffective

behaviours determine the points. They are said to be behaviourally anchored. The

ratter is supposed to say, which behaviour describes the employee performance.

Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions

inherent in most rating techniques.

Field Review Method: This is an appraisal done by someone outside employees’

own department usually from corporate or HR department. Advantages – Useful for

managerial level promotions, when comparable information is needed,

Disadvantages – Outsider is generally not familiar with employees work

environment, Observation of actual behaviours not possible.

Performance Tests & Observations: This is based on the test of knowledge or

skills. The tests may be written or an actual presentation of skills. Tests must be

reliable and validated to be useful. Advantage – Tests may be apt to measure

potential more than actual performance. Disadvantages – Tests may suffer if costs of

test development or administration are high.

Confidential Records: Mostly used by government departments, however its

application in industry is not ruled out. Here the report is given in the form of Annual

Confidentiality Report (ACR) and may record ratings with respect to following

items; attendance, self-expression, team work, leadership, initiative, technical ability,

reasoning ability, originality and resourcefulness etc. The system is highly secretive

and confidential. Feedback to the assessment is given only in case of an adverse

entry. Disadvantage is that it is highly subjective and ratings can be manipulated

because the evaluations are linked to HR actions like promotions etc.

Essay Method: In this method the ratter writes down the employee description in

detail within a number of broad categories like, overall impression of performance,

promote ability of employee, existing capabilities and qualifications of performing

jobs, strengths and weaknesses and training needs of the employee. Advantage – It is

extremely useful in filing information gaps about the employees that often occur in a

better-structured checklist. Disadvantages – It its highly dependent upon the writing

skills of ratter and most of them are not good writers. They may get confused success

depends on the memory power of ratters.

Cost Accounting Method: Here performance is evaluated from the monetary returns

yields to his or her organization. Cost to keep employee, and benefit the organization

derives is ascertained. Hence it is more dependent upon cost and benefit analysis.

Comparative Evaluation Method (Ranking & Paired Comparisons): These are

collection of different methods that compare performance with that of other co-

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workers. The usual techniques used may be ranking methods and paired comparison

method.

Ranking Methods: Superior ranks his worker based on merit, from best to worst.

However how best and why best are not elaborated in this method. It is easy to

administer and explanation.

Paired Comparison Methods: In this method each employee is rated with another

employee in the form of pairs. The number of comparisons may be calculated with

the help of a formula as under.

Future Oriented Methods

Management by Objectives: It means management by objectives and the

performance is rated against the achievement of objectives stated by the

management.

Psychological Appraisals: These appraisals are more directed to assess employees’

potential for future performance rather than the past one. It is done in the form of in-

depth interviews, psychological tests, and discussion with supervisors and review of

other evaluations. It is more focused on employees emotional, intellectual, and

motivational and other personal characteristics affecting his performance. This

approach is slow and costly and may be useful for bright young members who may

have considerable potential. However quality of these appraisals largely depends

upon the skills of psychologists who perform the evaluation.

Assessment Centres: This technique was first developed in USA and UK in 1943.

An assessment centre is a central location where managers may come together to

have their participation in job related exercises evaluated by trained observers. It is

more focused on observation of behaviours across a series of select exercises or work

samples. Assesses are requested to participate in in-basket exercises, work groups,

computer simulations, role playing and other similar activities which require same

attributes for successful performance in actual job. The characteristics assessed in

assessment centre can be assertiveness, persuasive ability, communicating ability,

planning and organizational ability, self-confidence, resistance to stress, energy level,

decision making, sensitivity to feelings, administrative ability, creativity and mental

alertness etc. Disadvantages – Costs of employees traveling and lodging,

psychologists, ratings strongly influenced by assassin’s inter-personal skills. Solid

performers may feel suffocated in simulated situations. Those who are not selected

for this also may get affected.

360-Degree Feedback: It is a technique which is systematic collection of

performance data on an individual group, derived from a number of stakeholders like

immediate supervisors, team members, customers, peers and self. In fact anyone who

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has useful information on how an employee does a job may be one of the appraisers.

This technique is highly useful in terms of broader perspective, greater self-

development and multi-source feedback is useful. 360-degree appraisals are useful to

measure inter-personal skills, customer satisfaction and team building skills.

However on the negative side, receiving feedback from multiple sources can be

intimidating, threatening etc. Multiple ratters may be less adept at providing balanced

and objective feedback.

9.6: Performance appraising system of BBS Cables

Limited

To evaluate the employees of BBS Cables throughout the year “Performance Appraisal

System” is used. Performance of the employee is measured by at least 10 key performance

indicators which is determined by the Management. Total marks for performance appraisal

is 100. Mark wise promotion and increment is mentioned below:

Rating Status Appraisal

01 Outstanding (Marks above 80) 14% to 15% increment on gross

salary.

02 Superior (Marks 61to79)

11% to 13% increment on gross

salary.

03 Satisfactory (Marks 45 to 60)

8% to 10% increment on gross salary.

04 Under Performer (Marks 30 to

45)

5% increment on gross salary.

05 Exit Category (Marks below30)

Can be asked for resignation or

termination.

A format of performance apprising form enclose as Annexer-09

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Chapter-10

Compensation Management:

Salary, Benefits & Motivation

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10.1: Compensation

Compensation Management is more than just the means to attract and retain talented

employees. In today’s competitive labour market, organizations need to fully leverage their

human capital to sustain a competitive position. This requires integrating employee

processes, information and programs with organizational processes and strategies to achieve

optimal organizational results.

Compensation is the remuneration received by an employee in return for his/her

contribution to the organization. It is an organized practice that involves balancing the

work-employee relation by providing monetary and non-monetary benefits to employees.

10.2: How to Develop a Compensaton Plan

A compensation plan should be an incentive for the employee to full fill company's goals. It

should also benefit the employer. Therefore, a compensation plan is typically a win-win for

all parties involved. If you are looking for steps to develop a compensation plan, consider

the following recommendations.

1. Determine your company's vision and how your benefits package can reflect

this:

If you are an employee orientated business that wants to nurture staff in order to keep them

for many years, then your compensation plan should reflect this. A strong retirement plan

with a generous matching system would entice employees to stay, as would a tuition

reimbursement plan or a substantial commission for a sales position.

2. Recognize that your compensation plan needs to fit into your budget, especially

if you are a start-up business.

Even if your profit is doing well currently, your compensation plan needs to stay consistent,

even during the off years. At the same time, you don't want to offer a meagre compensation

plan if profits are high, simply because profit may not be high one year. For this reason,

your compensation plan can include a flexible option. You could offer bonuses based on

production or sales. This would be an incentive for staff to work harder to achieve bonus

status.

3. Research the options:

There are many benefits that you can include in your compensation plan in addition to

bonuses and other merit incentives.

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4. Offer a compensation plan that includes a mix of benefits:

Include both short and long term options in your compensation plan. Ideally, your

plan should have benefits that reward employees in the short run, such as bonuses

and commissions. It should also have long term benefits, such as healthy retirement

plans.

Provide a health plan and possibly a dental plan, if it's in the budget. You may also

want to include a flexible spending benefit.

Consider opportunities to excel with tuition reimbursement or promotions and pay

raises.

Provide family orientated benefits, such as an onsite childcare or day care

reimbursement.

5. Don't be too generous with your compensation plan.

If your business does not do well, you will likely have to pull expenses from your benefits,

and this may cause resentment among your staff. It is always easier to add a benefit then

take one away. So be realistic when designing compensation plans.

6. Be clear when putting your compensation plan into your company policy book.

You may want to involve your lawyer to ensure that nothing is left vague. When hiring new

employees, you may want to go over your benefits plan so that if there are any questions,

the new employee can have you address them immediately.

10.3: Importance of Good Compensation Package

A good compensation package is important to motivate the employees to increase the

organizational productivity.

Unless compensation is provided no one will come and work for the organization.

Thus, compensation helps in running an organization effectively and accomplishing

its goals.

Salary is just a part of the compensation system, the employees have other

psychological and self-actualization needs to full fill. Thus, compensation serves the

purpose.

The most competitive compensation will help the organization to attract and sustain

the best talent. The compensation package should be as per industry standards.

10.4

Salary Distribution System of BBS Cables Ltd.

HRD justify the attendance of all employee of a month.

Then HRD grant employee salary payments which is given by accounts.

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10.5: Employee Benefits

Employee benefits are optional, non-wage compensation provided to employees in addition

to their normal wages or salaries. These types of benefits may include group insurance

(health, dental, vision, life etc.), disability income protection, retirement benefits, day care,

tuition reimbursement, sick leave, vacation (paid and non-paid), funding of education, as

well as flexible and alternative work arrangements.

10.6: Advantages of offering benefits to employees

By providing increased access and flexibility in employee benefits, employers can not

only recruit but retain qualified employees.

Providing benefits to employees is seen as managing high-risk coverage at low costs

and easing the company's financial burden.

Employee benefits have been proven to improve productivity because employees are

more effective with they are assured of security for themselves and their families.

Employees can experience a peace of mind which leads to increased productivity and

satisfaction by being assured that they are their families are protected in any mishap.

Employees can feel a sense of pride in their employer if they are satisfied with the

coverage they receive.

10.7: Motivation of Employee

Motivation is the willingness to exert high levels of effort toward organizational goals

conditioned by the effort's ability to satisfy some individual need.

Motivation is not a simple concept; instead, motivation pertains to various drives, desires,

needs, wishes and other forces. Managers motivate by providing an environment that

induces organization members to contribute.

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10.8: Beneficiary Services of BBS Cables to Motivate

Employees

Motivational tools used in BBS Cables Ltd.

Non-financial Benefits Financial Benefits

Job security Salary

Praise, recognition and reward Bonus (2 Eid Festivals)

Feedback Incentive

Competition Production bonus

Participation in management Yearly Increment

Autonomy in work Fringe Benefits:

Opportunity for promotion Medical allowances

Delegation of authority and

responsibility Travel allowances

Goodwill Dearness allowances

Training facilities Housing facilities

Good working environment Food benefits

Cafeteria Retirement related benefits Upcoming

Transport facilities Earn leave (if not will pay)

Dealer Conference Casual leave

Corporate Night Maternity leave

Iftar Party Paternity leave

Picnic Insurance Upcoming

Internet facilities Mobile handset

Mobile bill

Lunch allowance S & M

Tiffin Factory

Loan facilities

Welfare fund

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Chapter-11

Employee Satisfaction

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11.1: Employee satisfaction Employee satisfaction or job satisfaction is, quite simply, how content or satisfied

employees are with their jobs. Employee satisfaction is typically measured using an

employee satisfaction survey. These surveys address topics such as compensation,

workload, perceptions of management, flexibility, teamwork, resources, etc.

These things are all important to companies who want to keep their employees happy and

reduce turnover, but employee satisfaction is only a part of the overall solution. In fact, for

some organizations, satisfied employees are people the organization might be better off

without.

11.2: Benefits of Employee satisfaction

Employers are faced with the task of motivating employees and creating high job

satisfaction among their staff. Creating programs and policies that develop job satisfaction

and serve to motivate employees takes time and money to create. When the employer

understands the benefits of job satisfaction and motivation in the workplace, though, the

investment in employee-related policies can be justified.

Job Duties

Employees who are satisfied with their jobs and motivated by the company to succeed

will also work to create more efficient job processes. Managers should meet at least

monthly with employees to discuss the efficiency of their job duties and how they can be

improved to increase productivity. The company that sets out to create a satisfying

workplace will be privy to feedback from employees who would like to increase the

level of job satisfaction they experience, resulting in open communication between

management personnel and workers. Employees will want to maintain that satisfying

work environment, and they will regularly supply opinions and feedback that they feel is

necessary to preserve the positive workplace atmosphere.

Volunteering

When staff members are unmotivated and dissatisfied with their jobs, they tend to not

pursue additional tasks that may help the company succeed. For example, dissatisfied

employees will generally not offer to volunteer for committees that plan the annual

company picnic or help move departments from one part of the office to another. When

the company creates an atmosphere of job satisfaction and properly motivates

employees, it can be easier to find volunteers to complete outside projects that are

necessary for improving company morale or the operation of the organization.

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Customer Service

Job satisfaction among the entire staff creates a positive experience for customers as

well. Motivated warehouse employees work harder to speed up order fulfilment while

maintaining accuracy, building maintenance workers keep the office clean and

operational, and product repair personnel take it upon themselves to address customer

concerns directly rather than funnelling the customer through a sales or service associate.

Patience

One of the benefits to a company that has a motivated and satisfied staff is patience.

When a new policy is put into effect or major changes are made to the way the company

does business, the entire company is affected. Employees who are satisfied in their jobs

are more apt to offer suggestions to make a transition smoother than disgruntled

employees. Additionally, as changes are made, motivated employees work as a team to

implement those changes as quickly and efficiently as possible.

11.3: Departments of BBS Cables Ltd.

SL No. Department Name

01 HR & Admin

02 Sales & Marketing

03 Distribution

04 Accounting & Finance

05 Audit

06 Procurement

07 Brand

08 IT

09 Customer Service

10 Vat & Tax

11 Commercial

12 Distribution

13 Transport

Factory

14 Administration

15 Accounts

16 Production

17 PVC Compound

18 Maintenance

19 Store

20 QC, Design & R&D

21 Operation

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11.4: Number of Employee in BBS Cables Ltd. SL No. Sales Center Name HR S & M Acc. Dist. Audit Brand. IT Proc. Com.

01 Barishal 1 3 1

02 Bogra 3 7 1 1

03 Chittagong 5 18 1

04 Chowmuhni 1 2 1

05 Comilla 1 3 1

06 Feni 1

07 Faridpur 1

08 Gazipur 1 3 1

09 Jessore 1 2 1

10 Kaptan Bazar 1 2 1

11 Khulna 1 2 1

12 Moulovi Bazar 1

13 Mymansingh 1 4 1

14 Narayangonj 1 1 1

15 Nawabpur 1 2 1

16 Rajshahi 1 3 1 1

17 Rangpur 3 3 1

18 Savar 1 2 1

19 Sylhet 2 8 1

20 Tangail 1

21 Uttara 2 3 1 2

Head Office

22 HR & Admin 24

23 Sales & Marketing 66

24 Accounts & Finance 13

25 Audit 6

26 Brand 2

27 IT 2

28 Distribution 3

29 Procurement 2

30 Commercial 3

Total 51 137 31 7 6 2 2 2 3

241 Factory 465

Total Employee 706

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11.5: Employee satisfaction report of BBSCL

I asked them (employees) 12 questions in the questioner. Questions are:

1. Working Environment.

2. Salary range.

3. Bonus facilities

4. Incentives

5. Satisfaction on your Supervisor (HR, Sales & Marketing, Distribution etc.)

6. Satisfaction on the management.

7. Satisfaction on the board of director.

8. Goodwill of company.

9. Job security.

10. Opportunity for promotion.

11. Training facilities

12. Appreciation for good work.

A format of questioner attach in Appendix-2. The report is below against data those given

by employees of BBSCL.

The pie chart shows that the working environment is very good according to 19%

employees, 41% said it’s good, 22% said it’s fair, 7% said it’s poor and 11% employee said

it’s very poor. According to this report employees are satisfied on working environment and

at the same time some employees also dissatisfied. So management should develop working

environment to remove the little dissatisfaction.

11% 7%

22%

41%

19%

1. Working Environment

Very Poor Poor Fair Good Very Good

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Salary range of BBSCL is very good according to 7% employees, 19% said it’s good, 37%

said it’s fair, 22% said it’s poor and 15% employee said it’s very poor. According to this

report salary range isn’t well in BBSCL. So management should develop salary structure to

increase employee satisfaction.

Bonus facilities of BBSCL is very good according to 22% employees, 33% said it’s good,

37% said it’s fair and 8% employee said it’s very poor. Overall employees are satisfied on

bonus facilities.

15%

22%

37%

19%

7%

2. Salary Range

Very Poor Poor Fair Good Very Good

8%

0%

37%

33%

22%

3. Bonus Facilities

Very Poor Poor Fair Good Very Good

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Incentives of BBSCL is very good according to 4% employees, 26% said it’s good, 33%

said it’s fair, 30% said it’s poor and 7% employee said it’s very poor. Employees are highly

dissatisfied on incentives. So management should develop incentive facilities to increase

employee satisfaction.

Satisfaction on supervisor means satisfaction on departmental head who supervised the

department. Such as Sr. Manger is the head of HR department, GM of sales & marketing

etc. Employee satisfaction on their supervisor is very good according to 22% employee,

22% said it’s good, 34% said it’s fair, and 22% employee said it’s poor. I think supervisor

of all departments should revaluate their self to make a sound industrial relation.

7%

30%

33%

26%

4%

4. Incentives

Very Poor Poor Fair Good Very Good

0%

22%

34%

22%

22%

5. Satisfaction on Supervisor

Very Poor Poor Fair Good Very Good

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Employee satisfaction on overall management is very good according to 11% employee,

59% said it’s good, 22% said it’s fair and 8% employee said its poor. Undoubtedly this is a

successful management. Just keep it up to continue growth of BBSCL.

Employee satisfaction on the board of director of BBSCL is very good according to 22%

employee, 59% said it’s good, 15% said its fair and 4% employee said it’s very poor. After

all the board of directors are successful to earn satisfaction of their employees. To increase

the growth of this company board of director should concern overall factor of employee

satisfaction.

0%

8%

22%

59%

11%

6. Satisfaction on the Management

Very Poor Poor Fair Good Very Good

4% 0%

15%

59%

22%

7. Satisfaction on the Board of director

Very Poor Poor Fair Good Very Good

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There 21% employee said that goodwill of BBSCL is very good, 47% employee said it’s

good, 25% said it’s fair and 7% employee said it’s poor. That’s good for BBSCL.

According to 26% employee of BBSCL job security is very good there, 44% said it’s good,

19% said it’s fair, 7% said it’s poor and 4% employee said it’s very poor. Job security is

most important to motivate employee of a company which present here.

0%

7%

25%

47%

21%

8. Goodwill of Company

Very Poor Poor Fair Good Very Good

4% 7%

19%

44%

26%

9. Job Security

Very Poor Poor Fair Good Very Good

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According to 26% employee of BBSCL that opportunity for promotion is good there, 30%

said it’s fair, 33% said it’s poor and 11% employee said it’s very poor. Opportunity for

promotion is most important to motivate employee of a company. But this is poor in

BBSCL. The HR department should develop the opportunity of promotion to motivate their

employee.

15% employee of BBSCL said that training facilities is good there, 11% said it’s fair, 44%

said it’s poor and 30% employee said it’s very poor. Training is a part of developing an

employee but unfortunately training facilities so much poor in BBSCL. Employees of

BBSCL want to take part in training program to achieve organizational goals. So HRD

should take proper step to develop training program.

11%

33%

30%

26%

0%

10. Opportunity for Promotion

Very Poor Poor Fair Good Very Good

30%

44%

11%

15%

0%

11. Training Facilities

Very Poor Poor Fair Good Very Good

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7% employee of BBSCL said that appreciation for good work is very good here, 19% said

it’s good, 33% said it’s fair, 19% said it’s poor and 22% employee said it’s very poor.

Everyone wants recognition of their work. This is non-financial motivational factor to

motivate employee. But the result of appreciation for good work in BBSCL isn’t optimal.

So HRD should take proper step to develop appreciation for good work in BBSCL.

22%

19%

33%

19%

7%

12. Appreciation for Good Work

Very Poor Poor Fair Good Very Good

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Chapter-12

Wind-Up Part

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12.1: Findings During my internship period I observed some problems in BBS Cables, Which are given

below:

1. Some sales executive work by standing for unavailable of his desk and computer.

They share desk and computer with other. So working environment of marketing

isn’t suitable for sales executive in corporate office.

2. There is no despatcher. As a result latter and any other documents haven’t sent and

receive properly.

3. There is no store keeper to distribute stationary & other equipment to the department

and employees.

4. Customer care department hasn’t sufficient manpower.

5. Different departments are situated in different building. This is the reason of

increasing cost and lack of communication.

6. Brand department weren’t successful to advertise its name to all over the country.

Unless the position of BBS Cables Ltd is 2nd

in cables industry. They hire new idea

for greetings card, calendar etc. from outsourcing. So what’s the activity and need of

Brand department?

7. IT department isn’t enough strong. They can’t solve IT related problem in time.

8. BBS Cables Ltd unable to supply cables to the dealer and customer according to the

market demand.

9. They wishes their customer, employee, well-wisher and others with a nice greetings

card but in late on special days. Like as New Year. They also gifted calendar in late.

10. Distribution department of BBS Cables Ltd use online system (ERP) to process

delivery order (DO). But sales persons can’t use to entry details of their sales.

12.2: Recommendations The recommendations for the above problems are given below:

1. BBS Cables Ltd should develop working environment by ensuring desk and

computer for all employee.

2. They should recruit a despatcher to avoid missing of latter and document.

3. BBSCL should recruit a store keeper to store and distribute stationary and other

equipment.

4. BBSCL should recruit sufficient manpower in customer care department for giving

proper service to their customer. BBS Cables already reach the higher level of the

market. So they have a lot of customer. So its need to increase the Customer Care

department to serve the customer continuously.

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5. All department of BBSCL should work together in one building. Which will be

decrease cost and increase cooperate with each department.

6. BBSCL should hire talent and creative person for brand department, who will

develop brand image and speared its name to all over the country.

7. In IT department also should hire talent, co-operative minded and skilful person to

develop IT department, who can ensure the safe technological process, which one is

best for the company. And concuss about the safety of ERP.

8. BBSCL already establish a new plant to fulfil market demand. They should also

produce more products to capture whole market of the country. For capturing more

attention of the customer and to increase the profit margin of BBS Cables should

open more showrooms in important market.

9. BBSCL should wish their customer, employee, well-wisher and others on time.

10. There should have scope to entry details of sales & delivery order in ERP by sales

person. Then it will be approved by distribution department and higher authority. I

think there is no need to involve account department. If it will apply then distribution

channel will be smooth and avoid wastage of time & work.

11. HR and management should physical contact with late comer.

12.3: Conclusion “Human Resources management is the part of management function which is

concern with people at work and with their relationship within an enterprise”. HRM

is the part of the organization that is concerned with the ‘people’ dimension. HRM deals

with human relations of an organization starting from recruitment to management. It is a

process of acquisition, development, motivation, and maintenance of human resources of

an organization.

In this age of modern technology and inventions it is very hard to stay competitive for

the organization. Thought concept of organizations less than a hundred year old, it is

ruling all over the world. Sometimes organization determines the nature of rules and

regulations. This organization is a single entity but included many human beings into its

arena. Thus organization is the combined effort a group of human being.

Organization really does not do anything, man or woman dose it. As a result

organization becomes profitable, share of the companies get higher price in the market.

Behind everything, there is human being.

So, people are the main assets. They are current which runs the organization. Human

Resource works with these assets, which is more valuable than other product like

service, money or any other thing.

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References

Book: D. Fisher, Cynthia, F. Schoenfeldt, Lyle & B. Shaw, James (2006). Human

Resource Management (Sixth Edition). Boston, New York: Houngton Mifflin

Company.

Khan, Abdul Awal, & Taher, M.A (2009). Human Resource Management

& Industrial Relations. Dhaka, Bangladesh: Abir Publication.

Torrington, Derek, Hall, Laura, Tylor, Stephen, Atkinson, Carol (Feb.

2014). Human Resource Management (9th

Edition). England.

Bratton, John, Jeff Gold (2007). Human Resource Management: Theory and

Practice (4th

Edition). USA.

Report and Journal:

The Australian Human Resources Institute. (2013). Asia Pacific Journal of

Human Resources (online ISSN: 1744-7941). Australia: Timothy Bartram and

Fang Lee Cooke.

Websites:

http://bbscables.com.bd/

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

http://www.whatishumanresource.com

http://www.custominsight.com

http://smallbusiness.chron.com

http://www.benefits.org

http://www.investopedia.com

http://www.businessballs.com

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12.5: Appendix There are two forms for collecting information to make this report. One form for collecting

data about benefit services to motivate employee and another one for making employee

satisfaction report. Benefit services data collected from HR Manager and data of employee

satisfaction report collected from employee of BBSCL.

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Appendix-1

BBS Cables LTD.

Corporate Office: 26, Road: 03,

Block: I, Banani, Dhaka.

Motivational tools used in BBS Cables LTD.

Non-financial motivation Financial motivation

Job security Salary

Praise, recognition and

reward

Bonus (2 Eid Festivals)

Feedback Incentive

Competition Production bonus

Participation in management Yearly Increment

Autonomy in work Fringe Benefits:

Opportunity for promotion Medical allowances

Delegation of authority and

responsibility

Travel allowances

Goodwill Dearness allowances

Training facilities Housing facilities

Good working environment Food benefits

Cafeteria Retirement related benefits

Transport facilities Earn leave (if not will

pay)

Dealer Conference Casual leave

Corporate Night Maternity leave

Iftar Party Paternity leave

Picnic Insurance

Internet facilities Mobile handset

Mobile bill

Lunch allowance

Tiffin

Loan facilities

Welfare fund

Sr. Manager

HR & Admin

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Appendix-2

Employee Satisfaction Report of BBS Cables Ltd.

[No need to mention your identity]

Put the tick () mark on your choice.

13. Working Environment.

Very Poor Poor Fair Good Very Good

14. Salary range.

Very Poor Poor Fair Good Very Good

15. Bonus facilities

Very Poor Poor Fair Good Very Good

16. Incentives

Very Poor Poor Fair Good Very Good

17. Satisfaction on your Supervisor (HR, Sales & Marketing, Distribution, Operation etc.)

Very Poor Poor Fair Good Very Good

18. Satisfaction on the management.

Very Poor Poor Fair Good Very Good

19. Satisfaction on the board of director.

Very Poor Poor Fair Good Very Good

20. Goodwill of company.

Very Poor Poor Fair Good Very Good

21. Job security.

Very Poor Poor Fair Good Very Good

22. Opportunity for promotion.

Very Poor Poor Fair Good Very Good

23. Training facilities

Very Poor Poor Fair Good Very Good

24. Appreciation for good work.

Very Poor Poor Fair Good Very Good

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12.6: Annexure In this part, I attach some form which is related with the HR departments works. Those are

given below:

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Annexure-01

BBS Cables Ltd.

Head Office, Dhaka

JOB DESCRIPTIONS

Individual Specifications:

Name of Employee:

I.D. Number:

Designation:

Department:

Section:

Report to:

Supervises:

Job Summary:

Routine Functions:

1.

2.

3.

4.

5.

6.

7.

Additional Tasks:

1.

2.

---------------------------

----------------------

Signature of Employee Dept. Head

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Annexure-02

BBS Cables Ltd.

Head Office, Dhaka

JOB SPECIFICATIONS

Job Title:

Department:

Section:

Educational

Qualification:

Professional

Qualification:

Professional Training:

Required Experience:

Other Qualifications:

----------------------------------------

Signature of the Head of the Dept.

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Annexure-03

BBS Cables Limited

Manpower Requisition Form

Name of Position:

Department:

Required Qualification:

Additional/Professional Qualification:

Required Experience:

Brief Job Description of

the required position:

1.

2.

3

4.

5.

Proposed Salary:

Expected Date of Joining:

Mode of Advertisement: Newspaper / Website / Internal Source

----------------------------------------------------

Signature of concerned Department Head

---------------------------------

Signature of HR Manager

----------------------------------------------

Approval from the Executive Director

------------------------------------------------

Approval from the Managing Director

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Annexer-04

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Annexure-05

BBS Cables Limited

Interview Assessment Form

Name of the Candidate:

Interviewed for the Position of:

Date of Interview: Department:

Assessment Indicator : Excellent = 5, Very Good = 4, Good = 3, Average = 2, Below Average =

1

SL. NO. Performance Factor Marks Obtained

01. Appearance

02. Job Knowledge

03. Professional Attitude

04. Team Spirit

05. Decision Making Capability

06. Leadership Quality

07. Conduct & Discipline

08. Dependability

09. Sense of Responsibility

10. Intelligence

TOTAL:

Present salary:

Notice Period Required:

Comment of Interviewer:

----------------------------------------------------

Signature of Interviewer

---------------------------------

Signature of HR Manager

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Annexure-06

BBS Cables Limited

Interview Status Report

Name of Position :

Department :

Interview Date :

Venue :

Sl

No

Name of

Candidate

Selected Rejected Final Negotiated

Salary

Remarks

01.

02.

03.

04.

05.

06.

07.

08.

09.

10.

Members of Interview Board:

Name Signature

Managing Director

Executive Director

Head of Concerned Department

HR Manager

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Annexure-07

BBS Cables Limited

Leave Application Form

Name of Applicant ---------------------------------------------------------- ID Number: ------------------

Designation: ----------------------------------------------- ------- Department: -----------------------------

Type of Leave applied for: (CL / EL): --------------------------------------Duration of Leave: From -----

--------------------- to ---------------------------Total: -------------- day (s)

Reason for Leave: -------------------------------------------------------------------------

Date of Joining after Leave: -----------------------------------

Contact Address during Leave ------------------------------------------- Mobile Number ---------------

------------------------------ ----------------------- Allowed / Not

Allowed

Signature of Applicant Supervising Officer ---------------------

Head of the Dept.

Status of Leave:

(To be filled out by Administration Department)

Type of Leave Leave Enjoyed Remaining Balance

Casual Leave (08 days)

Earned Leave (15 days)

-----------------------------------------------

Signature of the Administrative Officer

Approval of the Management

------------------------- -----------------------

Executive Director Managing Director

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Annexure-08

BBS Cables Limited

Leave Record Card

Name of Employee: ID:

Date of Joining: Department:

Year Type

of

Leave

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Remarks

2012

EL

CL

2013

EL

CL

2014

EL

CL

2015

EL

CL

2016

EL

CL

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Annexure-09

BBS Cables Limited

Performance Appraisal Form

Name of

Employee:

I.D. Number:

Designation: Department:

Date of Joining: Date of Confirmation: Date of Last Promotion:

Following are the Key Performance Indicators to evaluate an employee. Each

Indicator contains 10 marks out of which, the Evaluators shall mark an employee.

Sl No. Performance Factor Marks Obtained

01. Job Knowledge

02. Dependability

03. Sense of Responsibility

04. Decision Making Capability

05. Leadership Quality

06. Team Spirit

07. Intelligence

08. Daily Attendance

09. Conduct & Discipline

10. Professional Attitude

TOTAL:

(Outstanding = 80 & above, Superior = 61 to 79, Satisfactory = 45 to 60,

Underperformer = 30 to 44, Exit Category = below 30)

Comment of the Evaluator:

Promotion/Increment recommended by the Dept. Head:

--------------- ---------------------- -------------- ------------------

HR Manager Executive Director Director Managing Director

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Annexure-10

ERP

Enterprise resource planning (ERP) is business management software, which is used by

BBS Cables for their work in online. A snapshot of this ERP is given below: