a

Internship Report

On

HRIS: A Case of GrameenPhone Ltd.

(For the Requirement of the Partial Fulfillment of the BBA Program, Dept. of MIS, DU)

Samsul Alam

April 15, 2014

b

Samsul Alam i

Letter of Submission

April 15, 2014

To

Dr. Md. HASIBUR RASHID

Professor

Department of MIS

University of Dhaka

Subject: Submission of the BBA Internship Report

Dear Sir,

With a great pleasure I here submit the report on the “HRIS: A Case of

GrameenPhone Ltd.” that I have prepared for as the requirement of B.B.A

Program.

While doing my internship, I had the opportunity to meet about all the

employees of the Business Partner (BP) Department under P&O (People

& Organization) Division of Grameenphone Ltd. Almost each of the people I

came across had been very helpful to me.

I hope this report will attract your kind appreciation.

Sincerely yours,

Samsul Alam

Samsul Alam ii

DECLARATION

I do hereby solemnly declare that the work presented in this report entitled

“HRIS: A Case of GrameenPhone Ltd.” has been carried out by me and

has not been previously submitted to any other University/ College/

Organization for academic qualification/ certificate/ diploma or degree.

The work I have presented does not breach any existing copyright act and no

portion of this report is copied from any other work done earlier for a degree

or otherwise.

I further undertake to indemnity the department against any loss or damage

arising from breach of foregoing obligations.

………………………….

Samsul Alam

Roll: 05-002

BBA (16th Batch) Program

Department of Management Information Systems (MIS-5th Batch)

Faculty of Business Studies

University of Dhaka

Dhaka-1000, Bangladesh.

Samsul Alam iii

SUPERVISOR’S CERTIFICATE

This is to certify that the internship report titled “HRIS: A Case of

GrameenPhone Ltd.” submitted by Samsul Alam, a student of BBA 5th

Batch, ID. 05-002, Department of MIS, University of Dhaka, is the candidate‘s

own achievement and is not a conjoint work. I also certify that I have gone

through the draft report thoroughly and found it satisfactory for submission to

the Department of MIS in the fulfillment of the requirements for the degree of

Bachelor of Business Administration (BBA).

He worked under my supervision and followed my instructions. He has

successfully completed his internship period. The report is accepted in quality

and forwarded for presentation.

The internship supervisor,

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

Dr. Md. HASIBUR RASHID

Professor

Department of MIS

University of Dhaka

Samsul Alam iv

ACKNOWLEDGEMENT

The theoretical knowledge that is gathered from the Educational institution is

not sufficient to aware the subject matter rather the practical knowledge. In

order to resolve the dichotomy between these two areas, I was assigned to

prepare a report on “HRIS: A Case of GrameenPhone Ltd.” of

Grameenphone Ltd.

I, Samsul Alam, first of all, would like to express my gratitude to almighty Allah

for keeping me mentally and physically sound to prepare this report. Again, I

would also like to express my heartiest gratitude & thanks to those people,

because without their dedication and contribution this report would not get the

successful completion.

I would like to take the opportunity to express my gratitude to my internship

advisor, Dr. Md. HASIBUR RASHID, Professor, Department of Management

Information Systems, University of Dhaka, for his valuable suggestion,

constant encouragement and keen interest at every stage of this study,

without his supervision that would have been extremely difficult to accomplish.

I would also like to thank Rahat Chowdhury, Senior Executive, BP

Department under P&O Division for his continuous support & inspiration

regarding completion of my internship paper.

I would also like to pay my gratitude to Kayema Alam, Senior Executive,

Shared Service Department, P&O Division; Rubaiyat Salam, Shared Service

Department, P&O Division; Ruhul Amin, BP, P&O; Nayeem Islam, P&O;

Tusar, P&O; Rumana Haque Chowdhury, Intern, BP, P&O; and Tania

Jahan, Intern, SS, P&O, GP for their endless cooperation & priceless

suggestion.

Finally, I humbly appreciate the endurance & assistance of the entire

individuals at BP Department, P&O Division, Grameenphone Ltd., who spent

their time in making me able to complete my Internship Report.

Samsul Alam v

EXECUTIVE SUMMARY Being the leading telecommunication company Grameenphone Ltd. enters in

the business field that has already become the top telecommunication

company of the country. To achieve this goal P&O Division should play a

leading role. We know that proper management of people of an organization

using IS is essential for achievement of efficiency and effectiveness of

operation. If people are properly managed & organized then it will result in the

overall performance in a positive way to achieve short term & long term goal.

On the other hand, if these are not properly managed & organized then it will

result in poor performance. This report covers a thorough analysis about the

HRIS in P&O Division of Grameenphone Ltd.

This report covers the information necessary to understand the system

development process for HRIS. The system development process involves

multiple stages from initial design to implementation and evaluation. Failure to

follow these steps or rushing through them will result in a poorly designed

system that will ultimately fail when it is implemented. Thus, this report begins

to identify some of the information that is critical for the eventual

implementation of an HRIS. It is started with a focus on the users of the

system to help the system development process in its beginning steps. The

types of information about users/ customers of the HRIS, the sorting of HRIS

data into categories of human capital, and the main concepts of hardware and

database security are covered.

The first chapter covers the rationale, objective, research methodology,

limitation and organization of the report. The second chapter includes the

literature review, the third chapter includes the overall profile of

Grameenphone Ltd., the fourth chapter elucidates HRIS: A Case of

GrameenPhone Ltd. including all activities done through HRIS and HRMIS,

the fifth chapter describes analysis of the data and the remaining chapter

describes findings, conclusions, recommendations, references, and appendix.

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Table of Contents

Letter of Submission ................................................................................................................... i

DECLARATION ............................................................................................................................ ii

SUPERVISOR’S CERTIFICATE ...................................................................................................... iii

ACKNOWLEDGEMENT ............................................................................................................... iv

EXECUTIVE SUMMARY ............................................................................................................... v

CHAPTER 1 INTRODUCTION ............................................................................................................. 1

1.0 Introduction: .................................................................................................................... 1

1.1 Rationale of the study: ..................................................................................................... 2

1.2 Objective of the study: ..................................................................................................... 2

1.2.1 Main Objective: ......................................................................................................... 2

1.2.2 Specific Objective: ..................................................................................................... 2

1.3 Research Methodology: ................................................................................................... 3

1.3.1 Data Collection: ......................................................................................................... 3

1.3.1.1 Primary Data: ..................................................................................................... 3

1.3.1.2 Secondary Data: ................................................................................................. 3

1.4 Limitations of the study: .................................................................................................. 3

1.5 Organization of the report: .............................................................................................. 4

CHAPTER 2 LITERATURE REVIEW ...................................................................................................... 5

2.0 Literature review .............................................................................................................. 5

CHAPTER 3 COMPANY DETAILS ........................................................................................................ 7

3.1 Name and location of the Company ................................................................................ 7

3.2 Historical background of the telecommunication ........................................................... 7

3.3 About Telenor .................................................................................................................. 8

3.4 About Grameen telecom .................................................................................................. 8

3.5 Company Structure .......................................................................................................... 9

3.6 Divisions and Department ............................................................................................... 9

3.7 Journey of GrameenPhone ............................................................................................ 11

3.8 Name and characteristics of founders ........................................................................... 12

3.9 Existing Share holders .................................................................................................... 13

3.10 Company’s Vision ......................................................................................................... 14

3.11 Company’s Mission ...................................................................................................... 14

3.12 Company’s Objective ................................................................................................... 14

3.13 Company’s Values: ....................................................................................................... 15

3.14 Operating Coverage ..................................................................................................... 15

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3.15 Product and Internet service of GrameenPhone ......................................................... 17

3.16 Company’s Awards: ...................................................................................................... 18

CHAPTER 4 COMPETITIVE SCENARIO & SWOT ANALYSIS OF GRAMEENPHONE .................................... 19

4.1 Competitive Scenario of GrameenPhone ...................................................................... 19

4.2 SWOT analysis ................................................................................................................ 22

4.2.1 SWOT analysis of GrameenPhone ........................................................................... 23

4.2.2 SWOT Analysis of P&O Division:.............................................................................. 25

CHAPTER 5 HRIS: SYSTEM CONSIDERATIONS IN DESIGNING P&O OF GP ............................................ 26

5.1 HRIS ................................................................................................................................ 26

5.2 History of HRIS ............................................................................................................... 27

5.3 Development of HRIS ..................................................................................................... 28

5.4 Components of an HRIS ................................................................................................. 28

5.5 Users of HRIS applications ............................................................................................. 28

5.6 HRIS functions ................................................................................................................ 29

5.6.1 Integrating the Technologies of HR ......................................................................... 29

5.6.2 Increased Efficiency ................................................................................................. 30

5.6.3 Increased Effectiveness ........................................................................................... 30

5.6.4 IT-Enabled Processes............................................................................................... 30

5.7 Cost and benefit of HRIS ................................................................................................ 31

5.8 Key Human Resource functions and risks ...................................................................... 31

5.8.1 HR and payroll data management .......................................................................... 31

5.8.2 Workforce management ......................................................................................... 31

5.8.3 Payroll processing ................................................................................................... 32

5.8.4 System maintenance and integration ..................................................................... 32

5.8.5 Feature article: Implementing self-service functionality ........................................ 32

5.9 Payroll configuration ...................................................................................................... 33

5.10 Feature article: Managing and maintaining the HRMIS ............................................... 34

5.10.1 Change Management ............................................................................................ 34

5.10.2 Interface Management ......................................................................................... 35

5.10.3 User Access Management ..................................................................................... 35

5.10.4 Business Continuity Management ........................................................................ 35

10.11 Best of Breed .............................................................................................................. 36

10.12 System Implementation Process ................................................................................ 36

10.13 Evaluation of Project .................................................................................................. 37

10.14 Potential Pitfalls ......................................................................................................... 37

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CHAPTER 6 INTERNSHIP EXPERIENCES & JOB DESCRIPTION WITH GRAMEENPHONE ............................... 38

6. 1 Starting Journey to Corporate world ............................................................................. 38

6. 2 Daily activities and Reporting........................................................................................ 38

6. 3 Leadership Process ........................................................................................................ 46

6. 4 Strategic Planning.......................................................................................................... 46

CHAPTER 7 FINDINGS OF THE STUDY ............................................................................................... 48

7.1 Conceptual Framework .................................................................................................. 48

7.2 Findings & Overall Impact .............................................................................................. 49

7.3 Solutions offered by HRIS Systems ................................................................................. 50

CHAPTER 8 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ....................................................... 53

8.1 Summary ........................................................................................................................ 53

8.2 RECOMMENDATION ....................................................................................................... 54

8.3 CONCLUSION .................................................................................................................. 55

References: .................................................................................................................................. I

Bibliography: ........................................................................................................................... I

Web References: ................................................................................................................... III

Acceptance Letter: ................................................................................................................ IV

Appendix: ................................................................................................................................... V

Appendix-A: Work Schedule .................................................................................................. V

Appendix-B: Questionnaire ................................................................................................... VI

Appendix-C: Acronyms & Elaborations ............................................................................... VIII

Appendix-D: Index.................................................................................................................. X

Table of Figures

Figure 1: Company structure of GP ............................................................................................ 9

Figure 2: Shareholders of GP .................................................................................................... 13

Figure 3: Location of GP ........................................................................................................... 16

Figure 4: Product and Internet service of GrameenPhone ...................................................... 17

Figure 5: Overview of SAP and PeopleSoft HRMIS payroll configuration ................................ 33

Figure 6: Developed Conceptual Framework of Research Variables and their relationships. . 48

Figure 7: Performance of GP at a glance .................................................................................. 52

Figure 8: Work Schedule ............................................................................................................ V

Figure 9: Acronyms with its elaboration ................................................................................. VIII

Samsul Alam 1

CHAPTER 1 INTRODUCTION

1.0 Introduction: Successful implementation is the central goal of every HRIS project, and it

begins with a comprehensive design for the system. As the steps in the

system development process are covered in this chapter, the foundation

knowledge that is critical to the implementation process will be emphasized.

Only by understanding the users/customers of the HRIS, the technical

possibilities, the software solution parameters, and the systems

implementation process can we increase the probability that the completed

software installation will adequately meet the needs of the HRM function and

the organization. The chapter will begin by identifying the potential users and

the kind of information that the (HRIS) will be managing/ storing to facilitate

decision making. The chapter will next discuss the technical infrastructure,

how the technical infrastructure has evolved, and the many choices that the

organization must make. After the technology is discussed, the systems

implementation process will be presented. Those who have participated in a

system implementation will tell you that success is the result of careful

planning, a dedicated team, top-management support, and an awareness of

potential pitfalls. These same people will also tell you that the implementation

process provides a host of opportunities to reengineer and systematically

improve non software processes to reflect best practices in HRM. These

opportunities should not be ignored, as they can benefit the organization as

much as implementing the software will. Finally, the implementation team

members will tell you that it was the most intense 6 months, year, or 2 years

of their work life but that they learned a lot and every moment of the

experience was worth the time.

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1.1 Rationale of the study: Internship after exam is a 3-credit compulsory course in BBA Program at

Faculty of Business Studies, University of Dhaka. As I am a student of

Management Information Systems (MIS), I am supposed to intern in such a

position where I can get acquainted with the real world usage of Information

Systems. So it‘s my academic duty to prepare an internship report after, at

least, 45-day internship. I prepared this report as of my academic duty after

BBA written exam. As my internship supervisor instructed me to prepare

internship report on HRIS: A Case of Grameenphone Ltd., I prepared this long

formal report on pros and cons of HRIS of Grameenphone Ltd. in Bangladesh

so that the telecommunications knowledge can be enhanced. In other word,

HRIS is one of the latest leading HR technologies that can facilitate P&O

Division.

1.2 Objective of the study: This is an academic work. The study has some objectives that can be

grouped into main objective and specific objectives as follows:

1.2.1 Main Objective:

The main objective of the study is to get idea about the Telecommunications,

HRIS of P&O Division & its operation. This study explores the role of human

resource information systems (HRIS) in strategic human resource

management (SHRM). Other objectives were to observe the functions of the

P&O division, to have idea on human resources of Grameenphone, to identify

pitfalls in existing system practiced by Grameenphone Ltd. and suggest

necessary changes on the policy guideline to enhance the effectiveness and

efficiency of Grameenphone Ltd.

1.2.2 Specific Objective:

The study has some more specific objectives such as:

To investigate the benefits of HRIS

To probe the role of HRIS in strategic activities by HR managers

To explore the overall contribution of HRIS in human resource planning

To identify the competitive position of Grameenphone Ltd. in terms of

HRIS

To review the current technologies used in P&O division

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To understand the overall operational process of HRIS

To review the application of HRIS

To enhance the brand image and strengthen the value chain

management of Grameenphone Ltd.

This paper tries to fulfill all the study objectives by the methodology stated

below:

1.3 Research Methodology: This report is based on the primary and secondary data. This report also

bears the practical knowledge I worked at the particular division during the

internship period. So the methodology is the mixing of primary and secondary

data with practical knowledge.

1.3.1 Data Collection:

In order to make the report more meaningful, both the primary and secondary

data have been collected.

1.3.1.1 Primary Data:

The primary data sources were observation of working procedure while

working in BP including HRIS/HRMIS/PMIS, P&O division, Grameenphone

Ltd., face to face interaction with the GP resource personnel, practical

experience in the different desk of the department.

1.3.1.2 Secondary Data:

Majority of the data will be collected from Annual Report Informal discussion

mainly with my supervisor, printed materials like annual report, brochures,

books and articles on the related factors in the conceptual framework of the

report, GrameenPhone official Websites (http://www.grameenphone.com/)

were used as sources of relevant secondary data.

1.4 Limitations of the study: Although efforts will be made to make the report as comprehensive as

possible, nevertheless, the following limitations have been identified for the

preparation of the report:

Such a short internship period was not sufficient to understand the

insights of HRIS at GP.

Samsul Alam 4

Lack of information due to inadequate telecom publications and

journals.

Data availability could be another big issue here because company

might not want to disclose all the confidential information regarding

their managerial strategies and plans.

Data from different sources were quite inconsistent which created

some problems in making the report.

The outcome of the study can thus be regarded exploratory, and may

not be treated as absolute for the whole country.

All of the respondents are young generation (19-27 years old); their

opinion and preferences may conflict with the elders (more than 35

years old respondents).

All the concerned personnel of the GP‘s different departments may not

be interviewed.

Lack of in-depth knowledge and analytical ability for writing such report.

It was very difficult to collect the information from various personnel for

the job constraint.

1.5 Organization of the report: The first chapter covers the rationale, objective, research methodology,

limitation and organization of the report. The second chapter includes the

literature review, the third chapter includes the overall profile of

Grameenphone Ltd., the fourth chapter elucidates Competitive Scenario &

SWOT Analysis of GrameenPhone, the fifth chapter includes in depth of

HRIS: System Considerations in Designing P&O of GP, the sixth chapter

includes Internship Experiences & Job Description with GrameenPhone, the

seventh chapter describes the findings, and chapter eighth presents the

implication of the results including Summary, Conclusions and

Recommendations.

End of the Chapter

Samsul Alam 5

CHAPTER 2 LITERATURE REVIEW

2.0 Literature review A literature review is a description of the literature relevant to a particular field

or topic. It gives an overview of what has been said, who the key writers are,

what are the prevailing theories & hypothesis, what questions are being asked

& what methods & methodologies are suited.

Albert C. Hyde and Jay M. Shafritz (1977) conducted their study when HRIS was a

new concept and just came into market. They portrayed HRIS as a system useful in

planning and accountability of human resources and as a personnel management

tool too. The authors also specified various modules, advantages, uses etc. of HRIS

at that time and future expectations from HRIS in human resource management.

Grallagher (1986); Broderick and Boudreau (1992) Further, various studies

had offered a conclusive evidence to affirm the role HRIS plays in support of

strategic decision-making. There‘s been a dramatic increase in HRIS‘s usage.

Ulrich (1997) said that using HRIS provides value to the organization and

improves HR professionals‘ own standing in the organization.

Brockbank (1999) suggested the need for HR to become a strategic partner.

HRIS provides management with strategic data not only in recruitment and

retention strategies, but also in merging HRIS data into large-scale corporate

strategy. The data collected from HRIS provides management with decision-

making tool. Through proper HR management, firms are able to perform

calculations that have effects on the business as a whole. Such calculations

include health-care costs per employee, pay benefits as a percentage of

operating expense, cost per hire, return on training, turnover rates and costs,

time required to fill certain jobs, return on human capital invested, and human

value added. It must be noted though, that, none of these calculations result

in cost reduction in the HR function.

Kenneth et. al. (2002) discussed various administrative and strategic

advantages of HRIS. Various administrative advantages underlined by the

author includes employee self-service, interactive voice response etc. the

author also propounded that businesses can leverage from the administrative

cost savings, as well as strategic advantage in the course of information

gathering, processing, and sharing.

Samsul Alam 6

Madhuchanda Mohanty and Santosh Kumar Tripathy (2009) analyzed the

HRIS of NALCO in his study. The author exhibits that the present HRIS of

NALCO has improved the overall pace and competence of HR functions, but

still needs reengineering. The study supports that HRIS is used for

administrative purpose and not analytical purpose. To gain cost effectiveness

in- house development of HRIS is decided but it was very time consuming

process. In addition to this there are some other drawbacks that have to be

surmounted to make the HRIS of NALCO more proficient.

Prof. Dr. Anil C. Bhavsar (2011) discusses various advantages, applications

and importance of HRIS. The author highlighted that ―today's HRIS has the

potential to be an enterprise wide decision support system that helps achieve

both strategic and operational objectives‖.

Dr. Shikha N. Khera and Ms. Karishma Gulati (2012) stated that Human

resource information system (HRIS) is not new concept but it is recuperating

day by day with changing environment. Its major role is in human resource

planning (HRP) which itself a crucial activity in any organization. Ineffective

HRP can lead to extra or fewer numbers of employees than needed. Both

over and under number of employees can create crappy situations. HRIS

helps in proper planning of human resources. This paper focuses on the role

of HRIS in HRP. The research is empirical in nature as 127 respondents from

top 7 IT companies (as per their market share) are taken to see the sights of

the objectives. The survey is done with the assistance of the questionnaire.

After investigation it is concluded that HRIS has various benefits but the

foremost is HRIS stores ample data about the employees of the organizations

that helps in escalating the snail‘s pace of HRP. HRIS also helps in the

strategic activities of HR managers and more in training and development,

succession planning, applicant tracking in recruitment and selection and

manpower planning. While analyzing the overall contribution of HRIS in HRP

it is concluded that HRIS identifies occupied and unoccupied positions in an

organization very effectively and accurately.

End of the Chapter

Samsul Alam 7

CHAPTER 3 COMPANY DETAILS

3.1 Name and location of the Company GrameenPhone limited is now the leading telecommunications service

provider in Bangladesh. It is a joint venture enterprise between Telenor and

Grameen Telecom Corporation, a non-profit sister concern of the

internationally acclaimed microfinance organization and community

development bank Grameen Bank. Telenor is the largest telecommunications

company in Norway and it owns 55.8% shares of GrameenPhone, Grameen

Telecom owns 34.2% and the remaining General Public and other institutions

own 10%. Headquarter of GrameenPhone is situated at Bashundhara

Residential Area. They also have around 14 buildings in Gulshan area, which

was the previous headquarter of GrameenPhone office. None of those are

Grameenphone‟s own building. The ―GP HOUSE‖- GrameenPhone 9-story

headquarter building is located adjacent to the main entrance of the

Bashundhara Residential Area. The building was constructed by ―Associated

Builders Corporation Limited” and Vistaara and Icon Architects (VIA) was the

consultant.

3.2 Historical background of the telecommunication The Telecom market in Bangladesh has differentiated characteristics of very

low Tele-density, inefficiency and totally controlled by capitalization. BTTB

(Bangladesh Telephone and Telegraph Board) is proved to be incapable of

providing sufficient interconnections to meet the demand of mobile services

providers. The state owned BTTB has been the monopoly telephone service

provider in the telecom industry. BTTB provided only fixed line telephony

services in the urban areas where as 80% of the population of Bangladesh

lived in the rural areas. In the telecom sector Bangladesh government allowed

private sector participation in telecom sector by granting the permission to

operate as a private service provider in 1989. This license was awarded to

two operators, BRTA (Bangladesh Rural Telecom Authority) and Sheba

Telecom Pvt. Ltd. Opening its mobile phone sector for private and foreign

investment in 1989, Bangladesh holds the pioneering figure among LDC‘s.

Pacific Telecom launched the country's first mobile phone service.

Samsul Alam 8

3.3 About Telenor Telenor Group is one of the world‘s major mobile operators with 148 million

mobile subscriptions. They have mobile operations in 11 markets and in

additionally 18 markets through their ownership in VimpelCom Ltd. The

Telenor Group is headquartered in Oslo, Norway and listed on the Oslo Stock

Exchange.

3.4 About Grameen telecom The primary mandate of Grameen Telecom (GTC) is to promote development

of tele-communication services in rural areas of the country with a view to

reducing poverty by creating new opportunities for income generation through

self-employment with access to modern information and communication

based technologies. Grameen Telecom, which owns 34.20% of the shares of

GrameenPhone, is a not-for-profit company in Bangladesh established by

Professor Muhammad Yunus, winner of the Nobel Peace Prize 2006.

Grameen Telecom, with its field network, administers the Village Phone

Program, through which GrameenPhone provides its services to the fast

growing rural customers, Grameen Telecom trains the operators and handles

all service-related issues. GTC has been acclaimed for the innovative Village

Phone Program. GTC & its Chairman Nobel Peace prize laureate Professor

Muhammad Yunus have received several awards which include; First ITU

World information Society Award in 2005; Petersburg Prize for Use of the IT

to improve Poor People‘s Lives‖ in 2004; GSM Association Award for ―GSM in

Community Service‖ in 2000.

Samsul Alam 9

3.5 Company Structure GrameenPhone Ltd. Company Structure is given below-

Figure 1: Company structure of GP

3.6 Divisions and Department Commercial Division

o Business Intelligence

o Business Transformation

o CES & DSM

o Customer Experience

o Direct Sales

o DRS

o Marketing

o Product

o Telemarketing & Lead Management, DRS

Communications

o Corporate Communications

o Public Relations

Corporate Affairs

o Legal & Compliance

o Stakeholder Relation

Samsul Alam 10

Finance

o Business Support

o Corporate Finance & Treasury

o Project Cost Transformation & OE

o Taxation

MD

o Financial Services

o Governance & Strategy

o Sourcing

People and Organization (P&O)

o Business Partner (BP)

o Center of Expertise (COE)

o Shared Service

o (Health, Safety, Security & Environment) HSSE

o Compliance

SA

o DRS

Sourcing

o Sourcing Operations

Technology

o Assurance

o Corporate Finance & Treasury

o Implementation

o Operations

o OSS NMS

o Partner Management

o ROM, Operations

o RTS/Operations

o Wholesale Business

Samsul Alam 11

3.7 Journey of GrameenPhone

2013 Start WiFi zone based internet service in Banani and Gulshan. Reached

40.33 million Active subscribers till March 2013. Introducing Smart phones

with connection. Introduce smart internet package with free SMS, Talk time

and MMS. Awarded 3G License and related 10 Mhz of spectrum by

Bangladesh Telecommunication Regulatory Commission (BTRC).

2012 Awarded license for 2G operation for 15 years effective from November

2011; two new affordable packages ‗Amontron‘ and ‗Nishchinto‘ were

launched, 10-second pulse was introduced for all products including helplines;

A GP App was launched to facilitate mobile self-service; Reached 40.02

million Subscribers.

2011 Launched ‗My zone‘- location based discount on usage, Micro SIM cards

for iPhone, Spondon Package with 1-sec pulse; Grameenphone Branded

Handset (C200, QWERTY handset ‗Q100‘ and Android Handset ‗Crystal‘),

Customer Experience Lab, eCare solution; Completed swapping of 7,272 nos.

of BTS; Reached 36.5 Million Subscribers.

2010 Launched New Tariff Plan, ‗MobiCash‘ Financial Service Brand, Ekota

for SME, Baadhon Package, Mobile Application 2005 Development Contest &

Network Campaign; Reached 29.97 Million Subscribers.

2009 Listed on Dhaka Stock Exchange Ltd. and Chittagong Stock Exchange

Ltd.; Launched Internet Modem, Special Olympic Regional Talent Hunt, Stay

Green Campaign, Internet Package P5 & P6, Grameenphone Branded

Handset & Studyline; Reached 21 Million Subscribers.

2008 Introduced BlackBerry Service; Commissioned Brand Positioning &

launched Stay Close & Customer Care Campaign; Reached 20 Million

Subscribers.

2007 Converted to a Public Limited Company; Re-launched Business

Solutions; Launched New VAS, Bull Stock Information, Missed Call Alert &

Pay For Me Service; Re-branded djuice; Reached 16 Million Subscribers.

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2006 Launched Health Line, Smile Prepaid & Xplore Postpaid, Cellbazaar,

Business Solutions for Business Class & Community; Introduced new GP

Logo Following Maiden Decade of Operation; Reached 10 Million

Subscribers.

2005 Launched Electronic Recharge System, djuice Brand Targeting Youth

Segment, EDGE & Voice SMS for the first time in Bangladesh; Reached 4

Million Subscribers.

2004 Reached 2 Million Subscribers.

2003 Launched Prepaid Product with PSTN Connectivity; Reached 1 Million

Subscribers.

2002 Achieved BD Business Award for ―Best Joint Venture Enterprise.

2001 Launched WAP Service.

1999 Launched First Prepaid Service in the Country.

1998 Launched Mobile to Mobile Service (without PSTN Access).

1997 Commenced Operation on the Independence Day of Bangladesh.

1996 Incorporated as a Private Limited Company.

After seventeen years of operations GP achieved 47.1 million Subscribers

and more than 60 thousand Shareholders as of December 2013 are now

empowered under a single network. Now, it is time to move ahead and build a

digital future that will be truly for all.

3.8 Name and characteristics of founders GrameenPhone is a joint venture company comprising of:

Telenor A state-owned telecommunication company from Norway. It has a

long history of successful cooperation with other operators in Russia,

Hungary, Montenegro, Ireland, Bangladesh, Greece, Germany, Australia,

Malaysia etc.

Samsul Alam 13

Grameen Telecom A sister concern of Grameen Bank. It was established by

Grameen Bank to organize and assist those Grameen bank borrowers who

wish to retail telephone services in the rural areas.

Marubeni Corporation A leading investment and trading company from

Japan. The company owns 9.5% of GP.

Gonofone Development Corporation A New York-based telecommunication

development company having investments in many companies in USA,

Russia and other parts of Europe. Gonofone Development Corp. owns 4.5%

of GP.

3.9 Existing Share holders GrameenPhone is the largest mobile operator in Bangladesh. The

shareholders of GrameenPhone contribute their unique, in-depth experience

in both telecommunications and development. It is a joint venture enterprise

between Telenor (55.8%), the largest telecommunications service provider in

Norway with mobile phone operations in 12 other countries, and Grameen

Telecom Corporation (34.2%), a non-profit organization of Bangladesh. The

other 10% shares belong to general retail and institutional investors.

Figure 2: Shareholders of GP

Both are dedicated to Bangladesh and its struggle for economic progress and

have a deep commitment to GrameenPhone and its mission to provide

affordable telephony to the entire population of Bangladesh.

Samsul Alam 14

3.10 Company’s Vision Grameenphone‘s vision is “We’re here to help.” That means

GrameenPhone Ltd. is always there to help the customers get the full

assistance of communications services in their daily lives. They want to make

it simple for the customers to get what and when they want it.

3.11 Company’s Mission The mission of GrameenPhone Ltd is to deliver reliable, widespread,

convenient mobile and cost effective telephone services to the people in

Bangladesh irrespective of where they live. They are providing a total

communication solution to its customers. To do this, the service advance of

GrameenPhone has extensively developed over the last few years.

GrameenPhone subscribers now enjoy all the modern data communication

and content services. Mobile office, internet access, MMS and modern music

and download services are available through the nationwide EDGE enabled

network.

3.12 Company’s Objective GrameenPhone (GP) has been established to provide high-quality GSM

cellular service at affordable prices. GrameenPhone has a dual purpose:

To receive an economic return on its investment

To contribute to the economic development of Bangladesh where

telecommunications can play a critical role

The Company has developed its strategies so that it earns healthy returns for

its shareholders and at the same time, contributes to genuine development of

the country. This is why GrameenPhone, in collaboration with Grameen Bank

and Grameen Telecom, is aiming to place one phone in each village to

contribute significantly to the economic benefit of the poor. It is on the way to

get a total uprising in the telecommunication field. By accomplishing the

success factors, GrameenPhone would like to be recognized as a consistent,

honest and committed company to its valued subscribers and stakeholders.

Samsul Alam 15

3.13 Company’s Values: Make it easy: Everything GP produce should be easy to understand and use.

GP always remember that they try to make customers‘ lives easier.

Keep Promises: Everything GP do should work perfectly. If it doesn‘t, they‘re

there to put things right. They‘re about delivery, not over-promising. They‘re

about actions, not words.

Be Inspiring: GP are creative. They bring energy and imagination to their

work. Everything they produce should look fresh and modern.

Be Respectful: GP acknowledge and respect local cultures. They want to be

a part of local communities wherever they operate. They want to help

customers with their specific needs in a way that suits way of their life best.

3.14 Operating Coverage GrameenPhone has the leading network with the widest coverage in the

country. The GrameenPhone network now covers over 99 percent of the

population and over 87 percent of the land area with the remaining areas

mostly falling under the Sundarbans and the Chittagong Hill Tract areas

where mobile phone coverage is not allowed. Presently GrameenPhone has

covered 462 upazillas of 64 districts.

The company has so far invested more than BDT 10,700 crore (USD 1.6

billion) to build the network infrastructure since its inception in 1997. It has

invested over BDT 3,100 crore (USD 450 million) during the first three

quarters of 2007 while BDT 2,100 crore (USD 310 million) was invested in

2006 alone. Since its inception in March 1997, GrameenPhone has built the

largest cellular network in the country with over 10,000 base stations in more

than 5700 locations. A record 4181 new base stations were put into operation

around the country during the year, crossing the 10,000 base station

milestones in the process. In addition, the entire GrameenPhone network is

EDGE/GPRS enabled, allowing its customers to access high-speed Internet

from anywhere within the coverage area.

Samsul Alam 16

Figure 3: Location of GP

Samsul Alam 17

3.15 Product and Internet service of GrameenPhone

Figure 4: Product and Internet service of GrameenPhone

Samsul Alam 18

3.16 Company’s Awards: Accolades In 2013 In 2013, Grameenphone won a number of awards. With

integrity and hard work, they continue their journey with recognition and

goodwill. They get better every year and their awards inspire them to GO

Beyond.

Best Presented Annual Report 2012 Won the award from the Institute of

Chartered Accountants of Bangladesh (ICAB) in recognition of transparency,

accountability and compliance with local and international standards.

mBillionth Award Grameenphone‘s SMS based solution for maintenance of

tubewells to ensure safe drinking water in partnership with HYSAWA received

mBillionth award by Digital Empowerment Foundation.

Award for Rain Water Harvesting in GPHouse Awarded by the Water Aid

and Rain Forum for rainwater harvesting in GPHouse.

Brand Award Received a total of 5 awards; Three Grand Prix (highest

recognition), One Gold and One Silver at the 3rd edition of the Commward

organized by Brand Forum.

End of the Chapter

Samsul Alam 19

CHAPTER 4 COMPETITIVE SCENARIO & SWOT

ANALYSIS OF GRAMEENPHONE

4.1 Competitive Scenario of GrameenPhone

There are six mobile telephone operators in Bangladesh at the moment.

Among them one is Government owned telephone operator: Teletalk and the

other five are privately owned companies namely GrameenPhone, Banglalink,

Robi, Airtel, Citycell. GrameenPhone Limited, the number one and leading

mobile phone company in the area of telecommunications in Bangladesh.

GrameenPhone Limited managed to grab 44% of the market share only by

providing cost-effective & best service available in the market of mobile

telecommunication. GrameenPhone Limited has made its expansion not only

in the urban areas, but also it stretched its network in the rural areas for the

economic empowerment of the rural people. It has the largest network, the

widest coverage, the biggest subscriber base and more value added services

than any other mobile phone operators in Bangladesh. GrameenPhone

Limited has a very strong competitive position in the telephone industry in the

country.

Samsul Alam 20

Banglalink Digital Communication Limited; previously Orascom Telecom

Bangladesh Limited When Banglalink entered the Bangladesh telecom

industry in February 2005, the scenario changed overnight with mobile

telephony becoming an extremely useful and affordable communication tool

for people across all segments. Banglalink was previously known as Sheba

Telecom which began operation in 1998. It was a joint venture between a

Malaysian Conglomerate, Technology Resources Industries Berhad and a

local firm named Integrated Services Ltd. (ISL). In 2005 Orascom Telecom

Holding (OTH) acquired Sheba Telecom and gave a new trading name

Banglalink. Within one year of operation, Banglalink became the fastest

growing mobile operator of the country. Banglalink represent a market share

of 27.18%. Banglalinks new company name is Banglalink Digital

Communication Limited Banglalink‘s total subscriber is approximately 25.921

million or 2 core 59 lakh 21 thousand subscribers.

Robi Axiata (Bangladesh) Limited Axiata (Bangladesh) Limited is a dynamic

and leading countrywide GSM communication solution provider. It is a joint

venture company between Axiata Group Berhad, Malaysia and NTT

DOCOMO INC, Japan. Axiata (Bangladesh) Limited, formerly known as

Telekom Malaysia International (Bangladesh), commenced its operation in

1997 under the brand name Aktel among the pioneer GSM mobile

telecommunications service providers in Bangladesh. In early 2008, Aktel

slipped from the second position to the third after facing fierce competition

from Banglalink. Aktel boasts of the widest international roaming service in the

market, connecting 315 operators across 170 countries. It is the first operator

in the country to introduce GPRS. Aktel uses GSM 900/1800 MHz standard

and operates on allocated 12.8MHz frequency spectrum. Later, on 28th

March, 2010 the company started its new journey with the brand name Robi.

Robi is the third largest mobile phone operator in Bangladesh in terms of

revenue and subscribers (21.403 million as of March 2013).

Airtel Bangladesh Limited AIRTEL Bangladesh Ltd. is a GSM-based cellular

operator in Bangladesh. Airtel Bangladesh is the sixth mobile phone carrier to

enter the Bangladesh market, and launched commercial operations on May

10, 2007. Warid Telecom International LLC, an Abu Dhabi based consortium,

Samsul Alam 21

sold a majority 70% stake in the company to India's Bharti Airtel Limited for

US$300 million. Bharti Airtel Limited will take management control brand from

20 December 2010. The Bangladesh Telecommunication Regulatory

Commission approved the deal on Jan 4, 2010. Airtel Bangladesh had 7.472

million subscribers as of March 2013.

Citycell Pacific Bangladesh Telecom Limited Citycell (Pacific Bangladesh

Telecom Limited) is the first mobile communications company of Bangladesh.

It is the only CDMA network operator in the country. As of 1 March, 2008,

Citycell's total mobile subscriber base is 1.56 million, up 137 per cent or

680,000 from two years ago, giving it the best growth rate of the company till

date. Citycell is currently owned by Singtel with 45% stake and the rest 55%

owned by Pacific Group and Far East Telecom. By the end of 2007 Citycell

had refurbished its old brand identity and introduced a new logo and corporate

identity; the new logo is very reminiscent of the old logo. However the slogan

has remained unchanged "Because we care". Citycell had 1.451 million

subscribers as of March 2013.

Teletalk Bangladesh Limited TeleTalk (Teletalk Bangladesh Ltd) is a GSM

based state-owned mobile phone company in Bangladesh. TeleTalk started

operating on 29 December, 2004. It is a Public Limited Company of

Bangladesh Government, the state-owned telephone operator. TeleTalk

provide GPRS internet connectivity. Teletalk is the first operator in the country

that gave BTTB (BTCL) incoming facility to its subscribers . The mission

statement of TeleTalk is ―Desher Taka Deshey Rakhun‖ (―Keep your Money in

your Country‖). TeleTalk is the 6th largest mobile phone operator in

Bangladesh with 1.831 million subscribers as of March 2013. Teletalk is the

first mobile operator who serve 3rd generation network service in Bangladesh.

Total Mobile Phone Active subscribers at the end of March 2013:

GrameenPhone Ltd. (GP): Approximately 40.33 million or 4 core 43 lakh 30

thousand subscribers.

Banglalink Digital Communication Limited; previously Orascom

Telecom Bangladesh Limited: Approximately 25.921 million or 2 core 59

lakh 21 thousand subscribers.

Samsul Alam 22

Robi Axiata Limited (Robi): Approximately 21.403 million or 2 core 14 lakh 3

thousand subscribers.

Airel Bangladesh Limited (Airtel): Approximately 7.472 million or 74 lakh 72

thousand subscribers.

Pacific Bangladesh Telecom Limited (Citycell): Approximately 1.451

million or 14 lakh 51 thousand

Teletalk Bangladesh Ltd. (TeleTalk): Approximately 1.831 million or 18 lakh

31 thousand.

N.B. Total Number of subscribers is: Approximately 99.871 million or 9 core

98 lakh 71 thousand.

Operator: Percentage

GP 41%

Banglalink 26%

Robi 22%

Airtel 8%

Citycell 1%

TeleTalk 2%

4.2 SWOT analysis

SWOT analysis is a structured planning method used to evaluate the

Strengths, Weaknesses, Opportunities, and Threats involved in a project or in

a business venture. Setting the objective should be done after the SWOT

analysis has been performed. This would allow achievable goals or objectives

to be set for the organization.

Strengths characteristics of the business or project that give it an advantage

over others.

Weaknesses are characteristics that place the team at a disadvantage

relative to others.

Samsul Alam 23

Opportunities are elements that the project could exploit to its advantage.

Threats are elements in the environment that could cause trouble for the

business or project.

Identification of SWOTs is important because they can inform later steps in

planning to achieve the objective.

4.2.1 SWOT analysis of GrameenPhone SWOT stands for Strength, Weakness,

Opportunity, and Threat. This is a very important tool for a company to

analyze its internal and external environment. The SWOT of GP is:

STRENGTHS:

Largest Geographical Coverage

Largest International roaming Service

Strong Distribution Channels

Pre-Paid service that are so Flexible

Low price handsets with quality and variability for rural people

Lease of Fiber-Optic cable from Bangladesh Railway

Market Leadership & financial soundness

Good Owner Structure

Competitive Price

Dynamic Management Team

24 Hours Customer Services

Skilled Human Resource

Access to the Widest Rural Distribution network through Grameen

Bank

More Attractive VAS (Value Added Services)

High Ethical Standard

Network Availability Brand Name of Grameen Image

Effective Support Organization

Samsul Alam 24

OPPORTUNITIES:

Unmet demand

Possibility of further network expansion

Increasing interconnection with BTTB

Favorable Regulatory Authority

Possibility of innovative products and services

Economic Growth of Bangladesh

New and Better Interconnect Agreement

Huge Demand for Telecom Services

Increased Intentional Activities in Bangladesh

Declining Prices for Handsets

New International Gateway

Flexibility of Mobile Phone

WEAKNESS:

Billing inflexibility

Growing customer dissatisfaction

Lack of follow-up from customers

Deviation from original business plan

Culture Gap

Complicated Pricing Structure

Incomplete Messages through Promotional Activities

Different Departments are not working together

THREATS:

Introduction of BTTB mobile phones

Aggressive marketing by competitors

Possibility of new entrances using GSM Technology

Better relationship of competitors with regulatory body

More Rigid Government Regulations

Upgraded Technology Used by Competitors

Political Instability

Devaluation of Taka

Non‐co‐operation of Government for the Revenue of BTTB

Samsul Alam 25

4.2.2 SWOT Analysis of P&O Division:

Strength: The main strength of GP P&O division is authority to work. GP

P&O division has the authority to maintain the employee properly. The

employees from different division have proper respect for P&O division. This

respect was gained by the P&O division.

Weakness: Still Bangladesh has lack of enough HR persons in the market.

P&O division does not have proper HR persons to provide responsibilities. It

is important to have employees who understand HR and can work according

to HR need.

Opportunity: Grameenphone is a huge organization consisting of more than

5000 employees. These are four types of employees; Regular, Contractual,

Part Time, and Internee. GP P&O division has to look after all types of

employees. Very few Bangladeshi organizations have this kind of opportunity.

An additional thing is GP also has enough financial resources for successful

implementation of HR policies.

Threat: It is also very difficult for GP to handle with such a gigantic number of

employees. It is very normal that any process can be bewildered when there

is not enough internal resource. Sometimes the total process can be

injudicious.

End of the Chapter

Samsul Alam 26

CHAPTER 5 HRIS: SYSTEM CONSIDERATIONS IN

DESIGNING P&O OF GP

5.1 HRIS HRIS shape an integration between human resource management (HRM) and

Information Technology. Even though these systems may rely on centralized

hardware resources operationally, a small group of IS specialists residing

within the personnel department increasingly manage, support, and maintain

them. HRIS support planning, administration, decision-making, and control.

The system supports applications such as employee selection and placement,

payroll, pension and benefits management, intake and training projections,

career-pathing, equity monitoring, and productivity evaluation. These

information systems increase administrative efficiency and produce reports

capable of improving decision-making (Gerardine DeSanctis, 1986: 15). HRIS

systems include the employee name and contact information and all or some

of the following:

department,

job title,

grade,

salary,

salary history,

position history,

supervisor,

training completed,

special qualifications,

ethnicity,

date of birth,

disabilities,

veterans status,

visa status,

benefits selected, and more

Samsul Alam 27

HRIS include reporting capabilities. Some HRIS track applicants before they

become employees. Some HRIS systems are interfaced to payroll or other

financial systems.

Also Known As Human Resources Information System, HRMS, Human

Resources Management System.

Examples The installation of an HRIS has reduced the HR costs and

produced our government-required reports more quickly.

5.2 History of HRIS Early (pre-WW II)

Personnel

Old term for human resources

Historically isolated from core organizational functions

Record keeping

Name, address, phone, employment history

Employee exits and termination

Between 1945 and 1960

Human capital issue

Employee morale

Formal selection and development

No real changes from earlier days

Early (1960s to 1980s)

Personnel became HR

HR was seen as key in organizations

Government and regulatory agencies increased reporting

requirements:

Still, HRIS was used mostly for keeping administrative records

Contemporary HRIS

Large and small businesses are utilizing HRIS

Personal computers have made HRIS available and affordable for any

sized firm

HRIS has evolved from simple record-keeping to complex analytical

tools to assist management decision making

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5.3 Development of HRIS Recent developments in technology have made it possible to create a real-

time Information-based, self-service, and interactive work environment.

Personnel Information Systems have evolved from the automated employee

recordkeeping from the 1960s into more complex reporting and decision

systems of late. Today, managers and employees are assuming activities

once considered the domain of human resource professionals and

administrative personnel. This represents a significant break with the past, but

an improvement in overall organizational effectiveness. Consequently, given

the authority and relevant accessible information for decision making, both

managers and employees respond more quickly to changes.

5.4 Components of an HRIS Kovach et al., (1999) presented the three major functional components in any

HRIS. The Input function enters personnel information into the HRIS. Data

entry in the past had been one way, but today, scanning technology permits

scanning and storage of actual image off an original document, including

signatures and handwritten notes. Moreover, the most visible function of an

HRIS is the output generated. According to Kovach et al., (1999), to generate

valuable output for computer users, the HRIS have to process that output,

make the necessary calculations, and then format the presentation in a way

that could be understood. However, the note of caution is that, while it is easy

to think of HR information systems in terms of the hardware and software

packages used to implement them and to measure them by the number of

workstations, applications or users who log onto the system, the most

important elements of HRIS are not the computers, rather, the information.

5.5 Users of HRIS applications HRIS meet the needs of a number of organizational stakeholders. Typically,

the people in the firm who interact with the HRIS are segmented into three

groups:

(1) HR professionals,

(2) managers in functional areas (production, marketing, engineering etc.) and

(3) employees. HR professionals rely on the HRIS in fulfilling job functions

(regulatory reporting and compliance, compensation analysis, payroll,

Samsul Alam 29

pension, and profit sharing administration, skill inventory, & benefits

administration etc.).

Thus, for the HR professional there is an increasing reliance on the HRIS to

fulfill even the most elementary job tasks. As human capital plays a larger role

in competitive advantage, functional managers expect the HRIS to provide

functionality to meet the unit‘s goals and objectives. Moreover, managers rely

on the HRIS‘s capabilities to provide superior data collection and analysis,

especially for performance appraisal and performance management.

Additionally, it also includes skill testing, assessment and development,

résumé processing, recruitment and retention, team and project management,

and management development. Finally, the individual employees become end

users of many HRIS applications. The increased complexity of employee

benefit options and the corresponding need to monitor and modify category

selections more frequently has increased the awareness of HRIS functionality

among employees. Web-based access and self-service options have

simplified the modification process and enhanced the usability of many benefit

options and administration alternative for most employees.

5.6 HRIS functions Functional HRIS must create an information system that enables an

assimilation of policies and procedures used to manage the firm‘s human

capital as well as the procedure necessary to operate the computer hardware

and software applications. While information technology affects Human

Resource (HR) practices HRIS and HRIS administration comprise a distinct

supporting function within HR.

Some of the HRIS functions include the following:

5.6.1 Integrating the Technologies of HR Is a fact, that developments in Information

Technology have dramatically affected traditional HR functions with nearly

every HR function (example, compensation, staffing, and training)

experiencing some sort of reengineering of its processes. However, this

process of change has created significant challenges for HR professionals

resulting in the transformation of traditional processes into on-line processes.

Samsul Alam 30

5.6.2 Increased Efficiency Rapid computing technology has allowed more

transactions to occur with fewer fixed resources. Typical examples are payroll,

flexible benefits administration, and health benefits processing. Though

technologies of early mainframes provided significant efficiencies in these

areas, the difference is that the record processing efficiencies that were once

only available to large firms are now readily available to any organization size.

5.6.3 Increased Effectiveness Most often, as with processes, computer technology is

designed to improve effectiveness either by in terms of the accuracy of

information or by using the technology to simplify the process. This is

especially the case where large data sets require reconciliation. However,

onerous manual reconciliation processes may be executed faster, but also

with near perfect accuracy using automated systems. For instance, pension

and profit sharing applications, benefits administration, and employee

activities are just to mention but a few. Using computer technology in these

processes ensures accurate results and offer substantial simplification and

timeliness over manual processing. Consequently, the vast majority of HR

functions have had some degree of automation applied in order to gain both

efficiency and effectiveness.

5.6.4 IT-Enabled Processes While many of the application areas‘ gains are through

increased effectiveness and efficiency over manual processing, some are only

possible using contemporary technologies. Most notably, computer-based

(web-based) training is a growing area of HR practice that was not available

until computer software was created. Even computer-based training was not

as practical as it is today because it was geographically dispersed until the

training was upgraded from computer-based to web-accessible training.

However, by taking traditional computer-based training programs and making

them accessible on the Internet, firms have created a powerful tool to upgrade

and assess employee skill sets. Moreover, many other traditional HR

functions have evolved Information Technology (IT) -dependent components

with the advent of the Internet. Online recruitment centers, along with the

ability to conduct virtual interviews, background checks, and personnel tests

on-line have dramatically changed those processes, increasing the

geographic reach of firms for potential employees.

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5.7 Cost and benefit of HRIS An HRIS system represents a large investment decision for companies of all

sizes. Therefore, a convincing case to persuade decision makers about the

HRIS benefits is necessary. The common benefits of HRIS frequently cited in

studies included, improved accuracy, the provision of timely and quick access

to information, and the saving of costs. Kovach et al., (2002) listed several

administrative and strategic advantages to using HRIS. Similarly, Beckers and

Bsat (2002) pointed out at least five reasons why companies should use

HRIS. These are:

Increase competitiveness by improving HR practices

Produce a greater number and variety of HR operations

Shift the focus of HR from the processing of transactions to strategic

HRM

Make employees part of HRIS, and

Reengineer the entire HR function

5.8 Key Human Resource functions and risks Establishing and monitoring the effectiveness of internal controls are

important management functions and the key functions and risk showing the

details of better practice controls that are relevant to mitigating risks is given

below:

5.8.1 HR and payroll data management Input and maintenance of HR and payroll

data poses a significant area of risk in any HRMIS. It is important that controls

are implemented to contribute to the maintenance of HR and payroll data that

provides for accurate and complete employee information and payroll

transactions.

5.8.2 Workforce management Workforce management is a key strategic

consideration within government entities. As with most other organizations,

human capital is considered a significant asset, and the recruitment and

maintenance of the right workforce is the key to success for operational and

strategic objectives. Here we focuse on workforce management activities

within a HRMIS to strengthen processes associated with the collection and

maintenance of employee information, and in this context, the main activities

that are discussed are:

Samsul Alam 32

• Employee commencements; and

• Employee exits and terminations.

5.8.3 Payroll processing and administration Payroll processing and administration is

highly dependent on a number of inter-linking HR functions. The HRMIS

provides a number of functions in performing payroll calculations that are

crucial to ensuring that calculations are accurately performed. There are a

number of supporting controls, particularly relevant to payroll disbursement

and posting of payroll expenses to the General Ledger.

5.8.4 System maintenance and integration There are a number of functions and

configuration options that can be used within an HRMIS to enhance the

control environment or to increase efficiency within HR management

processes. The chapter recognizes that the extent of configuration of system

controls varies across organizations. Factors such as entity size, size of the

HR team, and whether payroll processing is outsourced contribute to the

business requirements to operate and configure controls.

5.8.5 Feature article: Implementing self-service functionality Self-service applications are

becoming a primary method to control costs and deliver HR services. These

applications provide a web based interface for employees to perform certain

transactions without the need to interact with the HR area. The key benefits

derived from self-service applications are increases in service availability and

quality, and a decrease in costs and completion time of transactions. Through

self-service functionality, employees can:

• update their personal and banking details;

• apply for leave and other benefits;

• view pay-slips online; and

• view internal job vacancies.

These self-service applications include functionality for managers, such as:

• approve timesheets, leave requests and expense claims;

• make corrections to clock in/out entries submitted by an employee;

• initiate personnel change requests such as promotions, salary increases,

transfers and terminations; and

• access to employee information such as phone list or employee profile.A key

benefit of the self-service implementation is that as routine administrative

Samsul Alam 33

services are performed almost immediately without direct HR intervention, the

HR function can focus on other operational matters rather than processing

activities. However, implementing a self-service solution, such as Employee

Self Service (ESS), requires a carefully planned change management

process, not only for the HR function, but also for employees and managers.

Consideration of the following steps is important to the implementation and

operation of a self-service process:

• determine efficiencies to be gained;

• provide adequate training to employees;

• educate employees and managers on the individual benefits;

• establish an approval process for changes to employee files;

• implement a change management process; and

• develop and implement information security requirements.

5.9 Payroll configuration Subject to time information being accurately captured, the use of a HRMIS

enables a highly automated and accurate payroll calculation. Configured

correctly, payroll schemas 20 and rules result in a stable payroll calculation.

However, if performed incorrectly they can produce errors which are difficult to

rectify. HR and payroll systems have different database structures and as a

result the way in which HR functions and operations are performed differ

between HRMIS applications. Understanding the way in which the HRMIS

performs payroll functions is important in designing reports, or identifying and

fixing processing errors. The relationship between schemas and other

components of payroll processing is illustrated below:

Figure 5: Overview of SAP and PeopleSoft HRMIS payroll configuration

HRMIS Functions and Operations

e.g. payroll processing

HRMIS Database

Schema/Structure

HRMIS Master Data

e.g. employee data

Rules

e.g. taxation rules,

superannuation rules

Payroll Results

Samsul Alam 34

Within the SAP HRMIS application, payroll schemas and rules are the bridge

between HR master data and payroll results. A payroll schema specifies

payroll functions, with each performing a specific operation (for example,

reading data, calculating taxes, processing wage types). Within a PeopleSoft

environment, establishment of the Human Resources and Global Payroll

Tables is the necessary step to enable an accurate and automated

calculation. Further configuration of elements and rules will enable

‗customary‘ payroll processing, while specialized elements and rules can

assist with meeting legislative superannuation and payroll taxation

requirements.

5.10 Feature article: Managing and maintaining the HRMIS Establishing an effective control environment is critical to ensuring that HR

information and processing is accurate and complete and that the integrity

and confidentiality of information is maintained. Undetected weaknesses in

the processes and controls that manage the information technology control

environment may reduce the effectiveness of HRMIS controls. The following

guidance may be of assistance in determining the effectiveness of important

controls in the IT environment.

5.10.1 Change Management Effective change management controls are important

to ensure that changes are authorized and appropriately tested before being

introduced into the production system. Change management weaknesses

may impair the proper classification and reporting of HR expenses and may

reduce the integrity of information contained in employee records. A change

management process should be maintained for the HRMIS. The change

management process should also prevent changes being made to employee

data, payroll reference data and its configuration without appropriate

authorizations, such that:

• all requests for changes to the HRMIS application or changes to the

underlying database structure should be reviewed and approved by the HR

head prior to being implemented;

• all changes should be adequately tested prior to being implemented in the

production environment;

Samsul Alam 35

• segregation of duty controls should be implemented to restrict the ability of

staff to make system changes in both the production database and the

configuration of the HRMIS software.

Management of the implementation of software updates should:

• assess the source of the update

• test the implementation of the update

• include user acceptance testing following installation of the update

• include documentation of a ‗roll-back plan‘ that describes the process

required to restore the application and database settings to its previous state.

5.10.2 Interface Management Interfaces to the HRMIS present a significant area of

risk to maintaining the integrity and confidentiality of HR information.

Interfaces include the internal interface to the General Ledger and other

business systems. External interfaces may include interfaces to ComSuper

and the Australian Taxation Office.

5.10.3 User Access Management Effective user access management controls

provide assurance that HR systems are appropriately secured to prevent

unauthorized use, disclosure, modification or loss of data. User access

management is also a critical component in providing effective segregation of

duties, such that:

• Access or changes to access privileges should be approved and

documented;

• Users of the HRMIS should be uniquely identifiable;

• Administrator access or ‗privileged‘ access should be limited within the HR

team;

• System access should be based on user roles‘— HR Manager, Line-

Manager, etc.; and

• System access privileges and business rules should comply with

segregation of duty requirements.

5.10.4 Business Continuity Management The maintenance of any system requires

considerations of steps that would be taken should interruption be

experienced in the function of the system. With numerous compliance and

legislative requirements relevant to the HR and payroll processes, entities

Samsul Alam 36

must be confident that they have procedures in place to recover from such

interruption, such that:

• Entities should have a documented strategy for management of the cyclical

backup of HR data and programs;

• Retention periods and storage requirements for HR data, messages, reports

and output files should be defined; and

• Requirements should be identified and implemented for the protection of

sensitive information and to safeguard against the unauthorized disclosure or

modification of sensitive HR information.

10.11 Best of Breed An HRIS exists as one of the main parts of an overall ERP software solution

for the company. Yet the HRIS is not a monolithic solution even within HR

business processes. There exist alternative software applications that solve

specific HR business issues. This section addresses these types of solutions,

the pros and cons of using multiple applications, and technical infrastructure.

In general, an architecture that combines products from multiple vendors is

called “best of breed” (BOB).

10.12 System Implementation Process A variety of authors, consultants, and others have discussed implementation

methods for information systems. Rampton, Turnbull, and Doran (1999)

discuss 13 steps in the implementation process. Jessup and Valacich (1999)

divide the implementation of a system into 5 steps, with a focus on the

systems side of the process. Regan and O‘Conner (2002) provide 8 steps for

implementing information systems. Some organizations have proprietary

processes that they use for all implementations. Points to remember as this

section is examined are as follows:

(1) This is a process that will take a team of individuals anywhere from 6

weeks to 3 years to complete;

(2) A variety of ways to manage this process may be attempted, so long as

the key issues are examined and organizational goals for the implementation

are achieved; and

(3) There is no single definitive approach to be used in all situations.

Samsul Alam 37

10.13 Evaluation of Project Every project provides an opportunity to learn something about what might

have been done better. Any organization that plans to maintain a large

information system should begin to collect regular data about what worked,

what did not work, and where potential areas for improvement exist. A specific

schedule of measurement or identification of milestones and related reporting

should be created during the planning process and adhered to rigorously.

Measurement milestones could be weekly, quarterly, or attached to each

major step in the implementation process. In addition, a dollar value should be

assigned to each critical step so that budgets can be assessed and evaluated.

The emphasis here should be on measurement of important business metrics.

10.14 Potential Pitfalls A comprehensive list of what might go wrong during an HRIS implementation

would be woefully incomplete. Instead, some of the most common pitfalls are

reiterated here:

Poor planning

Incomplete steering committee or steering committee without top

management support

Implementation team problems or incomplete implementation team

Failure to adequately assess the politics of the organization

Insufficient process mapping

Scope creep

Poor implementation of or insufficient change management

End of the Chapter

Samsul Alam 38

CHAPTER 6 INTERNSHIP EXPERIENCES & JOB

DESCRIPTION WITH GRAMEENPHONE

6. 1 Starting Journey to Corporate world In my 1 months and 15 days journey in GrameenPhone I go through different

type of responsibilities. I was assigned for Business Partner team of P&O

(People and Organization) division of grameenPhone. At the very first week I

go through introducing with my supervisor, my team members & collogues.

My job is started from 2nd week. As I was in BP team under P&O division, my

basic responsibility there was to data entry, assisting building, editing,

updating HR databases, informing the prospective applicants for their written

and oral test, & also helping take the examination & recruiting process of GP

of the applicants using IS. I did these job responsibilities using MS word,

excel, Oracle GP i-recruitment & GP scanning tool according to my

supervisor‘s requirements. My supervisor (Rahat Chowdhury) tagged me with

Kayema Alam and she assigned me to do different tasks at different times.

6. 2 Daily activities and Reporting Some list of works what I have done in my internship period are given bellow:

Date Job Tile Job Description

19 Feb, 14

Wednesday

(10.00 am-

5.00 pm)

Introduction At the very beginning of my internship I was

asked to work with Kayema Alam (Senior

Executive Service Center | Shared Service |

People & Organization) and she provided me

with an internee pass card conveyed me about

the details of the job I will do. Before this I

signed the contract form and thus agreed with

their agreement. That day I introduced with

someone and did nothing.

20 Feb, 14

Thursday

(8.30 am-

5.00 pm)

Getting PC &

User ID

I‘s provided with a HP branded Laptop PC with

user ID: sam.sul.alam@grameenphone.com

with a unique password. I activated my account

and accessed to the GP communicator.

Samsul Alam 39

Preparing

Clearance

Letter

I was called to make the clearance letter for

those interns who previously have completed

and now are doing their internship at GP. I

started the job of making internship completion

letter & nearly 40 letters were completed.

Calling

applicants

who applied

for Senior

Executive,

GPC

At about 10.30 am, I was asked to call those

applicants who had applied for the position of

Senior Executive, GPC to convey them that

there is a written test that will be held on 25

Feb, 14 at 10.oo am in the respective regional

office. All the candidates were the existing

employees of GP. 115 candidates were called

by me.

24 Feb, 14

Monday

(9.30 am-

5.00 pm)

Providing

Information to

applicants for

Senior

executive,

GPC position

The remaining candidates who were not

informed due to unreached condition & wrong

contact number were called by me for providing

relevant written test information.

Updating

applicants‘

database

Previous periods when I called to the

candidates I found some mistakes in database

that were updated and saved by me. In this

case the employees‘ current zone was updated.

At the same time I added the email number with

each employee list. 241 existing employees

who are candidates for senior executive, GPC

position were updated.

25 Feb, 14

Tuesday

(9.00 am-

5.00 pm)

Tagged with

Ruhul Amin

for performing

duties in exam

hall

Mrs. Kayema called me to stay in the exam hall

where there was an exam for senior executive,

GPC position with Mr. Ruhul Amin. I provided

and collected the script and monitor the exam

from 10 am-11 am.

Receiving I was called to receive the applicants‘ who had

Samsul Alam 40

applicants for

viva voce of

junior officer,

Implementatio

n department

under

Technology

Division

to appear in the viva voce. I received the two

respective candidates from the GP House gate

after collecting their signature. And after that I

took them to the viva voce room and after

completion I took them for their departure.

Completing

clearance

Letter

After lunch I again sat with the clearance letter

and completed all 66 letters successfully.

26 Feb, 14

Wednesday

(9.30 am-

5.00 pm)

Creating a

database for

Interns

Mr. Rahat Chowdhury asked me to build a

database with all the interns who completed

their internship in 2013 and are completing in

2014. For this purpose I scanned all the

hardcopy documents and thus built a database

with these softcopy with individual file. That day

I completed about 40 interns‘ record.

Meeting with

Rahat

Chowdhury

Mr. Rahat Chowdhury who is the supervisor of

mine sat at a meeting room to discuss with me

individually about different matters.

Working with

Oracle Suite

I worked in the Oracle suite Grameenphone i-

recruitment to remove the applicants from

database who were rejected offer evaluation of

written test. About 200 applicants data were

removed from the suite.

27 Feb, 14

Thursday

(9.30 am-

5.00 pm)

Completing

interns‘

database

The predefined task of building a database with

all the interns of 2013 and 2014 from hardcopy

by scanning documents was completed where I

scanned the agreement papers, bio data,

academic certificates, forwarding letter and

other documents. 61 interns‘ of 2013 & 67 of

2014 documents were prepared for the

Samsul Alam 41

database and a complete database was

created that day.

Working with

Oracle i-

recruitment

suit

I myself with Rumana Haque Chowdhury did

the job of removing rejected candidates‘ list

from database where I did about 1100 among

1400 candidates.

04 March,

2014

Tuesday

(7.30 am-

5.00 pm)

Transferring

candidates‘ list

of Next

Business

Leader (NBL)

Firstly I printed the list of candidates and

submitted the papers to information desk.

Assigned to

HRMIS or

PMIS team

I attended the meeting in silence room with

Mrs. Kayema Alam and the team Leader

Rubaiyat Salam of PMIS team and I was asked

to work with HRMIS team where they use tools

to handle the employee database with new

creation, modification etc. That day no job was

assigned to me.

05 March,

2014

Wednesday

(9.00 am-

5.00 pm)

Working with

Tania Jahan

for creating

employee

database in

PMIS team

I was called to work together with Tania Jahan

for building a complete employee database

from about 20000 sheets of employee records

that are in hardcopy format. I understood the

purpose, how it will work and how to do the job.

Working with

Rumana

Haque

Chowdhury in

Mrs. Kayema

Alam‘s Oracle

account

That day I also worked with Rumana Haque

Chowdhury in Oracle Grameenphone i-

recruitment suit.

06 March,

2014

Working with

Oracle Suite

I worked in Oracle suit for removing those

candidates list who were not selected primarily

Samsul Alam 42

Thursday

(7.30 am-

5.00 pm)

from oracle suite.

09 March,

2014

Sunday

(7.30 am-

6.30 pm)

Working with

Oracle Suite

I logged in to Mrs. Kayema Alam‘s account and

started to remove job applicants‘ list from

database. I removed 538 candidates records.

Working with

HRMIS team

I updated the employee database who joined in

3rd August in GP. I did 41 employees‘ database

update successfully with a scanning tool.

Meeting with

Mrs. Kayema

Alam & Rahat

Chowdhury

I was called for meeting with Mrs. Kayema

Alam and Rahat Chowdhury. I attended the

meeting. Different topics were discussed there.

10 March,

2014

Monday

(7.30 am-

5.00 pm)

Working in

Oracle Suite

I entered Mrs. Kayema Alam‘s Grameenphone

i-recruitment suite account and did my pre-

assigned job of removing rejected candidates.

892 candidates‘ records were updated from

database.

Working in

PMIS

After completing i-recruitment job I started

PMIS team‘s work. 50 employees‘ database

was updated by me in that time.

11 March,

2014

Tuesday

(7.30 am-

5.00 pm)

Updating

database

The remaining job of one day‘s employees

appointment file was updated 55 employees

records in PMIS team using scanning tool.

Organizing CV The interested persons who submitted their CV

were applied online for a post. I collected those

CVs and categorizing according to group such

as Business, Science, Arts, Law, & others in

the folders.

12 March,

2014

Wednesday

(7.30 am-

Updating

employee

database

I updated the employee database by using

scanning tool. I updated all 106 folders of

employees where there was 106 folders on the

month of 3rd September.

Samsul Alam 43

5.00 pm) Entering

applicants‘

information

into database

I entered the applicants who are interested in

GP and submitted their CVs online according to

Name, University, Major Subject, CGPA/Grade,

Extra-Curricular activities, Experience etc. for

the group of Arts. All 39 were entered into

database.

13 March,

2014

Thursday

(7.30 am-

5.00 pm)

Entering

applicants‘

info into

database

I entered all the applicants‘ information of

Business group, LLB, Science, & other

background into the database. I did 555

applicants tasks.

Updating

database

The employee info of 3rd October was updated

by me. I did 428 file updated.

30 March,

2014

Sunday

(7.30 am-

5.00 pm)

Preparing

interns‘

database

I scanned all the forwarding letters, certificates

& other related file of interns to complete the

interns‘ database of 2014, 1st session. I did

about 60 interns‘ file.

Employee

data entry

I entered 600 employees‘ records into the excel

file according to their local ID, Name, &

Address.

31 March,

2014

Monday

(7.30 am-

5.00 pm)

Employee

data entry

After entering the office I did the task of typing

employee job GP Local ID, Name, & Address

into MS excel. I did 128 numbers of employees.

Playing Role

as an

examiner

That day there was a written exam for Senior

Executive, BI. The exam was from 10 am to 11

am. I received the applicants and took them to

the exam hall that was taken in the cafeteria,

GP House and played role as an examiner. I

also help them to exit.

Collecting

PMIS data

The data related to PMIS of GP was collected

by me from Mr. Rubaiyat Salam, team leader of

PMIS.

Samsul Alam 44

I personally conducted with Mr. Rubaiyat Salam who is the team leader of

HRMIS/PMIS team. I gathered some HRIS related data from him by asking

some questionnaires and he replied with the following aspects:

The HRMIS is a sub-section under service center section of shared service,

P&O Division. Here all HR related job is performed automatically where a lot

of software is used. There is no manual task to perform. The GP with other

14/15 co-business partner use software under global alignment that is

WorkDay (Jan, 2013) where the software is provided from Telenor group. The

Work Day, Local system ERP (BD) are synchronized with Oracle Suite. All the

co-business partners are capable of sharing the job simultaneously

worldwide. There are 14 leading persons who are responsible for operating

the software country wise.

GP use in the P&O division the single software in Bangladesh named GPLife

(Local ERP system, 2010) that is used in GP House only. By this software GP

perform all the HR related business process that include hiring, recruiting,

promoting etc. GPLife is used for handling various tasks such as preserving

the records of over time tasks of employees.

The HRIS enables the GP perform, manage & control the HR with time saving

where the manual traditional system would take a lot of time to perform these

jobs. The responsive people can get the required information anytime when

they require with the help of Work Day. This access reduces the time of

acquiring information.

The HRMIS team was created on June, 2012. The total number of team

members is 4 where Rubaiyat Salam is the current leader. The members of

PMIS is Engineering background graduates. The MIS graduates can also get

the opportunity of working here. The objective of HRMIS is to manage the

transaction, movement, and to preserve the current employee data. Every HR

management related job is performed by HRIS. All the GP employees‘ file is

preserved at least 20 years in the GP data center. The team monitors the

employee promotion, transferring including international promotion.

The HRMIS team contributed a lot to GP. It is running and managing

successfully. In 2010 GP launched automated HRM system and in 2013 it

aligned to global HRM system.

Samsul Alam 45

The HRMIS team has recently added with the HR Reporting team. As the

core ingredient of HR evaluation is the appropriate reporting, if expected

report is provided then it would work as a guideline. GP Life-2 is launching

soon in GP local market.

There are about 142 employees currently working with GP P&O division

where there are 10 employees are part time employees and 10 are internee.

There are about 2500 total employees where 70 are internee currently

working in GP.

I did some HRMIS related tasks including the preservation of employee

documents. I helped the team archiving the information. To access the soft

copy of employee documents GPEPF (Grameenphone Employee Personal

File) is used. It is a Visual basic interface software with which I worked.

In GP I found convenient physical work environment where there exists:

Security;

Bonus;

Promotion;

Training;

Free transportation;

Canteen facilities;

The GP organizational Culture is also very favorable. It includes:

Build effective alliances with other customer service ;

Maintaining competitive qualities through whole process of work ;

Positioning skilled human resources ;

Maintaining high ethical standard ;

The Grameenphone is not involves any political activities.

With the satisfactory remuneration and other facilities and overall IT based

organization, employees are very much satisfied with GP.

Samsul Alam 46

6. 3 Leadership Process The P&O Division in GP is geared to meet human resource development and

training needs. In spite of its multinational characteristics, it emphasizes more

on building local expertise in the telecommunication sector. Some of the

leadership development plans include: training, coaching, new tasks/project

work, job rotation, and others. GP has agreements with the Stockholm School

of Economics in Sweden, the Singapore Institute of Management, the

Hyderabad-based Indian School of Business and the British Council for

providing ―Management Development‖ training to GP employees. In addition,

GP provides educational grants every year to 100 employees encouraging

employees to go for higher education. For the current and upcoming leaders

of GP, ―Telenor CORE Leadership Training‖ is offered every year. This

program is designed to help leaders fulfill GP leadership expectations by

increasing skills in practical leadership and their motivation to lead.

Management function involves planning, communicating, measuring,

changing and mentoring. It has clear standard benchmark through which

performance is measured and rewarded. Specific guidelines and standards

are adopted as part of its leadership process for holding managers

accountable for quality, including supervisors and others, which are designed

for different levels and functions within the company. Customer focus and

continuous quality improvement process are effectively communicated to all

employees within the company. The Code of Conduct it has adopted is

followed and is applicable for all of its stakeholders, which is also monitored.

Senior management is very committed to all continuous improvement efforts.

6. 4 Strategic Planning The effective and efficient management and defined strategy are the

ingredients for GP‘s present strong position in the market. Strategic Planning

process is based on at least next three years scenario analysis. Based on the

midterm plan, it also chalks out annual plan at the beginning of each year.

Strategic planning is used regularly to develop goals and objectives for

improving quality. The organization has established a complete strategic plan

for addressing quality improvement, including mission, vision, goals, specific

tasks, targets and programs. All levels of the company participate in some

Samsul Alam 47

form of strategic planning. The compensation packages include performance

bonuses for every regular employee. Performance bonus is fixed considering

company‘s performance and individual achievements. Company performance

is measured through predefined Revenue Target, Market share position as

well as EBITA Margin. Individual achievement measures through predefined

goals set for each individual by the management as well as performance of

the team. The management at the beginning of the year set departmental

goals with high priority to low priority level. GP has a dedicated team named

―Business Intelligence Team‖ which is responsible for collecting and

monitoring the business dynamics of the telecom market. Strategic Planning

process incorporates the behavior of its competitors and based on it the brand

and product design team offers competitive products and value added

services from time to time. Strategic planning includes key performance

indicators, surveys, benchmark data, and other quality information to ensure

that strategic planning is strong and viable for all parts of the Company.

Operating plans are developed throughout the entire company, linked to the

company's overall strategy. Managers are held accountable for meeting

strategic goals. Information and Analysis Fully integrated and highly

sophisticated MIS system ensures the high quality data management system

of GP. GP uses external benchmarks and competitive data to drive

improvements, operating performances and planning. Competitive data is also

found very extensive. Through its Business Intelligence Team it collects key

cost, financial, operating, and other data and translating it into useful

information for employees and decision makers, which supports both

operating and long-term planning decisions. Human Resources Capital and

Process Management Employee growth plans, including training programs,

career development paths, evaluation/self-awareness processes,

compensation, empowerment, and measurable results are fully implemented

and integrated with strategic planning process. Human Resource Division is

part of the Management Team.

End of the Chapter

Samsul Alam 48

CHAPTER 7 FINDINGS OF THE STUDY

7.1 Conceptual Framework In this paper, therefore aims to identify the relationship among the factors

such as HRM practices and employee work -related attitude.

Figure 6: Developed Conceptual Framework of Research Variables and their relationships.

There is a significant relationship between job security and employee job

satisfaction, in context of Grameenphone Limited.

There is a significant relationship between compensation and employee job

satisfaction, in context of Grameenphone Limited.

There is a significant relationship between motivation and employee job

satisfaction, in context of Grameenphone Limited.

There is a significant relationship between promotion and employee job

satisfaction, in context of Grameenphone Limited.

Conceptual Framework

Samsul Alam 49

7.2 Findings & Overall Impact From the above empirical description, GrameenPhone has

contributed to development in Bangladesh in several ways:

Building technical infrastructure with increasingly more advanced

services, working towards a critical mass, where telecommunication

impact on development will increase significantly.

Wages and payments paid out to close 100,000 people, with

considerable income effects.

Through professional HR practices and training programs enhancing

human capital as well as setting a standard for behavior and conduct.

Through community services which help fund basic services for poor

people. It seems that the impact of GrameenPhone on the

development of Bangladesh is very significant, and also clearly beyond

what is traditionally expected from a private company, such as

investments, wages and taxes. The code of conduct, HSE policy, HR

practices and extended business activities seem to play an important

role in GrameenPhone and also have effects beyond the

company's own specific goals. A particularly interesting observation is

the "intellectual domestication" process going on, most likely implying

increasing management independence.

Grameenphone has great contribution on economy:

It pays over tk. 6 billion in the tax section in recent year.

It creates a large number of job opportunities, which reduce

unemployment problem.

And they do much work to develop the economic system of our

country.

HRIS is geared toward enhancing the capacity of HR management to:

Absorb new and promising technologies

Simplify workflow

Optimize precision, stability and credibility of workforce data

Simplify the deployment and collection of data

Samsul Alam 50

An efficient HRIS helps an organization track:

Administration of all staff data

Reporting and evaluation of staff data

Company-related records, including staff handbooks, disaster

evacuation methods and security recommendations

Rewards management, such as enrollment, status modifications and

updating of personal data

Comprehensive integration with payroll, in addition to other accounting

systems and financial software

Applicant monitoring and resume administration

Paid time off (PTO) and attendance

Pay scale history

Positions and pay grades

Overall performance development strategies

Coaching obtained

Disciplinary actions

Personal staff data

Key staff succession plans

Identification of prospective staff

Applicant administration, including interview process and selection

7.3 Solutions offered by HRIS Systems

There are a number of solutions offered to a company that adopts a HRIS.

Some of these include solutions in training, payroll, HR, compliance, and

recruiting. The majority of quality HRIS systems include flexible designs that

feature databases that are integrated with a wide range of features available.

Ideally, they will also include the ability to create reports and analyze

information quickly and accurately, in order to make the workforce easier to

manage.

Through the efficiency advantages conferred by HRIS systems, a HR

administrator can obtain many hours of his or her day back instead of

Samsul Alam 51

spending these hours dealing with non-strategic, mundane tasks required to

run the administrative-side of HR.

Similarly, a HRIS allows employees to exchange information with greater

ease and without the need for paper through the provision of a single location

for announcements, external web links, and company policies. This location is

designed to be centralized and accessed easily from anywhere within the

company, which also serves to reduce redundancy within the organization.

For example, when employees wish to complete frequently recurring activities

such as requests for time off or electronic pay stubs and changes in W-4

forms—such procedures can be taken care of in an automated fashion

without the need for human supervision or intervention. As a result, less

paperwork occurs and approvals, when designed, may be appropriated more

efficiently and in less time.

The HRIS has a great impact from GPIT that contributes a lot to GP. The

impact is shown below:

Associate Company: IT Company

Name of the Company: Grameenphone IT Ltd.

Holding Activity: 49%

Credit Rating: The Company‘s credit rating was reaffirmed by Credit Rating

Agency of Bangladesh Ltd. (CRAB) on December 24, 2013.

Long Term: AAA

Short Term: ST-1

Current tax

Current tax is the expected tax payable on the taxable income for the period,

using tax rates enacted or substantively enacted at the reporting date, and

any adjustment to tax payable in respect of previous periods.

Samsul Alam 52

The tax rate used for the reporting periods is as follows:

Year Tax rate

2012 35%

2013 40%

Being a private limited company, applicable tax rate for GPIT is 37.5%.

However IT enabled services provided by GPIT are exempted from income

taxes until 30 June 2015 as per Finance Act 2013. Year-to-Year growth rate

of subscribers from 2007 to 2011 stands at 65%, 54%, 20%, 31% and 24%, a

declining growth rate indicates to reach a maturity market in next few years.

Performance at a glance of 2013:

Particulars 2013 (Billion in

BDT)

2012 (Billion in

BDT)

Growth Remark

Revenue 96.6 91.9 +5.1%

Operating Profit 33.2 33.7 -1.4%

Profit Before Tax 32.9 30.2 +8.8%

Net Profit after Tax 14.7 17.5 -16.0%

NOCF per share 27.46 22.23 +23.5%

NAV per Share 23.06 26.26 -12.2%

Earnings per Share 10.89 12.96 -16.0%

Figure 7: Performance of GP at a glance

2013

End of the Chapter

Samsul Alam 53

CHAPTER 8 SUMMARY, CONCLUSIONS AND

RECOMMENDATIONS

8.1 Summary This report attempts to provide a snapshot of all that must be understood to

successfully manage an HRIS implementation. HRIS is an effective and

efficient catalyst for integrating human resource management and Information

Technology. This was common with all the various definitions of HRIS. HRIS

as a system support HR functional applications such as employee selection

and placement, payroll, pension and benefits management, intake and

training projections just to mention but a few. The composition of HRIS

includes input, maintenance, and output. Input function enters personnel

information into the HRIS. The maintenance function updates and adds new

data to the database having entered data into the information system. The

output is considered the most visible function of an HRIS. HRIS process that

output, adjust it in such a way that it is understandable. The three major

groups that make use of HRIS are HR professionals, managers in functional

areas, and employees. Whiles HR professionals rely on the HRIS in fulfilling

job functions, managers rely on the HRIS‘s capabilities to provide superior

data collection and analysis, especially for performance appraisal and

performance management. Individual employees are the end users of many

HRIS applications and complexities of job related issues have augmented the

awareness of HRIS functionality among employees. In addition to HRIS‘s

integration function, HRIS enable effectiveness and efficiency, and ensure

competitiveness among firms. However, along with the benefits are the costs

involved in implementing and maintaining these systems. For example,

hardware and software cost, time and other related costs. There are many

software solution offers; the choice is however dependent on the decision of

the user. Consequently, information validity, reliability and utility constitute a

comprehensive HRIS, and should always be the pivot for every HRIS

implementation.

Samsul Alam 54

8.2 RECOMMENDATION Based on the findings & analysis, some realistic recommendations are

mentioned in the following:

The HRIS under P&O division is strongly working but the

department should give more concentration on contractual

employees in making them permanent to make faster growth of

GP than the present time.

Besides existing software, other software should be strongly

implemented.

Performance appraisal system should be controlled and followed

to measure the performance of each employee.

Should give more concentration on training.

GP should increase the service quality/after sales service.

According to analysis of job security, compensation, motivation and promotion

are positively related with employee‘s job satisfaction. From the study it is

being also observed that the job security, compensation and motivation are

moderate relationship with employee‘s job satisfaction and promotion is also

strongly correlated with job satisfaction. Moreover employees job security,

compensation and motivation is not up to the mark. So for this reason the

higher authority should take an initiative to develop HR policies like improve

yearly increment policy, salary structure, performance, and promotion policy

which will help to recover employee‘s job satisfaction.

Samsul Alam 55

8.3 CONCLUSION

In conclusion, it is important to choose the right HRIS. A company that takes

the time to invest in a HRIS that fits their goals, objectives, mission, and

values, is a company that is investing in its future and in its success. It will be

necessary to customize any HRIS to the unique needs of a company so the

system will remain flexible and relevant throughout the life of the company or

enterprise.

It was finicky to work in the environment of the largest telecommunication

industries in Bangladesh. Grameenphone provide one of the best services to

their customers and also to their employees that is conducted by P&O

division. By working in P&O division the knowledge was learnt would be

helpful enough to sustain with the real world situation. Grameenphone

Company is still a growing company in spite of all the success it has achieved

so far. It holds a kind of a monopoly position in the mobile telecommunications

market. Competition is always on the lookout for new ideas and schemes. In

order to maintain no: 1 position GP use to follow many strategies like

business level strategies, functional level strategies, global level strategies &

corporate level strategies.

An effective HRIS provides information on just about anything the company

needs to track and analyze about employees, former employees, and

applicants. Company will need to select a Human Resources Information

System and customize it to meet needs.

With an appropriate HRIS, Human Resources staff enables employees to do

their own benefits updates and address changes, thus freeing HR staff for

more strategic functions. Additionally, data necessary for employee

management, knowledge development, career growth and development, and

equal treatment is facilitated. Finally, managers can access the information

they need to legally, ethically, and effectively support the success of their

reporting employees.

End of the Chapter

Samsul Alam I

References:

Bibliography:

Albert C. Hyde and Jay M. Shafritz (1977) Introduction to tomorrow‘s system for managing human resources: Public Personnel Management, Academic Journal Vol. 6 Issue 2, p70 – 77.

Kenneth A. Kovach, Allen A. Hughes, Paul Fagan and Patrick G. Maggitti (2002) Administrative and Strategic Advantages of HRIS: Employment Relations Today, Vol. 29 Issue: 2, pages 43–48.

Madhuchanda Mohanty and Santosh Kumar Tripathy (2009) HRIS of Indian Scenario: Case study of large organizations, South Asian Journal of management‖, Vol. 16 No. 2, pp 137-168.

Prof. Dr. Anil C. Bhavsar (2011) A Conceptual Paper on Human Resource Information System (HRIS), Golden Resrach Thoughts, Vol.1 IssueV, pp 1-4.

Md. Moshaharul Haque, (2013) Grameenphone Internet Service, Chittagong, Bangladesh. GrameenPhone ltd. annual report: 2012 & 2013.

Abu Bakkar Siddique Hasan (2012) EMPLOYEES JOB SATISFACTION IN GRAMEENPHONE LIMITED, BANGLADESH, Dhaka, Bangladesh. Imteaz Ibne Mustafa (2007) Grameenphone Employee Service, Dhaka, Bangladesh. Entar Ettela, Wednesday (July 4, 2012) HRM Practices of Grameenphone

Touhid-E-Murshid Oli, Mainul Islam, Shabnor Karim Zenith, Tanu Saha, Md. Rashel Miah, Environment of Grameenphone.

Mohammad Imam Hossain, Nazmul Haque , Kazi Tariqul Haque, Rashedul Basher, Md. Sazzad Hossain (2012) GRAMEENPHONE LTD. & THEIR BUSINESS LEVEL STRATEGIES, Dhaka, Bangladesh.

Telenor Press release. About Grameenphone section.

Moorhead, G. & Griffin, R.W. (1998) Organizational behavior: Managing people and organizations (5th ed.). Boston: Houghton Mifflin.

Samsul Alam II

Michael D. Bedell, Michael Canniff, Cheryl Wyrick, Systems Considerations in the Design of an HRIS: Planning for Implementation. Dr. Shikha N. Khera, Ms. Karishma Gulati (2012) Human Resource Information

System and its impact on Human Resource Planning: A perceptual analysis of Information Technology companies, Delhi School of Management, Delhi Technical University, India.

Society for Human Resource Management, HR Data Management: An Historical, Technological and Global Approach. Asafo-Adjei Agyenim Boateng (2007) The Role of Human Resource Information

Systems (HRIS) in Strategic Human Resource Management (SHRM), Master of Science Theses in Accounting, Swedish School Of Economics and Business Administration.

Samsul Alam III

Web References: GrameenPhone Ltd. Available from: <www.grameenphone.com> [February 19, 14]

BTRC website. Available from: <www.btrc.gov.bd> [February 25, 2014]

Grameenphone investor portal. Available from:

<http://investorrelations.grameenphone.com/IRPortal/Admin/PageDetails/?id=1>

[February 20, 2014]

Organization structure. Available from: <http://grameenphone.com/about-us/corporate-

information/corporate-governance/organization-structure> [February 20, 2014]

Internet packages. Available from: <http://www.grameenphone.com/products-and-

services/internet/internet-packages> [February 20, 2014]

Roknuzzaman, M. 2006, August 10. A survey of Internet access in a large public

university in Bangladesh. International Journal of Education and Development using

ICT. Available from: <http://ijedict.dec.uwi.edu/printarticle.php?id=195&layout=html>

[March 20, 2014]

Telenor website. Available from: <http://www.telenor.com/about-us/telenor-at-a-

glance/> [February 30, 2014]

HRM Practices of Grameenphone Limited. Information available from: http://en-

topics.blogspot.com/2012/07/hrm-practices-of-grameenphone-limited.html [March

30, 2014]

Systems Considerations in the Design of an HRIS. Information available from:

<http://www.corwin.com/upm-data/25451_Ch3.pdf> [March 30, 2014]

Human Resource Information System and its impact on Human Resource Planning:

A perceptual analysis of Information Technology companies. Information available

from: <www.iosrjournals.org> [April 5, 2014]

www.a nao.gov.au [April 5, 2014]

Teletalk. Available from: <www.teletalk.com.bd> [March 30, 2014]

Banglalink. Available from: <www.banglalinkgsm.com> [March 30, 2014]

Robi. Available from: <www.robi.com.bd> [March 30, 2014]

Airtel. Available from: <www.bd.airtel.com> [March 30, 2014]

Citycell Limited. Available from: <www.citycell.com> [March 30, 2014]

HRIS. Infromation from:

<http://management.about.com/cs/peoplemanagement/g/HRIS.htm> [April 5, 2014]

Samsul Alam IV

Acceptance Letter:

Samsul Alam V

Appendix:

Appendix-A: Work Schedule Figure 8: Work Schedule

Date Job Performed

19 Feb, 14 Wednesday (10.00 am-5.00 pm)

Introduction

20 Feb, 14 Thursday (8.30 am-5.00 pm)

Getting PC & User ID Preparing Clearance Letter Calling applicants who applied for Senior Executive, GPC

24 Feb, 14 Monday (9.30 am-5.00 pm)

Providing Information to applicants for Senior executive, GPC position Updating applicants‘ database

25 Feb, 14 Tuesday (9.00 am-5.00 pm)

Tagged with Ruhul Amin for performing duties in exam hall Receiving applicants for viva voce of junior officer, Implementation department under Technology Division Completing clearance Letter

26 Feb, 14 Wednesday (9.30 am-5.00 pm)

Creating a database for Interns Meeting with Rahat Chowdhury Working with Oracle Suite

27 Feb, 14 Thursday (9.30 am-5.00 pm)

Completing interns‘ database Working with Oracle i-recruitment suit

04 March, 2014 Tuesday (7.30 am-5.00 pm)

Transferring candidates‘ list of Next Business Leader (NBL) Assigned to HRMIS or PMIS team

05 March, 2014 Wednesday (9.00 am-5.00 pm)

Working with Tania Jahan for creating employee database in PMIS team Working with Rumana Haque Chowdhury in Mrs. Kayema Alam‘s Oracle account

06 March, 2014 Thursday (7.30 am-5.00 pm)

Working with Oracle Suite Working with Oracle Suite Working with HRMIS team Meeting with Mrs. Kayema Alam & Rahat Chowdhury

10 March, 2014 Monday (7.30 am-5.00 pm)

Working in Oracle Suite Working in PMIS

Samsul Alam VI

11 March, 2014 Tuesday (7.30 am-5.00 pm)

Updating database Organizing CV

12 March, 2014 Wednesday (7.30 am-5.00 pm)

Updating employee database Entering applicants‘ information into database

13 March, 2014 Thursday (7.30 am-5.00 pm)

Entering applicants‘ info into database Updating database

30 March, 2014 Sunday (7.30 am-5.00 pm)

Preparing interns‘ database Employee data entry

31 March, 2014 Monday (7.30 am-5.00 pm)

Employee data entry Playing Role as an examiner Collecting PMIS data

Appendix-B: Questionnaire Dear Sir/madam,

Please carefully read each statement and give me an honest opinion about the

mentioned questions. I promise that your information will remain confidential and

will only be used for as a source of my internship report.

Q-1: How do you manage Human Resources in GP using IS?

Q-2: What Systems & Software do you use for managing HR in GP?

Q-3: How these Systems actually work?

Q-4: What extra benefit do you get from HRMIS instead of using traditional

HRM?

Q-5: Please mention some issues about your team (eg: Starting date, Objective,

No of team member, their contribution etc.)

Q-6: What have you already done by HRMIS?

Q-7: What do you expect with HRMIS in future?

Hypotheses 1: HRIS play a major role in strategic HR tasks.

Samsul Alam VII

Q-8: To what extent do HRIS play a role in strategic HR tasks?

To answer if HRIS play any role in strategic HR tasks, this Hypotheses 1 is

formulated.

Hypothesis 2: HRIS are used by HR professionals in support of strategic HR task

Q-9: To what extent do you think that HRIS are used in support of strategic HR

tasks?

Hypothesis 3: HR professionals see HRIS as an enabling technology

Q-10: To what extent are HRIS used in support of the following strategic HR tasks?

Human resource development and workplace learning

Communications

Career management

Commitment management

Leadership management

Business processes reengineering

Managing relations with the organization‘s trade unions

Decision-making

Q-11: How would you rate your professional standing in organization after using HRIS?

Hypotheses 4: HRIS will be used differentially by Small and medium sized companies in

support of strategic HR tasks relative to large sized companies.

Q-12: To what extent are the following strategic HR tasks supported by HRIS?

Human resource development and workplace learning

Communications

Career management

Commitment management

Leadership management

Business processes reengineering

Managing relations with the organization‘s trade unions

Decision-making

Samsul Alam VIII

Hypotheses 5: HRIS will be used more in support of strategic HR tasks in organizations

in the future.

Q-13: In your organization, to what extent do you consider that HRIS should be

developed, concerning the following?

Human resource development and workplace learning

Communications

Career management

Commitment management

Leadership management

Business processes reengineering

Managing relations with the organization‘s trade unions

Decision-making

Appendix-C: Acronyms & Elaborations Figure 9: Acronyms with its elaboration

Acronyms Elaboration

CES Compensation for Ecosystem Services

DSM Diagnostic and Statistical Manual

DRS Drag Reduction System

OE Overseas experience

MD Managing Director

SA System Administrator

ROM Read Only Memory

OSS Open Sound System

NMS Network Management System

RTS Real Time Strategy

SMS Short Message Service

MMS Multimedia Messaging Service

BTRC Bangladesh Telecommunication Regulatory Commission

EDGE Enhanced Data-rates for Global Evolution

PSTN Public Switched Telephone Network

GSM Global System for Mobile Communications

GPRS General Packet Radio Service

ISL Inter-Switch Link

OTH Opportunity To Hear

NTT National Technology Transfer

MHz Megahertz (Million Hertz)

Samsul Alam IX

LLC Logical Link Control

CDMA Code Division Multiple Access

VAS Value Added Services

CGPA Cumulative Grade Point Average

CV Curriculum Vitae

EBITA Earnings Before Interest Taxes Amortization

PTO Paid time off

ST-1 Sonar Technician First Class

AAA Authentication, Authorization, and Accounting

CRAB Centralized Requisition Accounting & Billing

W-4 World Wide Wisdom Web

P&O People and Organization

HRM Human Resource Management

IS Information Systems

HRMS Human Resource Management System

HRIS Humana Resource Information Systems

HRMIS Human Resource Management Information Systems

PMIS People and Organization Management Information Systems

BP Business Partner

GP Grameenphone

HR Human Resource

HRP Human Resource Planning

IT Information Technology

BTTB Bangladesh Telegraph and Telephone Board

BTCL Bangladesh Telecommunications Company Limited

GPRS General Packet Radio Service

EDGE Enhanced Data Rates for GSM Evolution

ESS Employee Self Service

SWOT Strengths, Weaknesses, Opportunities, & Threats

BOB Best of Breed

GPC Grameenphone Center

ERP Enterprize Resource Planning

GPEPF Grameenphone Employee Personal File

GSM Global System for Mobile Communications

GPIT Grameenphone Information Technology

Samsul Alam X

Appendix-D: IndexAirtel Bangladesh Limited, 20 Associated Builders Corporation

Limited, 7 Bangladesh government, 7 Banglalink Digital Communication

Limited; previously Orascom Telecom Bangladesh Limited, 20

BTTB, 7 Business Continuity Management, 11 Citycell Pacific Bangladesh Telecom

Limited, 21 EBITA, 24 Efficiency, 5 ERP software solution, 12 GP HOUSE, 7 GP Life, 20 GP Life-2, 21 GP scanning tool, 14 GPEPE, 21 Grameen Bank, 7, 12, 14, 23 GrameenPhone Limited, 19 GSM Association Award, 8 GTC, 8

HR, 4 HRIS, 26 HRMIS team, 21 ICAB, 18 Implementing self-service functionality, 7 Interface Management, 11 IT-Enabled Processes, 5 ITU, 8 Oracle GP i-recruitment, 14 P&O, 14 Payroll configuration, 9 Payroll processing, 7 Professor Muhammad Yunus, 8 Robi Axiata (Bangladesh) Limited, 20 scanning technology, 3 Strategic planning, 23 SWOT analysis, 22 System maintenance and integration, 7 Telenor CORE Leadership, 23 Teletalk Bangladesh Limited, 21 Work Day, 20 Workforce management, 7

THE END OF THE REPORT