Table of Content

1. Executive Summary.10
2. Company Overview..11
2.1. ZTE Corporation, Bangladesh...11
3. Human Resource Management..12-13
4. HR Activities, Practices, and Functions13-23
4.1. Manpower Planning13
4.2. Recruitment and Selection of Employees...14-15
4.3. Employee Motivation..16
4.4. Employee Evaluation..17
4.5. Industrial Relation..18-19
4.6. Provision of Employee Services.20
4.7. Employee Education, Training and Development..21-23
5. External Factors for an Organization..24-27
5.1. Vital External Factors that are Affecting ZTE Corporation ..24
5.2. Political Issues25
5.3. Government Regulatory.25-26
5.4. Customer Choice26
5.5. Communication Distance26
5.6. Sabotage by Competitors26-27
5.7. Technical Matters27
6. Actions to Deal with the External Factors....27-28
6.1. Consultant ..27
6.2. Counter Sabotaging27
6.3. Customization with Equipment..28
6.4. High Investment in HRD28
7. Some Significant Factors that can Affect.29-30
7.1. Labor Source..29
7.2. Downsizing29
7.3. Departure of skilled Manpower.30
8. Recommendations...30-32
8.1. Decision Making Process..30
8.2. Recruiting Local Talents ..31
8.3. Direct Supervision from HQ.31
8.4. Motivation of the Employees ...31
8.5. Influence in Language Training32
9. Reference..33

1. Executive Summary
ZTE is a leading global provider of telecommunications equipment and network solutions.
ZTE's product range is the most complete in the world, covering virtually every sector of the
wireline, wireless, terminal and service markets. In June 2004, ZTE Corporation signed an
agreement with Bangladesh Telegraph and Telephone Board (BTTB) for a fixed network
project. ZTE is to provide 59 cities and 220 towns with its highly successful ZXJ10 switching
equipment. They are product oriented company and market growth depends mainly on the
quality of the product. So, it is realistic to put most of the effort in that sector. We tried to
illustrate some functions of the HR in the ZTE in context of changing environment.
Thereafter, we identified and analyzed the external factors that may play a vital role. After a
comprehensive analysis of the factors we conceptualize some recommendations for the
development of the ZTE.

2. Company Overview
ZTE is a leading global provider of telecommunications equipment and network
solutions. ZTE's product range is the most complete in the world, covering virtually every
sector of the wireline, wireless, terminal and service markets.
ZTE commits around 10% of its annual turnover to research and development and
takes a leading role in a wide range of international bodies developing emerging telecoms
standards. It is China's only listed telecoms manufacturer, with shares publicly traded on both
the Hong Kong and Shenzhen Stock Exchanges. ZTE was the only Chinese IT and telecoms
manufacturer listed in Business Week 2005's Information Technology 100 and was also
included in BusinessWeek's 2006 ranking of China's Top 20 Brands. ZTE offers its customers
a unique range of services. The company delivers innovative, custom-made products and
services to major operators in the world, helping them to achieve continued revenue growth
and to shape the future of the world's communications.
ZTE has set up 15 research and development institutes in China, USA, Sweden, India,
Pakistan and France. The company has set up a complete human resources management
system for recruitment, training, appointment and employee motivation. ZTE has achieved
fast market share growth at home and abroad and a considerable proportion of ZTE's growth
is now coming from the international market. The company has established partnerships with
over 500 operators in more than 120 countries around the world.

2.1 ZTE Corporation, Bangladesh

In June 2004, ZTE Corporation signed an agreement with Bangladesh Telegraph and
Telephone Board (BTTB) for a fixed network project. ZTE is to provide 59 cities and 220
towns with its highly successful ZXJ10 switching equipment. The equipment will enable
BTTB to deliver high quality voice services to its customers across Bangladesh.

3. Human Resource Management

ZTE employs first-class people and provides world-leading training systems and
scientific methodologies to ensure that they are equipped with powerful tools to enable them
to fully demonstrate their individual talents.
ZTE actively maintains people-oriented policies and provides its employees with a
wide and varied range of personal development opportunities. The 'Three Career
Development Paths' oriented to technology, service and management are the company's
commitment to its people that their potential can be continuously developed in different
directions within the organization.
With the employment ethos of 'Only the Best People', ZTE has built one of the
youngest workforces in the industry, with an average age of 30. Over 70% of the company's
27,000 employees are educated to degree level or higher.
By providing continuous training, career advancement opportunities and a self-motivated
work environment, ZTE has been rewarded with a loyal and enthusiastic professional
workforce.
Since 2000, the corporation has been awarded with the 'Most Favorable Enterprise for
Employment' title by more than 60 universities throughout China for four consecutive years.
ZTE won the 'Value Talents' Award issued by the Chinese Ministry of Education in
2001, and was ranked fourth among the 289 Chinese state-level enterprise technical centers in
2002. In 2003, the company was awarded the 'Best Employer' title by the Chinese IT industry.
In 2005, ZTE was included in the 'Most Respectable Enterprises of China 2004' by Economic
Observer magazine.
As it is clear that though they have started operation in Bangladesh, but the control of
HR is still in the head-quarter. The Chinese company is controlling the HR decisions through
the Pakistan branch of the organization for this sub-continental territory. The HR department
has been established in the country office to use it as an information source. The country HR
department gathers the information and sends them to the Pakistan branch and then they

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discuss the matter with the head-quarter in China. The suitable decision is taken there and the
orders are sends to the country branch to perform their activity and also to monitor them.

4. HR Activities, Practices and Functions

The business activities are divided in to two parts. They are:
Technical End
Non technical End
They have their most talents in the technical end as they are products line required
that strongly. They are product oriented company and market growth depends mainly on the
quality of the product. So, it is realistic to put most of the effort in that sector.
The other sector which non technical deals with the other departments. Such as,
Marketing, HRM, Finance, Accounting etc. The HRM affairs are dealt by the Corporate
Affair Department.

4.1 Manpower planning

Planning staff levels requires that an assessment of present and future needs of the
organization be compared with present resources and future predicted resources. Appropriate
steps then be planned to bring demand and supply into balance.
Thus the first step is to take a 'satellite picture' of the existing workforce profile
(numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character,
potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by
amendments for normal turnover, planned staff movements, retirements, etc, in line with the
business plan for the corresponding time frames.
The result should be a series of crude supply situations as would be the outcome of
present planning if left unmodified. (This, clearly, requires a great deal of information
accretion, classification and statistical analysis as a subsidiary aspect of personnel
management.

4.2 Recruitment and selection of employees

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed
to determine their essential factors) written into a job description so that the selectors know
what physical and mental characteristics applicants must possess, what qualities and attitudes
are desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all
(replacement should rarely be an automatic process).

Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive. For
that reason some firms (and some firms for particular jobs) use external expert
consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employer. However, the 'cost' of
poor selection is such that, even for the mundane day-to-day jobs, those who recruit
and select should be well trained to judge the suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes)

Careers officers (and careers masters at schools)

University appointment boards

Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local media (e.g.
commercial radio)
Where the organization does its own printed advertising it is useful if it has some

identifying logo as its trade mark for rapid attraction and it must take care not to offend the
sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which
the applicant is to apply (personal appearance, letter of application, completion of a form)
will vary according to the posts vacant and numbers to be recruited.
It is very desirable in many jobs that claim about experience and statements about
qualifications are thoroughly checked and that applicants unfailingly complete a health

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questionnaire (the latter is not necessarily injurious to the applicants chance of being
appointed as firms are required to employ a percentage of disabled people).
Before letters of appointment are sent any doubts about medical fitness or capacity (in
employments where hygiene considerations are dominant) should be resolved by requiring
applicants to attend a medical examination. This is especially so where, as for example in the
case of apprentices, the recruitment is for a contractual period or involves the firm in training
costs.
Interviewing can be carried out by individuals (e.g. supervisor or departmental
manager), by panels of interviewers or in the form of sequential interviews by different
experts and can vary from a five minute 'chat' to a process of several days. Ultimately
personal skills in judgment are probably the most important, but techniques to aid judgment
include selection testing for:

Aptitudes (particularly useful for school leavers)

Attainments

General intelligence

(All of these need skilled testing and assessment.) In more senior posts other techniques are:

Leaderless groups

Command exercises

Group problem solving

(These are some common techniques - professional selection organizations often use other
techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly essential to good
recruitment. Largely the former consists of teaching interviewers how to draw out the
interviewee and the latter how to sort the candidates. For consistency (and as an aid to
checking that) rating often consists of scoring candidates for experience, knowledge,
physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership
abilities etc. (according to the needs of the post). Application of the normal curve of
distribution to scoring eliminates freak judgments.

4.3 Employee motivation

To retain good staff and to encourage them to give of their best while at work requires
attention to the financial and psychological and even physiological rewards offered by the
organization as a continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours per week) are
determined externally (by national bargaining or government minimum wage legislation) in
many occupations but as much as 50 per cent of the gross pay of manual workers is often the
result of local negotiations and details (e.g. which particular hours shall be worked) of
conditions of service are often more important than the basics. Hence there is scope for
financial and other motivations to be used at local levels.
As staffing need will vary with the productivity of the workforce (and the industrial
peace achieved) so good personnel policies are desirable. The latter can depend upon other
factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is
accepted as 'fair and just' there will be no motivation.
Hence while the technicalities of payment and other systems may be the concern of
others, the outcome of them is a matter of great concern to human resource management.
Increasingly the influences of behavioral science discoveries are becoming important
not merely because of the widely-acknowledged limitations of money as a motivator, but
because of the changing mix and nature of tasks (e.g. more service and professional jobs and
far fewer unskilled and repetitive production jobs).
The former demands better, educated, mobile and multi-skilled employees much more
likely to be influenced by things like job satisfaction, involvement, participation, etc. than the
economically dependent employees of last year.
Hence human resource management must act as a source of information about and a
source of inspiration for the application of the findings of behavioral science. It may be a
matter of drawing the attention of senior managers to what is being achieved elsewhere and
the gradual education of middle managers to new points of view on job design, work
organization and worker autonomy

4.4 Employee evaluation

An organization needs constantly to take stock of its workforce and to assess its
performance in existing jobs for three reasons:

To improve organizational performance via improving the performance of individual

contributors (should be an automatic process in the case of good managers, but (about
annually) two key questions should be posed:

What has been done to improve the performance of a person last year?

What can be done to improve his or her performance in the year to come?).

To identify potential, i.e. to recognize existing talent and to use that to fill vacancies
higher in the organization or to transfer individuals into jobs where better use can be
made of their abilities or developing skills.

To provide an equitable method of linking payment to performance where there are no

numerical criteria (often this salary performance review takes place about three
months later and is kept quite separate from 1. and 2. but is based on the same
assessment).
On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The

personnel role is usually that of:

Advising top management of the principles and objectives of an evaluation system

and designing it for particular organizations and environments.

Developing systems appropriately in consultation with managers, supervisors and

staff representatives. Securing the involvement and cooperation of appraisers and
those to be appraised.

Assistance in the setting of objective standards of evaluation / assessment, for

example:

Defining targets for achievement;

Explaining how to quantify and agree objectives;

Introducing self-assessment;

Eliminating complexity and duplication.

Publicizing the purposes of the exercise and explaining to staff how the system will be
used.

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Organizing and establishing the necessary training of managers and supervisors who
will carry out the actual evaluations/ appraisals. Not only training in principles and
procedures but also in the human relations skills necessary. (Lack of confidence in
their own ability to handle situations of poor performance is the main weakness of
assessors.)

Monitoring the scheme - ensuring it does not fall into disuse, following up on
training/job exchange etc. recommendations, reminding managers of their
responsibilities.
Full-scale periodic reviews should be a standard feature of schemes since resistance to

evaluation / appraisal schemes is common and the temptation to water down or render
schemes ineffectual is ever present (managers resent the time taken if nothing else).
Basically an evaluation / appraisal scheme is a formalization of what is done in a
more casual manner anyway (e.g. if there is a vacancy, discussion about internal moves and
internal attempts to put square pegs into 'squarer holes' are both the results of casual
evaluation). Most managers approve merit payment and that too calls for evaluation. Made a
standard routine task, it aids the development of talent, warns the inefficient or uncaring and
can be an effective form of motivation.

4.5 Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an
organization, are difficult to define since a good system of industrial relations involves
complex relationships between:
(a) Workers (and their informal and formal groups, i. e. trade union, organizations and their
representatives);
(b) Employers (and their managers and formal organizations like trade and professional
associations);
(c) The government and legislation and government agencies l and 'independent' agencies like
the Advisory Conciliation and Arbitration Service.

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Oversimplified, work is a matter of managers giving instructions and workers
following them - but (and even under slavery we recognize that different 'managing' produces
very different results) the variety of 'forms' which have evolved to regulate the conduct of
parties (i.e. laws, custom and practice, observances, agreements) makes the giving and receipt
of instructions far from simple. Two types of 'rule' have evolved:

'Substantive', determining basic pay and conditions of service (what rewards workers
should receive);

'Procedural,' determining how workers should be treated and methods and procedures.

Determining these rules are many common sense matters like:

Financial, policy and market constraints on the parties (e.g. some unions do not have
the finance to support industrial action, some have policies not to strike, some
employers are more vulnerable than others to industrial action, some will not make
changes unless worker agreement is made first, and rewards always ultimately reflect
what the market will bear);

The technology of production (the effect of a strike in newspaper production is

immediate -it may be months before becoming effective in shipbuilding);

The distribution of power within the community - that tends to vary over time and
with economic conditions workers (or unions) dominating in times of full
employment and employers in times of recession.
Broadly in the Western style economies the parties (workers and employers) are free

to make their own agreements and rules. This is called 'voluntarism'. But it does not mean
there is total noninterference by the government. That is necessary to:

Protect the weak (hence minimum wage);

Outlaw discrimination (race or sex);

Determine minimum standards of safety, health, hygiene and even important

conditions of service;

To try to prevent the abuse of power by either party.

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4.6 Provision of employee services

Attention to the mental and physical well-being of employees is normal in many
organizations as a means of keeping good staff and attracting others.
The forms this welfare can take are many and varied, from loans to the needy to
counseling in respect of personal problems.
Among the activities regarded as normal are:

Schemes for occupational sick pay, extended sick leave and access to the firm's
medical adviser;

Schemes for bereavement or other special leave;

The rehabilitation of injured/unfit/ disabled employees and temporary or permanent

move to lighter work;

The maintenance of disablement statistics and registers (there are complicated legal
requirements in respect of quotas of disabled workers and a need for 'certificates'
where quota are not fulfilled and recruitment must take place);

Provision of financial and other support for sports, social, hobbies, activities of many
kinds which are work related;

Provision of canteens and other catering facilities;

Possibly assistance with financial and other aid to employees in difficulty

(supervision, maybe, of an employee managed benevolent fund or scheme);

Provision of information handbooks,

Running of pre-retirement courses and similar fringe activities;

Care for the welfare aspects of health and safety legislation and provision of first-aid
training.
The location of the health and safety function within the organization varies.

Commonly a split of responsibilities exists under which 'production' or 'engineering'

management cares for the provision of safe systems of work and safe places and machines
etc., but HRM is responsible for administration, training and education in awareness and
understanding of the law, and for the alerting of all levels to new requirements.

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4.7 Employee education, training and development

In general, education is 'mind preparation' and is carried out remote from the actual
work area, training is the systematic development of the attitude, knowledge, skill pattern
required by a person to perform a given task or job adequately and development is 'the
growth of the individual in terms of ability, understanding and awareness'.
Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks;

Provide the conventional training of new and young workers (e.g. as apprentices,
clerks, etc.);

Raise efficiency and standards of performance;

Meet legislative requirements (e.g. health and safety);

Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and

knowledge need changes. Meeting these needs is achieved via the 'training loop'. (Schematic
available in PDF version.)
The diagnosis of other than conventional needs is complex and often depends upon
the intuition or personal experience of managers and needs revealed by deficiencies. Sources
of inspiration include:

Common sense - it is often obvious that new machines, work systems, task
requirements and changes in job content will require workers to be prepared;

Shortcomings revealed by statistics of output per head, performance indices, unit

costs, etc. and behavioral failures revealed by absentee figures, lateness, sickness etc.
records;

Recommendations of government and industry training organizations;

Inspiration and innovations of individual managers and supervisors;

Forecasts and predictions about staffing needs;

Inspirations prompted by the technical press, training journals, reports of the

experience of others;

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The suggestions made by specialist (e.g. education and training officers, safety
engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities such as:

Learning from observation of trained workers;

Receiving coaching from seniors;

Discovery as the result of working party, project team membership or attendance at

meetings;

Job swaps within and without the organization;

Undertaking planned reading, or follow from the use of selfteaching texts and video
tapes;

Learning via involvement in research, report writing and visiting other works or
organizations.

So far as group training is concerned in addition to formal courses there are:

Lectures and talks by senior or specialist managers;

Discussion group (conference and meeting) activities;

Briefing by senior staffs;

Role-playing exercises and simulation of actual conditions;

Video and computer teaching activities;

Case studies (and discussion) tests, quizzes, panel 'games', group forums, observation
exercises and inspection and reporting techniques.
Evaluation of the effectiveness of training is done to ensure that it is cost effective, to

identify needs to modify or extend what is being provided, to reveal new needs and redefine
priorities and most of all to ensure that the objectives of the training are being met.
The latter may not be easy to ascertain where results cannot be measured
mathematically. In the case of attitude and behavioral changes sought, leadership abilities,
drive and ambition fostered, etc., achievement is a matter of the judgment of senior staffs.
Exact validation might be impossible but unless on the whole the judgments are favorable the
cooperation of managers in identifying needs, releasing personnel and assisting in training
ventures will cease.

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In making their judgments senior managers will question whether the efforts
expended have produced:

More effective, efficient, flexible employees;

Faster results in making newcomers knowledgeable and effective than would follow
from experience;

More effective or efficient use of machinery, equipment and work procedures;

Fewer requirements to implement redundancy (by retraining);

Fewer accidents both personal and to property;

Improvements in the qualifications of staff and their ability to take on tougher roles;

Better employee loyalty to the organization with more willingness to innovate and
accept change.

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5. External Factor for an Organization

As the main speck of our topic the changing external environment requires some
factors, based on which the role of Human Resource Management varies. These factors can
be identified from the SWOT Analysis of an organization. The arise of an opportunity and the
threats are the measures of the external factors that directly and sometimes indirectly affects
the HR strategy to make decisions. The O (opportunities) and T (threats) of an organization
are given below:
1. Expansion or down-sizing of competitors
2. Market trends
3. Economic conditions
4. Expectations of stakeholders
5. Technology
6. Public expectations
7. All other activities or inactivities by competitors
8. Criticisms by outsiders
9. Changes in markets
10. All other environmental conditions

5.1 Vital external factors that are affecting the ZTE Corporation
Among all these our chosen organization that is ZTE Corporation has found out some
distinction of the external factors which are proved to be a factor of change in their HR
strategy. According to their preference the factors are:

Political Issues

Government Regulatory

Customers Choice

Technical Matters

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5.2 Political Issues

Bangladesh is considered to be the most political imbalanced country of the world. If
we recall the recent issues it will be cleared that making a decision and sustaining with the
process is far behind from the reality. So it is a very vital factor that can affect the HR
managers duty very sudden. For an instance, a call for HARTAL from a political entity will
cause a day long disruption of the business transportations and also the daily desk jobs. This
leads to non-beneficial consumption of work hours. In the long term it affects the time line of
achievement of an objective. And gradually the organizational goal will be hampered.
Not only the pressure of political entities, the government also has influence on the
recruiting process also affecting very significantly in the scenario. Ministers and high ranked
government personals persuade in recruiting their own people. That causes the inappropriate
staffing in the organization which creates problem in organizational performance.
The other factor is the Trade Unions backed by the political power. They also often
causes problem with their unlawful demands and misuse of power. But that happens at the
least amount.

5.3 Government Regulatory

Bangladesh is an open market for multinational or foreign business. Any profitable
businesses are mostly welcomed to operate in the territory. But the government has
sometimes restriction over the operational process of the foreign decision makers. Often their
demand does not match with the criteria of the business policy that causes conflicts and
reluctant to operate the business. Sometimes the sudden change in the regulation may also
leave the organization in such a situation that does not allow them to be enough flexible to
cope with the change. For an instance, banning on public smoking and advertisement of
tobacco has leaded the tobacco industry to a vast change in their business policy.
As ZTE Corporation is has a business relation with the BTTB, sometimes it causes
problems to deal with the governmental officials. To satisfy the customers as per the terms of

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the contact ZTE is bound to bring changes whenever the regulations or the governmental
policy introduces any alteration.

5.4 Customers Choice

Customers are the most brutal factor to bring change in any kind of organization. It is
totally depended on the customers demand that what step should be taken next. As they are
the mobile phone accessories company and also introducing some designs of mobile phone
sets. They have to keep in the mind that what their customers want which is very much
variable in taste. To meet up with the changing demand the organization has to bring changes
in their production department or even sometime in their management division too.
That is where the Human Resource Management is taking part. They ensure the
required manpower needed and also the essential change in the technological adaptation and
also modification.

5.5 Communication Distance

After inaugurating in Bangladesh still around 80 of the employees in ZTE
Corporation, Bangladesh has almost 80 percent of the foreign employees. And the lion
percent of them are Chinese. So there is a space in communication of the employees. There
are extensive language training programs but the trend of Chinese employees toward learning
the English language is not positive. They are not interested in learning English which is
exasperating cultural harmony in the organization. As a result they are lacking behind
understanding the corporate culture in this country and also unable to realize the market trend
properly.

5.6 Sabotage by Competitors

This is a very common phenomenon that competitors will always spy on their
competitive organization in the existing industry. Not being an exception the ZTE
Corporation is also facing the same experience from its close competitors. Their information
about the market strategy, product information, labor source etc. is being passing to the

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competitors end. As an effect it is making their long term planning unproductive. Sometimes
they lack of superior human skill due to the captivation by the competitors.

5.7 Technical Matter

Instead of the entire human made complicities there are some technological
difficulties that considers as a factor of change in between the organization. Their
machineries may not be the same format with the customers existing setup. In such cases its
ZTE Corporations duty to use the technology that will synchronize with the customers
existing infrastructure.
For an instance, GrameenPhone is a customer of ZTE Corporation. The network
infrastructure of GrameenPhone has been framed by Siemens earlier. So, to supply their
service to the GrameenPhone, ZTE has to use the same format machineries to match with the
arrangement existed already.

6. Actions to Deal with the External Factors

6.1 Consultant
As it is mentioned that the Chinese people has some problem and to solve the matter,
ZTE Corporation Bangladesh sends one consultant every time when a team sits for a
discussion with the customer. This is to ensure that no communication conflicts can occur.
As a part of solving the problem they are also influencing the foreign employees to
participate in the English language training program.

6.2 Counter Sabotaging

It was mentioned by them that the organization is being sabotaged by its competitor.
So far now they could not find any suitable idea to prevent this action. To struggle in the race
they are also applying the same procedure over their competitors. They have disguised some

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of their own employees in the competitors territory and continuously they are directing them
to leak any important information that can be fruitful to the organization.

6.3 Customization of Equipment

As their product is telecommunication accessories, so it is obvious that the
synchronization is ought to be ensured to meet the customers demand. To deal with these
kinds of problems they are not brining the own designed machineries rather than first they
record the customers existing infrastructure if any. Then customize their product as per their
customer ask for. But this is applicable for only networking setup gadgets.
As they also have some mobile phone accessories, so they are remaining with their
own structure for those. But it is being guaranteed that it can support the mother
configuration to sooth the service.

6.4 High investment in R&D

This is where the product based organization invests a significant amount of
investment to flourish in the market. ZTE Corporation claims that they are the strongest in the
Research & Development sector in the industry. They have different types of research firms
situated in different places. The places have been separated for conducting the research on the
various purposes and the each individual firm deals with only factor.
Around thirty (30%) percent of the total employees are assigned in Research and
Development activities.

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7. Some Significant Factors that can Affect

7.1 Labor Source
If we take a look at their recruiting process it will be lucid that they are more
emphasizing on the external recruitment. The most of the employees are from fresh
Bachelors, followed by the experienced and other requirements. To meet up the
organizational demand they are using the universities as their effective supplier. The prior
source of the labor is the Islamic University of Technology (IUT). Almost 90% employment
are being ensured from their. And that is followed by the Bangladesh University of
Engineering and Technology (BUET) and the least source is Ahsanullah University of
Science and Technology (AUST).
These sources of the labor market can easily be captured by the competitors. The
competitors may offer better compensation package or better facilities and even can attract
the fresh blood fleshes by heavy advertising.
Not only that, the emphasis on the fresh graduate may make the experiences
workforce distract from the organization and the competitors may take the chance of this
ignorance. As a result, the company may lead to lack of experienced work force.
To avoid such kind of problems they can make a balance between the new idea and
experienced inspirations.

7.2 Downsizing
It is an organizations strategy to cut of 5% of the employee at the end of the year to
ensure the entry of new generation. This thrust for new ideas may generate demoralization
among the existing workforce. At the end it can turn into grievance.
The competitors can also pop in their vampire teeth to create disturbance in the
organization. This will lead to the fall down of the business operations at a frightening pace.

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To prevent the threat the organization should take the downsizing strategy on the basis
of performance level to cope with the dynamic innovations by the energized youths.

7.3 Departure of skilled Manpower

The organization has found out that for an unknown reason, the skilled manpower is
leaving the on a regular basis. Though it can be a major threat in future but still ZTE
Corporation is ignoring it in comparison with the supply of the talents.
The organization should sort out the discomfort in the working environment in the
corporation which is causing the desertion of such skilled and trained human resource.

8. Recommendations
8.1 Decision making process
ZTE Corporation is still following the Two-way Linkage system to formulate the
strategy. The existing HR department in the Bangladesh Branch is consigned to give only the
feedback of the orders that has come from the HQ. The local HR supervise the command and
reply the feedback if any.
Instead of this the Chinese HQ should give the authority to the local HR department
to formulate the strategy and discuss with the HQ and then implement them in here as well as
supervising the activities. To simplify the process we may call it Integrative Linkage. In
such way the HR department can take any action more effectively and also can diagnosis any
problem if occurs. It would also be effective if the local people can integrate with the process,
because it would be easier for them to accomplish any action as they have the better
understandability than the foreign decision makers.

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8.2 Recruiting local talents

Operating the business in the Bangladesh, ZTE has appointed 80% percent Chinese
employees. That is creating some problems in communication which is harming the cultural
harmonization. This gap is causing the total exertion of working level in the organization.
Dissatisfaction, mistrust may show up and gradually may turn into grievance.
To fill up the gap the local people should be preferred most in the recruitment process.
So, it will be easier to perform the duties better in the familiar and friendly working
environment.

8.3 Direct supervision from the HQ

Being the territory head Pakistan branch deals with the HR activities of the
Bangladesh branch. All the decisions that are applied in the Bangladesh branch are taken
there. With collaboration of Chinese HQ, Pakistan branch decides about the decision and
send them to the Bangladesh branch. That has proved very time consuming and also less
flexible to react with a sudden change.
It would be better if the authority of this decision making process has given over the
Bangladesh branch. It will improve the productivity and also decrease the time gap of
implementing any timely action.

8.4 Motivation of the employees

From the past record it has been identified that ZTE Corporation is loosing a number
of skilled employee every year. It deduced of the working environment as a reason of such
incident. They should take a good attention to this matter to find out the solution. They can
use the questionnaire to find out the rationale of this desertion of skilled employees.

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8.5 Influence in language training

It has been identified in the Chinese employees who are working in the Bangladesh
branch that they are less interested to attend the English language program. So, to
communicate well with them effectively the local management should influence them to
participate in the training program.

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9. References
Human Resource Planning; Dipak Kumar Bhattacharyya; international edition
Human Resource Management; Cynthia D. Fisher, Lyle F. Schoenfeldt, James B.
Shaw; fifth edition

ZTE companys year book

www.zte.com.cn
www.google.com
www.wikipedia.com
www.accel-team.com