Internship Report

on
Human Resource Management Practices of Janata Bank Ltd: A
Study on Gendaria Branch

Supervised By
Sumon Kumar Mozumdar

Lecturer, Department of Management Studies

Jagannah University, Dhaka

Submitted By

Md. Imran

ID: M150202028

Section: A, 7th Batch

Session: 2015-2016

Department of Management Studies

Jagannah University, Dhaka

Date of Submission: 30-04-2017

 Letter of Transmittal

Sumon Kumar Mozumdar

Lecturer
Department of Management Studies
Jagannath University, Dhaka
Subject: Submission of Internship Report

Dear Sir
With due respect that, I am delighted to submit my Internship report on Human Resource
Management Practices of Janata Bank Ltd: A Study on Gendaria Branch, which is prepared by
me. This report gives me a vast experience and valuable knowledge of how to analyze Human
Resource Management related Operations. This report has been giving me the practical
implement of HRM knowledge. I had tried my best to collect information on this report.
Finally, I would like to thank you for your valuable guidance and supportive in preparing this
report. I would be grateful for any clarification when required. I will be highly obliged if you are
kind enough to approve this report and provide your valuable judgment on it.

Sincerely yours

Md. Imran

Roll No: M150202028

Section: A, 7th Batch

Session: 2015-2016

Department of Management Studies

Jagannath University, Dhaka

 Students Declaration

I do hereby solemnly declare that the report entitled Human Resource Management Practices of
Janata Bank Ltd: A Study on Gendaria Branch embodies the results of my own effort after
completion of 3 Months work at Janata Bank, perused under the supervisor of Sumon Kumar
Mozumdar, Lecturer, Department of Management Studies, Jagannath University, Dhaka

I also confirm that, this report is only prepared for my academic requirement not for any other
purpose. It has not been previously submitted to any other university/college/organization for an
academic qualification/certificate/diploma or degree.

I further affirm that the work reported in this internship is original and no part has been
previously submitted to any books or in any other universities.

Md. Imran

Roll No: M150202028

Section: A, 7th Batch

Session: 2015-2016

Department of Management Studies

Jagannath University, Dhaka

 Certificate of Supervisor

This is to certify that Md. Imran is student of MBA program, ID No: M150202028, has
successfully completed his Human Resource Management Practices of Janata Bank Ltd: A
Study on Gendaria Branch under my supervision as a partial fulfillment of the award of MBA
degree.

He has done his job according to my supervision and guidance. He has tried his best to do this
successfully. I think this program will help him in the future to build up his finer career.

I wish his success and prosperity.

Signature

Sumon Kumar Mozumdar

Internship Supervisor

Lecturer

Department of Management Studies

Jagannath University, Dhaka

 Acknowledgement

At beginning I will start my report by showing respect and give praise to our almighty Allah who
takes care about me to finished report successfully.

I give thanks to our honorable teacher Sumon Kumar Mozumdar, Lecturer, Department of
Management Studies, Jagannath University whogave me such an attractive prospect to make a
report on Human Resource Management Practices of Janata Bank Ltd: A Study on Gendaria
Branch as well as helped me in every step to accomplish my report and try to provide me a fair
practical knowledge as should as it possible.

I also will not miser to respect JBL that give me chance to obtain practical knowledge through
their internship program. I thank the JBL Genderia Branch Manager, who helped me to do
internship in his branch and provided me a fair idea about practical knowledge of banking
activities. I will show appreciation to other Bank employees whose taught me as well as
suggested me to do work.

Finally, I would like to thank authors of the books that I have taken help from, which had made
my understanding clear during the making of the report.

i
 Executive Summary

This report is based on practical working experience at The Janata Bank Limited as a part of
internship program. The Janata Bank Limited is a scheduled Bank under govt. sector. The Bank
started commercial banking operations since inception. The main function of the bank is
intermediation i.e. collecting funds from the surplus units of the economy in the form of deposit
and mobilizing deposit to the deficit units of the economy in the form of credit. In internship
program course students have to prepare an internship Report at the end of the MBA Program.
This report based on activities of HRM Practice in Janata Bank Limited. I have tried to highlight
the activities that are performed by Janata Bank Ltd. Gendaria branch and also the activities of
whole Janata Bank Ltd. I have tried my best to highlight every department of different activities
that I have learnt during the preparation of the report. But there is some limitations while
collecting the brief information about each and every department. The Human Resource
Management (HRM) literature suggests that HRM practices in an organization should be
vertically aligned with its strategic choices, supporting the strategy of the organization, and
horizontally aligned with other operational processes, facilitating the operations of the
organization. Many have also argued that tight strategic alignment can damage the capacity of
the HRM function to fulfill its historical role in balancing employee interests with managerial
interests, and that each organization, and each HRM function, will be faced with dilemmas in
this manner that need to be resolved. Project-oriented organizations make the strategic choice to
adopt temporary organizations, such as projects and programs. Here I show the history and
background of Janata Bank Ltd. its corporate social responsibility and most of the activities of
overall banking system.

ii
 Table of Content
Part Particulars Page No:
Executive Summary ii
Chapter One Introduction 1-6
1.1 Introduction 2

1.2 Objectives of the Study 3

1.3 Methodology 3

1.4 Literature Review 4

1.5 Limitations of the Study 6

Chapter Two Organizational Profile 7-11

2.1 An Overview of Janata Bank Limited (JBL) 8

8
2.2 Corporate Information
2.3 Vision of Janata Bank Limited 8

2.4 Mission of Janata Bank Limited 8

2.5 Core Value of Janata Bank Limited 9

2.6 Business Prospect of the Bank: 9

2.7 Hierarchy: 10

2.8 Five Year Comparative Financial and Operational 11

Performance:

Chapter Three HRM Practice of Janata Bank 12-30

3.1 History of Human Resource Management 13

3.2 Definition of HRM 15

3.3 Objectives of HRM 15

3.4 Basic Principles of HRM 16

3.5 Approaches of HRM 16

3.6 Challenges of HumanResource Management 17

3.7 HRM Model & Theory 19

3.8 Importance of HRM 20

3.9 HRM Activities 22

3.10 Recruitment 23
 3.10.1 Objectives of Recruitment Policy 24

3.10.2 Factors Affecting Recruitment 24

3.10.3 Sources of Recruitment 25

3.11 Meaning of Selection 26

3.12 Training and Development 26

3.12.1 Importance of Training 27

3.12.2 Training technique 27

3.13 Compensation and other benefits 27

3.14 Human Resource policy in Janata Bank 28

Chapter Four Analysis and Finding 31

4.1 Value Chain Activities 32

4.2 SWOT Analysis 34

4.3 From Overall HRM View 35

4.4 Graphical Presentation 35

4.5 Proposed Organogram 37

4.6. Departmental Human Resource Management Plans 38

Chapter Five Recommendation and Conclusion 44-47

5.1 Recommendation 45

5.2 Conclusion 46

5.3 Bibliography 47
Chapter One
Introduction

1
1.1 Introduction:

Today's business market is very complicated, due to diversified business world. Also importance
of total quality management put emphasis on competition market. As a result the essence of
HRM is introduced in today's organization and we know that. HRM sets up the job by virtue of
job evaluation; job analysis & job design and also ensures the HR laws and keeps in
organization's mind about government rules and regulations.

The HR department of today's organizations deals with total systems of the organization. HR
officer's job is to make the HRM system pretty much accurate, in order to ensure that, all other
factors related to organization are handled quite effectively.

Therefore, HR officer has to concern about dealing with HRM system as well as performance
management due to the importance of cost. Furthermore, he has to make the image of the
company more attractive, nice working condition, good benefit & compensation. Because, these
are the part of HRM system.

Some of the constraints have to be follow in the real world while setting up HRM system. We
are trying to mention this in the following way:

If the organization needs active employee, than the salary should be high to attract the
candidate.
If the organization has a better working condition, good applicant will be attracted.
Compensation and benefit should be standardized.
Technically sound people.
Government rules and regulations should be in consideration.
Motivation is always working for the employees.
Economic condition of the overall economy should be in mind of HR officer.

These are the prime constraint or consideration be kept in mind or HR officer while dealing with
HRM practice.

2
1.2 Objectives of the Study:

To know the Human Resource Management Practices of Janata Bank Limited.

The study will help to develop models & apply them effectively in HRM system.
The study will help us to identify the type of problems that the bank usually faces & it
will overcome the problems.
To analyze and review existing recruitment system of JBL.
To recommend for the improvement of existing recruitment and selection process of JBL
To know about the training and development policy of the JBL
To examine the current training & development program of JBL

1.3 METHODOLOGY:

HRM system is indeed a tough job to find out. Because several people are involved with this
process and they differ from each other by their perception, experience, interest etc. With this
process, there is another part; the part is known as "Management", which is a healthy
organization from employees point of view.

To identify HRM practices we have to find out:

a) Types of Study
b) Target population
c) Sample Size
d) Sources of data

a) Types of Study: Human resource management (HRM) is concerned with managing

people within an organisation to create value for the organization and positive work
experiences for individuals. The range of functions covered include recruitment and
selection of employees, performance management, compensation, training and
development, career support, team development, communication and conflict, industrial
negotiation, and resolution and HR strategy.

3
 b) Target population: The target population was the employees of the HR department of
Janata Bank Ltd.
c) Sample Size: A sample size of 10 employees of Janata Bank Ltd. has been taken.
d) Sources of Data: There are two types of sources of data. Those are:
Primary Data Source

In the primary source, data are collected directly from interviewing their employees and other
related personnel. According to the oral communication to determine the responding factors that
are extremely related with "HRM System".

Secondary Data Source

In the secondary source, different textbooks and journals relating to the theoretical frame work of
the project was accessed to define and to determine "HRM System". Moreover, annual reports,
company projects profile, related preserved data, financial statements, internet browse and
brochure had been collected from the Janata Bank Limited.

1.4 Literature Review:

Schuler (Patterns of strategic change in the development of human resource management.

British Journal of Management-1992) suggests that Human Resource Management (HRM) has
many different components, including policies, culture, values and practices. Strategic business
needs of an organization are influenced by its internal (which mainly consist of factors such as
organizational culture and nature of business) and external characteristics (consisting of the
nature and state of economy in which the organization is existing and critical success factors, i.
e., opportunities and threats provided by the industry), which are influenced by HR activities.
Thornhill, Lewis, Millmore, and Saunders (A Human Resource Strategy Approach: Managing
Change. Harlow: Pearson Education, 2000) found a potential role for HR-centered strategies to
be used to change or realign the culture of an organization. An organization can change its
culture through its recruitment strategy of replacing managers with those from outside,
restructuring the organization, downsizing the workforce, training programs, new reward

4
strategies and performance management to alter employee behaviors or reinforce emergent ones.
The potential value of the employees is to be increased by collectively enhancing and linking
their skills and capabilities in tune with the contemporary requirements of the market, and to be
faster than the competitors. The success of the HRM will be determined by its ability to harness
the intelligence and spirit of people by creating a learning climate. Bangladeshi organizations
normally direct their HRM efforts towards the development of competencies, culture and
effectiveness among employees individually or in groups Organizations may use many
mechanisms to achieve their HRM goals as without competent and committed employees, an
organization can achieve very little even it has excellent technological and other resources at its
command. Such an assertion gains better credibility in the context of developing countries like
Bangladesh, that is, typically in early growth stages in terms of economic development and
growing more rapidly than the traditional developed economies of Japan, North America and
Europe. This also includes most South East Asian, South Asian and some Latin American
countries. Selection in organizations is based on non-job related criteria like attractiveness, goal
orientation, and interpersonal skills: a general lack of concern for value congruence. The
dominant emphasis has been on the universal practice of identifying and improving on existing
performance strategies. This practice would require a complete reversal where congruencies of
values should find a place in selection and training. In order to make an organization effective,
the values of the society and the cultural milieu should be synthesized with those of the
organization and its functioning. Fombrun Tichy and Devanna (Strategic Human Resource
Management. New York: Wiley, 1984) expanded these premises and developed the model of
SHRM, which emphasizes a tight fit between the organizational strategy, organizational
structure and HR system. Political, economic and cultural forces are responsible for an
organizations mission and strategy. This explains these causal relations, which form the tight
fit between strategy, organization structure and HR policies and practices. On the basis of
mission and strategy, the shape of organization is structured, i.e., people are organized to carry
out different tasks to achieve the organizations mission. Hendry and Pettigrew (Patterns of
strategic change in the development of human resource management. British Journal of
Management - 1992) proposed that a number of internal factors such as the organizational
culture, structure (positioning of HR), leadership, level of technology employed and business
output directly contribute to forming the contents of HRM. HRM could be seen as a menu of

5
strategic choices to be made by human resource executives in order to promote the most
effective role behaviors that are consistent with the organizations strategy and aligned with
each other (Sparrow and Hilltrop, European Human Resource Management in Transition- 1994).

1.5 Limitations of the Study:

The present study suffered from certain limitations noted below:

Lack of website information to reach on any nice ending.

Facing hassle also to make communication with employees of the organization.
Within this limited period it is a bit tough to track all the facts accurately.
However, omitting the limitations, the report will help to understand the Foreign Exchange
Operation of the Bank.

6
 Chapter Two
Organizational Profile

7
2.1 An Overview of Janata Bank Limited (JBL):
Janata Bank Limited is the leading sector bank in Bangladesh offering full range of Personal,
Corporate, International Trade, Foreign Exchange and Lease Finance. Janata Bank Limited is the
preferred choice in banking for friendly and personalized services, cutting edge technology,
tailored solutions for business needs, global reach in trade and commerce and high yield on
investments, assuring Excellence in Banking Services.

2.2 Corporate Information:

Name: Janata Bank Limited

Registered Address: Janata Bhaban, 110, Motijhil commercial area

Dhaka-1000, Bangladesh

Legal Status: Public Limited Company

Date of Incorporation as PLC: May 21, 2007

Authorized Capital: Tk. 30,000 million (as on 31.12.14)

Paid up Capital: Tk. 19,140 million (as on 31.12.14)

No. of Branches: Almost 904

2.3 Vision of Janata Bank Limited:

To become the effective largest commercial bank in Bangladesh to support socio-economic
development of the country and to be a leading bank in South Asia.

2.4 Mission of Janata Bank Limited:

Janata Bank Limited will be an effective commercial bank by maintaining a stable
growth strategy delivering high quality financial products.
Providing excellent customer service through an experienced management team and
ensuring good corporate governance in every step of banking network.

8
2.5 Core Value of Janata Bank Limited:

2.6 Business Prospect of the Bank:

Maintaining required capital adequacy
Business expansion in capital market
Gradual expansion of branch network
Progressive automation of the branches
Real online banking software will be in function soon
Expansion of ATM and credit card

9
2.7 Hierarchy:

10
2.8 Five Year Comparative Financial and Operational Performance:
TK in Million

Authorized Capital 200000 200000 200000 200000 30000

Paid Up Capital 50000 8125 11000 19140 19140

Deposits 2257732 3661677 409464 478535 516010

Loans and Advances 225732 257801 305340 2885747 319773

Investment 57514 90906 108342 195312 198861

Import 1883344 197285 188283 176671 144556

Export 118515 153758 156525 153252 154079

Foreign Remittance 72285 52640 100089 103982 106677

Operating Profile 12037 15722 14534 12127 10683

Revenue 30614 40635 49515 240711 316505

Deposit Advance Ratio 78.77% 71.21% 74.52% 59.71% 61.97%

Return on Investment 4.89% 7.72% 8.04% 9.39% 8.47%

Current Ratio 1.10 1.06 1.03 1.2 1.3

Income per Share 98.16 60.45 148.00 63.36. 55.82

Net Profile 4907 4445 16280 9608 3831

No. of Branches 861 873 884 900 904

Source: Annual Report 2010-2014

Table: Five Years at a glance of JBL

11
Chapter Three
HRM Practice of
Janata Bank

12
3.1 History of Human Resource Management:

Key principles and practices associated with HRM date back to the beginning of mankind.
Mechanisms were developed for the selection of tribal leaders, for example, knowledge was
recorded and passed on to youth about safety, health, hunting, and gathering. More advanced
HRM functions were developed as early as 1000 and 2000 B.C. Employee screening tests have
been traced back to 1115 B.C. in China, for instance. And the earliest form of industrial
education, the apprentice system, was started in ancient Greek and Babylonian civilizations
before gaining prominence during medieval times. Since the inception of modem management
theory, the terminology used to describe the role and function of workers has evolved from
"personnel" to "industrial relations" to "employee relations" to "human resources." While all of
these terms remain in use, "human resources" most accurately represents the view of workers by
contemporary management theory: as valuable resources managed in the same manner as other
valuable resources, according to the authors of Human Resource Management. Between the
1880s and the 1940s, immigration rose significantly and remained robust until World War II.
Advertisements circulated throughout the world depicting the United States as the land of
opportunity where good-paying industrial jobs were plentiful. As a result, the country had a
steady stream of low-skill, low-cost immigrant workers who occupied manufacturing,
construction, and machinery operation positions. Even though these employees performed
largely routine tasks, managers faced serious obstacles when trying to manage them since they
spoke different languages. While some companies paid attention to the "human" side of
employment, however, others did not. Therefore, other factors such as hazardous working
conditions and pressure from labor unions also increased the importance of effective
management of human resources. Along with the manufacturing efficiencies brought about by
industrialization came several shortcomings related to working conditions. These problems
included: hazardous tasks, long hours, and unhealthy work environments. The direct cause of
employers seeking better HRM programs was not poor working conditions, but rather the
protests and pressures generated by workers and organized labor unions. Indeed, labor unions,
which had existed as early as 1790 in the United States, became much more powerful during the
late 1800s and early 1900s. There were two other particularly important contributing factors to
the origination of modem HRM during that period. The first was the industrial welfare

13
movement, which represented a shift in the way that managers viewed employeesfrom
nonhuman resources to human beings. That movement resulted in the creation of medical care
and educational facilities. The second factor was Frederick W. Taylor's (1856-1915) Scientific
Management, a landmark book that outlined management methods for attaining greater
productivity from low-level production workers.. During the 1930s and 1940s the general focus
of HRM changed from a focus on worker efficiency and skills to employee satisfaction. That
shift became especially pronounced after World War II, when a shortage of skilled labor forced
companies to pay more attention to workers' needs. Employers, influenced by the famous
Hawthorne productivity studies and similar research, began to emphasize personal development
and improved working conditions as a means of motivating employees. In the 1960s and 1970s
the federal government furthered the HRM movement with a battery of regulations created to
enforce fair treatment of workers, such as the Equal Pay Act of 1963, the Civil Rights Act of
1964, the Employee Retirement Income Security Act of 1974 (ERISA), and the Occupational
Safety and Health Act of 1970. Because of these acts, companies began placing greater emphasis
on HRM in order to avoid lawsuits for violating this legislation. These regulations created an
entirely new legal role for HRM professionals. Furthermore, during the 1970s, HRM gained
status as a recognized profession with the advent of human resource programs in colleges. By the
end of the 1970s, virtually all medium-sized and large companies and institutions had some type
of HRM program in place to handle recruitment, training, regulatory compliance, dismissal, and
other related issues. HRM importance continued to grow during the 1980s for several reasons.
Changing workforce values, for example, required the skills of HRM professionals to adapt
organizational structures to a new generation of workers with different attitudes about authority
and conformity. Shifting demographics forced changes in the way workers were hired, fired, and
managed. Other factors contributing to the importance of HRM during the 1980s and 1990s were
increasing education levels, growth of service and white-collar jobs, corporate restructuring
(including reductions in middle management), more women in the workforce, slower domestic
market growth, greater international competition, and new federal and state regulations.

14
3.2 Definition of HRM:

Human Resource Management (HRM) is to refer to the philosophy, policies, procedures and
practices related to the management of people within an organization. It is the staffing function
of the organization. Sometime identified as personnel management, it includes the activities of
human resources planning, recruitment, selection, orientation, training, performance appraisal,
compensation, and safety.

HRM is the design of formal system in organization to ensure effective and efficient utilization
of human talents to accomplish organization goals. It is a set of inter related policies, practices,
and programs whose goal is to attract, socialize, motivate, maintain and retain an organization
employees. HRM is a part of every managers job. Each individual manager performs each of
these basic human resource management activities.

3.3 Objective of HRM:

The objective of HRM can be described as follows-

To hire the right person for the job

To reduce employee turnover

To motivate people to perform at high effort levels.

Not to waste time with useless interviews.

To remove unfair labor practices.

To maintain a high morale & better human relations inside the origination.

To maintain organizational peace.

15
 To attract competent people and retain them in the organization.

To recognize and satisfy individual needs.

3.4 Basic Principles of HRM:

Treat people with respect and dignity;

Treat people as adults;

Deal with people as complete individuals.

Treat all employees with justice.

Provide people with justice.

Provide people with opportunities for growth and development.

Make people feel that they are most valuable asset for the organization.

Rewards should be earned, not given.

Provide people with all relevant information.

3.5 Approaches of HRM:

Strategic approach

People are the strategic asset of an organization. People have core competency, the basis of
competitive advantage.

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Human resource approach

People are human beings with a lot of potentials and intellectual abilities.

Commodity approach

People are commodity. They are viewed as a cog of a machine.

Proactive approach

Anticipate challenge of problem before they arise. Preventive is better than curative.

3.6 Challenges of Human Resource Management:

The HR Managers of today may find it difficult because of the rapidly changing business
environment and therefore they should update their knowledge and skills by looking at the
organization's need and objectives. The HRM challenges are

1. Managing the Vision:

Vision of the organization provides the direction to business strategy and helps managers
to evaluate management practices and make decisions. So vision management becomes
the integral part of Man management in future.

2. Internal environment:
Creating an environment which is responsive to external changes, providing satisfaction
to the employees and sustaining through culture and challenging task systems is a.

17
3. Changing Industrial Relations:
Both the workers and managers have to be managed by the same HRM Philosophy and
this is a daunting task for the managers.

4. Building Organizational capability:

Even in the adverse circumstances the employees have to be made to live in
psychological state of readiness to continually change.

5. Job Design & Organizational structure:

Instead of depending on foreign concepts we need to focus on understanding the job,
technology and the people involved in carrying out the tasks.

6. Managing the large work force:

Management of large workforce poses the biggest problem as the workers are conscious
of their rights.

7. Psycho-Social environment:
Nowadays employees participation required not only in performing job but also in
democratizing and humanizing the institution.

8. Employee Satisfaction:
Managers should be aware of techniques to motivate their employees so that their higher
level needs can be satisfied.

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 9. Modern technology:
There will be unemployment due to modern technology and this could be corrected by
assessing manpower needs and finding alternate employment.

10. Computerized Information System:

This is revolutionary in managerial decision making and is having impact on coordination
in the organization.

11. Legal environment:

To meet the changes in legal environment, adjustments have to be made to the maximum
utilization of human resources.

12. Managing Human Relations:

As the workforce comprises of educated and uneducated, managing the relations will be
of great challenge.

3.7 HRM Model & Theory:

Human Resource Management (HRM) includes all management decisions and practices that
directly impact or influence the people who work for an organization. HRM recognizes that
employees enable an organization to reach its goals, and the management of employees (human
resources) is critical to organizational outcomes (survival, competitiveness, growth and
profitability).

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The goal of human resource management is to help an organization to meet strategic goals by
attracting, and maintaining employees and also to manage them effectively. The basic premise of
the academic theory of HRM is that humans are not machines; therefore we need to have an
interdisciplinary examination of people in the workplace. Fields such as psychology, industrial,
engineering, industrial, legal/Paralegal Studies and organizational psychology, industrial
relations, sociology and critical theories: postmodernism, post structuralism play a major role.

3.8 Importance of HRM:

HRM involves all management decisions and practices that directly influence the people and
human resources, who work for the organization. Obviously HRM is concern with the peoples
dimension in organization. The core points are:

Hire the right person for the jobs:

Human resources management hires the right person for the specific job. Specialized people can
done their specific work very properly than any other unspecialized people.

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Lower turnover:

It reduces turnover, HRM look after the benefits, incentives, compensation, which results reduce
the turnover.

Make the people of the organization do their best:

When an employee is more skilled & knowledgeable his devotion will be higher & his
performance can give the benefits to the organization much effectively.

Save time:

If wrong people are selected for organization than organization have to higher new one that is
more time wasted process. But HRM practice can save this time by hiring the right person for the
right job.

Avoid discriminatory actions:

HRM obey the discriminatory rule regarding on the employee rights.

Fair remuneration/ Compensation:

HRM determine the salary, wages & compensation fairly according on the basis of position,
nature of the duty, responsibility, work time etc.

Identify training needs:

HRM decide the appropriate training for employee that is done by on the orientation or other
ways can be on the job training & of the job training.

Lower unfair labor:

HRM fairly design compensation, so the person who is competent & who has requirement get
the proper compensation.

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3.9 HRM Activities:

Simply put, HRM is a management function that helps managers recruit, select, train and
develops members for an organization obviously. HRM is concerned with peoples dimension in
organization.

Human resources planning:

HRP systematically forecasts an organization future demand for & supply of employee. HR
planning is also called to develop staffing plans that support the organizations strategy by
allowing it to fill job openings proactively.

Recruitment & selection:

Recruitment is the process of finding & attracting capable applicants for employment. The
process begins when new recruits are sought & ends when their applications are submitted. The
result is a pool of applicants from which new employees are selected.

Placement:

Placement decision is taken offer the selection process. This is the process of put the right person
for the right place according to their skills & qualification.

Orientation & training:

Employee should be oriented about the organization. How the work is performed that process is
called training. Its the teaching about gaining the practical knowledge.

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Performance evaluation:

Performance evaluation is a way to measure how well employees perform his work. That is
important for increase the effectiveness of the employees performance.

Compensation & protection:

Employee should be compensated by the wages, salary & fairly. If the compensation is too low
then employee face dissatisfaction & if the compensation is too high than it could be against of
company low. Deciding appropriate compensation can motivate the employees performance.

Employee relation & assessment:

It maintains the relationship between whole unions of organization & assesses the work
activities.

3.10 Recritment:

Recruitment is the process of finding and attracting qualified or suitable applications to fill
vacancies. This is the process of locating potential candidate for selection. It is the discovering of
potential candidate for selection. It is the discovering of potential candidates for actual or actual
or anticipated organizational vacancies. During this process, efforts are made to inform the
applicants fully about the selection criteria, i.e. the required competences, which will lead to
effective performance and the career opportunities the organization can provide for them.

Dale Yoder (1986) defines recruitment as a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization. The process begins when
new recruits are sought and ends when their applications are submitted. The result is pool of

23
qualified applicants from which new employees are selected. Recruiting is important because the
best- qualified applicants must be found to fill vacancies.

3.10.1 Objectives of Recruitment policy:

Objectives are targets and goals. According to Yoder, following are the main objectives of
recruitment policy:

To find and employee the best qualified person for each job.
-To retain the best and most promising ones.
-To offer promising careers and security
-To provide facilities for growth and development
-To minimize the cost of recruitment
-To reduce scope of favoritism and malpractice.

3.10.2 Factors Affecting Recruitment:

There are many factors affecting recruitment. These factors may be considered in to two broad
groups:

Internal factors:These are the factors with in organization. These factors are listed down
here:

- Image of the organization: An origination with poor image cannot attract a large number of
applicants. For example, among most university graduates Dhaka University has a positive
image.

- Image of job or attractiveness of the job: If the job to be filled is unattractive, recruiting a large
and qualified pool of applicants will be difficult.

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-Size and growth potential of the organization: Higher the size and growth potentials, higher the
advancement opportunities.

-Internal policies: Internal organizational policies such as promote from within will give priority
to individuals inside the organization. Such a policy will usually ensure that all positions will be
filled form within the ranges.

-Trade union requirements.

-Recruiting budgets

External factors: These are the factors over which organization has little or no control.
Some of these are given below:

-Demographic factors: gender ratio, age group, and educational level.

-Government requirements.

-Industrialization: industrialization within the geographical area and geographical concentration

will have influence on employment market in recruitment.

-labor market: supply of labor may be plenty or shortage. In Bangladesh, supply of labor of
unskilled labor is abundant but there is shortage of skilled labor. The right type is difficult to
find.

3.10.3 Sources of Recruitment:

There are basically two sources of supply from where potential employees can be drawn. These
are internal sources and external sources.

Internal sources: internal source indicate recruiting qualified people from within the
organization itself (from the present working force). When reference is made to the number of
employees already employed by the organization we speak of the internal supply. Whenever any

25
vacancy occurs, someone from within the organization is upgraded, prompted or transferred to
another department.

External sources: recruitment form outside the organization is known as external source. All
firms more or less rely on external sources.

3.11 Meaning of Selection:

Once a pool of suitable applicants is created through recruiting, the process of selecting
applicants begins. Selecting means choosing form those applicants who are most likely to
succeed in the new job. It is the technique of choosing a new member of the organization from
the available candidates. The selection process is a series of steps used to decide which recruits
should be hired. Dale Yoder (1972) defines selection as a process by which candidates are
divided into class-those who will be offered employment and those who will not. The process
begins when recruits apply for employment and ends with the hiring decision.

3.12 Training and Development:

Training is continues process of helping employees to perform at a high level. It is a process of

acquiring new skills to do job properly. Training changes and modifies employees attitude and
behaviors that will improve his ability to perform on the job activity. The main purpose of
training is given below:

Training mainly focus on current job

Its short term and long term oriented.

Training is given at the beginning of job.

The reason of training is employee development.

26
3.12.1 Importance of Training:

Economy in operation

Minimization of supervision

Better performance of employees

Increase morality

Uniformity in performance

Effective cont.

3.12.2 Training technique:

There are two type of training basically given on organization. They are:

on the job training:

off the job training

3.13 Compensation and other benefits:

Compensation and salary is an amount of money which is given by organization to their

employees for performing the recent job. Well compensation structure is help to increase
employees motivation, and attention to give better performance to their organization. Every
organization should select the proper compensation structure for their employees. Compensation
or salary amount is depending on the employees post, work activity, work place etc.

Benefit is indirect financial payment given to the employees for their employment in
their organization. Example: health and life insurance, vacation, pension, education plans and
discounts on company products etc.

27
3.14 Human Resource policy in Janata Bank:

Janata Bank has well renowned reputation in the Banking sector of Bangladesh. They try to
follow some structural criteria in H.R activities, as they mentioned-

Recruitment > Training & Development > Equal employees opportunity > performance
appraisal

Recruitment policies for territory manager:

Territory managers play vital role in an organization to expand its activities. Janata Bank follow
some rules to assign them in their perfect position, such as-

Advertisement in the media

Advertisement in the web

Purposes of Training Recruitment:

Janata Bank trains their employees for the purpose to increase their knowledge &skills.

Assess Training Recruitment & Development Need:

Janata Bank assesses training courses for the improvement of their employees skills.

28
 Training policy use in Janata Bank:

To assess training & development need, the organization follow need analysis.

Types of trainer:

To organize the employees, the organization usually follows in-house training & External
training.

Performance Appraisal Program:

Trainers plays effective roles in the organization, they use internal &External trainers.

Methods of Communication:

Yes, the organization follow structural performance appraisal program.

Employees performance evaluated:

Employees performance is evaluated yearly.

Employees performance:

Employeesperformance is evaluated on the basis of Appraisal by immediate boss.

Communication Methods:

In the field of communication JanataBank used staff briefing & other methods like circulars,
letters etc.

29
 Determinants of pay rates:

Pay rates distributed among the employees by following the pay structure of the government of
Bangladesh.

Methods & techniques to motivate employees:

To motivate their employees they maintain financial, promotions techniques.

Following bases of promotion:

To increase the skills of their employees JanataBank use Seniority & Efficiency in the field of
promotion.

30
 Chapter Four

Analysis and Finding

31
4.1 VALUE CHAIN ACTIVITIES:

This system is used for internal analysis. Human Resource is the internal asset of the
organization. So, I have chosen this system for analysis. The system is given below according to
Janata Bank Limited.

Primary Activities

(a) Research and Development

Janata Bank has no any Research and Development department. So, this value creating level
activities is not effective for the organization.

(b) Production
Inbound Logistics.

Though the Bank is a big organization and it has own cash 800 core BDT. From product side
it has got the competitive advantage. According to the view point of HRM it has less efficient
system, because of organized HR model.
Operations.

In this section the JanataBank follow traditional style.

Outbound Logistics.

Here the organization follows the government rules and regulation.

(c) Marketing and Sales

In true customer orientated fashion, at this stage the organization prepares the offering to meet
the needs of targeted customers. This area focuses strongly upon marketing communications
and the promotions mix. But this organization is not practicing as need as much.

32
(d) Customer Service

This includes all areas of service such as installation, after-sales service, complaints handling,
training and so on. From the point of view the organization can not satisfy their customers and
also the internal customer cannot be satisfied.

Support Activities

(a) Procurement

This function is responsible for all purchasing of goods, services and materials. The aim is to
secure the lowest possible price for purchases of the highest possible quality. They will be
responsible for outsourcing (components or operations that would normally be done in-house
are done by other organizations), and E-Purchasing (using IT and web-based technologies to
achieve procurement aims). Janata Bank Limited is trying but lack of participate management
the organization can meet with that.

(b) Technology Development

Technology is an important source of competitive advantage. Companies need to innovate to

reduce costs and to protect and sustain competitive advantage. This could include production
technology, Internet marketing activities, lean manufacturing, Customer Relationship
Management (CRM), and many other technological developments. They are much updated
from technical as needed.

(c) Human Resource Management (HRM)

Employees are an expensive and vital resource. An organization would manage recruitment and
selection, training and development, and rewards and remuneration. The mission and objectives

33
of the organization would be driving force behind the HRM strategy. From point of view the
organization have the more efficiency from other organization. But they are not practicing as
better as need.

(d) Firm Infrastructure

This activity includes and is driven by corporate or strategic planning. It includes the
Management Information System (MIS) and other mechanisms for planning and control such
as the accounting department. This department is basically very new in the organization. So,
they cannot find out any situation.

From the value chain activities, the organization is not in the competitiveness advantage. The
real scenarios are not creating the value chain for the organization.

4.2 SWOT ANALYSIS

Strength

From HRM view the organization has more than 11345 employees and 867 branches all over
Bangladesh. Its products are service is very low.

Weakness

From HRM view it has no well-organized management plan. So, the organization practices HRM
in the organization properly. They are not also technologically up dead.

34
 Opportunity
It has enough resources to develop managerial system.

Threat

The organizational system of the organization is only the threat for the organization.

From the SWOT analysis the organization have all types of opportunity. So, they need change as
corporate world competition.

4.3 FROM OVERALL HRM VIEW

They are practicing traditional HRM strategy. They do not want to change the strategy. They
never meet their strategically thinking. The employees are practicing their job and task illegally.
There has no motivation in the organization. The working environment also does not match with
organization. There has no a research and development for the specific survey. For this reason
there also create problem to find new thing. The compensation strategy is good but sometimes
the employees can not motivated be that the management of organization practice less
performance appraisal and motivation system. As a result sometimes employees are become
discourage. Overall the organization is playing good HRM practice and in a word there is only
traditional management system.

4.4 Graphical Presentation:

This chapter is based on the analyzing and interpretation of data collected during the study. To
measure HR Practices of HR department, a survey was conducted on ten employees of Janata
Bank HR. The collected data through questionnaire are analyzed with the objective of drawing
valuable conclusion and recommendation. The main objective of this research will be fulfilled
with the outcome derived from analysis of the data. All the questions are analyzed through
frequency distribution table which are briefly interpreted in the following segment with graphical

35
representation. To derive data from the statement 1-11, 5 Point Scale has been used with
assumed weights which are Strongly Disagree- 5. Disagree- 4. Neutral 3. Agree 2 and Strongly
Agree 1.

Question Strongly Disagree Neutral Agree Strongly

No: Disagree Agree

1 0 1 0 6 3

2 1 0 2 5 2

3 0 0 3 1 6

4 0 1 4 5 0

5 0 1 0 5 4

6 1 2 1 5 1

7 1 2 1 1 6

8 4 4 1 1 0

9 1 0 1 5 3

10 1 0 3 4 2

Table: Data elements for graphical presentation

36
 7

6
Strongly Disagree
5
Disagree
4
Neutral
3
Agree
2
Strongly
1 Agree

0
1 2 3 4 5 6 7 8 9 10

Figure: Graphical Presentation

4.5 Proposed Organogram:

From analysis part and literature review I have suggested an ORGANGRAM. It basically
creates, after a survey. But on project I am facing limitation with survey. And other hand it can
be create by using the Nominal group method or Delphi technique methods. But those are
basically used in internally. So, I have chosen a method. By analyzing other companys
organogram and HRM model, I have proposed a plan for HRM of Janata Bank Limited.

Proposed Organogram For Janata Bank Limited

The organization have carried their business by using 7 Circle offices, 30 Divisions in head
office, 52 zonal offices and 904 branches including 10 corporate and 40 AD (authorized dealer)
branches. From the proposed ORGANOGRAM I have omitted the divisional practice.

37
 ORGANOGRAM For Head Office

Janata Bank Limited

RESEARCH &
DEVELOPMENT

FINANCE ACCOUNTS MARKETING AUDIT MIS HRM

In the organ gram the Head office works for basically works for planning through strategic view
and making decision to match with mission, vision, motto and credo. For other offices, to gather
information and analyze those according to various factor such as; demography, gender etc.
toward subordinate offices. It can create better practice participative management. From Head
offices planning the other offices follow that and try implement in the rural areas.

38
4.6 Departmental Human Resource Management Plans:

This diagram shows that the HRM plan must have the combination with strategic view and also
match with all factors of the organization. Human Resource Management will be organized and
managed in the department. Due to the importance of the subject, an officer at the directorate

39
level should normally be assigned the responsibility for Human Resource Management in the
department. An officer at this level should have the broad understanding of the department's
mission, values and objectives. It needs to be considered what the relationship should be
between managers and administration staff, and/or officers charged with specific human
resource management responsibilities, e.g. training officers.

The plan needs only be as detailed as the department determines is appropriate, and may not
necessarily show specific activities in all areas of Human Resource Management. However, the
component areas are:

Manpower Planning

Manpower planning enables a department to project its short to long term needs on the basis of
its departmental plans so that it can adjust its manpower requirements to meet changing
priorities. The more changing the environment the department is in, the more the department
needs manpower planning to show:

The number of recruits required in a specified timeframe and the availability of talent.
Early indications of potential recruitment or retention difficulties.
Surpluses or deficiencies in certain ranks or grades.
Availability of suitable qualified and experienced successors.

Recruitment
Before a department takes steps to employ staff, it should work out the type of staff it needs in
terms of grade and rank, and the time scale in which the staff are required. The general principles
underpinning recruitment within the civil service are that recruitment should:
40
 Use procedures which are clearly understood by candidates and which are open to public
scrutiny.
Be fair, giving candidates who meet the stipulated minimum requirements equal
opportunity for selection.
Select candidates on the basis of merit and ability.

Performance Management
Performance management is a very important Human Resource Management function. Its
objective is to improve overall productivity and effectiveness by maximizing individual
performance and potential. Performance management is concerned with:

Improving individual and collective performance.

Communicating management's expectations to supervisors and staff.
Improving communication between senior management, supervisors and staff.
Assisting staff to enhance their career prospects through recognizing and rewarding
effective performance.
Identifying and resolving cases of underperformance.
Providing important links to other Human Resource Management functions, such as
training.

Training and Development

The objective of training and development is to enable civil servants to acquire the knowledge,
skills, abilities and attitudes necessary to enable them to improve their performance. Staff
training and development should focus on the department's objectives and goals and staff's
competencies in achieving them. A strategic approach has the following characteristics:

Commitment to training and developing people.

41
 Regular analysis of operational requirements and staff competencies.
Linking training and development to departmental goals and objectives.
Skilled training personnel.
Regular evaluation.
A continuous learning culture.
Joint responsibility between managers and staff for identifying and meeting training
needs.
A variety of training and development methods for different circumstances and learning
styles.

Staff Relations
The purpose of staff relations is to ensure effective communication between management and
staffs, to secure maximum cooperation from staff, and to motivate staff to give their best by
ensuring that they feel fairly treated, understand the overall direction and values of the Civil
Service and those of their departments, and how decisions that affect them have been reached.
The principles that govern staff relations are that, where possible:

Management should communicate regularly and openly with staff.

Staff should be consulted on matters that affect them.
Problems and disputes should be resolved through discussion and consultation.
The Government should uphold the resolutions of the International Labour Organization
conventions.
Management should devise and encourage activities that contribute to staff's well being.

Management Information Systems

An effective management information system enables various levels of information to be

systematically collected about human resource matters so that departments, policy branches and

42
Civil Service Branch can monitor and predict the effectiveness of Human Resource Management
practices. Accurate management information enables forward looking Human Resource
Management by providing the means to:

Monitor and improve on-going Human Resource Management performance.

Provide up-to-date information on which to base policy development.
Verify and demonstrate departmental effectiveness in Human Resource Management.
Create service-wide checks and balances to safeguard delegation and provide true
accountability for Human Resource Management

If the Janata Bank Limited practices this model, the organization can get easily competitiveness
advantage from the HRM view. It is cost effective for the organization and also the knowledge
each every employees through management information system.

43
 Chapter Five
Recommendation
and
Conclusion

44
5.1 Recommendation:

To change the Traditional Management System.

To leave the Divisional practice.

To follow the Departmental HR practice in the organization.

Make the department more participative.

Emphasizing on more motivation.

To introduce the new technology.

To practice sharing knowledge.

Team based work environment.

Increase flexibility.

To crate opportunity participate with strategy.

To build knowledge based organization.

To increase the opportunities participate in the management.

To increase the word of mouth.

Make Relationship with the Media.

Make the flexible environment in the organization.

To recruit active, knowledgeable and experienced person in the organization.

Increase the Research based work.

To practicing the TNA (Training Needs Assessment).

To thinking always corporate view.

Maintain relationship with other department.

45
5.2 Conclusion:

From the overall analysis Janata Bank Limited has vast opportunity to create a corporate
environment. Without HRM Practice this organization cannot change present situation, because
the HRM practices are for employees. The employees are internal customers. Without satisfying
them no organization can get the competitive advantage.

So, from my point view the Janata Bank Limited can became milestone for the history
Bangladesh Banking system. It has vast opportunity to create a value for and also create a
competitive advantage through practicing the HRM.

46
5.3 Bibliography:

Book:

Bangladesh Bank (1997), Guideline for HRM Practices, Dhaka

Human Resource Management by D. Fisher.
A Human Resource Strategy Approach: Managing Change by Thornhill, Lewis,
Millmore, and Saunders (2000)

Journal:

Fombrun Tichy and Devanna in Strategic Human Resource Management. New

York: Wiley (1984)
Schuler in Patterns of strategic change in the development of human resource
management - British Journal of Management (1992)
Hendry and Pettigrew in "Patterns of strategic change in the development of human
resource management - British Journal of Management" (1992)

Annual Reports:

Annual Reports of JBL 2010-2014

Websites:

www.Janatabank.org
http://www.press.uillinois.edu
http://www.business.ualberta.ca
http://academic.emporia.edu
http://www.allbusiness.com
http://www.bls.gov
http://www.uaw.org
https://www.msu.edu
http://www.entrepreneur.com

47
Appendixes:

Questionnaires

Jagannath University

Department of Management Studies

Topic Name: Human Resource Management Practices of Janata Bank

(The Research is conducted for academic purpose only. So please do not hesitate to
answer. Your information will be kept confidential.)

Personal Information:
Name:............................................ Gender: Male Female

Designation: .................................

Age: 20-30 31-40 41-50 51-63

QN Issues Strongly Disagree Neutral Agree Strongly

Disagree Agree
1 Our organization places
the right person in the
right job.
2 Adequate and relevant
information about the
organization and job is
provided to the
candidate at the time of
recruitment.

3 Training in our
organization includes
social skills, general
problem solving skills
and broader knowledge
of the organization and
business.
4 The training needs of
the employees in our
organization are
assessed on the basis of
their performance
appraisal.
5 Our organization makes
all payments due to us
in time
6 Rewards in our
organization are strictly
linked to employee
performance
7 In our organization good
performers get
promoted first.
8 Our organization is a
recommendable place to
work
9 We do not work under
the threat of loosing our
jobs
10 Each employee is treated
with genuine respect

Thank you for your kind information.

Signature of Responder Signature of Researcher

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

Date:....................................... Date:.............................................