The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have aware of personnel policies that conform to current regulations. These policies are often in the form of employee manuals, which all employees have.
1.1 Background of the study:
We are living in global village now. Globalization is a combination or much freer trade in goods and services combined with free capital markets. Cultural, political, competitive and economic differences among countries create barriers for companies that want to operate abroad. But information technology makes the world smaller. Over the past ten years banking system becomes accustomed to accepting the rapid pace of changes in terms of product and services. Changes such as computerized banking, consumer credit, automated tellers etc, have been introduced.
The bank plays an important role in the economy of the country. The banking system of Bangladesh is composed of verity of banks working as Nationalized Commercial Banks, private Banks, Foreign Banks, Specialized Banks and Development Banks. However there are many Private Banks in Bangladesh. At present among other banks Jamuna Bank Limited plays as a leading bank to provide efficient banking service with a view to accelerating socio-economic development of the country. Day by day new competitors appears with better ideas and products as well as service.
This report entitled “Human Resource Management Practices of Jamuna Bank Ltd, Highlighting the Application of Human Resource Management Practices of Jamuna Bank Ltd ratio to compare with one bank to another bank.
1.2 Objective of the study:
The main is to evaluate overall HRM Practices of the Jamuna Bank Ltd. And to fulfill the academic requirements of the MBA degree and gather some practical experience.
1. To gain the practical knowledge about the HR practices at Jamuna Bank Ltd.
2. To achieve competitive advantage through HR Methods and Techniques.
1.3 Scope of the study:
Banking Sector is a large and difficult area. A bank has different products, different service and different customers.
However, this study is done with reference to the operation of Gulshan branch of Jamuna Bank Ltd. For conducting this study an overall knowledge of the total banking system will be necessary because the banking departments are linked with each other due to some partial proceeding. The scope of the organization part covers the organization structure, background, objective, function, departmentalization and business performance of JBL as a whole. The main part HRM Practices of the Jamuna Bank Ltd This refers how the bank helps the customer in general banking and foreign exchange banking. It also covers loan and advances facilities of JBL, credit appraisal system, and activities of credit department.
1.4 Methodology of the study:
Methodology refers to process by which report’s data are collected, data interpreted and recommendations are made. In other word, it is a process by which total report is planned, organized and illustrated. The methodology of the report is stated below, which was appropriately exercised in achieving the above stated objective. Though it is an internship report, so its methodology based on different factors. The sources of data are as below:
Data Collection Method:
Both primary and secondary data have been collected.
I have gathered primary data by personal interview of the Executives of Jamuna Bank Limited and from my three months working experience. I collected secondary information from the annual report and web page of Jamuna Bank Limited.
Primary sources of data:
Face to face conversation with the bank officers & staffs.
Conversation with the clients.
Different' manuals of JBL Bank Limited.
Different circulars of JBL Bank Limited.
Secondary sources of data:
Procedure manual published by the JBL Bank Ltd.
Files and documents of the branch.
Annual report of JBL Bank Limited, 2010.
Different papers of JBL Bank.
Different text books.
Human Resources Management
2.1 Concepts of Human Resource Management:
HRM is the part of the organization that is concerned with the people dimension. HRM deals with human relations of an organization starting from recruitment to labor relation. It is concerned with the people dimension of management. It is a process of acquisition, development, motivation and maintenance of human resources of an organization. HRM is a part of General Management that deals with the human aspect.
According to M. J. Jucious:
“The field of HRM involves Planning, Organization, Directing and Controlling functions of procuring, developing, maintaining and utilizing a labor force.”
According to Dale Yoder:
“HRM is the provision of leadership and direction of people in their working or employment relationship.”
According to Mathis and Jackson:
“HRM is the effective use of human resources in and organization through the management of people related activities.”
Every organization is comprised of people Acquiring their services, developing their skills, motivating them to high levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organization objectives. This is true regardless of the type of organization Government, business, education, health, recreation or social action. Getting and keeping good people is critical to the success of every organization.
2.2 Objective of the Human Resource Management:
With the fulfillments of the following objectives HRM can become successful.
1). To develop efficiency and skills of employees:
First objective of HRM is to develop efficiency and skills of employees working in the organization. If these objectives are achieved organization can reach at its target.
2). To ensure effective performance of employees:
Effective performance of employees can be ensured by HRM. Effective performance of all levels can help the organization to obtain productivity target.
3). To change behavior of employees:
With a view to change behavior of employees HRM activities can be performed. Behavior change can ensure to reduce resistance to change.
4). To train up subordinates:
The forth objective of HRM is to train up subordinates for effective performance. There may be different methods of training employees.
5). To increase job satisfaction:
Job satisfaction is essential for proper performance and good HRM tries to achieve job satisfaction level.
6). To attract good people:
Without attracting good people organization cannot run smoothly or organization can’t cope with the organization. Therefore HRM wants to attract good people for the organization.
7). To make effectiveness:
To make all organization programs an effective, HRM acts restless. And for thus all policies are formulated accurately.
8). With a view to procure good people:
HRM determines its objectives. Because it knows that without good people organization cannot run.
9). For proper use of Human Resources:
The organization can best try to give them proper assignment and make sure that everything has been done timely.
10). Co-ordination among different sections of the organization:
Co-ordination among different sections of the organization, HRM can set its objective and get objective fulfilled.
11). To develop working conditions in the organization:
Another objective of HRM is developing working conditions of the organization. Because without these performance quality and target cannot be achieved.
2.3 Function of Human Resource Management:
Human resource function refers to those tasks and duties performed in both large and small organization to provide for and co-ordinate human resources. Human resource function is concerned with a variety of activities that significantly influence all areas of an organization and include followings:
The four basic functions of HRM are:
1). Acquisition of human resources:
There are two steps involved in acquisition process. They are (a) Selection of people and (b) Recruitment of people.
(a) Selection of people:
For selection of people the HR manager should first plan the job requirement of the organization, than select the individuals who possess specific skills, knowledge and abilities that are directly linked to specific jobs required in the organization.
b) Recruitment of people:
After the process of selection the efficient, dynamic, skilled, experienced and committed people are recruited in the specific job.
2). Development of human resources:
After selecting and recruiting individuals in the right position of the organization the next functions is to train and develop them, so that they can become efficient employees and work toward the achievement of the organization goal.
3). Motivation of human resources:
The motivation function is one of the most important functions. After training and developing the employees the HR manager should stimulate them to work well. For motivation purpose the HR manager have to give the employees some compensation and benefit package.
4). Maintenance of human resources:
The last phase of the HRM function is called the Maintenance function. For maintaining the people HRM should go for some method of developing the career of the employee. For maintaining purpose we have to give them T.U, Conciliation, power. Proper utilization of HR is very important.
Several other functions are performed by HRM. These functions are categorized into 20 classes which are stated below:
i). Formulation of HR policies:
HR manager should plan appropriate human resource policy in the organization and try to formulate it.
ii). Procurement and selection of efficient employees.
iii). Guidance and placement:
After recruiting efficient employees the third step is to give them proper guidance and place them correctly.
iv). Training and development:
After recruiting and placing the employees in the right place the next step is to train and develop the human resources collected recently. There are different method of training and development. Training and development means changing what employees know, how they work, their attitudes toward their work or their interaction with their co-workers or supervisors.
v). Job analysis:
Job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities and accountabilities of a job. This analysis involves the identification and description of what is happening in the job.
vi). Maintenance of working environment:
Maintenance of working environment is a must fir every organization. Maintaining a healthy work environment not only a proper thing to do but it also benefits the employer, like increase in productivity, increase positive attitude towards their organization.
vii). Protection of employees:
Employees should be well protected. Without safety measure the human resources of the organization will not perform properly. Although safety is everyone’s responsibility, it should be part of the organizations culture; top management must show its commitments to safety by providing resources to purchase safety devices and maintaining equipment.
viii). Promotion and transfer.
Workers come to work in the organization for getting remuneration. Without remuneration human resources cannot work. The human resources should be given provided reasonable remuneration to work properly.
x). Employee services:
As a HRM manager, he must ensure employee services. They will be given service packages to work properly.
xi). Job and merit evaluation:
Without job evaluation efficiency cannot be judged.
xii). Labor management relation:
There is a need for good and harmonious employer-employee relation. Historically the relationship between labor and management was built on conflict. There are various reasons for bad human relations and number of ways to increase it. We should try to decrease the bad human relation and increase good human relation.
xiii). Workers participation:
Present age is democratic. Workers participation is an essential condition for taking decision and formulating rules and regulations. Because workers are only the source of energy for implementing organizational policies, operating machines and equipment and achieve organizational goal.
xiv). Agreement with trade unions:
Trade Union is very powerful in the industrial context. Without satisfying the T. U. leaders the HR managers cannot run the organization properly. That is why acceptable agreement with the trade union leaders is needed.
xv). Leadership and co-operation:
Without good leader an organization cannot run properly. It should be guided for ensuring co-operation. Without co-operation a leader cannot proper utilize the resource easily.
xvi). Providing benefits and rewards:
For getting co-operation from the human resources the HR managers should provide them benefit packages and benefits.
xvii). Maintaining discipline:
Discipline is essential for and organization to work properly. HRM manager should take proper disciplinary action indiscriminately when indiscipline arises. Insure discipline and protect indiscipline.
xviii). Career planning and development:
HR manager should try to plan for the development of career of its HR’s. Career means the pattern of work related experiences than span the course of a personal life. Career development looks at the long-term career effectiveness and success of organizational personnel.
xix). Handling grievances:
HR managers should handle all source of grievance placed before them fact fully and carefully. Indiscipline and unrest may be corrected.
xx). Reviewing employee needs:
HR manager must monitor the employee needs time to time and try to satisfy the needs of employees.
These are the important function of HRM. There may be other types of classification or other functions in different books. In most of the cases these functions are usually performed.
Profile of the Jamuna Bank Limited
3.1 Jamuna Bank Limited:
Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act, 1994 with its Head Office at Chini Shilpa Bhaban, 3, Dilkusha C/A, Dhaka-1000. The Bank started its operation from 3rd June 2001.
Jamuna Bank Limited is a highly capitalized new generation Bank with an Authorized Capital and Paid-up Capital of Tk.1600.00 million and Tk.390.00 million respectively. The Paid-up Capital has been raised to 429.00 million and the total equity of the bank stands at 725.00 million as on June 30, 2010. Currently the Bank has 68 branches 33 in Dhaka, 10 in Chittagong, 2 in Gazipur, 5 in Sylhet, 3 in Bogra, 2 in Naogaon, 3 in Munshigang, 3 in Shirajganj, 1 in Rajshahi, 1 in Narayanganj, 1 in Comilla, 1 in Kushtia, 1 in Noakhali, 1 in Moulvibazar and 1 in Dinajpur (including Nine Rural Branches).
The Bank undertakes all types of banking transactions to support the development of trade and commerce of the country. JBL's services are also available for the entrepreneurs to set up new ventures and BMRE of industrial units.
Jamuna Bank Ltd., the only Bengali named new generation private commercial bank was established by a group of winning local entrepreneurs conceiving an idea of creating a model banking institution with different outlook to offer the valued customers, a comprehensive range of financial services and innovative products for sustainable mutual growth and prosperity. The sponsors are reputed personalities in the filed of trade, commerce and industries.
The Bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking. The Management of the bank constantly focuses on understanding and anticipating customer’s needs. The scenario of banking business is changing day by day, so the bank's responsibility is to device strategy and new products to cope with the changing environment. Jamuna Bank Ltd. has already achieved tremendous progress within only two years. The bank has already ranked as one of the quality service providers & is known for its reputation. Jamuna Bank offers different types of Corporate and Personal Banking Services involving all segments of the society within the purview of rules and regulations laid down by the Central Bank and other regulatory authorities. The Board of Director of JBL consists of 14 members. The boards conducted with chairman, Directors, Sponsors and Company secretary division individuals.
The operation hour of the Bank is 10:00 A.M. To 6:00 P.M. from Sunday to Thursday with transaction hour from 10:00 A.M. to 4:00 P.M. The Bank remains closed on Friday including government holidays.
Jamuna Bank wants to become a leading banking institution and to play a pivotal role in the development of the country.
3.3 Mission Statement:
The Bank is committed to satisfying diverse needs of its customers through an array of products at a competitive price by using appropriate technology and providing timely service so that a sustainable growth, reasonable return and contribution to the development of the country can be ensured with a motivated and professional work-force.
3.4 Goal of JBL:
The main strategic goal of the Jamuna Bank ltd is to build-up the socioeconomic growth of the country by providing industrial sectors and assistance to the industrial concerned.
The main Goal is:
- Develop the industrial sector of the country.
- To provides loans industrial sector both public and private in the country.
- To eliminate poverty through creating employment and opportunity.
- To provide loan to the economically, financially feasible projects.
- To provide loans- Agro-based and agro- processing industry, Textile industry, Pharmaceuticals, leather good etc.
- To provide fund for profit earning purpose in various fields of small and medium scale of trading, large industry and corporate sectors.
- To introduce with the modern technology like the developed country.
3.5 Objectives of JBL:
· To establish relationship banking and improve service quality through development of Strategic Marketing Plans.
· To remain one of the best banks in Bangladesh in terms of profitability and assets quality.
· To introduce fully automated systems through integration of information technology.
· To ensure an adequate rate of return on investment
· To keep risk position at an acceptable range (including any off balance sheet risk)
· To maintain adequate liquidity to meet maturing obligations and commitments.
· To maintain a healthy growth of business with desired image.
· To maintain adequate control systems and transparency in procedures.
· To develop and retain a quality work-force through an effective human Resources Management System.
· To ensure optimum utilization of all available resources
· To pursue an effective system of management by ensuring compliance to ethical norms, transparency and accountability at all levels.
3.6 Corporate Slogan:
Your Partner For Growth
JBL is managed by highly professional people. The present Managing Director of the bank is a forward looking senior banker having decades of experience and multi discipline knowledge to his credit both at home and abroad. He is supported by an educated and skilled professional team with diversified experience in finance and banking. The Management of the bank constantly focuses on the understanding and anticipating customer’s needs and offer solution thereof. Jamuna Bank LTD has already achieved tremendous progress within a short period period of its operation. The bank is already ranked as one of the quality service providers & known for its reputation.
3.8 Structured of JBL:
Fig No: 1 Structured of JBL.
HRP in the Jamuna Bank Ltd
4.1 Human Resource Planning:
An organization is in the process of determining its human resource needs, it is engaged in a process we call human resource planning. Human Resource planning is one of the most important elements in a successful human resource management program, because it is a process by which an organization ensure that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives. Employment planning, then, ultimately translates the organization’s overall goal into the number and types of workers needed to meet those goals. Without clear-cut planning, and a direct linkage to the organization’s strategic direction, estimations of an organization’s human resource needs are reduced to-mere guesswork. This means that employment planning cannot exist in isolation. It must be linked to the organization’s overall strategy.
The strategic planning process is an organization is both long and continuous. At the beginning of the process, the organization’s main emphasis is to determine what business it is run. This is commonly referred to as developing the mission statement. Defining the organization’s mission forces key decision makes to identify the scope of its products or services carefully. Mission statement is very important one because it’s the foundation on which every decision in the organization should be made.
After reaching agreement on what business the company is in and who its consumers are senior management then begin to set strategic goals. During this management define the objectives for the company for the next 5 to 20 years. These objectives are broad statements that establish targets the organization will achieve. After the goals are set, the next step in the strategic planning process begins- the corporate assessment. During this phase, a company begins to analyze its goals, its current strategies, its external environment, its strengths and weaknesses, and its opportunities and threats, in terms of whether they can be achieved with the current organizational resources. Commonly referred to as a “gap or SWOT analysis”, the company begins to look at what skills, knowledge and abilities are available internally, and where shortage in terms of people skills or equipment may exist.
The starting point in attracting qualified human resources is planning. HR planning, in turn, involves job analysis and forecasting the demand and supply of labor.
Job analysis is a systematic analysis of job within an organization. A job analysis is made up of two parts. The job description lists the duties of a job; the job’s working condition; and the tools, materials, and equipment used to perform it. The job specification lists the skills, abilities, and other credentials needed to do the job. After managers fully understand the jobs to be performed within the organization, they can start planning for the organization’s future human resource needs.
There is no alternative to skilled and trained manpower in any organization. Having this in mind, the well educated, promising and workers are selected and trained. Bank has given top priority to developing skilled manpower introducing them modern technologies with a view to develop customer services.
HR planning is very important to all managers. Any manager does not make any personal mistakes while planning. For example -
· Hire the wrong person for the job;
· Experience high turnover;
· Find our people not doing their best;
· Waste time with useless interviews;
· Allow a lack of training to undermine our department’s effectiveness;
· Commit any unfair labor practices.
4.1.2 Demand Analysis:
Organizational chart indicating positions that may become vacant in the near future and fill the vacancy.
Demand Analysis- if the organization needs any men power then the organization needs demand analysis to get perfect number and the place where needs the employees. Demand determination for HR -
· Current human resources
· Future direction of the organization
· Analyze significant job levels and types
· Identify the accurate shortage in levels and types
· Adjust the numbers of firing, retirements etc.
4.1.3 Supply analysis:
Prediction of future supply of the man power for the organization, is called supply of HR. supply is two types-
- Internal supply-
Retirement, Dismissal, Transfer out, Layoffs, Voluntary quiet, Sabbaticals, Prolonged illness, Deaths
- External supply-
Educational institutions, other organization in the same line, On line web site, Job fair, Layoff, liquidation of other company.
Matching demand and supply of the employee in the organization, the process is-
Shortage of man power-
· Hiring, Contracting additional staff, Transfer
· In case of inadequate availability
· Change the objective of the organization, Outsourcing.
Oversupply of manpower-
Recruitment: process of severing people from organization.
After comparing future demand and internal supply, managers can make plans to manage predicted shortfalls or overstaffing. If a shortfalls is predicted, new employees can be haired, present employees can be retrained and transferred into the understaffed area, individuals approaching retirement can be convinced to stay on, or labor-saving or productivity-enhancing systems can be installed.
4.1.4 Organizational Practices of Demand and Supply:
The Jamuna Bank ltd is one of most impotent bank in Bangladesh. It has 43 branches all over the Bangladesh. There are about 3000 employees working in the different level. The bank needs to implement rules and the regulation of the bank, but unfortunately they do not follow the rules in every level. When the bank needs any supply it does not offer other person. Internally it recruits the employee. It also does not analyze the demand of the bank. But in the officer level it maintain proper channel.
4.2 Recruitment and selection:
4.2.1 Recruitment and selection of employees:
Recruitment of staff should be preceded by 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.
4.2.2 Why Recruiting and Selections?
Manpower is the main element for any organization. Without manpower no organization can run, so it needs manpower. Before taking any person the organization needs to recruit the perfect one. According the needs analysis, the organization announces the wanted person. If the person contains everything what the organization needs. Then, the organization will select that person.
4.2.3 Different methods and Applied Method:
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, News Paper, TV etc)
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. ant discrimination 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 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)
- 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 select 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.
4.2.4 Organizational practices:
Recruiting is the discovering of potential applicants for actual or anticipated organizational vacancies. It involves searching and sourcing for viable job candidates. Recruitment is one way of resorting as a result of its annual manpower planning process, which determines the optimum staff number for the year. It is very important function for the organization as no organization is without the human resources and it is the way through which people are entering into an organization.
Recruitment plays a significant role in the success of The Jamuna bank Ltd. stuffing program besides other HR program such as promotion and transfer. Strategic recruitment allows the bank to locate and attract the right applicants to the positions. Recruitment process also covers the selection of the candidates. The scopes of the recruitment process are stated as:
a) The recruitment and selection process applies to jobs/positions at all levels either for permanent, contract and part time employment.
b) The recruitment and selection process applies to internal and external applications.
c) Responsibility for each stage of the process i.e. identifying real vacancies, advertising, selection and appointment will be clearly articulated.
4.2.5 Methods of Recruiting and Selection of Jamuna bank Ltd:
The Jamuna Bank ltd, the recruitment process of the bank is as follows:
a) Recruitment plan:
Annual recruitment plan is done from annual manpower planning.
b) Review job description:
Recruitment officer in collaboration with supervisor in-charge of the vacant position has reviewed job description to establish whether there is a job content, skill, knowledge etc.
c) Job advertisement:
· Advertisement portrays the requirement of the job.
· Involvement of the line department to develop in the advertisement process.
· Advertisement is developed from information in the job description of vacant position.
· HRD to liaise directly to newspaper companies.
d) Short listing: 1st short listing:
ü Applications are short-listed manually based on criteria stated in the advertisement and segregate applications between meeting and not-meeting requirement;
ü Key - in basic information into computer for application meeting requirement;
ü Unsuccessful applications are counted and batched according to alphabetical order and stored them;
ü Putting of roll no, on selected applications.
2nd short listing: Introduction of second level short listing (by introducing additional criteria) to reduce the number of application to manageable number.
e) Test/ Assessment:
· Involvement of line department in development of content for test and assessment;
· Appoint panel institutions annually for test provider,
· Identify investigation for supervision the test,
· Determine the date; venue and time of the test and send admit cards to the candidates.
Formation of interviewing committee:
· Interview committee is formed by 3 or 4 members;
· Involvement of the head of the line department of vacant positions;
· No involvement of external expert.
g) Appointment of candidates:
· Obtain internal police verification report of the selected candidates from the police authority;
· Issue offers letters to the successful candidates.
h) Joining formalities:
On acceptance of offer by the candidates, he will submit a joining a letter together with required documents.
4.3 Training & Development:
Training and developing people are an important part of Human Resource Management. Training usually refers to teaching operational or technical employees how to do the job for which they were hired. Development refers to teaching managers and professionals the skills needed for both present and future jobs.
Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.:
- When a performance appraisal indicates performance improvement is needed
- To "benchmark" the status of improvement so far in a performance improvement effort
- As part of an overall professional development program
- As part of succession planning to help an employee be eligible for a planned change in role in the organization
- To "pilot", or test, the operation of a new performance management system
- To train about a specific topic.
3.4.2 Methods of training and development:
The first step in developing a training plan is to determine what needs exist. For example, if employees do not know how to operate the machine necessary to do their jobs, a training program on how to operate the machinery is clearly needed. On the other hand, when a group of office workers is performing poorly, training may not be the answer. The problem could be motivation, aging equipment, poor supervision, inefficient work decision, or a deficiency of skills and knowledge. Only the last could be remedied by training. As training program is being developed, the manager should set specific and measurable goals specifying what participants are to learn. Managers should also plan to evaluate the training program after employees complete it.
Many different training and development methods are available. Selection of methods depends on many considerations, but perhaps the most important is training content. When the training content is factual material, assign dreading, programmed learning, many lecture methods work well. When the contents interpersonal relations or group decision making, however, firms must use a method that allows interpersonal contact such as role-playing or case discussion group. When employees must learn a physical skill, methods allowing practices and the actual use of tools ad material are needed, as in-the-job training or vestibule training.
4.3.3 Systems of Training and Development:
There are some training methods, these are -
1) Foundation training:
a) All direct recruited class-1 officers will attend and successfully complete the foundation-training course immediately their induction into the service.
b) The responsibility of organizing and imparting foundation training course will be vested on The Jamuna Bank ltd Training Center in consultation with HRD. The bank authority may, however, for some exceptional reason, designate other training institution of imparting foundation training.
2) On-the-job training:
On the job training in the bank includes all attempts to train personnel in the work environment. It places the employee in an actual work situation and makes them appear to be immediate productive.
3) Off the job training:
Off the job training is generally theoretical in nature and is imparted in classroom type or atmosphere. It is more associated with knowledge than with skill. This type of training is more suitable when a large number of persons have to be trained by specialist instructors at the some time for same kind of job.
4) Participation in workshop/seminars:
All employees of the bank should regularly participate in workshops and seminars in their respective field s of work for their professional enrichment, exposure to emerging ideas and new developments and dissemination of the acquired knowledge across the organizational hierarchies.
5) Computer literacy and English proficiency:
Computer literacy and skill to communicate in English will be accorded in the training institutions. Courses on computer literacy as we; as on spoken and written English should be organized by The Jamuna Bank Training Center or other training institutions as specified by the bank, along with every foundation or other training courses.
6) Need based training courses:
Offices should attend, in addition to the core courses, to other need based training courses as organized by The Jamuna Bank Training Center or other training institutions.
7) Foreign training:
To enhance the efficiency of employees and to supplement their skill deficiency, overseas training should be regularly organized.
4.3.4 Typical Topics of Employee Training:
The increasing diversity of today's workforce brings a wide variety of languages and customs.
2. Computer skills:
Computer skills are becoming a necessity for conducting administrative and office tasks.
3. Customer service:
Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.
Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity
Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations:
The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace.
7. Quality initiatives:
Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.
Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
9. Sexual harassment:
Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.
4.3.5 General Benefits from Employee Training and Development:
There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:
- Increased job satisfaction and morale among employees
- Increased employee motivation
- Increased efficiencies in processes, resulting in financial gain
- Increased capacity to adopt new technologies and methods
- Increased innovation in strategies and products
- Reduced employee turnover
- Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
4.3.6 Organizational Practices:
Unskilled and unprofessional persons are always the burden to an institution, which add only to make the organization heavy headed and losing one. Human Resource Division has been shouldering the responsibility to turn these burdensome persons into human resources and fundamental assets by making them professional, skilled and efficient resource personnel. To carry out this solemn responsibility a training institute has been established in the premises of head office of Jamuna Bank Ltd. with accommodation for training of 20 participants at a time. Meanwhile 80 officers have been trained on foundation course on general banking and cash. The institute at Chittagong where 20 participants were trained on general banking and cash so far also conducted Seven day training. Apart from that, the division has been arranging periodical off the job training programs conducted by BIBM and BBTA and other professional training institutes on different aspects and courses to enrich the store of banking knowledge and experience of all officers. At the same time the division has been organizing time-to-time in-house training programs, among which the following are note worthy.
4.4 Performance appraisal:
4.4.1 Concepts of Performance Appraisal:
When employees are trained and settled into their jobs, one of management’s next concerns is performance appraisal. Performance appraisal is a formal assessment of how well employee is doing their job. Employee’s performance should be evaluated regularly for many reasons. One reason is that performance appraisal may be necessary for validating selection devices or assessing the impact of training programs. A second reason is administrative to aid in making decisions about pay raises, promotions, and training. Still another reason is to provide feedback to employees to help them improve their present performance and plan future careers. Jamuna Bank Ltd. Make it properly.
Because performance evaluation often helps determine wages and promotions, they must be fair and nondiscriminatory. In the case of appraisals, content validation is used to show that the appraisal system accurately measures performance on important job elements and does not measure traits or behavior that are irrelevant to job performance.
4.4.2 Appraisal Methods:
Two basic categories of appraisal methods commonly used in organization are objective
- Methods and Judgmental methods:
Objective measures of performance include actual output (that is, number of units produced), scrap rate, dollar volume of scale, and number of claims processed. Objective performance measures may be contaminated by “opportunity bias” if some persons have a better chance to perform than others. For example, sales representative selling snow blowers in Michigan has a greater opportunity than does a colleague selling the same product in Arkansas. Fortunately, adjusting raw performance figures for the effect of opportunity bias and thereby arriving at figures that accurately represent each individual’s performance is often possible.
Another type of objective measure, the special performance test, is a method in which each employee is assessed under standardized condition. This kind of appraisal also eliminates opportunity bias. For example, GTE southeast Inc. has a series of prerecorded calls those operators in a test booth answer. The operators are graded on speed, accuracy, and courtesy in handling the calls. Performance tests measure ability but do not measure the extent to which one is motivated to use that ability on a daily basis. Special performance tests must therefore be supplemented by other appraisal methods to provide a complete picture of performance. Jamuna Bank Ltd. is use this two method to performance this properly.
4.5.1 Concepts of compensation:
Employee compensation refers to all forms of pay or rewards going to employees and arising from their employment. It has two main components-direct financial payments (wages, salaries, incentives, commissions and bonuses) and indirect payments (financial benefits like employer paid insurance and vacations).
The most obvious reward employees receive from work is pay. However rewards also include promotions, desirable work assignment and a host of other less obvious payoffs- a smile, peer acceptance, work freedom, or a kind word of recognition. We’ll spend the majority addressing pay as a reward as well as how organization establishes compensation programs.
Among the several ways to classify rewards, we have selected three of the most typical dichotomies: Intrinsic versus extrinsic reward, financial versus non-financial reward, and performance-based versus membership-based rewards.
· Intrinsic versus extrinsic reward:
Intrinsic rewards are the personal satisfactions one derives from doing the job. These are self-initiated rewards: pride in one’s work, a sense of accomplishment, or enjoying being part of a work team. Job enrichment, for instance, can offer employees intrinsic rewards by making work seem more meaningful.
Extrinsic reward, on the other hand, includes money, promotions, and benefit. They are external to the job and come from an outside source, mainly management. Consequently, if an employee experiences a sense of achievement or personal growth from a job, we would label such rewards as intrinsic. If the employee receives a salary increase or a write-up in the company magazine, we would label these rewards as extrinsic.
· Financial versus Non-financial:
Rewards may or may not enhance the employee’s financial well-being. Those that do so directly- for instance wages, bonuses, or profit sharing- or indirectly, through employer-subsidized benefits such as retirement plans, paid vacations, paid sick leaves, and purchase discounts.
Non-financial rewards present a smorgasbord of desirable extras for organizations. These do not directly increase the employee’s financial position, but rather add attraction to life on the job.
The area of compensation management is heavily regulated and it is easy for managers to inadvertently violate one or more of these laws and thereby cause their firms to incur substantial penalties. Various laws specify things like minimum wages, overtime rates and benefits.
Davis bacon Act (1931):
A law that sets wage rates for labors employed by contractors working for the federal government.
Walsh-Healey public contract Act (1936):
A law that requires minimum wage and working conditions for employees working on any government contract amounting to more than $10,000.
Equal pay Act (1963):
An amendment to the fair labor standers Act designed to require equal pay for women doing the same work as men.
Employee Retirement Income Security Act (ERISA):
The law that provides government protection to pensions for all employees with company pension plans. It also regulates vesting rights (employees who leave before retirement may claim compensation from the pension plan).
4.5.2 Objectives of Compensation:
1). To be legal:
The first objective of compensation is to flow legal framework declared by the sovereign political authority or by the employer.
2). To be adequate:
Compensation must be given adequately all at least region ably so that employees livelihood are maintained.
3). To be motivating:
Compensation plan must be established in such a level so that employees become motivated or encouraged to perform their jobs.
4). To be equitable:
Compensation should definitely be equitable, with a view to ensure justice and avoid discrimination.
5). To provide security:
Compensation structure should continue up to a certain period of time. It should not be flouting.
6). To be cost benefit effective:
The last objective of compensation scheme is to earn benefits from the employees not less than the pays given to the employees.
4.5.3 Factors determining wages:
There are some factors that can affect the amount of compensation. If these factors behave positively or act positively rate of compensation may be higher, otherwise compensation rate may not be established at the reasonable level. However these factors are briefly discussed below.
1). Collective bargaining:
Influences the amount of compensation. If it is strong compensation becomes higher otherwise low compensation structure is set.
2). Competitive ability:
Higher competitive ability ensures higher rate of pay.
3). The labor market:
Availability of labor in the market can make pay structure at the lower level.
4). Relative worth of the job:
If the job is significant or of worth pay is higher otherwise compensation may be lower.
5). Cost of living:
Higher cost of living creates pressure for increased pay structure.
Legislation can detect the employers to set either higher pay scale or lower.
7). State of competition:
If the state of competition is savvier employers are bound to offer higher scale.
8). Comparative wages:
If the wage scales of competitive organizations are higher the existing company is bound to declare higher scale.
9). Ability to produce:
Ability of employees to produce more goods ensures higher paid.
10). Nature of work:
Risky work or hard work definitely deserves higher pay, while easy work cannot earn higher pay.
11). Individual needs:
If the individual need are big or higher or more, he demands more pay. On the other hand, he is satisfied with lower pay.
12). Working time:
More duration of work deserves higher pay and minimum duration earns lower pay.
13). Facilities obtained:
More facilities from the job can ensure both more pay and benefits. Otherwise it gets lower pay.
14). Scope of additional income:
More scope of additional income satisfies the employee with the minimum pays, otherwise they demand higher pay.
15). National income level:
Higher the national income more the pays and benefits for the employees.
16). Purchasing power of money:
Higher purchasing power of money does not create an impression for higher pay.
17). Ambition of employees:
If the employees are high ambitious, they are satisfied only with higher pay.
Higher status deserves more money or pay, on the other hand lower status cannot earn more financial benefits.
4.5.4 Employee benefits:
The employee benefits are as follows:
1). To create and develop LMR:
The first objective of benefits is to create Labor Management Relations (LMR). If labor management relations are good, employers or management may take necessary action for offering reasonable benefit scheme.
2). To decrease turnover rate:
With a view to decrease labor turnover rate and retained the committed employees to the organization appropriate benefit packages may be affected.
3). To enhance motivation level:
To enhance motivation level motivation or interest for work are essential for performing the jobs assigned, benefits play a significant role for creating motivation and interest for work among the employees.
4). To create job satisfaction:
Job satisfaction is also of paramount importance for achieving the organizational goal. Proper benefit structure can increase and maintained job satisfaction level as per desire of management.
5). To create a sense of individualism:
Individuals of an organization must be convened about their importance dignity of labor or service. Benefit programs can create a sense of individualism and dignity of.
6). To attract promising employees:
The last objective of fringe benefit is to committed employees to the organization. It is because these types of employees are most precious asset of the organization.
There may be other objectives of fringe benefits but due to time constant we could not discuss more point here. If the organizations want to achieve their goals of productivity and profitability there may be a sub stained progress.
4.5.5 Compensation Practices and Management of Jamuna Bank Ltd:
a) Regulation of the Pay:
The scales of pay and other allowance of officers and other employees of the bank shall be as determined by the Board from time to time.
The initial pay of the employee promoted from a lower post to a higher post shall be fixed at the minimum of the scale of the higher post and the pay so fixed shall be his/her substantive pay.
Provided that if his/her substantive pay in the lower post is equal to or higher than the minimum in the scale of the higher post in which he/she is promoted, his/her pay in the higher post shall be fixed at a stage next above his/her substantive pay in the lower post.
An employee appointed on promotion shall begin to draw pay in accordance with the provision of sub rule from the date he/she joins the higher post.
When an increment in pay falls due to an employee, his/her records shall be submitted to the competent authority and where the service records are satisfactory, the competent authority shall sanction the increment and, where the service records are not satisfactory, the competent authority may put the employee on special report for a period not exceeding 06(six) months.
Annual increments of an employee will be due on joining anniversary or promotion anniversary. However, approval of the increment depends on the competent authority based on the performance for which performance appraisals must be completed. The competent authority may also approve special increments in addition to the annual increments on ground of extraordinary performance and recommendations.
a) Retirement Policy:
It shall come into force at once and shall be deemed to have taken effect from the date of inception of the Bank.
· Unless there is anything repugnant in the subject or context.
· Gratuity Rules means Employees Gratuity Rules of ‘The Jamuna Bank ltd’.
· Board of Director means the Board of Directors of ‘The Jamuna Bank ltd’.
· Employee means includes every confirmed and permanent employees of the bank in any grade appointed directly by the bank and exclude a probationer, casual worker and persons on contractual service.
· Management means the Management of ‘The Jamuna Bank ltd’.
· Provident Fund means ‘The Jamuna Bank ltd’ Employees Provident Fund.
· Service means and includes the period during which an employee is on duty, on sanctioned leave and on deputation elsewhere with the expressed approval of the Bank.
· Rules mean ‘The Jamuna Bank ltd’ Employees Retirement and Retirement Benefit Rules.
· Benefit means the financial benefits payable to an employee and other privilege such as house accommodation, transport facility, leave preparatory to retirement etc.
· Pay means the amount drawn monthly by an employee as the pay which has been sanctioned for the post held by him/her substantively or in an officiating capacity and includes personal payment and any other remuneration classed as pay with the approval of the Board of Directors.
b) Benefits of the Retirement:
The Retirement may be categorized in the following ways:
i) Normal Retirement:
An Employee who has retired at the age of 60(Sixty) years in usual course shall be entitled to the following retirement benefits:
ii) Voluntary Retirement:
An employee whose voluntary retirement has been accepted by the Bank shall also be entitled to the above retirement benefits.
iii) Forced Retirement:
An employee who has been put to forced retirement as a measure of punishment for committing any misconduct or dismissed shall be entitled to his own contribution to the Provident Fund if he/she is otherwise entitled to this as per existing Provident Fund Rules.
iv) Amount Payable:
Two months basic pay for each completed year of service. The basic of calculation of gratuity shall be basic pay drawn last by the concerned employee proceeding to his/her retirement or cessation of service.
4.5.6 Compensation packages of Jamuna Bank Ltd:
Jamuna Bank Ltd. offers the following benefits to the employees:
1. Basic pay
2. House rent allowance 50% of basic pay
3. Entertainment Allowance (From DMD to AVP)
4. Conveyance Allowance (From SEO to Receptionist)
5. Medical Allowance
6. House Maintenance Allowance
Findings, Recommendation, Conclusion, Bibliography & Limitations
5.1 Findings of the study:
While working at JBL, Gulshan Branch, I have attained a newer kind of experience. After collecting and analysis data I have got some problem of the Human Resource Management Practices of Jamuna Bank Ltd. These problems completely from my personal viewpoint, which is given below:
- Like other organization Jamuna Bank has the HRM department, they know how to manage and maintain the HRD efficiently.
- We know HRM concept is new in our country but Jamuna Bank should follow the modern HRM practices.
- Jamuna Bank has lack of training packages.
- Compensation package is not competitive.
- Jamuna Bank requires Hugh manpower in the division. The existing manpower often seems inadequate.
- The promotion procedure of Jamuna Bank Ltd. is sluggish and time consume.
- As the recruitment procedure is predetermined the recruitment is usually fair and nonbiased.
- Job evaluation process has been done fairly.
- Modern HR methods and techniques are less implemented here.
- Lack of socialization among new appointed and the seniors. The gap between newly appointed officers and senior bosses is visible.
This report is being done on the subject of the HRM Practices of Jamuna Bank Ltd, on Gulshan Branch. From the survey and observation of the study I try to gain some practical experience on critical HRM Practices of banking system. During the three months internship program at Gulshan Branch, almost all the desks have been observed more or less. Gaining knowledge about HRM Practices and compares its other banking services with theoretical knowledge. Though HRM Practices of Jamuna Bank Ltd and other services are covered in the internship program, it is not possible to go to the dept of each activities of branch because of time limitation. So, objective of this internship program have not been fulfilled with complete satisfaction on HRM Practices of Jamuna Bank Ltd. However, highest effort has been given to achieve the objective the internship program. During the internship, it is found that the branch provides all the conventional banking services and HRM Practices as well as some specialized activities to the economy.
Some necessary steps are recommended below on the basis of collected data, observation, expert staffs opinion and my knowledge and judgments. For the probable solutions of the identified problems ensure better process to Jamuna Bank in future. After analysis the Report the following recommendations are drown:
1. The bank should develop standard salary structure; there should be a standard format for each type of advertisement.
2. HR planning should be more realistic; computer and other support facilities should be developed.
3. Human Resource Planning should be done on a regular interred.
4. More motivational programs should be implement to keep employees motivation.
5. HR department should propose all the training programs according to the needs of the different departments of the bank.
6. Employee reward system should be improved so as to ensure sound and prompt reward to the employees. The promotion procedure should be timely and prompt.
7. The manpower should be regularly accessed and updated to maintain adequate manpower.
8. Recruitment-test to be up to-date. Test for recruitment should be reformed modernized.
9. Modern HR practice such as selective hiring, fringe benefits and introducing wags of job satisfaction should be taken into account.
10. According to JBL Gulshan Branch customers requirement it should have its own permanent bank space.
Ø Annual Reports of JBL year 2007
Ø Annual Reports of JBL year 2008
Ø Annual Reports of JBL year 2009
Ø Annual Reports of JBL year 2010
Ø Published booklist and hand bills of JBL
Ø Credit Risk Grading Policies of JBL
Ø CRG Chart provided by Bangladesh Bank
Ø JBL General Banking Policy Book
5.5 Limitations of the study:
The present study was not out of limitations. But as an intern it was a great opportunity for me to know the banking activities of Bangladesh specially JBL Bank. Some restraints are disclosed below:
1. Without their own employee it is very much difficult to collect relevant data.
2. Only 12 weeks were not sufficient to visit all the desks of the branch.
3. In the branch offices non-availability of the most recent statistical data.
4. Bankers don’t want to disclose all the information I need.
5. Large-scale research was not possible due to time constraints.
6. Another limitation was that data gathered could not be verified for accuracy.
7. Avoidance of management for providing information.