HR Practice in BBS Cables LTD.Final

  • Published on
    13-Jan-2017

  • View
    664

  • Download
    4

Transcript

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

    1 | P a g e

    Chapter-1

    Prefatory Part

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

    2 | P a g e

    1.1: Introduction

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

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

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

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

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

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

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

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

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

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

    because, Human Resource Management is very important in business

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

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

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

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

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

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

    3 | P a g e

    1.2: Background of the Report

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

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

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

    workforce diversity. Changing skill requirements, continuous improvement initiatives

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

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

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

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

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

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

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

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

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

    the feature for the further improvement.

    1.3: Objectives of the report

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

    follow:

    o To acquire practical knowledge on HRM practice

    o To identify the HRM practices of BBS Cables Ltd.

    o To know the functions of various departments of HRM

    o To be familiar with the recruitment and selection process

    o To know the system of attendance & leave management.

    o To know the training policy of BBS Cables Ltd.

    o To know the performance management of BBS Cables Ltd.

    o To acquire practical experience except institutional knowledge.

    o And more on HRM practices.

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

    4 | P a g e

    1.4: Scopes of the Report

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

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

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

    development process, compensation management, performance management, employee

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

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

    Cables Ltd.

    1.5: Methodology of the Report

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

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

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

    Face to face discussion.

    Group discussion with the companys high officials.

    By discussion with different employee.

    By visiting this Company.

    Practical experience gained by visiting factory.

    Met with responsible executives

    Secondary Sources of Information: The secondary data collected from the following sources:

    Websites of BBS Cables Ltd.

    HR policy of BBS Cables Ltd.

    Data from ERP.

    Library and different textbook.

    Data from Internet.

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

    5 | P a g e

    1.6: Limitations of the Report

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

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

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

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

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

    Time is the major limitation that would mostly with stands a

    comprehensive study on the topic selected.

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

    HRD.

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

    6 | P a g e

    Chapter-2

    Overview of BBS Cables Ltd.

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

    7 | P a g e

    2.1: History of BBS Cables Ltd.

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

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

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

    obtaining technology to provide better engineering solutions trough suplying quality

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

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

    development.

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

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

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

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

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

    meet up the spacific requirments of the customer.

    2.2: Vision

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

    boundary.

    2.3: Mission

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

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

    associates, customers, partners and employees.

    2.4: Values

    A promise to fulfil customer expectations.

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

    become the best.

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

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

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

    8 | P a g e

    2.5: Business Slogan

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

    2.6: Product

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

    Cables:

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

    conduits or trunking, field protected installations and appliances etc.

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

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

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

    outdoors, underground etc.

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

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

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

    Various Types of FR, FRLS, LSHF Cables:

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

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

    hospitals, medical equipment wiring, control panel wiring etc.

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

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

    etc.

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

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

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

    9 | P a g e

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

    sensitive equipment.

    Pre-Assembled Insulated Aluminium Cables with ACSR messenger wire:

    These cables and conductors are suitable for electric power connection,

    distribution line etc.

    Bare Aluminium & Copper Conductors and Wires with or without

    Annealing: These conductors are suitable for transformer connection,

    distribution line etc.

    Insulated or Bare Aluminium Stranded Conductors (AAC):

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

    Aluminium Conductor Steel Re-In forced (ACSR):

    These conductors are suitable for transformer connection, medium and high

    voltage transmission & distribution line etc.

    All Aluminium Alloy Conductors (AAAC):

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

    Customized Cables, Wires and Conductors as per Customer Requirements:

    These are suitable for special cases as per necessity.

    New/Up Coming Products:

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

    . Skin Coated Cables

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

    Customize Cables:

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

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

    10 | P a g e

    2.7: Quality policy

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

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

    expectations and specific requirements of customers.

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

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

    current end users and future prospective customers.

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

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

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

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

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

    declared objectives.

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

    and improve work methods through teamwork and active participation.

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

    Lab Facilities:

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

    equipments to carry out the full range of Routine Tests and Type Tests as per

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

    quality, safety, reliability and peace of mind.

    Health-Safety& Environment:

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

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

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

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

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

    11 | P a g e

    processes in full compliance with all relevant National and International

    Standards to protect and preserve the environment.

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

    below:

    British Standard (BS)

    German Standard (VED)

    Bangladesh Standard (BS)

    International Electro-technical Commission (IEC)

    American Society for Testing and Material (ASTM)

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

    12 | P a g e

    2.8: Organogram of BBS Cables Ltd.

    BBS CABLES LTD.

    Company Organogram (Head Office)

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

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

    13 | P a g e

    BBS Cables Ltd.

    Organogram (Factory)

    Figure: Company Organogram of BBS Cables (Factory)

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

    14 | P a g e

    Chapter-3

    Human Resource Management

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

    15 | P a g e

    3.1: Management

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

    organizations human, financial, physical and informational resources to achieve the goals

    of the organization in an efficient and effective manner.

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

    developing and properly using the human resources in an organization.

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

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

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

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

    Planning for organizations, jobs & people.

    Strategic HRM

    Human resource planning

    Job analysis

    Acquiring human resources

    EEO

    Recruiting

    Selection

    Building performance and motivating performance

    Human resource development

    Performance assessment and management

    Compensation system development

    Incentive compensation

    Maintaining human resources

    Benefits

    Safety and health

    Labour relations and collective bargaining

    Employment transition

    Managing multinational HRM

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

    16 | P a g e

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

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

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

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

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

    department try to practice standard level of HRM of Bangladesh.

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

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

    3. Show up with a posetive

    attitude 4. Ask for help

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

    door

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

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

    11. Own up your mistakes 12. Be organized

    13. Have lunch with different

    people 14. Get to know the company

    15. Finally celebrate the positive first

    impression you have made

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

    17 | P a g e

    Chapter-4

    Job Analysis

    Job Description & Job Specification

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

    18 | P a g e

    4.1: Job Analysis

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

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

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

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

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

    There are two outcomes of job analysis:

    1. Job Description

    2. Job Specification.

    4.2: Job Description

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

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

    department and within the organization

    The major components of a job description:

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

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

    Company.

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

    responsibilities of the job.

    Job Requirements & Qualifications :

    Education Required Designates the minimum level and type of education

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

    additional experience in lieu of the required degree).

    Experience Required Designates the minimum level and type of

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

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

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

    19 | P a g e

    License/Certification Required - Designates any licenses or certifications

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

    License).

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

    incumbent must have to be successful in the job.

    Supervisory Responsibilities :

    o The supervision exercised by the position

    o The number, type, and titles of employees supervised

    o The hire/fire authority of the job incumbent

    o The supervision or guidance the position typically receives (general

    direction, close supervision, etc.)

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

    responsibilities of the position.

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

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

    outside of the Company.

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

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

    by the job.

    Working Conditions/ Environment: Describes irregular or unusual work

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

    find unpleasant or hazardous.

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

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

    4.3: Job Specification

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

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

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

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

    qualifications.

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

    20 | P a g e

    The major components of a job description:

    Designation of job location in the concern

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

    The nature of authority- responsibility relationship.

    Necessary qualification those are required for job.

    Relationship of that job with others jobs in concern.

    4.4: Job Description & Job Specification of BBS Cables

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

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

    job description is enclosed as Annexure-01.

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

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

    as Annexure-02.

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

    21 | P a g e

    Chapter-5

    Recruitment

    &

    Selection Process

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

    22 | P a g e

    5.1: Recruitment and Selection

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

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

    employers and the job seekers.

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

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

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

    5.2: Relationship Between Recruitment and

    Organizational goal

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

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

    various recruitment philosophy which should match with the organizational and the

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

    with the environment of the company. Thats why there is a strong relationship with the

    organizational goals and objectives with the various recruitment processes.

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

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

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

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

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

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

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

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

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

    job fort the assigned position.

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

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

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

    might be ripple effect in each and every part of the functions of the organizations and thats

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

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

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

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

    23 | P a g e

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

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

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

    very important and helpful for the both the parties.

    5.3: Recruitment Sources of BBS Cables Ltd.

    BBS Cables Limited recruitment process comprises of various recruitment sources

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

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

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

    BBS Cables Limited are:

    1. Internal Sources 2. External Sources

    i. Employee Referrals ii. Advertisement

    a) Newspaper b) Online (Internet)

    iii. Internship Students

    Internal Recruitment:

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

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

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

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

    company.

    External Recruitment:

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

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

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

    to make they go for the final selection or recruitment.

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

    24 | P a g e

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

    1. Identify vacancy

    2. Prepare job description and person specification

    3. Advertising the vacancy

    4. Managing the responses

    5. Screening & Short-listing

    Applicant tracking systems provide following Tips:

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

    should be designed accordingly.

    b. Use Online Job Applications.

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

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

    on not.

    e. Resume File Format: The file format may vary based on the companys

    applicant system.

    6. Arrange interviews

    Types of Interview:

    a. Open Interview

    b. Screening Interview

    c. Phone Interview

    d. Dining Interview

    7. Decision making

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

    external sources. The external sources are:

    Competitors and other organizations

    Unsolicited applicants

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

    considering variables like

    Available spread of candidates

    Cost impact

    Time needed

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

    25 | P a g e

    And the external recruitment methods include:

    Advertising in newspapers, company website etc.

    Employee referrals

    Internships

    Recruitment Process of Bangladesh:

    Figure: Recruitment Process of Bangladesh

    5.5: Selection process of Bangladesh

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

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

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

    Rec Advertisement and application collection

    Strong out applications

    ruit

    Preparing preliminary list and issuing interview card

    Announcement of written test

    ment

    Commencement of written test

    Listing of applicants allowed for interview

    Pro

    Taking interview

    Background investigation

    ce Preparing desirable candidates list

    Final approach by management

    SS Appointment and placement

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

    26 | P a g e

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

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

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

    follows:

    Figure: Selection Process of Bangladesh

    Selc

    Application blank Reject some candidates

    Screening Reject some candidates

    tion

    Tests (MCQ, Written) Reject some candidates

    Interview Reject some candidates

    Pro

    Reference Cheeks Reject some candidates

    Conditional offers Offer reject by some candidates

    cess

    Physical examination

    Hire

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

    27 | P a g e

    5.6: Recruitment & Selection process of BBS Cables

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

    following.

    Figure: Recruitment Process of BBS Cables LTD.

    1. Identifying vacancy and evaluate employee needs: The recruitment process beings with the human resources department receiving requisitions for requirement for any

    department of the company. These follows:

    Posts to be filled

    Number of persons

    Duties to be performed

    Qualifications required

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

    2. Developing the job description and person specification: Job description is not a legal requirement but it will help to decide what type of person is looking for and to

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

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

    advert.

    Rec

    Step-1: Identifying the vacancy and evaluate employee needs

    Step-2: Developing the job discription

    ruit

    Step-3: Job Circuler

    Step-4: Collecting the resume/CV

    ment

    Step-5: Screening & Short-listing

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

    Pro

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

    ce

    Step-8: Select employee according to the specific process

    Step-9: Provide him/her appointment letter

    SS

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

    Step-11: Set up online document

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

    28 | P a g e

    A job description should include:

    the job title

    the main duties and purpose of the role

    information about the company and what it does

    the job location

    3. Job Circuler/Advertising the vacancy: Job openings can be advertised by job posting, that is a strategy of placing notices on newspaper, internet (online). Referrals

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

    recruiting.

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

    professionals of the organizations to concentrate on the strategic functions and

    processes of human resource management routing work.

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

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

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

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

    about the job and the organization and then respond electronically.

    4. Collecting the resume/CV: According to the recruitment advertisement, interested candidate apply to the post

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

    listing.

    5. Screening and Short-listing: BBS Cables LTD. Justify all application for against job description to identify who will be able to qualify.

    6. Preparation for interviews: HR department select a date & time schedule for getting interview according to the

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

    concern department and board of director.

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

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

    selection of top level management managing director presence in the interviewer

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

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

    candidate and the same time its lower time consuming. A format of the short

    candidate list Form is enclosed as Annexure-04

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

    29 | P a g e

    8. Select employee by conducting interview :

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

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

    manager. The interviewer will ask questions about the applicants experience and

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

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

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

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

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

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

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

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

    document of Interview Assessment Form is enclosed as Annexure-05

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

    Annexure-06

    9. Provide him/her appointment letter: Interviewer board panel select the right person who is/are perfect for the post. Then

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

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

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

    10. Receive a joining letter and making a personal profile: According to the direction of appointment letter, selected person join his/her post

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

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

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

    11. Set up online document:

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

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

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

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

    30 | P a g e

    5.7: Activity with new employee

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

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

    it will be affected on the yearly evaluation sheet.

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

    HRD provide him/her an ID card.

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

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

    period he/she wont get any leave and cut down his/her salary for leave.

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

    probationary period he/she wont get any leave and cut down his/her salary for leave.

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

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

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

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

    31 | P a g e

    Chapter-6

    Training and Development

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

    32 | P a g e

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

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

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

    capacity, productivity and performance.

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

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

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

    enhancing specific skills and abilities to immediately perform their jobs called

    training.DeCenzo & Robbins

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

    specific objectives or requirements.

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

    on complex cultural and environmental factors and their interactions.

    Any attempt to improve current or future management performance by imparting

    knowledge, changing attitude or increasing skills.Gray Dessler

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

    later in the employee`s career.

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

    behaviour pattern or mentally toward particular issues for the achievement of

    organizational objectives. It mean for executive levels officers only.

    http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Vocational_educationhttp://en.wiktionary.org/wiki/capabilityhttp://en.wikipedia.org/wiki/Productivityhttp://en.wiktionary.org/wiki/performancehttp://www.businessdictionary.com/definition/systematic.htmlhttp://www.businessdictionary.com/definition/technical.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/objective.htmlhttp://www.businessdictionary.com/definition/requirements.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/transformation.htmlhttp://www.businessdictionary.com/definition/complex.htmlhttp://www.businessdictionary.com/definition/environmental-factors.html

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

    33 | P a g e

    6.5: Relationship among education, training and

    development

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

    Rapid changes in technology continue to cause increasing rates of skills

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

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

    2. Redesign of work:

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

    assume more responsibility, take initiative and further develop interpersonal skills

    to ensure their performance and success.

    3. Mergers and acquisition:

    Mergers and acquisitions have rapidly increased. These activities require integrating

    employees of one organization into another having vastly different culture.

    4. Movement of employees:

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

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

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

    workplace.

    5. Globalization of business:

    The globalization of business operations requires managers to acquire knowledge

    and skill related language and cultural differences.

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

    34 | P a g e

    6.7: Benefits of Training & Development:

    1. Help in addressing employee weaknesses:

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

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

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

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

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

    organization doesnt have to rely only on specific employees.

    2. Improvement in workers performance:

    A properly trained employee becomes more informed about procedures for various

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

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

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

    new ideas to incorporate in the daily execution of duty.

    3. Consistency in duty performance:

    A well-organized training and development program gives the

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

    to an organization or companys procedures and policies. This mostly includes

    administrative procedures and ethics during execution of duty.

    4. Ensuring worker satisfaction:

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

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

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

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

    5. Increased productivity:

    Through training and development the employee acquires all the knowledge and

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

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

    tactics of overcoming challenges when they face them.

    6. Improved quality of services and products:

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

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

    services or goods.

    7. Reduced cost:

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

    35 | P a g e

    ORGANISATIONAL OBJECTIVES AND STRATEGIES

    ASSESSMENT OF TRAINING NEEDS

    ESTABLISHMENT OF TRAINING AND DEVELOPMENT GOALS

    DEVISING TRAINING AND DEVELOPMENT PROGRAMME

    IMPLEMENTATION OF TRAINING AND DEVELOPMENT PROGRAMME

    EVALUATION OF RESULTS

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

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

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

    economically, reducing expenditure.

    8. Reduction in supervision:

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

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

    perform their tasks. The supervisor can depend on the employees decision to give

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

    directives on what should be done.

    6.8: Training and Development Process

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

    represents this in a graphical manner:

    Figure: Training and Development Process

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

    36 | P a g e

    6.9: How to develop a successful training programs in

    an organization?

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

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

    planning and strategizing training. This involves four distinct steps:

    1. Assessment

    2. The Establishment of Objectives and Measures

    3. Design and Delivery

    4. Evaluation

    Figure: Planning and strategizing training

    i. Needs Assessment: Organizational level:

    How does the training relate to organizational objectives?

    How does training impact day to day workplace dynamics?

    What are the costs and expected benefits of the training?

    Task level:

    What responsibilities are assigned to the job?

    What skills or knowledge are needed for successful performance?

    Should the learning settings be the actual job settings?

    Training Program Key

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

    Assessment

    Organization

    Task

    Individual

    The Establishment

    of Objectives & Measures

    Design & Delivery

    Interference

    Transfer

    On the Job

    Off the Job

    Online

    Evaluation

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

    37 | P a g e

    What are the implications of mistakes?

    How can the job provide the employee with direct feedback?

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

    needs of this jobs?

    Individual level:

    What knowledge, skills and abilities do trainees already have?

    What are the trainees learning styles?

    What special needs do the trainees have?

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

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

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

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

    follow such behaviour.

    iii. Design and delivery of the job:

    Interference: Interference occurs when prior training, learning, or

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

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

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

    facilitated by delivering the training in an environment that simulates the

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

    provide directly.

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

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

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

    replicate exact working conditions as much as possible.

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

    learning by minimizing interruptions or distractions that might take place in

    the actual work environment.

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

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

    their own level of comfort and understanding.

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

    38 | P a g e

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

    feedback on effectiveness of training program. Evaluation criteria should be

    established in cycle with and parallel to training objectives.

    Four levels of training evaluation:

    Level Questions being asked Measures

    Results

    Behaviour

    Learning

    Reaction

    Figure: Four levels of training evaluation

    Is the organization or unit

    better because of the

    training?

    Are trainees behaving differently on the

    job after training?

    Are they using the skills and knowledge

    which learned in the training?

    To what extent do trainees have greater

    knowledge or skill after the training

    program than they did before?

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

    facilities?

    Do they think the course was useful?

    What improvements can they suggest?

    Accidents

    Qualities

    Productivity

    Turnover, Morale

    Costs, Profits

    Performance

    appraisal by

    superior, peer, client,

    subordinate

    Written tests

    Performance tests

    Graded simulations

    Questionnaires

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

    39 | P a g e

    6.10: How to Develop an Effective Training Strategy

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

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

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

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

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

    Step 1

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

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

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

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

    training needs with operational and human resource managers.

    Step 2

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

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

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

    gaps. Distinguish between training needs and other performance issues.

    Step 3

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

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

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

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

    Step 4

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

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

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

    plan.

    Step 5

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

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

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

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

    monthly.

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

    40 | P a g e

    6.11: Training and Development Process of BBS Cables

    Limited.

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

    could be very efficient and those facilities are:

    On-the job training: its a training which is operated at the sight of the company

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

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

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

    or cause a loss to the company, therefore company plays that system when its

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

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

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

    training institution from, Bangladesh slavery and labour training institute and

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

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

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

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

    field.

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

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

    the fluency and efficiency of the staffs.

    Diversification training: its a process of training where staffs work at the

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

    effectiveness of their work ability.

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

    but it can be painful and fluctuate staffs confidence and motivation, because it is

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

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

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

    http://www.assignmentpoint.com/business/training-methods.html

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

    41 | P a g e

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

    which is also depends on the performance of the staff.

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

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

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

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

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

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

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

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

    communication and training process

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

    42 | P a g e

    Chapter-7

    Attendance

    &

    Punctuality Management

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

    43 | P a g e

    7.1: Attendance & Punctuality policy

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

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

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

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

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

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

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

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

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

    available to advise supervisors regarding the evaluation of extenuating circumstances.

    7.2: Purpose of Attendance & Punctuality Management

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

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

    attend work regularly. This can be done through

    Addressing the physical and emotional needs of employees

    Communicating the attendance goals of the organization so employees can

    understand and identify with them

    Dealing with cases of excessive absenteeism effectively and fairly to produce

    deterrence.

    Successful administration of an attendance management program requires managers

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

    following can be actualized;

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

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

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

    to be regular in attendance.

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

    44 | P a g e

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

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

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

    attend regularly. Recognition of good employee attendance helps improve

    attendance.

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

    problems with their immediate supervisor.

    Employees with a low absence ratio feel confidence and have supportive

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

    satisfied with their opportunity for promotion and upgrading.

    7.3: Committed to Attendance

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

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

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

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

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

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

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

    your organization.

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

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

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

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

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

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

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

    expectations must be clearly communicated and followed.

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

    45 | P a g e

    7.4: Working Days and Times of BBS Cables LTD.

    Working Days in a week : 6 Days. Working Time : 09:00am To 05:30pm

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

    and other natural disaster. If anyone practices its every day it isnt considerable. 15 minutes

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

    treats as late attendance.

    7.5: Disciplinary action for late attendance in BBS

    Cables Limited

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

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

    late attendance in office.

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

    46 | P a g e

    Chapter-8

    Leave Management:

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

    47 | P a g e

    8.1: Leave Management

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

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

    employees.

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

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

    8.2: Yearly Leave of BBS Cables Ltd.

    Yearly leave

    SL. No. Type of Leave Days Remark

    01 Government holidays -- According to declare by Government

    02 Earning leave 15 Days If not will be paid

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

    04 Maternity leave 3 Months Maximum 2 times

    05 Paternity leave 3 Days Maximum 2 times

    06 Medical leave -- According to the proper document

    All employees of BBS Cables Ltd. Enjoy leave facility according to companys policy.

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

    employees while they are in the service of the company.

    Government Holidays: BBS Cables Ltd. Maintain all compulsory holidays

    according to the government declaration. But they dont allow the leave of

    optional holidays.

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

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

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

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

    months of joining date.

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

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

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

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

    48 | P a g e

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

    months of joining date.

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

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

    condition. Maternity leave can consume only for 2 times.

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

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

    maximum 2 times.

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

    some special leave.

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

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

    submit medical certificate.

    8.3: Terms and Condition for enjoying Leave

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

    Those terms and conditions are mentioned below:

    Leave cannot be claimed as a matter of right.

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

    the management.

    The management may grant or reject the leave application.

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

    No leave shall be carried forward to the next year.

    Casual leave cant be taken for more than three days at an instance.

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

    of the year.

    8.4: Leave System of BBS Cables Ltd.

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

    format of leave application is enclosed as Annexure-7

    HRD justify the leaving option.

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

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

    49 | P a g e

    8.5: Attendance sheet prepared by HRD

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

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

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

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

    8.6: Benefit of Leave Management

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

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

    employees.

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

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

    Using Leave Management, Employees can:

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

    assigned

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

    shot of balance information

    c. Enter and request time off

    d. Carryover accrued time

    e. View time off transaction history

    Using Leave Management, HR Professionals can:

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

    b. Edit leave records

    c. Delete leave records

    d. Manage leave policy assignments

    e. Edit the employee's service date

    f. Assign leave policies during the hire process

    g. Report on aggregate data for leave policies

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

    50 | P a g e

    Chapter-9

    Performance Management

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

    51 | P a g e

    9.1: Performance management (PM)

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

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

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

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

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

    employees to strategic objectives and priorities.

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

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

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

    --Wikipedia

    9.2: Performance Appraisal

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

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

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

    an individual person.

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

    individuals potential for development.

    Performance Appraisals is the assessment of individuals performance in a systematic way.

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

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

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

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

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

    assessment because behaviours do affect job results.

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

    52 | P a g e

    9.3: Goals/Objectives of Performance Appraisal

    General Goals Specific Goals

    Developmental Use Individual needs

    Performance feedback

    Transfers and Placements

    Strengths and Development needs

    Administrative Decisions / Uses Salary

    Promotion

    Retention / Termination

    Recognition

    Lay offs

    Poor Performers identification

    Organizational Maintenance HR Planning

    Training Needs

    Organizational Goal achievements

    Goal Identification

    HR Systems Evaluation

    Reinforcement of organizational needs

    Documentation Validation Research

    For HR Decisions

    Legal Requirements

    Additional objectives of Performance

    appraisal:

    To review the performance of the

    employees over a given period of

    time

    To judge the gap between the

    actual and the desired

    performance.

    To help the management in

    exercising organizational control.

    Helps to strengthen the

    relationship and communication

    between superior subordinates

    and management employees.

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

    53 | P a g e

    To provide feedback to the

    employees regarding their past

    performance.

    Provide information to assist in the

    other personal decisions in the

    organization.

    Provide clarity of the expectations

    and responsibilities of the functions

    to be performed by the employees.

    To judge the effectiveness of the

    other human resource functions of

    the organization such as

    recruitment, selection, training and

    development.

    To reduce the grievances of the

    employees.

    9.4: Criteria for good appraisal system

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

    a. Validity: A performance appraisal system must be valid. It will be valid if the performance is measured by covering all relevant factors that influence

    performance.

    b. Reliability: Reliability of performance depends on performance ratters. It will be reliable if the performance of an employee is measured by two rates that have a

    similar background.

    c. Freedom from bias: Freedom from bias has two components. These are- a. Legal issue of fairness: An appraisal system is free from bias if it is fair to

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

    on.

    b. Freedom from rating errors: A performance appraisal will be free from bias if the system is free from rating error. This rating is totally happened

    by the ratter.

    d. Practicality: A good appraisal system should have benefit comparing to coast, it takes time, effort and money to develop, implement and use a performance

    appraisal system. So, if the benefits the performance appraisal systems arent

    satisfactory then it wont be usable.

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

    54 | P a g e

    9.5: Methods of appraising performance

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

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

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

    needs of the organization or an employee.

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

    Past Oriented Methods

    Future Oriented Methods

    Past Oriented Methods:

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

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

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

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

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

    formal training required. Disadvantages Ratters biases

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

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

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

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

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

    to give relative ratings

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

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

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

    Absence of personal biases because of forced choice. Disadvantages Statements

    may be wrongly framed.

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

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

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

    Advantages Eliminates Disadvantages Assumption of normal distribution,

    unrealistic, errors of central tendency.

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

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

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

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

    regency biases, chances of subordinate improvement are high. Disadvantages

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

    55 | P a g e

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

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

    Behaviourally Anchored Rating Scales: statements of effective and ineffective

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

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

    Advantages helps overcome rating errors. Disadvantages Suffers from distortions

    inherent in most rating techniques.

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

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

    managerial level promotions, when comparable information is needed,

    Disadvantages Outsider is generally not familiar with employees work

    environment, Observation of actual behaviours not possible.

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

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

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

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

    test development or administration are high.

    Confidential Records: Mostly used by government departments, however its

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

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

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

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

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

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

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

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

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

    promote ability of employee, existing capabilities and qualifications of performing

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

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

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

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

    depends on the memory power of ratters.

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

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

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

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

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

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

    56 | P a g e

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

    method.

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

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

    administer and explanation.

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

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

    the help of a formula as under.

    Future Oriented Methods

    Management by Objectives: It means management by objectives and the

    performance is rated against the achievement of objectives stated by the

    management.

    Psychological Appraisals: These appraisals are more directed to assess employees

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

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

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

    motivational and other personal characteristics affecting his performance. This

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

    have considerable potential. However quality of these appraisals largely depends

    upon the skills of psychologists who perform the evaluation.

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

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

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

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

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

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

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

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

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

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

    alertness etc. Disadvantages Costs of employees traveling and lodging,

    psychologists, ratings strongly influenced by assassins inter-personal skills. Solid

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

    for this also may get affected.

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

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

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

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

    57 | P a g e

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

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

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

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

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

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

    and objective feedback.

    9.6: Performance appraising system of BBS Cables

    Limited

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

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

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

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

    Rating Status Appraisal

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

    salary.

    02 Superior (Marks 61to79)

    11% to 13% increment on gross

    salary.

    03 Satisfactory (Marks 45 to 60)

    8% to 10% increment on gross salary.

    04 Under Performer (Marks 30 to

    45)

    5% increment on gross salary.

    05 Exit Category (Marks below30)

    Can be asked for resignation or

    termination.

    A format of performance apprising form enclose as Annexer-09

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

    58 | P a g e

    Chapter-10

    Compensation Management:

    Salary, Benefits & Motivation

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

    59 | P a g e

    10.1: Compensation

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

    employees. In todays competitive labour market, organizations need to fully leverage their

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

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

    optimal organizational results.

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

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

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

    10.2: How to Develop a Compensaton Plan

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

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

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

    the following recommendations.

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

    this:

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

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

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

    reimbursement plan or a substantial commission for a sales position.

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

    if you are a start-up business.

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

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

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

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

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

    status.

    3. Research the options:

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

    bonuses and other merit incentives.

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

    60 | P a g e

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

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

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

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

    plans.

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

    want to include a flexible spending benefit.

    Consider opportunities to excel with tuition reimbursement or promotions and pay

    raises.

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

    reimbursement.

    5. Don't be too generous with your compensation plan. If your business does not do well, you will likely have to pull expenses from your benefits,

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

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

    6. Be clear when putting your compensation plan into your company policy book. You may want to involve your lawyer to ensure that nothing is left vague. When hiring new

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

    the new employee can have you address them immediately.

    10.3: Importance of Good Compensation Package

    A good compensation package is important to motivate the employees to increase the organizational productivity.

    Unless compensation is provided no one will come and work for the organization. Thus, compensation helps in running an organization effectively and accomplishing

    its goals.

    Salary is just a part of the compensation system, the employees have other psychological and self-actualization needs to full fill. Thus, compensation serves the

    purpose.

    The most competitive compensation will help the organization to attract and sustain the best talent. The compensation package should be as per industry standards.

    10.4

    Salary Distribution System of BBS Cables Ltd.

    HRD justify the attendance of all employee of a month. Then HRD grant employee salary payments which is given by accounts.

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

    61 | P a g e

    10.5: Employee Benefits

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

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

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

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

    well as flexible and alternative work arrangements.

    10.6: Advantages of offering benefits to employees

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

    only recruit but retain qualified employees.

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

    and easing the company's financial burden.

    Employee benefits have been proven to improve productivity because employees are

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

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

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

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

    coverage they receive.

    10.7: Motivation of Employee

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

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

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

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

    induces organization members to contribute.

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

    62 | P a g e

    10.8: Beneficiary Services of BBS Cables to Motivate

    Employees

    Motivational tools used in BBS Cables Ltd.

    Non-financial Benefits Financial Benefits

    Job security Salary

    Praise, recognition and reward Bonus (2 Eid Festivals)

    Feedback Incentive

    Competition Production bonus

    Participation in management Yearly Increment

    Autonomy in work Fringe Benefits:

    Opportunity for promotion Medical allowances

    Delegation of authority and responsibility

    Travel allowances

    Goodwill Dearness allowances

    Training facilities Housing facilities

    Good working environment Food benefits

    Cafeteria Retirement related benefits Upcoming

    Transport facilities Earn leave (if not will pay)

    Dealer Conference Casual leave

    Corporate Night Maternity leave

    Iftar Party Paternity leave

    Picnic Insurance Upcoming

    Internet facilities Mobile handset

    Mobile bill

    Lunch allowance S & M

    Tiffin Factory

    Loan facilities

    Welfare fund

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

    63 | P a g e

    Chapter-11

    Employee Satisfaction

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

    64 | P a g e

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

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

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

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

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

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

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

    without.

    11.2: Benefits of Employee satisfaction

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

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

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

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

    investment in employee-related policies can be justified.

    Job Duties

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

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

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

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

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

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

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

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

    necessary to preserve the positive workplace atmosphere.

    Volunteering

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

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

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

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

    the company creates an atmosphere of job satisfaction and properly motivates

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

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

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

    65 | P a g e

    Customer Service

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

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

    maintaining accuracy, building maintenance workers keep the office clean and

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

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

    Patience

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

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

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

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

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

    implement those changes as quickly and efficiently as possible.

    11.3: Departments of BBS Cables Ltd.

    SL No. Department Name

    01 HR & Admin

    02 Sales & Marketing

    03 Distribution

    04 Accounting & Finance

    05 Audit

    06 Procurement

    07 Brand

    08 IT

    09 Customer Service

    10 Vat & Tax

    11 Commercial

    12 Distribution

    13 Transport

    Factory

    14 Administration

    15 Accounts

    16 Production

    17 PVC Compound

    18 Maintenance

    19 Store

    20 QC, Design & R&D

    21 Operation

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

    66 | P a g e

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

    01 Barishal 1 3 1

    02 Bogra 3 7 1 1

    03 Chittagong 5 18 1

    04 Chowmuhni 1 2 1

    05 Comilla 1 3 1

    06 Feni 1

    07 Faridpur 1

    08 Gazipur 1 3 1

    09 Jessore 1 2 1

    10 Kaptan Bazar 1 2 1

    11 Khulna 1 2 1

    12 Moulovi Bazar 1

    13 Mymansingh 1 4 1

    14 Narayangonj 1 1 1

    15 Nawabpur 1 2 1

    16 Rajshahi 1 3 1 1

    17 Rangpur 3 3 1

    18 Savar 1 2 1

    19 Sylhet 2 8 1

    20 Tangail 1

    21 Uttara 2 3 1 2

    Head Office

    22 HR & Admin 24

    23 Sales & Marketing 66

    24 Accounts & Finance 13

    25 Audit 6

    26 Brand 2

    27 IT 2

    28 Distribution 3

    29 Procurement 2

    30 Commercial 3

    Total 51 137 31 7 6 2 2 2 3

    241 Factory 465

    Total Employee 706

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

    67 | P a g e

    11.5: Employee satisfaction report of BBSCL

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

    1. Working Environment.

    2. Salary range.

    3. Bonus facilities

    4. Incentives

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

    6. Satisfaction on the management.

    7. Satisfaction on the board of director.

    8. Goodwill of company.

    9. Job security.

    10. Opportunity for promotion.

    11. Training facilities

    12. Appreciation for good work.

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

    by employees of BBSCL.

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

    employees, 41% said its good, 22% said its fair, 7% said its poor and 11% employee said

    its very poor. According to this report employees are satisfied on working environment and

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

    environment to remove the little dissatisfaction.

    11% 7%

    22%

    41%

    19%

    1. Working Environment

    Very Poor Poor Fair Good Very Good

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

    68 | P a g e

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

    said its fair, 22% said its poor and 15% employee said its very poor. According to this

    report salary range isnt well in BBSCL. So management should develop salary structure to

    increase employee satisfaction.

    Bonus facilities of BBSCL is very good according to 22% employees, 33% said its good,

    37% said its fair and 8% employee said its very poor. Overall employees are satisfied on

    bonus facilities.

    15%

    22%

    37%

    19%

    7%

    2. Salary Range

    Very Poor Poor Fair Good Very Good

    8%

    0%

    37%

    33%

    22%

    3. Bonus Facilities

    Very Poor Poor Fair Good Very Good

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

    69 | P a g e

    Incentives of BBSCL is very good according to 4% employees, 26% said its good, 33%

    said its fair, 30% said its poor and 7% employee said its very poor. Employees are highly

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

    employee satisfaction.

    Satisfaction on supervisor means satisfaction on departmental head who supervised the

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

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

    22% said its good, 34% said its fair, and 22% employee said its poor. I think supervisor

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

    7%

    30%

    33%

    26%

    4%

    4. Incentives

    Very Poor Poor Fair Good Very Good

    0%

    22%

    34%

    22%

    22%

    5. Satisfaction on Supervisor

    Very Poor Poor Fair Good Very Good

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

    70 | P a g e

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

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

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

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

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

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

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

    satisfaction.

    0%

    8%

    22%

    59%

    11%

    6. Satisfaction on the Management

    Very Poor Poor Fair Good Very Good

    4% 0%

    15%

    59%

    22%

    7. Satisfaction on the Board of director

    Very Poor Poor Fair Good Very Good

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

    71 | P a g e

    There 21% employee said that goodwill of BBSCL is very good, 47% employee said its

    good, 25% said its fair and 7% employee said its poor. Thats good for BBSCL.

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

    19% said its fair, 7% said its poor and 4% employee said its very poor. Job security is

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

    0%

    7%

    25%

    47%

    21%

    8. Goodwill of Company

    Very Poor Poor Fair Good Very Good

    4% 7%

    19%

    44%

    26%

    9. Job Security

    Very Poor Poor Fair Good Very Good

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

    72 | P a g e

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

    said its fair, 33% said its poor and 11% employee said its very poor. Opportunity for

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

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

    employee.

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

    said its poor and 30% employee said its very poor. Training is a part of developing an

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

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

    should take proper step to develop training program.

    11%

    33%

    30%

    26%

    0%

    10. Opportunity for Promotion

    Very Poor Poor Fair Good Very Good

    30%

    44%

    11%

    15%

    0%

    11. Training Facilities

    Very Poor Poor Fair Good Very Good

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

    73 | P a g e

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

    its good, 33% said its fair, 19% said its poor and 22% employee said its very poor.

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

    motivate employee. But the result of appreciation for good work in BBSCL isnt optimal.

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

    22%

    19%

    33%

    19%

    7%

    12. Appreciation for Good Work

    Very Poor Poor Fair Good Very Good

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

    74 | P a g e

    Chapter-12

    Wind-Up Part

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

    75 | P a g e

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

    below:

    1. Some sales executive work by standing for unavailable of his desk and computer. They share desk and computer with other. So working environment of marketing

    isnt suitable for sales executive in corporate office.

    2. There is no despatcher. As a result latter and any other documents havent sent and receive properly.

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

    4. Customer care department hasnt sufficient manpower.

    5. Different departments are situated in different building. This is the reason of increasing cost and lack of communication.

    6. Brand department werent successful to advertise its name to all over the country. Unless the position of BBS Cables Ltd is 2

    nd in cables industry. They hire new idea

    for greetings card, calendar etc. from outsourcing. So whats the activity and need of

    Brand department?

    7. IT department isnt enough strong. They cant solve IT related problem in time.

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

    9. They wishes their customer, employee, well-wisher and others with a nice greetings card but in late on special days. Like as New Year. They also gifted calendar in late.

    10. Distribution department of BBS Cables Ltd use online system (ERP) to process delivery order (DO). But sales persons cant use to entry details of their sales.

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

    1. BBS Cables Ltd should develop working environment by ensuring desk and computer for all employee.

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

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

    4. BBSCL should recruit sufficient manpower in customer care department for giving proper service to their customer. BBS Cables already reach the higher level of the

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

    department to serve the customer continuously.

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

    76 | P a g e

    5. All department of BBSCL should work together in one building. Which will be decrease cost and increase cooperate with each department.

    6. BBSCL should hire talent and creative person for brand department, who will develop brand image and speared its name to all over the country.

    7. In IT department also should hire talent, co-operative minded and skilful person to develop IT department, who can ensure the safe technological process, which one is

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

    8. BBSCL already establish a new plant to fulfil market demand. They should also produce more products to capture whole market of the country. For capturing more

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

    open more showrooms in important market.

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

    10. There should have scope to entry details of sales & delivery order in ERP by sales person. Then it will be approved by distribution department and higher authority. I

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

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

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

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

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

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

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

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

    an organization.

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

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

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

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

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

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

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

    Behind everything, there is human being.

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

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

    service, money or any other thing.

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

    77 | P a g e

    References

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

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

    Company.

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

    & Industrial Relations. Dhaka, Bangladesh: Abir Publication.

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

    2014). Human Resource Management (9th Edition). England.

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

    Practice (4th

    Edition). USA.

    Report and Journal:

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

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

    Fang Lee Cooke.

    Websites:

    http://bbscables.com.bd/

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

    http://www.whatishumanresource.com

    http://www.custominsight.com

    http://smallbusiness.chron.com

    http://www.benefits.org

    http://www.investopedia.com

    http://www.businessballs.com

    http://www.amazon.co.uk/Human-Resource-Management-Derek-Torrington/dp/0273710753/ref=cm_lmf_tit_4/276-4102793-7483569http://www.amazon.co.uk/Human-Resource-Management-Theory-Practice/dp/0230001742/ref=cm_lmf_tit_8/276-4102793-7483569http://www.amazon.co.uk/Human-Resource-Management-Theory-Practice/dp/0230001742/ref=cm_lmf_tit_8/276-4102793-7483569http://bbscables.com.bd/http://en.wikipedia.org/wiki/Businesshttp://www.whatishumanresource.com/http://www.custominsight.com/http://smallbusiness.chron.com/http://www.benefits.org/http://www.investopedia.com/http://www.businessballs.com/

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

    78 | P a g e

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

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

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

    satisfaction report collected from employee of BBSCL.

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

    79 | P a g e

    Appendix-1

    BBS Cables LTD.

    Corporate Office: 26, Road: 03,

    Block: I, Banani, Dhaka.

    Motivational tools used in BBS Cables LTD.

    Non-financial motivation Financial motivation

    Job security Salary

    Praise, recognition and reward

    Bonus (2 Eid Festivals)

    Feedback Incentive

    Competition Production bonus

    Participation in management Yearly Increment

    Autonomy in work Fringe Benefits:

    Opportunity for promotion Medical allowances

    Delegation of authority and responsibility

    Travel allowances

    Goodwill Dearness allowances

    Training facilities Housing facilities

    Good working environment Food benefits

    Cafeteria Retirement related benefits

    Transport facilities Earn leave (if not will pay)

    Dealer Conference Casual leave

    Corporate Night Maternity leave

    Iftar Party Paternity leave

    Picnic Insurance

    Internet facilities Mobile handset

    Mobile bill

    Lunch allowance

    Tiffin

    Loan facilities

    Welfare fund

    Sr. Manager

    HR & Admin

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

    80 | P a g e

    Appendix-2

    Employee Satisfaction Report of BBS Cables Ltd.

    [No need to mention your identity]

    Put the tick () mark on your choice.

    13. Working Environment.

    Very Poor Poor Fair Good Very Good

    14. Salary range.

    Very Poor Poor Fair Good Very Good

    15. Bonus facilities

    Very Poor Poor Fair Good Very Good

    16. Incentives

    Very Poor Poor Fair Good Very Good

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

    Very Poor Poor Fair Good Very Good

    18. Satisfaction on the management.

    Very Poor Poor Fair Good Very Good

    19. Satisfaction on the board of director.

    Very Poor Poor Fair Good Very Good

    20. Goodwill of company.

    Very Poor Poor Fair Good Very Good

    21. Job security.

    Very Poor Poor Fair Good Very Good

    22. Opportunity for promotion.

    Very Poor Poor Fair Good Very Good

    23. Training facilities

    Very Poor Poor Fair Good Very Good

    24. Appreciation for good work.

    Very Poor Poor Fair Good Very Good

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

    81 | P a g e

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

    given below:

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

    82 | P a g e

    Annexure-01

    BBS Cables Ltd.

    Head Office, Dhaka

    JOB DESCRIPTIONS

    Individual Specifications:

    Name of Employee:

    I.D. Number:

    Designation:

    Department:

    Section:

    Report to:

    Supervises:

    Job Summary:

    Routine Functions:

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    Additional Tasks:

    1.

    2.

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

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

    Signature of Employee Dept. Head

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

    83 | P a g e

    Annexure-02

    BBS Cables Ltd.

    Head Office, Dhaka

    JOB SPECIFICATIONS

    Job Title:

    Department:

    Section:

    Educational

    Qualification:

    Professional

    Qualification:

    Professional Training:

    Required Experience:

    Other Qualifications:

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

    Signature of the Head of the Dept.

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

    84 | P a g e

    Annexure-03

    BBS Cables Limited

    Manpower Requisition Form

    Name of Position:

    Department:

    Required Qualification:

    Additional/Professional Qualification:

    Required Experience:

    Brief Job Description of

    the required position:

    1.

    2.

    3

    4.

    5.

    Proposed Salary:

    Expected Date of Joining:

    Mode of Advertisement: Newspaper / Website / Internal Source

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

    Signature of concerned Department Head

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

    Signature of HR Manager

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

    Approval from the Executive Director

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

    Approval from the Managing Director

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

    85 | P a g e

    Annexer-04

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

    86 | P a g e

    Annexure-05

    BBS Cables Limited

    Interview Assessment Form

    Name of the Candidate:

    Interviewed for the Position of:

    Date of Interview: Department:

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

    1

    SL. NO. Performance Factor Marks Obtained

    01. Appearance

    02. Job Knowledge

    03. Professional Attitude

    04. Team Spirit

    05. Decision Making Capability

    06. Leadership Quality

    07. Conduct & Discipline

    08. Dependability

    09. Sense of Responsibility

    10. Intelligence

    TOTAL:

    Present salary:

    Notice Period Required:

    Comment of Interviewer:

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

    Signature of Interviewer

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

    Signature of HR Manager

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

    87 | P a g e

    Annexure-06

    BBS Cables Limited

    Interview Status Report

    Name of Position :

    Department :

    Interview Date :

    Venue :

    Sl

    No

    Name of

    Candidate

    Selected Rejected Final Negotiated

    Salary

    Remarks

    01.

    02.

    03.

    04.

    05.

    06.

    07.

    08.

    09.

    10.

    Members of Interview Board:

    Name Signature

    Managing Director

    Executive Director

    Head of Concerned Department

    HR Manager

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

    88 | P a g e

    Annexure-07

    BBS Cables Limited

    Leave Application Form

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

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

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

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

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

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

    Contact Address during Leave ------------------------------------------- Mobile Number ---------------

    ------------------------------ ----------------------- Allowed / Not

    Allowed

    Signature of Applicant Supervising Officer ---------------------

    Head of the Dept.

    Status of Leave:

    (To be filled out by Administration Department)

    Type of Leave Leave Enjoyed Remaining Balance

    Casual Leave (08 days)

    Earned Leave (15 days)

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

    Signature of the Administrative Officer

    Approval of the Management

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

    Executive Director Managing Director

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

    89 | P a g e

    Annexure-08

    BBS Cables Limited

    Leave Record Card

    Name of Employee: ID:

    Date of Joining: Department:

    Year Type

    of

    Leave

    1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Remarks

    2012

    EL

    CL

    2013

    EL

    CL

    2014

    EL

    CL

    2015

    EL

    CL

    2016

    EL

    CL

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

    90 | P a g e

    Annexure-09

    BBS Cables Limited

    Performance Appraisal Form

    Name of

    Employee:

    I.D. Number:

    Designation: Department:

    Date of Joining: Date of Confirmation: Date of Last Promotion:

    Following are the Key Performance Indicators to evaluate an employee. Each

    Indicator contains 10 marks out of which, the Evaluators shall mark an employee.

    Sl No. Performance Factor Marks Obtained

    01. Job Knowledge

    02. Dependability

    03. Sense of Responsibility

    04. Decision Making Capability

    05. Leadership Quality

    06. Team Spirit

    07. Intelligence

    08. Daily Attendance

    09. Conduct & Discipline

    10. Professional Attitude

    TOTAL:

    (Outstanding = 80 & above, Superior = 61 to 79, Satisfactory = 45 to 60,

    Underperformer = 30 to 44, Exit Category = below 30)

    Comment of the Evaluator:

    Promotion/Increment recommended by the Dept. Head:

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

    HR Manager Executive Director Director Managing Director

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

    91 | P a g e

    Annexure-10

    ERP

    Enterprise resource planning (ERP) is business management software, which is used by

    BBS Cables for their work in online. A snapshot of this ERP is given below:

Recommended

View more >