Shahadat Hossain
Shahadat Hossain
Prepared For:
Bithika Das Gupta
Lecturer
Faculty of Business Studies
Prepared By:
Name: Shahadat Hossain
Student ID: (110102086)
Semester: 8th
Batch: 2nd
Program: BBA
Major in HRM
Objectives:
Broad Objective:
The primary objective of my study is to lay down the foundation of trainings
and development and analyzing the present developments of employee
through trainings and the future prospects of the growth based on the organize
expectation.
Specific objective:
The specific objective of my study about employee training and development
is to try to apply my learning in the area of Human Resource so that I can
gain significant practical knowledge and understand the nature and
importance of training and development and identify the various inputs that
should go into any program.
Methodology:
Business research used in this report is of descriptive nature. Through this
descriptive research, this report seeks to determine the answers to who, what,
where and how questions of the cellular industry of Bangladesh.
The methodology of the study will require data at first. The sample size is
chosen in order to understand what most of the employee think about training
program. When adequate data
were collected, it was sorted and displayed as percentage and is depicted in graphs. The
sample is chosen from GP House, P&O Division.
To prepare the report, research design and methods of this study is described as follows:
Data source:
Data for this report has been extracted from primary sources as well as secondary
sources.
Primary
Data
source
Secondary
data
source
Questionnaire
survey
Direct interview
Annual Report
Informal
discussions
Published articles
Journals
Brochures
Official web sites
Figure-1
Primary Data:
Primary Data is collected though questionnaire survey which is arranged on training
programs of Grameenphone and direct interview is done with corporate employees of
Grameenphone Limited.
Secondary Data:
Majority of the data is collected from Annual Report, informal discussions mainly with
my supervisor and team members, published articles on telecommunication sectors,
journals, brochures, Grameenphone official web sites.
Chapter: 2
Literature Review on HRM
Introduction
Management and Human resource are one and the same. Management is managing people at work.
HRM is also concerned with managing people at work. It covers all types of personnel. It draws on a
number of related discipline, such as industrial psychology, sociology, social psychology, and
economics.
Definition of HRM
Human Resource Management is the term increasingly used to refer to the philosophy, Policies,
procedures, and practices one need to carry out people or human resource aspect of management
position. These include:
Determining the nature of each employees job.
Planning labor needs & recruiting candidates.
Selecting job candidates.
Orienting & training new employees.
Managing wages & salaries.
Providing incentives & benefits.
Evaluating performance
Training & developing.
Labor relation.
Finally, we can say that management is getting things done through other people.
Characteristics of HRM
v Multiplicity of roles assumed by individuals. A person plays many different role in the society.
These roles are conflicting in nature.
v Two people are not the same, they are different.
v People appreciate as times goes on. People gain more knowledge & experience.
Basic Principle of HRM
A principle is a basic statement of truth explaining cause and effect relationship between two or more
variables. Every subject is guided by its principle. HR is not an exception. The fundamental principles
of HRM are as follows:
Deal with people a complete indivisueals. Consider employee as a whole peerdson.
Treat employee with respect & dignity.
Treat all employee with justice, there should be no discrimination.
Treat people as adult.
Make people feel worthwhile & related.
HRM is not personal.
Reward should be earned not given. If it is earned it becomes a gift or donation.
Supply employees with relevant information.
People ought to be considered as social capital capable of development.
Provides opportunities for growth within the organization.
Sell the personnel program. It must be sold.
Group interest predominance over individual interest.
Dont underestimate the potential of people.
Objectives of HRM
Objectives are predetermined goals at which individual or group activity in an organization is aimed.
The formulation of the objectives of an organization is necessary for the following reason:
Human beings are goal directed. People must have purpose to do some work. Announced
organizational goals invest work with meaning.
v To maintain and sustain industrial peace. Without peace prosperity is not possible. It is true for
nation as well as business organization. Without industrial peace all resources remain under-utilized.
v To improve the productive contribution of people to the organization. In a competitive environment
productivity improvements very significant. Productivity is the function of a ability and motivation.
Training and education can improve ability. The HR mangers must take measures to increase
employees willingness to put more effort.
v To generate maximum individual development of people within the organization.
v To attract and secure appropriate people capable of performing effectively and efficiently the
organizations specific tasks.
v To maintain a high morale and better human relationships inside the organization.
v To recognize and satisfy individual needs.
Overall HRM functions
The main functions of the HRM department are as follows:
1.
Recruitment
2.
Selection
3.
Orientation Program
4.
5.
Performance appraisal
6.
Promotion
7.
Transfer
8.
Communication
9.
Customer satisfaction
10.
Servicing
i & Development:
Human resource is one of the most important assets and a part of the organization
concerned with the people dimension. The present conventional one and this
change is continuous. As jobs in have become more complex and challenging, the
importance of employee education and training is increasing. Every organization
needs to have well adjusted, trained and experienced people to perform activities in
order to achieve organizational goals. When jobs are simple, easy to learn and
influence only a small degree of technological change, there is little need for
employees to upgrade or alter their skills. But such situation rarely exists on present
day. Rather, rapid job changes are taking place, requiring employee skills to be
transformed and frequently updated. In organizations, such up gradation occurs
through employee training.
.
Main training activities consist of in-depth foundation programs for entry level Management
Trainees. Specialized training programs in the areas like general e-learning, project
management foundation/professional/advanced trainings programs, feedback & coaching are
also organized by P&O depending on need. Frequently outreach programs are organized to
meet demand for new and specialized skills.
Orientation program
formal orientation program for the new employees. BSB arranges formal orientation program after recruiting
new officer level employees, but it has no orientation program for newly appointed staff or lower level
workers. The immediate supervisor is responsible for internalizing the employees of the organization.
Training
The main function of the functions of the training department is as follows:
1.
To prepare & implement Annual Training Program
2.
To send officers to local training institutions for improving professional skills.
3.
To organize seminar/ workshop/ symposium on key economic or banking
Training policy of the BSB are:
1) At first, the HR manager of the BSB determines the training needs on the basis on seniority and merit
list.
2) The training department provides training to the new and existing employees on the basis of schedule
prepared early in the year.
3) This department asks the departmental head to provide specific number of trainee for any specific
training course.
There are various methods of providing training to the employees. The training department of normally
arrange the followingv Classroom lecture
v Conference
v Workshop
v Symposium
v Seminar
Adeniyi (1995)
Staff training and development is a work activity that can make a very signGPant
contribution to the overall effectiveness and profitability of an organization.
Chris (1996)
Training and development aim at developing competences such as
technical, human, conceptual and managerial for the furtherance of
individual and organization growth.
Seyler, Holton III, Bates, Burnett and Carvalho (1998)
The continuous changing scenario of business world, training is an effective measure used by
employers to supplement employees knowledge
Akinpeju (1999)
The process of training and development is a continuous one. The need to perform ones
efficiently and the need to know how to lead others are sufficient reasons for training and
development and the desire to meet organizations objectives of higher
productivity, makes it absolutely compulsory.
Oribabor (2000)
Training and development aim at developing competencies such as
technical, human, conceptual and managerial for the furtherance of
individual and organization growth.
Isyaku (2000)
The process of training and development is a continuous one. It is an avenue to
acquire more and new knowledge and develop further the skills and techniques
to function effectively. Tan, Hall and
Boyce (2003)
Companies are making huge investment on training programmes to prepare
them for future needs. The researchers and practitioners have constantly
emphasised on the importance of training due to its role and investment.
Stavrou et al.,(2004)
The main goal of training is to provide, obtain and improve the necessary
skills in order to help organizations achieve their goals and create competitive
advantage by adding value to their key resources i.e. managers.
Giangreco, Sebastiano, and Peccei (2009),
Training:
Training usually involves educational or inspirational activities designed to
improve knowledge, skill, and performance at the individual level. Training
basically refers to a
planned effort by a company to facilitate competencies.
Development:
Development is a process by which the employees develop their skills,
behaviors, attitudes, actions, and other abilities with continuous
trainings or learning, that are needed to perform in an organization
effectively and smoothly..
A successful development process delivers appropriate change in individual behavior,
attitudes, and activity directly related to organizational goals and measurable results.
Training for Individuals: Some training are designed only for the
individuals, for those the employees are individually responsible for their
own development.
Training for teams: Trainings served for teams, when team performance is
necessary.
Training for organizations: organizational training that may containing
creating fair and productive organizational environment, developing
knowledge sharing culture inside the organization
Chapter: 3
Practical aspects
It has a complete range of Apparel Manufacturing based on best quality yarn ( e.g. Pima,
Supima, Organic cotton, Modal, Bamboo, Tactile, Lycra, Coolmax, Polyamide,
Polyester, Viscose, CVC etc), Versatility in Knitting, Complete range of yarn and
piece dyeing, very modern fabric finishing plant, computerized sewing equipment,
dedicated, experienced and efficient workforce , R&D to develop new fabrics and design
team.
40000 pcs/day
CA Knitwear Ltd.
15000 pcs/day
15000 pcs/day
70000 pcs/day
2,50,000 pcs/day
Knitting Division
25000 kgs/day
Dyeing/Processing Division
18000 kgs/day
5000 pcs/day
Printing Division
30000 pcs/day
Embroidery Division
20000 pcs/day
Area:
9,07,200 sqf
Covered Area:
2,85,000 sqf
Total employees:
6000
Yearly Turnover(Million):
US$48.00
Quality assurance
It has a very strong quality assurance system prior to each process and on each
production level. Each product is being checked against the standards before issuing to
the production e.g. yarn, dyes, chemicals, fabric, accessories etc. Before cutting, fabric is
being inspected as per 4 point fabric inspection technique. In the line, quality is being
checked by the traffic light system and at the end of the line complete garment is being
checked by the experienced quality control personnel to assure the fault free
products. All the garments are being scanned by the metal detector. In final inspection
AQL (Acceptable Quality Level) 1.5 is being maintained.
Established
: November, 2011
Manufacturing Site
Phone
: 031-2584295
Floor Space
Products
: 45,000.00 sft.
: Ladies Fashion Underwire(Bra, Panty)
T-Shirt
Ladies Sleep Wear
Mens Under Wear
A-Shirt
Machinery
Cutting
Sewing
: Straight Knife
Band Knife
: 02nos.
: 03no.
: Single Needle
: 201 nos
Double Needle
: 30 nos
Over Lock
: 72 nos
Flat Lock
: 70 nos
Zig Zag
: 60 nos
Bartack
: 30 nos
Button Hole
: 03 no
Kansai
: 02 nos
Snap button
: 02 nos
Rib cutter
: 02 no
Needle Detector
: 01 no.
Generator(165kva)
: 01 no
IPS (500W)
: 02 no
Solar (450W)
: 01 no
Manpower
Total Manpower
Worker
Management
: 600 Person
: 30 Person
Capacity
Panty/Sports Bra
Bra
T-shirt
: 50,000 Dz /Month
: 30,000 Dz /Month
: 20,000 Dz /Month
Email: [email protected]
Humayun Kabir
Email: [email protected]
Building
Sample Room
Conference Room
Needle
Floor
Inspection Room
Store
Cutting Room
Sewing Detector
Sewing Floor
Finishing Section
Finished Goods
Chapter: 4
Findings and Analysis
Special
Training
Traditional
Banking
Training
IT
Training
Sales
Training
CHAPTER-4
Analysis and Interpretations of Data
DATA ANALYSIS
Number of Employee: I went to 17 employees of Bank Asia Ltd ( Tongi
Branch) ,
where 10 of them are male and 7 of them are female.
Table 1
Number of Employees According to Gender
Gender
Male
Female
No.
10
7
Figure 1
41%
Male
Female
59%
Analysis: From the above illustration we can clearly see that, 59% of the
respondents
were male and 41% of the respondents were female
Table 2
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES
TYPE
NO. OF
RESPONDENTS
PERCENTAGE
ON JOB TRAINING
35%
53%
BOTH
12%
TOTAL
17
100%
Figure 2
Types of Training Undegone By Employees
12%
35%
On Job
Off Job
Both
53%
Concept: On job and off job training both are important while training an employee.
Sometimes on job training becomes more effective for the employees because employees
get more experience and practical example from this training than off job trainings.
Analysis: from the above illustration we can see, the off job training figure is 53%, off job
is 35 % and both is 12%. Bank Asia Ltd focuses on off job training mostly rather than on
job training.
Table 3
SHOWING THE RESPONSE
MEETING EXPECTATIONS
WHETHER
RESPONSE
NO. OF
RESPONDENTS
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
4
13
0
0
STRONGLY
DISAGREE
TOTAL
17
THE
TRAININGS
PERCENTAGE
24%
76%
100%
Figure 3
0%
Training Meeting
Expectaction
0%
0%
24%
Strongly agree
agree
Neutral
Disagree
Strongly disagree
76%
Concept: Training must meet the expectation of the trainees; if the training do the
expectation of trainees then the full training is not worthwhile to the organization and
to the employees.
Analysis: as we can see from the above illustration, 76% employees marked
the trainings met their expectations and rest 24 % marked on agree, they also
think the training met their expectations.
Table 4
ABILITY TO APPLY THE KNOWLEDGE LEARNED FROM
TRAINING
RESPONSE
NO. OF
RESPONDENTS
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
12
5
0
0
STRONGLY
DISAGREE
TOTAL
17
PERCENTAGE
71%
29%
100%
Figure 4
Strongly agree
agree
Neutral
Disagree
71%
Strongly disagree
Concept: Employees are expected to implement their learning got from the
training in their practical work. If an employee become unable to apply
his/her learning in the job, what he/she got from the training then the
ultimate benefit from the training is basically nothing. An employee should
be able to apply his knowledge in the job what he has learned from the
Table 5
TRAINING OBJECTIVE FOR EACH TOPIC WAS IDENTIFIED
AND FOLLWED
RESPONSE
NO. OF
RESPONDENTS
PERCENTAGE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
9
5
3
53%
29%
18%
STRONGLY
DISAGREE
TOTAL
17
100%
Figure 5
2
0
0
Strongly
agree
agree
0
Neutral Disagree Strongly
disagree
Table 6
The Training contents were organized and easy to follow
RESPONSE
NO. OF
RESPONDENTS
PERCENTAGE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
4
10
3
24%
5%
18%
STRONGLY
DISAGREE
TOTAL
17
100%
Figure 6
The Training contents were organized
and easy to follow
18% 0%
24%
Strongly agree
agree
Neutral
Disagree
Strongly disagree
58%
Concept: To make the training more easy and communicative, the training
content must be easy, organized and more structured. Trainees could not
concentrate and the training will not become effective, if the trainees cannot
follow the training contents easily and get stuck with the unorganized
Table 7
THE MATERIAL DISTRIBUTED WAS PERTINENT AND
USEFUL
NO. OF
RESPONDENTS
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
PERCENTAG
E
5
12
29%
71%
17
100%
STRONGLY
DISAGREE
TOTAL
Figure 7
THE MATERIAL DISTRIBUTED
WAS
0%
0%
0%
29%
Strongly Agree
agree
Neutral
Disagree
71%
Strogly Disagree
Analysis: As we see from the above illustration 71% employees thinks that
the training materials were useful and pertinent and 29% employees strongly
agrees that the materials were useful to them. The answer is positive
regarding the training program.
Table 8
THE TRAINERS WERE KNOWLEDGEABLE
NO. OF
RESPONDENTS
PERCENTAGE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
12
5
71%
29%
STRONGLY
DISAGREE
TOTAL
17
RESPONSE
100%
Figure 8
THE TRAINERS WERE KNOWLEDGEABLE
14
12
10
8
6
12
4
5
2
0
0
Strongly
agree
0
agree
Neutral
Disagree
0
Strongly
disagree
Concept: Training is delivered by the trainer; in this sense the trainer must
be knowledgeable to serve the knowledge. If the trainer is not
knowledgeable then the trainees cannot get good training from the training
program. The transfer of knowledge from trainer to trainee becomes
impossible. To conduct a good and effective training the must be
knowledgeable.
Analysis: From the above illustration we can see 12 employees agree that
the trainer was knowledgeable and 5 employees remain in neutral answer.
Table 9
THE QUALITY OF THE INSTRUCTION WAS GOOD
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
NO. OF
RESPONDENTS
PERCENTAGE
17
100%
17
100%
STRONGLY
DISAGREE
TOTAL
Figure 9
THE QUALITY OF THE INSTRUCTION WAS GOOD
0%
Strongly agree
agree
Neutral
Disagree
Strongly disagree
100%
Analysis: From above illustration we can see all 17 employees of Bank Asia
Ltd agree they quality of the instruction of the training programs were good.
Table 10
THE TRAINER MET THE TRAINING OBJECTIVE
RESPONSE
NO. OF
RESPONDENTS
PERCENTAGE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
9
5
3
53%
29%
18%
17
100%
STRONGLY
DISAGREE
TOTAL
Figure 10
THE TRAINER MET THE TRAINING OBJECTIVE
0%
18%
0%
Strongly agree
agree
53%
29%
Neutral
Disagree
Strongly disagree
Analysis: From the above illustration we can see 53% employees of BAL agrees they
trainer met the training objectives, 29% re met the training objective.
Table 11
CLASS PARTICIPATION AND INTERACTION WERE
ENCOURAGED
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
NO. OF
RESPONDENTS
PERCENTAGE
8
9
47%
53%
17
100%
STRONGLY
DISAGREE
TOTAL
Figure 11
CLASS PARTICIPATION AND INTERACTION
0% WERE ENCOURAGED
0%
0%
Strongly agree
47%
53%
agree
Neutral
Disagree
Strongly disagree
class participation and interaction were encouraged in the training class and
47% strongly agrees with the statement.
Table 12
ADEQUATE TIME WAS PROVIDED FOR QUESTIONS AND
DISCUSSIONS
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
NO. OF
RESPONDENTS
PERCENTAGE
4
10
3
24%
59%
18%
17
100%
STRONGLY
DISAGREE
TOTAL
Figure 12
ADEQUATE TIME WAS PROVIDED FOR
0%QUESTIONS AND DISCUSSIONS
0%
18%
24%
Strongly agree
agree
Neutral
Disagree
Strongly disagree
58%
discussions.
Analysis: From the above illustration we can see 58% employees agree,
24% strongly agree that adequate time was provided for questions and
discussions after the training session. And 18% employees remain neutral.
Table 13
EXAMPLES, VISUAL AIDS USED
NO. OF
RESPONDENTS PERCENTAGE
RESPONSE
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
9
8
53%
47%
17
100%
STRONGLY
DISAGREE
TOTAL
Figure 13
EXAMPLES, VISUAL AIDS
USED
0%
0%
0%
Strongly agree
agree
47%
53%
Neutral
Disagree
Strongly disagree
Table 14
HOW DO YOU RATE THE OVERALL TRAINING
RESPONSE
EXCELLENT
GOOD
AVERAGE
POOR
NO. OF
RESPONDENTS
PERCENTAGE
17
100%
17
100%
VERY POOR
TOTAL
Figure 14
HOW DO YOU RATE THE OVERALL TRAINING
0%
Excellent
Good
Average
Poor
Very Poor
100%
Analysis: The illustration shows that 100% employees think that the training
that Bank
Asia offers to its employees are good.
Major Findings:
Training meeting expectation of the employees: From the analysis
of the data we can say the training that Bank Asia Ltd organizes for its
employees are meeting their expectation.
Training materials are detailed: all the training materials are huge
and elaborate these materials helps the employees afterwards in desk
works.
Overall training quality was Good: All the employees think that the
overall quality of the training was good but they expect the trainings
to be better.
CHAPTER-5
Recommendation
CHAPTER-6
Conclusion
References
Books
Reference
type
In-text examples
EndNote
and
Ref
work
Journal Articles
Reference
type
In-text examples
EndNote
and
Ref
work
Journal
article
Journal
article
Md Ashfaque Alam(2010), Bank Asia Bank Asia Ltd profile, BRAC EPL
Ltd
Stock
Bloomberg Ticker,
Brokerage Ltd.(2010)
Transfer supports:facilitating the
application
of knowledge and skills (Raymond
A.Noe
and Michael J.Tews)
Journal
article
Journal
article
WebPages
Reference
type
In-text examples
EndNote
and
Ref
work
Web page
with
statement.
corporate or Banks of Bangladesh (wikipidea)
organization
a
l author
Personal Communication
Reference
type
In-text examples
EndNote
and
Ref
work
Interviewed with MS.Farzana Chanda
on
Personal
communicat
i
February
on
20,2011
Personal
communic
a
tion
Report
Reference
type
In-text examples
EndNote
and Ref
work
Electroni
c
InternshipAstudyreportonHuman
Resource management and Human
resource
report
information system of Bank Asia
Ltd.20
Independent University Bangladesh
<www.sb.iub.edu.bd/internship_reportnusrat_rabbani_Atmn_08>
APPENDIX
Training Evaluation Questionnaire
for the survey on
Employee Training and Development of Bank Asia Ltd
Scale
Strongly
agree
Agree
Neutral
Disagree
5
4
3
2
Strongly Disagree 1
workplace
12.Examples,
visual aids
used
4. The
content
was
organized and easy to
follow.
6. The
trainer
knowledgeable.
was
Strongly
Disagree
both
Good
Average
Poor
Ver
y
16. What elements of the training sessions did you find most worthwhile?
Why?