human resources practices in brac

8/18/2019 Human Resources Practices in BRAC

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Internship Report On

Human Resources Practices in

BRAC

A quantitative analysis from employer and

employee perspective

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From the early stages of its evolution, the Human Resource Division (HRD) has been

working with a goal to maximize ob satisfaction, enhance trans!arency an" ensure

!roce"ural ustice for all em!loyees# $s one of the worl"%s largest Develo!ment

&rganizations, 'R$ has a wi"e variety of multifacete" "evelo!ment !rograms# $ large

number of ualifie", !otential an" committe" staff is reuire" to attain the organization%s goal

an" to o!erate these !rograms effectively# HR !olicy has to !rovi"e extensive effort to ensure

that the staff are a!!raise" !ro!erly an" are also !rovi"e" with "ue services an" entitlements

in time# 'R$ tries to ensure an environment where the staff are nurture" an" consi"ere" as

absolute resources#

'R$ has been !rovi"ing biggest em!loyment in 'angla"esh# *ith +,-1. Full time staff,

/+0+. '2 3eachers, 0,-+4 !roect staff an" 54 service staff, 'R$ manages an" "evelo!s

a huge !ool of "iverse human resources throughout the country# $mong the total 'R$

workforce 0#.46 staff is from the hea" office, an" the rest 4#+16 ca!tures the fiel" office#

'R$ is very much careful about their em!loyee an" also in their !olicy an" !roce"ure# $s

my research segmente" into four# 7n every segment most of my res!on"ent satisfy with their

!osition, environment, su!ervisor, salary, !olicy etc# 'ut 7 also foun" some lacking in some

area like ob security, they "on%t have written ob "escri!tion inclu"ing ualifications, "uties,

re!orting relationshi! an" key in"icators, "ro!out can"i"ate cannot get fee" back regar"ing

their weakness an" future suggestion etc#

1.1. Organization’s mission and vision

Vision is of a ust, enlightene", healthy an" "emocratic worl" free from hunger, !overty,

environmental "egra"ation an" all forms of ex!loitation#



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Mission is to work with !eo!le whose lives are "ominate" by extreme !overty, illiteracy,

"isease an" other "isa"vantages# *ith a holistic a!!roach, we strive to bring about !ositive

changes in the uality of life of !eo!le who are !oor# *e achieve our mission by8

• *orking with the !oor, es!ecially women an" chil"ren9

• ngaging in multifacete" "evelo!ment interventions9

• :triving to !romote !ositive changes in uality of life9

• *orking towar"s attaining socially, financially an" environmentally sustainable

!rogrammes9

• $ctively !romoting human rights, human "ignity an" gen"er euity9

• Hel!ing to sha!e national an" global !olicies on !overty re"uction an" social

!rogress9

• Fostering the "evelo!ment of human !otential9

• &ffering !rofessional "evelo!ment o!!ortunities to our staff9

• ncouraging commitment to the goals an" values of the organization#

1.2. Nature of Business

7n 'angla"esh, the !oor have tra"itionally been "enie" access to the formal banking system,

as they are unable to !rovi"e collateral for loans an" ty!ically "eal in small amounts of

money# 3his means that they have few o!!ortunities to save, borrow an" invest#

;oneylen"ers in the informal cre"it markets charge very high interest rates which also

restricts !eo!le


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3heir a!!roach "iffers from that of other microfinance institutions = they utilize a cre"it=!lus

a!!roach where loans are accom!anie" by various forms of assistance for the borrowers, such

as skills=training, !rovision of higher uality in!uts an" technical assistance as well as

marketing for finishe" goo"s#

3hey organize our members into village organizations (>&) of +.= -. women# 'R$s

members are encourage" to use their cre"it facilities to start new enter!rises or ex!an"

existing ones an" as they increase their business, they !rogressively gra"uate to larger loans#

$si"e from microfinance, these >&s act as a gateway for 'R$s members to their other

interventions in health, e"ucation an" social "evelo!ment#

'R$ offers two "ifferent microfinance !ro"ucts8 microloans (grou!=base", exclusively for

women) an" microenter!rise loans (in"ivi"ual loans for both men an" women) un"er three

"ifferent schemes which are Dabi, ?nnoti, an" 2rogoti#@rou! base" small loans are

!articularly "esigne" for the lower en" !oor to assist them in un"ertaking income generating

activities# ;icroenter!rise loans are available for small entre!reneurs to offer sco!e for

ex!an"ing their businesses an" ca!ital base#

3o"ay, 'R$ is one of the largest global !rovi"ers of financial services for the !oor# $s of

December 0.., the !rogramme was serving #+ million !oor, lan"less an" "isa"vantage"

!eo!le, mostly women, through 0A.,5/ village organizations# :o far 'R$ have "isburse"

'D3 0.,+5 million (?:D -,A+5 million) with a 44#/6 recovery rate#

:ource8 'R$ $nnual Re!ort 0..#

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1.3. Activities of BRAC

1.3.1. Economic eve!o"ment Program

'R$%s conomic Develo!ment 2rogramme has so far organizes nearly / million !oor an"

lan"less !eo!le, mostly women into 1A.,14 >illage &rganizations (>&)# 3hese village

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organizations serve as forums where the !oor can collectively a""ress the !rinci!le structural

im!e"iments to their "evelo!ment, receive cre"it, o!en savings accounts an" buil" on their

social ca!ital# 'R$ microfinance !rogramme, by offering cre"it to the !oor, assisting an"

encouraging them to save# 'R$ ;icrofinance 2rogramme has so far "isburse" 3aka

1A/,4- million with a 44#-46 recovery rate where no collateral is reuire"# ;embers have

save" u! to 3aka 4,1/4 million with 'R$#

1.3.#. Non forma! "rimar$ education

'R$ has starte" the !rogramme in 145/# 3he !rogramme starte" with 00 one=room schools

an" has grown to about +1,5 !rimary an" 1A,.0/ !re=!rimary schools by 0../# 7t fulfills

'R$%s goal of !overty re"uction through access to e"ucation for those tra"itionally outsi"e

formal schooling# 3he 'R$ schools teach the same com!etencies as the government

schools# However they enroll an" retain a higher !ro!ortion of har"=to=reach chil"ren, such as

girls who make u! A/6 of the stu"ent bo"y# urrently 'R$ schools have enrolle" about

1-,-1 chil"ren with "isabilities, hel!ing them overcome visual, hearing an" s!eech

im!airments along with mental an" !hysical challenges#

1.3.%. Essentia! &ea!t& care "rogram

'R$%s ssential Health are 2rogramme, asi"e from !artnershi! !rogrammes with

government covering tuberculosis, malaria, immunization an" sanitation, offers a roa" range

of services to the !oor inclu"ing critical services in re!ro"uctive health care an" "isease

control, mobilization of women an" "issemination of information among the !oor#

1.3.'. (u""ort "rograms

:u!!ort !rogrammes at 'R$ inclu"e the 3raining Division, research an" valuation

Division, $"vocacy an" Human Rights Division, 2ublic $ffairs an" ommunications,

$"ministration an" :!ecial !roects an" 7nternal $u"it an" ;onitoring# 3hese !rogrammes

!rovi"e continuous su!!ort that is essential to the success an" smooth functioning of 'R$%s

core !rogrammes#

'R$ has investe" substantially in commercial enter!rises, one of which is Aarong (chain

of retail han"icraft stores), that links !oor rural !ro"ucers with the ex!an"ing urban markets#

&ther enter!rises inclu"e the 'R$ Dairy an" Foo" 2roect, which is the secon" largest

liui" milk !lant in 'angla"esh, with an integrate" system of milk !rocurement from rural

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"airy farmers to the !ro"uction of uality "airy !ro"ucts# A 2oultry Farms an" + Fee" ;ills

have been set u! to meet the increasing "eman" for healthy chicks an" uality fee" in rural

areas as well as to !rovi"e su!!ly access to women traine" in a variety of as!ects of !oultry

rearing# 2rogramme :u!!ort nter!rises, create" form synergies between activities generate"

by microfinance beneficiaries an" 'R$,s commercial ventures, consists of 'R$ 2rinters,

a col" storage, a tissue culture lab, 0+ see" !ro"uction an" 0 !rocessing centers, 10 fish an"

!rawn hatcheries an" a bull station to im!rove cattle bree"s through artificial insemination#

Programme (u""ort Enter"rises

$arong :ho!s 5

2rinting 2ress an" 2ack 1

Dairy an" Foo" 2roects 1

2oultry Farm an" Hatcheries A

Fee" ;ills +

'R$ Burseries 1

2rawn Hatcheries 5

Fish Hatcheries -

:ee" 2ro"uction entres 0+

:ee" 2rocessing entres 0

'ull :tation 1

'roiler 2rocessing 2lant 1

hilling 2lants /

;aize 2ro"uction entres +

7o"ize" :alt 7n"ustries 0

Source: Annual Report of BRAC

3he intent of these commercial enter!rises is to ensure economic sustainability for !oor rural

!ro"ucers while creating new revenue streams for 'R$ to fun" its core "evelo!ment

!rogrammes#

1.#. Ot&er BRAC initiatives

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1.#.1. BRAC )niversit$

'R$ ?niversity was establishe" as center of excellence that woul" marry 'R$%s

extensive ca!acity "evelo!ment ex!erience from the fiel" level with aca"emic knowle"ge

im!arte" by a high uality faculty# 7t is ex!ecte" that 'R$ ?niversity, su!!orte" by

'R$%s existing resources, will be able to moul" the next generation of visionary !ro=!oor

lea"ers of 'angla"esh to fill the current "earth#

1.#.2. BRAC Ban* +td.

'R$ 'ank is a venture by 'R$ to bring goo" uality an" reliable banking services,

es!ecially cre"it to small an" me"ium enter!rises (:;%s)# 3he bank has "isburse" over 'D31,0.. crore in loans to nearly +0,... small an" me"ium entre!reneurs# :ince, its ince!tion in

0..1 'R$ 'ank has become the faster growing bank in 'angla"esh#

1.%. BRAC A,road

1.%.1. BRAC Afg&anistan

'R$ $fghanistan was conceive" in ;ay 0..0 when 'R$ realize" that its "evelo!mentinnovations an" ex!eriences in 'angla"esh coul" be relevant in the alleviation of !overty an"

em!owerment of the !oor !eo!le of $fghanistan, many of whom were refugees returning to a

war=torn lan"# Recognizing 'R$%s goo"will an" im!resse" with its results in 'angla"esh,

the government of $fghanistan invite" 'R$ to begin mobilizing $fghan communities an"

!rovi"ing "evelo!ment services in microfinance, health, e"ucation, income generation an"

small enter!rise "evelo!ment# 'R$%s $fghanistan !rogramme covers 14 out of +-

!rovinces in $fghanistan#

1.%.2. BRAC (ri +an*a

Following the 3sunami of 0..-, 'R$ began ex!loring !ossibilities of relief an"

rehabilitation o!erations in :ri Canka to hel! those affecte" by the "isaster rebuil" their lives#

$s of 0../, 'R$ :ri Canka has been im!lementing its rehabilitation an" livelihoo"

activities in 5 of the most affecte" "istricts in :ri Canka



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1.'. -R Practice in BRAC

Human resources !olicy an" !roce"ures are one of the im!ortant tools that !lays significant

an" vital role in ob satisfaction as well as motivation of the em!loyees in an organization#

3his is use" to !erform the effective an" unbiase" in all the !art of HR; for the em!loyees#

From the early stages of its evolution, the Human Resource Division (HRD) of 'R$ has

been working with a goal to maximize ob satisfaction, enhance trans!arency an" ensure


&rganizations, 'R$ has a wi"e variety of multifacete" "evelo!ment !rograms# $ large

number of ualifie", !otential an" committe" staff is reuire" to attain the organization%s goal

an" to o!erate these !rograms effectively# HRD has to !rovi"e extensive effort to ensure that

the staff are a!!raise" !ro!erly an" are also !rovi"e" with "ue services an" entitlements in

time# HRD tries to ensure an environment where the staff are nurture" an" consi"ere" as

absolute resources# 3o this en", HRD is committe" to guarantee the assignment of right

!eo!le in the right !lace at the right time, to flourish human !otentials an" !rovi"e a "ecent

work environment#

3his re!ort has been focuse" on the Human Resources 2olicies an" 2roce"ure of 'R$# 'ut

it will be highly "ifficult to cover all the si"e of the 'R$ HR22 within the short !urview of this re!ort# :o, this re!ort has been focuse" on ob satisfaction, recruitment an" selection

!rocess, em!loyee motivation, !erformance a!!raisal, training !rogram an" overall HR

!olicy of 'R$#

From the early stages of its evolution, the Human Resource Division (HRD) has been

working with a goal to maximize ob satisfaction, enhance trans!arency an" ensure


&rganizations, 'R$ has a wi"e variety of multifacete" "evelo!ment !rograms# $large number of ualifie", !otential an" committe" staff is reuire" to attain the

organization%s goal an" to o!erate these !rograms effectively# HR !olicy has to !rovi"e

extensive effort to ensure that the staff are a!!raise" !ro!erly an" are also !rovi"e"

with "ue services an" entitlements in time# 'R$ tries to ensure an environment where

the staff are nurture" an" consi"ere" as absolute resources# 3o this en", HR is

committe" to guarantee the assignment of right !eo!le in the right !lace at the right

time, to flourish human !otentials an" !rovi"e a "ecent work environment#



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-R "o!ic$ of BRAC

'R$ is the largest B@& in the worl"# 3o "emonstrate an" reflect its goals an" obective to

social "evelo!ment into its HR !olicies 'R$ has im!lemente" its own human resource

!olicies an" !roce"ures (HR22)# 3he HR22 has been revise" in 1st &ctober 0../# 3he HR22

inclu"es all !ossible !olicies to run its "ay to "ay activities an" it has been segregate" into

seven cha!ters# 3hey are name" as8

ha!ter &ne8 on"itions of m!loyment

ha!ter 3wo8 :ervice benefits

ha!ter 3hree8 lassification of leave an" regulations

ha!ter Four8 Disci!linary rules an" regulations

ha!ter Five8 ob se!aration

ha!ter :ix8 :ervice relate" files an" others

ha!ter :even8 $nnexure

/m"ortant -R 0unction

i. Policy, Progress & Communications ( PPC )

a. -RPP onitoring

om!ose $nnual 2lan of HRD by com!iling the section=wise annual !lan#

2re!are a HR 2olicy for the :ervice an" 2roect :taff of 'R$

Betwork with other organizations in or"er to share best !ractices of HR in the

fiel" of 2erformance $!!raisal, :alary E Fringe 'enefits#

Formulate working manual (&!erational gui"eline) for every units of HR#

on"uct census survey to "etermine the total number of staff working in

'R$ by consi"ering sex, !rogram "e!artment, working area of s!ouse#

2re!are ob "escri!tion on the basis of level or "esignation#

:taff satisfaction survey on HR services#

Revisit Designation to stan"ar"ize for "ifferent levels of staff#



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,. Networ*ing

Half "ay "iscussion forum within "ifferent !rograms

ommunication

2re!are annual !lan for HRD

$rrange internal monthly meeting E !re!are minutes#

oor"inates the overall activities that involve whole HR#

c. Po!ic$ 0ormu!ation issemination

Revisit Human Resource Policy and Procedure (HRPP)

Merge existing to policies (HRPP ! Policy of Service Staff)

Prepare circular regarding policy

"pdate t#e existing formats and prepare ne formats

HRPP orientation for (HR staffs $ H% ! &%' different program of H% staff !

Aarong staff)

Half day orientation on policy entitlement for all BRAC staff

HSP seminar for Sr Managements

HR performance survey

d. Com"!iance of +aw

Revisit the existing HR22 by consi"ering revise" Cabor Caw#

Develo! com!liance ;onitoring re!ort

:taff Develo!ment

7nternshi! management

$rrange new staff orientation of H&

$rrange HR relate" training

ommunication an" relation buil"ing within an" outsi"e of the organization

2re!are annual re!ort of HRD

2re!are uarterly HR 'ulletin

:tu"y circle

3rain the Human Resources officers of 'R$ (3HR&')

3&3 on H:2 an" gen"er for H& staff

Follow u! 7n"ivi"ual &!erational 2lan (7&2)

ollect training materials from the staffs who atten" training

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x!osure visit (xchange staff from H& to F&, F& to H& E 'R$ to

"ifferent organization = within or outsi"e the country)

;anage HR relate" activities of 7nternal E 7nternational 3raining, 3ravel an"

Higher :tu"y 2re!are summary of trainings receive" by HRD :taff#

:en" HR relate" articles, summary of training, im!ortant articles of H:2 to

G:H3?%

7nternal &ffice management

Develo! fee"back system

:ocial vents (2icnic, Day celebration, 'irth"ay celebration etc#)

ii. Main Responsibility of PMS

1. 2romotion, 7ncrement E :!ecial $llowance

2. Recommen"e" for 3raining

3. early $ssessment

#. ?!gra"e Iuarterly :taff 2osition

%. Re=Designation

'. ertificate nsure

. 2lanning Revisit 2;:. 7"entify ;anagerial :taff E 2rovi"e 3raining

4. &rganize &rientation on 2;:

15# 7"entify those staff who "i" not get recommen"ation for !romotion from last / years#

iii. Separation Management Unit

Separation Management is one of t#e core units of Human Resources ivision of BRAC *ts

main tas+ is to ensure t#e final payment of BRAC Staff' #o resign' and are terminated'

retired' redundant and dismissed

6o, (e"aration

Resignation

Retirement 7o!untar$ Retirement

8ermination

Redundanc$

ismissa!

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iv. Recruitment Unit

Reuisition receive" from !rogram

;aking !lan through ritical 2ath ;etho" (2;)

2re!aration of a"vertisement E !ublication

> receive" from the a!!licants#

:creening

2utting roll no on the sorte" >s#

xamination 2lanning#

Determining "ate an" ty!e of examination

:election of venues for written test E viva voce

:eat !lanning accor"ing to ca!acity of venue for written test E viva voce#

7nterview car" !re!aration an" mailing

Fin" out the reuirements of invigilators an" viva boar" members an" sen" letters

to concerne" !rograms an" 2re!aring invigilators E viva boar" members list#

2re!aring !re service training sche"ule

alculating antici!ate" number of !rimarily selecte" can"i"ates for !re service

training#

Distributing them 3$R batch wise# (ach batch may contain +.=+/ can"i"ates)

ommunicate with '3D about !re service training of ex!ecte" selecte"

can"i"ates to make necessary arrangements#

>enue=wise confirmation of vehicles#

2re!aring instruction sheet for written test, viva voce an" !re service#

2re!aration Iuestion an" $nswer scri!t#

2re!are can"i"ates list#

De!loyment !re!aration for the !rimarily selecte" can"i"ates#

2re!aration of final "e!loyment#

v. Confirmation Unit

ollo! up for Confirmation "ssessment (#ea$ office & #R%)

$ssessment receive" from 2rograms E FHR&

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J$ssessment check (;anually)

$ssessment checke" by com!uter (Fin" the !resent status of staff)

$ssessment sorte" accor"ing to 27B

$ssessment ntry (HR ;o"ule)

2re!are a reuisition list of reuire" files for HR7: unit

File out from the cabinet

2re!are the onfirmation letter (+ co!ies=!erson co!y, $ co!y E File co!y)

2rocess the letter ($ttache" with 2rovi"ent Fun" E Bominee Form)

2lacement the letter to Director HR:enior ;anager HRD for signature

onfirmation entry with :alary E >erify

onfirmation letter "isburse entry accor"ing to FHR&

2re!are a list of return file for HR7: unit

File serial on the basis of 27B

2ut back the file to cabinet

vi. en$er 'ustice an$ iversity

@en"er ustice an" Diversity ?nit (@ED) is one of the uniue an" effective continuous

learning action initiatives of 'R$ to im!rove gen"er relation an" create gen"er sensitive

working environment within 'R$# 3he unit starte" to work in a new sha!e un"er Human

resource De!artment of 'R$ from uly, 0../# 3he unit was "esigne" to sensitize an"

strengthen staff ca!acity an" act as a caterer to the informational nee"s an" on going "ialogue

to im!lement the gen"er !olicy of 'R$#

3he @ E D ?nit hel!s to buil" awareness within the organization an" in the society about

women%s !ro"uctive an" re!ro"uctive roles, to recognize the im!ortance of women%s

em!owerment an" to hel! buil" a !latform to work towar"s a violence an" "iscrimination

free, ust society for women#

3he !rograms an" !roects of the unit is also exten"e" to buil" alliances across "ifferences, so

that we can work together to era"icate all form of "iscrimination# $s a !art of 'R$, the unit

works with several other !rograms such as 'R$ Develo!ment 2rogram, 'R$ "ucation

2rogram, 'R$ Health 2rogram, :ocial Develo!ment, Human Rights an" $"vocacy an" so

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on# 3he recognition of the unit about the necessity of a gen"er orientation in other !rograms,

thus other grou!s of the community of 'R$ makes it a "iversifie" unit !rovi"ing assistance

an" alliance to "ifferent grou!s of the community#

ollo!ing is a list of te activities te ' & Unit is involve$ in*

1# @en"er Iuality $ction Cearning (@I$C) for >illage &rganization (>&) ;embers

0# @en"er Resource enter

+# @en"er $wareness an" $nalysis ourse (@$$)

-# @en"er 2olicy

/# @en"er 3raining (Cocal @overnment)

A# Day elebration

# @en"er uality an" Diversity 3eam (@D3)

5# *omen%s Forum

4# Betworking an" $lliance

1.# Day care enter D&CB$

11# a!acity 'uil"ing 7nitiatives for HRD

Recruitment and (e!ection

'R$ is the biggest non=government organization in our country# 3he main reason for their

success is for their motivation of the entre!reneurs, their enthusiasm, an" of course the

relentless effort of all the human resources of 'R$ who are "irectly or in"irectly relate" to

this organization#

'R$ has been !rovi"ing biggest em!loyment in 'angla"esh# *ith +,-1. Full time staff,

/+0+. '2 3eachers, 0,-+4 !roect staff an" 54 service staff, 'R$ manages an" "evelo!s

a huge !ool of "iverse human resources throughout the country# $mong the total 'R$

workforce 0#.46 staff is from the hea" office, an" the rest 4#+16 ca!tures the fiel" office#

3hough staff ratio in Hea" office is relatively low, but it is also the hub of central "ecisions

an" core activities# 7t is because of the maor su!!ort from the hea" offices that the

"evelo!ment activities are smoothly run in fiel" o!erations as well# 'R$ HR enforces

!roce"ural ustice to intensify trans!arency that nurtures !otential, !romotes innovation,



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change an" uality# 'R$ brought about a large change to mo"ernize the HR "ivision by

"ecentralization an" enhancement#

7 choose a !art of my !roect Recruitment an" :election system in 'R$# 7 believe it is the

!rimary activity of the human resource o!erations an" in fact a maor element affecting the

long term outcomes of an organization# 7 have focuse" my research into the hea" office,

although maority of the workforce of 'R$ are fiel" staffs, but it is from the hea" office

where the main !rogram coor"ination an" !lanning activities take !lace# :o recruiting the

right !erson for hea" office is a maor challenge# :o an analysis on this !rocess will bring out

the most im!ortant factors that must be consi"ere" in an effective staffing !rocess#

Recruitment s$stem in BRAC

'R$ recruitment unit are following some !roce"ure an" they are !racticing regularly for

their recruitment !rocess# 2rocess are "escribing below seuentially8

Reuisition receive" from !rogram

;aking !lan through ritical 2ath ;etho" (2;)

2re!aration of a"vertisement E !ublication

> receive" from the a!!licants#

:creening

2utting roll no on the sorte" >s#

xamination 2lanning#

Determining "ate an" ty!e of examination

:election of venues for written test E viva voce

:eat !lanning accor"ing to ca!acity of venue for written test E viva voce#

7nterview car" !re!aration an" mailing

Fin" out the reuirements of invigilators an" viva boar" members an" sen" letters to

concerne" !rograms an" 2re!aring invigilators E viva boar" members list#

2re!aring !re service training sche"ule



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alculating antici!ate" number of !rimarily selecte" can"i"ates for !re service

training#

Distributing them 3$R batch wise# (ach batch may contain +.=+/ can"i"ates)

ommunicate with '3D about !re service training of ex!ecte" selecte" can"i"ates tomake necessary arrangements#

>enue=wise confirmation of vehicles#

2re!aring instruction sheet for written test, viva voce an" !re service#

2re!aration Iuestion an" $nswer scri!t#

2re!are can"i"ates list#

De!loyment !re!aration for the !rimarily selecte" can"i"ates#

2re!aration of final "e!loyment#

2. /ntroduction to t&e Re"ort

2.1. Rationa!e of t&e (tud$

*ith the increase in the size an" com!lexity of business organizations, man has become the

most im!ortant factor in business# 'usiness nee"s !eo!le as owners, em!loyees, an"

consumers# &rganizations nee" !eo!le to make them o!erate# 'usiness may be o!erate"

"ifferently an" the obectives of business may "iffer, but the universal element in all business

activities is !eo!le# $n organization is nothing without human resources# $ny human

organization= a factory, a hos!ital, or an" association= consists of !eo!le working together#

$ccor"ing to economists, the factors of !ro"uction are lan", labor, ca!ital an"

entre!reneurshi!# &f all the resources, the most im!ortant one is human resource, because

human beings !lay a "ual role= as resource, as well as a motive force for all other resources

by mani!ulating them, by way of "evelo!ing, utilizing, comman"ing an" controlling# 7t is the

most im!ortant of all other resources# 3his is because man!ower is that resource through

which management wants to control an" "irect all other resources like machines, materials,

money an" others# $n organization is nothing without !eo!le#

'R$ has a wi"e variety of multifacete" "evelo!ment !rograms# $ large number of

ualifie", !otential an" committe" staff is reuire" to attain the organization%s goal an" to



20/57

o!erate these !rograms effectively# HRD has to !rovi"e extensive effort to ensure that the

staff are a!!raise" !ro!erly an" are also !rovi"e" with "ue services an" entitlements in time#

HRD tries to ensure an environment where the staff are nurture" an" consi"ere" as absolute

resources# 3o this en", HRD is committe" to guarantee the assignment of right !eo!le in the

right !lace at the right time, to flourish human !otentials an" !rovi"e a "ecent work

environment#

$n" as business a"ministration stu"ent 7 got chance to im!lement my theoretical knowle"ge

in the !ractical worl", which has su!!ort me lot to know so many things about my stu"y%s

s!ecific area#

2.2. (tatement of t&e Pro,!ems

Broad (tatement9 3o analyze overall 'R$ HR !olicy an" !roce"ure#

("ecific com"onents9 3o "etermine whether K

• 7s the recruitment an" selection !rocess of HR "e!artment is u! to the mark#

• 3he em!loyee ob satisfaction level an" its outcome#

• How 'R$ motivate their em!loyee an" loyalty level for the organization#

• Does the !erformance a!!raisal system match with ob satisfaction an" motivation of the

em!loyee#

2.3. (co"e and e!imitation of t&e (tud$

3he stu"y inten"s to investigate the HR !olicy an" !roce"ure of 'R$ which effects of

skills on their em!loyee# For this stu"y, !rimary research an" secon"ary research will be

use"# 2rimary research will be con"ucte" using anonymous uestionnaires that will fill by the

em!loyee by their own# 3he uestionnaires will be use" to collect uantitative "ata#

3he "ata will be analyze" an" com!ile" for the correlation of the hy!othesis# 3he "ata will

then be !resente" by means of gra!hical re!resentations an" illustration an" the "ifference

woul" be highlighte"# $ negative correlation between the variables woul" suggest that the

hy!othesis is null, that is#

2.#. O,:ectives of t&e Re"ort

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Human resources are the ultimate element of any organization that im!lement the task an"

achieve the organization goal# 'ut for this HR every com!any has their own !olicy an" rules

for "evelo!ing their human resources# 'R$ is working for the "evelo!ment of human

beings in terms of im!roving their earning ca!acity an" ultimately the living stan"ar"# :ince

the goal is mostly "e!en"ent on the efficiency of the em!loyees, management shoul" i"entify

the "issatisfaction of the sai" grou! an" also shoul" take measures to im!rove the situation#

eneral ob+ective

3o assess the HR 2olicy system im!lementation for all=level em!loyees of 'R$#

Specific ob+ective

• 3o fin" out the level of satisfaction of em!loyee in their !osition9

• Review the recruitment an" selection !rocess an" to evaluate the effectiveness of the

same9

• 3o fin" out the relationshi! between em!loyee motivation an" !erformance of the

em!loyee in 'R$#

• valuate the effectiveness of the !erformance a!!raisal systems use" by 'R$9

• valuate the effectiveness of the training !rogram#

3. et&odo!og$ of t&e (tud$

3.1. (am"!ing esign

7 choose uota sam!ling of non=!robability sam!ling techniues to collect "ata# Iuota

sam!ling viewe" as two stage restricte" u"gmental sam!ling# 7n 3he first stage 7 "evelo!

two control categories or uotas i#e# ;ale an" Female of !o!ulation elements# 7n the secon"

stage, sam!le elements are selecte" base" on "esignation i#e# D@;, @;, :r# xecutive,

xecutive, &fficer etc# 7 take a sam!le size of 1/ to con"uct my survey#



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3.2. et&ods of co!!ecting data

7 collect "ata from two sources 2rimary sources an" :econ"ary sources# 7n !rimary sources 7

basically "o the interview, give uestionnaire, observe the em!loyees etc an" from that 7

gathere" my uniue "ata# $n" before that 7 collect "ata from secon"ary sources like ournal,

'R$ $nnual re!ort, !ublications an" brochures, !revious research etc# 'asically secon"ary

research hel! to un"erstan" what is ha!!ening an" also hel! to un"erstan" the theoretical !artof the research#

3.3. (ca!ing tec∋ues

:ince Cikert scale is a worl"wi"e acce!table scale, 7 use" it# 7t is basically non=force" scaling

metho"# 7 avoi" com!lexity, lea"ing E loa"e" uestion, ambiguity, "ouble=barrele" item,

making assum!tions an" bur"ensome uestions# 7 trie" to make the uestionnaire as sim!le as

!ossible# 7 also use" !ositive statements so that 7 get correct answer from my res!on"ents# 3o"etermine the "egree of res!on"ents% ascent regar"ing each statement five numbers are

res!ectively assigne" form 1 to /, are shown below8

:trongly "isagree L 1 Disagree L 0 Beutral L + $gree L - :trongly agree L /

7 use" this things so that res!on"ent can un"erstan" easily an" i"entify the answer# 7 gave a

blank table with each uestion for easily !ointing out the result#

3.#. (oftware used

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Iuota :am!ling

Female;ale

D@; @; :r# xecutive D@; @; :r# xecutive

00


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?sing structure" uestionnaires 7 collecte" !rimary "ata from "ifferent res!on"ents# 7 use" /

!oint Cikert scale which encom!asses strongly disagree , -' isagree , .' /eutral , 0'

Agree , 1' strongly agree , 2. 7 use" :2:: 1.#. to analyze my !rimary "ata which were

obtaine" from 1/ res!on"ents# 3o analyze "ata from res!on"ents 7 "i" "ifferent analysis for

my research#

#. Ana!$sis< 0indings and /nter"retation of t&e ata

$s my to!ic is M$n $nalysis of Human Resources 2olicies an" 2roce"ure of 'R$N 7 "ivi"e

my research into four segments, i#e# m!loyees ob satisfaction, Recruitment an" selection

!rocess for HR "e!artment, m!loyee motivation an" HR 2olicy (HR De!artment)# 3his four

!arts is very im!ortant in HR#

#.1. Ana!$sis and 0indings of Em"!o$ees 6o, (atisfaction

ob satisfaction is in regar" to one


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satisfie" with their !erformance a!!raisal, rewar" an" recognition, !resent !osition, welfare

activities an" organizational recreational facilities#

'ut in some cases 7 foun" some !roblem like9 when the uestion come about

o!!ortunity for !romotion then most of above //6 is satisfie" but over -.6 also say they are

neutral about this matter# From my research view 7 can say most of them are satisfie" but in

rational then one uestion come that why those -.6 are neutral may be there is some

!roblem# 7f 'R$ "oes not concentrate on this -.6 may be those !eo!le satisfaction level

goes in negative# $gain when uestion come about the career !ros!ect, "isci!linary

!roce"ure, o!!ortunity to ex!ress grievances then above /.6 say they are neutral an" some

agree with those statement an" some "isagree# 'ut in here 7 think there is lack of

communication among em!loyee an" management about their career !ros!ect#

$nother one thing is the research shows that above .6 res!on"ent say that they are

not satisfie" with their ob security# 'ut ob security is very im!ortant !art for ob satisfaction

an" it "irect relate" with the !ro"uctivity because if the em!loyee fill his or her ob is not

very much secure" he or she can not work with his full effort#utr l rtr nlyr mdmprr

3 e r c e n t

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#.2. Ana!$sis and 0indings Em "!o$ee otivation.

3here is an ol" saying you can take a horse to the water but you cannot force it to "rink9 itwill "rink only if it


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#.3. Ana!$sis and 0indings of -R Po!ic$ for -R e"artment.

*ith human nature being what it is, em!loyees will test limits an" act PcreativelyP in

work!lace situations, so we nee" a strategy for "evelo!ing, communicating an" enforcing a

set of !olicies an" !ractices that reflect our stan"ar"s of acce!table behavior#

'ut a successful !olicies an" !ractices strategy "oes more than "raw boun"aries9 it also

recognizes an" a""resses !eo!le


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$gain 'R$ has their !roblem in strategic !lanning of future HR because they cannot fill

timely the vacant !osition which create !roblem to on going !rogram# 'ecause some time

some task fail to im!lement only for shortage of skill HR# &ver 5.6 res!on"ent say that it is

the !roblem that 'R$ "oes not filling the vacant !ositions in time# $nother thing is very

im!ortant is "ocumenting the staff information about their ob, A/6 of my res!on"ent say

give res!on" as neutral that%s mean they "on%t know about it or they thing it is not im!ortant

for the organization but "ocumenting the staff information about their ob is very im!ortant

its hel! the organization to locate the s!ecific HR in any !articular time or in task#

utr l rtr nlyr &hwr ittnpr onnlhndboopolicthtirgulrlr iwdndupdtd3 r c n t seesoedooocsegeeeddded

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#.#. Ana!$sis and 0indings of Recruitment and (e!ection Process for -R

e"artment.

$s the recruitment !rocess is the integral !art of the HR; "e!artment an" the com!any

"e!en"s on the !osition of the recruite" !osition so they nee" to make sure about the various

recruitment !hiloso!hy which shoul" match with the organizational an" the cultural goals the

com!any has to recruit those kin"s of !eo!le who will a"ust himself with the environment of

the com!any# 3hat%s why there is a strong relationshi! with the organizational goals an"

obectives with the various recruitment !rocesses#

7f the com!any hires the em!loyees who are not efficient enough an" they will not bring

anything !ro"uctive to the organization# Rather than that they will be the source of extra

bur"en to the assigne" !osition an" the relate" working environment, so the com!any will

have to recruit the em!loyees again after firing that !ersona an" go through a newly oriente"

recruitment !rocess to recruit for that !osition which is the wastage of time, energy an"

money of the com!any# :o the recruitment shoul" achieve the organizational an" also the

"e!artmental goals an" obectives an" in or"er to get it efficiently we have to hire skillful,

ex!erience" an" traine" em!loyees to make sure about the !ro!er recruitment !rocess to gothrough the strict assessment an" get the best a!!licant in the ob fort the assigne" !osition#

7n my research in this !art 7 foun" that recruitment an" selection !rocess for HR "e!artment

is very much stan"ar" exce!t some !oint# Bothing is !erfect in this worl"# 7n this !art 7

analyze about communication about the recruitment with HRD, mentions the ob

s!ecifications while recruiting em!loyees, formalize" ob "escri!tion for !osition, examiner

are fair to all can"i"ates, recruitment an" selection !rocesses are easy, systematic recruitment

!rocess, !robation !erio", high turnover, eual o!!ortunity, !erson ob fit strategy, orientation

!rogram, communicate" career a"vancement o!!ortunity etc# in most of the !art 7 foun"

satisfactory fee"back to my res!on"ent, most of the !art have above -.6 !ositive res!on"#

From that !oint 7 can summarize that their recruitment an" selection !rocess for HR

"e!artment is well "efine"#

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3he com!any an" the Human resource De!artment nee" to make all the necessary

arrangements to make sure that the right !eo!le are in the right !lace an" to be assigne" for

the right res!onsibilities or ob# :o the HR; shoul" take all the initiatives to make sure that

the em!loyees who are recruite" are really !ro"uctive an" skillful enough to make all the

im!ortant "ecisions in the organization# :o the relationshi! is very im!ortant an" hel!ful for

the both the !arties#

'ut some case like when a can"i"ate "ro!out at the final selection roun" they "o not get any

fee"back regar"ing their weakness an" future suggestions# very res!on"ent of my research

say 'R$ "o not give this ty!e thing#

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%. Recommendations

From the above research foun" some "rawbacks of 'R$# For those some recommen"ations

are as follows8

1. 'R$ must hel! the em!loyees to buil" em!loyees< com!etence an" self=confi"ence

through training, fee"back an" recognition# P3here is a very close relationshi! between high

ob satisfaction an" feelings of effectiveness on the ob#

2. ommunicate the value of the organization


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. ;ost em!loyees are looking for a"vancement o!!ortunities within their own com!any#

'R$ must hel! em!loyee to fin" out the exact career !ath for them# *ork with each of

them to "evelo! a career growth !lan that takes into consi"eration both their current skills

an" future goals# 7f em!loyees become excite" about what%s "own the roa", they will become

more engage" in their !resent work#

. 'R$ shoul" show the "ifference in em!loyee morale sim!ly by taking the time to

recognize each em!loyee%s contributions an" accom!lishments, large or small# 'e generous

with !raise#

4. 'R$ can im!rove em!loyee motivation by im!roving em!loyee confi"ence# $ssign

in"ivi"uals with tasks you know they will enoy or will be !articularly goo" at# $n em!loyee

who is successful at one thing will have the self=confi"ence to tackle other !roects with

renewe" energy an" excitement#

15. 'R$ must make their uestions in a way that has relation to the !osition as well as the

ob#

11. 'R$ must follow !erson=ob fit strategy (selecting base" on knowle"ge an" abilities to

!erform a !articular ob well without a lot of formal training) because it increases the

!ro"uctivity as well as re"uces the cost#

12. areer a"vancement o!!ortunities must be communicate" "uring the recruitment !rocess

so that can"i"ates can un"erstan" how to ma! his or her career !ath with the organizations%

!lan an" !rogram# *hen organizations set some career a"vancement o!!ortunities for the

em!loyees an" it is communicate" "uring the recruitment !rocess, then the em!loyee feel

well, which make them loyal, !ro"uctive an" efficient#

13. During the selection !rocess, the can"i"ates who are "isualifie" have some negative

feelings for the com!any# 7n that case the com!any may create a !ublic relation who

communicate with those !eo!le an" clarify as to why they were not taken an" also where the

can"i"ates have lacking# 7t also !romotes a !ositive image towar"s the can"i"ates#



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'. Conc!usions

3he ex!ression, Human Resource ;anagement (HR;) is a relatively recent title for all

as!ects of managing !eo!le in an organization# 7t re!resents a broa" base" un"erstan"ing of the !roblems of !eo!le an" their management in an organizational context for overall

"evelo!ment# @rowth in business, com!etition, size of o!eration, etc# le" to the nee" for

attracting talente" !eo!le with the view to reach the organizational obectives# 3his resulte"

formulation of !olicies on HR !lanning, recruitment, selection, training, "evelo!ment,

!erformance a!!raisal, com!ensation management, etc# became !ertinent# 7n a""ition,

government legislation, change in !ro"uction an" "istribution metho"ologies, information

technology, etc# became relevant# $s a conseuence, the HR management functions can be

seen as an amalgamation of organizational behavior, human resource management (known as

!ersonnel management in the recent !ast) an" in"ustrial relations an" laborworkers

legislations#

7n 'R$ over A.,... em!loyees involve with their o!eration all over the 'angla"esh an"

also in foreign assignment# 7n my research most of time 7 foun" that 'R$ is very much

careful about their em!loyee an" also in their !olicy an" !roce"ure# $s my research

segmente" into four# 7n every segment most of my res!on"ent satisfy with their !osition,

environment, su!ervisor, salary, !olicy etc# 'ut 7 also foun" some lacking in some area like

ob security, they "on%t have written ob "escri!tion inclu"ing ualifications, "uties, re!orting

relationshi! an" key in"icators, "ro!out can"i"ate cannot get fee" back regar"ing their

weakness an" future suggestion etc# 'ut 7 think 'R$ must concentrate on their weakness

an" make their !olicy very effective for the em!loyee#



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Bi,!iogra"&$9

1# $n"erson, H# Hossain, B# an" :ahota, @#: (1441), 3he ffect of Cabor Caws an" Cabor

2rotection on m!loyment an" 7n"ustrialization in 'angla"esh, 3he 'angla"esh

Develo!ment :tu"ies, >ol# 14# Bo# 1, ;archQune, Dhaka#

0# Drucker, 2# F (144-)# 3he 2ractice of ;anagement, Har!er an" 'rothers, Bew ork#

+# @riffin, R# * (1445), ;anagement, ;c@raw=Hill, :inga!ore, 22# 0+=+.#

-# Cuthans, F (0...), &rganizational 'ehavior, ;c@raw KHill 7nc, B, 2# 1..#

/# reitner, R (1445), om!etitive $"vantages through 2eo!le, $ca"emy of ;anagement

Review, >ol# 0+, Bo#0#

A# *eihrich, H (144A), ;anagement xcellence= 2ro"uctivity through oo!eration, ;c@raw=Hill 'ook om!any, Bew ork,

# :trategic Human Resource ;anagement by harles R @reer

5# Human Resource ;anagement by Raymon" $ Boel

4# :trategic Human Resource ;anagement by $lan R# Bankervis, Robert C om!ton,

3erence ;carthy#

Pu,!ication and BRAC’s Records

At a glance of BRAC' 3une .445

BRAC Annual Report' .446

BRAC Human Resources Policies and Procedure' .446

BRAC Human Resources "nit office and Staff Position under Human Resources &ield %ffice

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A""endices

1. =uestionnaires

+ear Respondent3he uestionnaire survey has been "esigne" for an internshi! !roect of ;'$ !rogram of

$merican 7nternational ?niversity='angla"esh, not for this organization# our anonymity

will be highly maintaine" as 7 have not aske" for your name here# 3his information will not

be use" anywhere else# 7 a!!reciate your !artici!ation# 3hank you so much#

-uestionnairePart % "mployee Information

Name of the Department

Designation

Age Range !ear" #elo$ 30 30 to 40 A%o&e 40

Se' (ale )emale

*+u,ational -ualifi,ation .ra+uate /ost.ra+uate Do,torate

ength of Ser&i,e in #RA ess than 2 year 2 to 5 years (ore han 5 years

Part $ -uestionnaire for "mployees (.n /ob 0atisfaction)

/lease put a ti, " mar on the num%ers at the right margin using the follo$ing s,ale

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

No. (tatement (core

1 7 am satisfie" with my !resent salary# 1 0 + - /

0 Fringe benefits (traveling an" me"ical allowance, bonus etc#) are a"euate# 1 0 + - /

+ Retirement benefit (!rovi"ent fun", gratuity, !ension etc#) is satisfactory# 1 0 + - /

- 2rovision of getting higher scale is satisfactory# 1 0 + - /

/ &!!ortunity for !romotion is satisfactory# 1 0 + - /

A ;y career !ros!ect is satisfactory# 1 0 + - /

7 am satisfie" with my working environment# 1 0 + - /

5 ;y office timing is suitable for me# 1 0 + - /4 *eekly holi"ay is satisfactory# 1 0 + - /

1. 7 am satisfie" with my canteen, sanitation an" other facilities# 1 0 + - /

11 7 am satisfie" with my "isci!linary !roce"ure# 1 0 + - /

10 7 have o!!ortunity to ex!ress my grievances# 1 0 + - /

1+ o=o!eration from my colleagues is available# 1 0 + - /

1- 7 am ha!!y with my su!ervisor# 1 0 + - /

1/ ;y su!ervisor is ha!!y with my works# 1 0 + - /

1A 7 have role in "ecision=making at my work!lace# 1 0 + - /

1 3he metho" of !erformance a!!raisal is a!!ro!riate# 1 0 + - /

15 Rewar" an" recognition are base" on !erformance 1 0 + - /

14 7 am satisfie" with my !resent !osition# 1 0 + - /

0. 7 am satisfie" with my ob security# 1 0 + - /01 7 am satisfie" with my !resent welfare activities# 1 0 + - /

00 7 am satisfie" with my organizational recreational facilities# 1 0 + - /

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+ear Respondent

3he uestionnaire survey has been "esigne" for an internshi! !roect of ;'$ !rogram of

$merican 7nternational ?niversity='angla"esh, not for this organization# our confi"entiality

will be highly maintaine" as 7 have not aske" any !ersonal information here# 3his

information will not be use" anywhere else# 7 a!!reciate your !artici!ation# 3hank you so

much#

-uestionnaire on Recruitment and 0election Process for R +epartment



No. (tatement (core

1 'R$ !rograms communicate !ro!erly about the recruitment with HRD# 1 0 + - /

0 'R$ clearly mentions the ob s!ecifications while recruiting em!loyees# 1 0 + - /

+ 'R$ has formalize" ob "escri!tion for every !osition# 1 0 + - /

- 3he uestions in the written test viva voice are strongly relate" to ob !osition# 1 0 + - /

/ 3he examiner interviewers are fair to all can"i"ates# 1 0 + - /

A @etting through all the recruitment ste!s an" selection is very easy# 1 0 + - /

3he recruitment an" selection !rocess itself results high em!loyee turnover# 1 0 + - /

5 :ystematic recruitment !rocess influences !eo!le to acce!t ob offer in 'R$# 1 0 + - /

4 'R$ !robation !erio" is accurate for the em!loyee to eligible for the !osition# 1 0 + - /

1. High turnover makes the re!etitive recruitment of staffs costly# 1 0 + - /

11 3he can"i"ates are treate" eually in the selection !rocess# 1 0 + - /

10 'R$ follows the !erson= ob fit :trategy# 1 0 + - /

1+ &rientation !rogram offere" to the selecte" can"i"ates is satisfactory# 1 0 + - /

1- areer a"vancement o!!ortunities are communicate" in the recruitment !rocess# 1 0 + - /

1/an"i"ates who "ro! out at the final selection roun" get fee"back regar"ing their weakness an" future

suggestions#1 0 + - /

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+ear Respondent





much#

-uestionnaire on "mployee Motivation (for "mployees)



No. (tatement (core

1


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+ear Respondent





much#

-uestionnaire on R Policy (for R +epartment)



No. (tatement (core

1

'R$ has a written !ersonnel han"book!olicy that is regularly reviewe" an" u!"ate"8 a) to "escribe

the recruitment, hiring, termination an" stan"ar" work rules for all staff9 b) to maintain com!liance

with government regulations inclu"ing Fair Cabor :tan"ar"s, ual m!loyment &!!ortunity,

&ccu!ational Health an" :afety, Family Ceave etc#

1 0 + - /

0 'R$ follows non"iscriminatory hiring !ractices# 1 0 + - /

+

'R$ !rovi"es a co!y of or access to the written HR !olicy to all members of the boar", the

xecutive Director an" all staff members# $ll staff members acknowle"ge in writing that they have

rea" an" have access to the !ersonnel han"book!olicies

1 0 + - /

- 'R$ has ob "escri!tions inclu"ing ualifications, "uties, re!orting relationshi!s an" key in"icators# 1 0 + - /

/ 'R$%s 'oar" of Directors con"ucts an annual review of the HR 2olicy# 1 0 + - /

A 'R$ reuires em!loyee !erformance a!!raisals to be con"ucte" an" "ocumente" at least annually# 1 0 + - /

'R$ has a com!ensation !lan, an" a !erio"ic review of salary ranges an" benefits is con"ucte"# 1 0 + - /

5'R$ has a timely !rocess for f illing vacant !ositions to !revent an interru!tion of !rogram services

or "isru!tion to organization o!erations#1 0 + - /

4'R$ has a !rocess for reviewing an" res!on"ing to i"eas, suggestions, comments an" !erce!tionsfrom all staff members#

1 0 + - /

1.'R$ !rovi"es o!!ortunities for em!loyees< !rofessional "evelo!ment an" training with their ob

skill area an" also in such areas as cultural sensitivity an" !ersonal "evelo!ment#1 0 + - /

11 'R$ maintains contem!oraneous recor"s "ocumenting staff time in !rogram allocations# 1 0 + - /

2. (P(( Out"ut

Em"!o$ee 6o, (atisfaction

=1. I am satisfied with my present salary

)re-uen,y /er,ent ali+ /er,entumulati&e

/er,entali+ Neutral 3 200 200 200

Agree 7 467 467 667Strongly Agree

5 333 333 1000

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otal 15 1000 1000

=2. Fringe benefits (traveling and medical allowance, bonus etc) are adequate

)re-uen,y /er,ent ali+ /er,ent

umulati&e

/er,entali+ Neutral 4 267 267 267 Agree 5 333 333 600Strongly Agree

6 400 400 1000

otal 15 1000 1000

=3. Retirement benefit (provident fund, gratuity, pension etc) is satisfactory




5 333 333 1000

otal 15 1000 1000

=#. Provision of getting higher scale is satisfactory


/er,entali+ Neutral 600 600 600

Agree 6 400 400 1000otal 15 1000 1000

=#. .pportunity for promotion is satisfactory



Agree 600 600 1000otal 15 1000 1000

=%. My career prospect is satisfactory


/er,entali+ Disagree 3 200 200 200

Neutral 8 533 533 733 Agree 4 267 267 1000otal 15 1000 1000

='. I am satisfied with my wor#ing environment



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7 467 467 1000

otal 15 1000 1000

=.My office timing is suitable for me



Agree 600 600 667Strongly Agree

5 333 333 1000

otal 15 1000 1000

=. 1ee#ly holiday is satisfactory

)re-uen,y /er,ent ali+ /er,ent umulati&e/er,entali+ Neutral 2 133 133 133


10 667 667 1000

otal 15 1000 1000

=4. I am satisfied with my canteen, sanitation and other facilities


/er,ent

ali+ Neutral 2 133 133 133 Agree 600 600 733Strongly Agree

4 267 267 1000

otal 15 1000 1000

=15. I am satisfied with my disciplinary procedure



Neutral 600 600 800 Agree 2 133 133 33Strongly Agree

1 67 67 1000

otal 15 1000 1000

=11. I have opportunity e2press my grievances

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Neutral 7 467 467 600 Agree 4 267 267 867Strongly Agree 2 133 133 1000otal 15 1000 1000

=12. &o3operation from my colleagues is available



Agree 600 600 667Strongly Agree

5 333 333 1000

otal 15 1000 1000

=13. I am happy with my supervisor



Neutral 600 600 667 Agree 5 333 333 1000otal 15 1000 1000

=1#. My supervisor is happy with my wor#s



Neutral 600 600 667 Agree 5 333 333 1000otal 15 1000 1000

=1%. I have role in decision3ma#ing at my wor#place


/er,entali+ Agree 6 400 400 400

Strongly Agree

600 600 1000

otal 15 1000 1000

=1'. !he method of performance appraisal is appropriate



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6 400 400 1000

otal 15 1000 1000

=1. Reward and recognition are based on performance




8 533 533 1000

otal 15 1000 1000

=14. I am satisfied with my present position




2 133 133 1000

otal 15 1000 1000

=25. I am satisfied with my *ob security



Neutral 4 267 267 1000otal 15 1000 1000

=21. I am satisfied with my present welfare activities




2 133 133 1000

otal 15 1000 1000

=22. I am satisfied with my organiational recreational facilities



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Agree 8 533 533 667Strongly

Agree 5 333 333 1000otal 15 1000 1000

Em"!o$ee otivation

=1. Primary aim of our organiation is well communicated to the employees


/er,ent

ali+ Agree 6 400 400 400Strongly Agree

600 600 1000

otal 15 1000 1000

=2. !he performance appraisal system is satisfactory




Agree 11 733 733 1000otal 15 1000 1000

=3. !here are obstacles which stop employees performing to best effect


/er,entali+ Strongly

Disagree 8 533 533 533

Disagree 7 467 467 1000otal 15 1000 1000

=#. "mployees feel empowered within the organiation




11 733 733 1000

otal 15 1000 1000

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=%. Recent changes in the organiation have affected employee motivation



Disagree 600 600 600

Disagree 5 333 333 33Neutral 1 67 67 1000otal 15 1000 1000

='. "mployee goals and organiation goals are aligned



Strongly Agree

13 867 867 1000

otal 15 1000 1000

=. "mployees feel safe, loyal, valued and ta#en care of



Strongly Agree

12 800 800 1000

otal 15 1000 1000

=. "mployees are involved in organiational development process



Strongly Agree

8 533 533 1000

otal 15 1000 1000

=4. .rganiations internal image is consistent with its e2ternal one


/er,ent

ali+ Agree 5 333 333 333Strongly Agree

10 667 667 1000

otal 15 1000 1000

=15. !here is a pattern of employee motivation e2isting in the organiation



Strongly Agree

10 667 667 1000

otal 15 1000 1000

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-R Po!ic$

=1. $R%& has a written personnel handboo#' policy that is regularly reviewed and updated


umulati&e

/er,entali+ Neutral 1 67 67 67 Agree 7 467 467 533Strongly Agree

7 467 467 1000

otal 15 1000 1000

=2. $R%& follows nondiscriminatory hiring practices




8 533 533 1000

otal 15 1000 1000

=3. $R%& provides a copy of or access to the written R policy to all members of the board




Agree 4 267 267 1000otal 15 1000 1000

=#. $R%& has *ob descriptions including qualifications, duties, reporting relationships and #eyindicators



Disagree 1 67 67 67

Disagree 600 600 667Neutral 5 333 333 1000

otal 15 1000 1000

=%. $R%& $oard of +irectors conducts an annual review of the R policy



Strongly Agree

5 333 333 1000

otal 15 1000 1000

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='. $R%& requires employee performance appraisals to be conducted and documented at leastannually



Strongly Agree

600 600 1000

otal 15 1000 1000

=. $R%& has compensation plan and periodic review of salary ranges and benefits is conducted



Strongly Agree

7 467 467 1000

otal 15 1000 1000

=. $R%& has a timely process for filling vacant positions to prevent an interruption of programservices or disruption to organiation operations



Disagree 2 133 133 133

Disagree 10 667 667 800Neutral 3 200 200 1000otal 15 1000 1000

=4. $R%& has process for reviewing and responding to ideas, suggestions, comments and perceptionsfrom all staff members




3 200 200 1000

otal 15 1000 1000

=15. $R%& provides opportunities for employees4 professional development and training with their *obs#ill area and also in such areas a cultural sensitivity and personal development



Strongly Agree

5 333 333 1000

otal 15 1000 1000

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=11. $R%& maintains contemporaneous records documenting staff time in program allocations



Neutral 11 733 733 800 Agree 3 200 200 1000otal 15 1000 1000

Recruitment and (e!ection Process

=1. $R%& programs communicate properly about the recruitment with R+


/er,entali+ Agree

5 333 333 333Strongly Agree

10 667 667 1000

otal 15 1000 1000

=2. $R%& clearly mentions the *ob specifications while recruiting employees




7 467 467 1000

otal 15 1000 1000

=3. $R%& has formalied *ob description for every position



Strongly Agree

8 533 533 1000

otal 15 1000 1000

=#. !he questions in the written test' viva voice are strongly related to *ob position



Agree 6 400 400 667

Strongly Agree 5 333 333 1000otal 15 1000 1000

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=%. !he e2aminer ' interviewers are fair to all candidates




600 600 1000

otal 15 1000 1000

='. 5etting through all the recruitment steps and selection is very easy



Agree 5 333 333 467

Strongly Agree 8 533 533 1000otal 15 1000 1000

=. !he recruitment and selection process itself results high employee turnover



Disagree 7 467 467 467

Disagree 6 400 400 867Neutral 2 133 133 1000

otal 15 1000 1000

=. 0ystematic recruitment process influences people to accept *ob offer in $R%&




5 333 333 1000

otal 15 1000 1000

=4. $R%& probation period is accurate for the employee to eligible for the position



Agree 5 333 333 467

Strongly Agree

8 533 533 1000

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otal 15 1000 1000

=15. igh turnover ma#es the repetitive recruitment of staffs costly


umulati&e

/er,entali+ Agree 4 267 267 267Strongly Agree

11 733 733 1000

otal 15 1000 1000

=11. !he candidates are treated equally in the selection process



Agree 6 400 400 600

Strongly Agree 6 400 400 1000

otal 15 1000 1000

=12. $R%& follows the person 3 *ob fit strategy




5 333 333 1000

otal 15 1000 1000

=13. .rientation program offered to the selected candidates is satisfactory



Strongly Agree

10 667 667 1000

otal 15 1000 1000

=1#. &areer advancement opportunities are communicated in the recruitment process



Agree 5 333 333 733Strongly 4 267 267 1000

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Agree

otal 15 1000 1000

=1%. &andidates who drop out at the final selection round get feedbac# regarding their wea#ness andfuture suggestion



Disagree 600 600 600

Disagree 6 400 400 1000otal 15 1000 1000

human resources practices in brac

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