HUMAN RESOURCE MANAGEMENT AND EMPLOYEE HUMAN RESOURCE MANAGEMENT AND - - PowerPoint PPT Presentation

HUMAN RESOURCE MANAGEMENT AND EMPLOYEE HUMAN RESOURCE MANAGEMENT AND EMPLOYEE PERFORMANCE: A CASE STUDY ON BANGLADESH BANK PERFORMANCE: A CASE STUDY ON BANGLADESH BANK

PRESENTED BY:

• MD. RAYHANUL ISLAM

EXAMINATION COMMITTEE:

• Dr. SUNUNTA SIENGTHAI (CHAIRPERSON)
• Dr. SUNDAR VENKATESH
• Dr. YUOSRE BADIR

Agenda: Agenda:

Introduction of the study Snapshot of BB and its current situation on human resource

management.

Findings and discussion. Conclusion of the study and recommendations.

Introduction Introduction

Bangladesh Bank (BB), the central bank of Bangladesh, is the key

player for the financial sector of Bangladesh as well as for the economy.

An urgent need for supply of adequate professional manpower to

cope with the emerging challenges.

Objectives of the study:

• 1. To describe the existing HRM of BB.
• 2. To assess the strengths and weaknesses of the current
• 2. To assess the strengths and weaknesses of the current

BB’s HRM.

• 3. To examine the relationship between BB’s HRM

practices and HR Department’s employees performance.

Research methodology

• Sampling Method
• Primary Data
• Secondary Data
• Data Gathering Instrument
• Data Gathering Instrument
• Data Analysis

Flow chart of the research framework

Bangladesh Bank and its situation Bangladesh Bank and its situation

• n Human Resource Management
• n Human Resource Management
• The establishment of BB
• Functions of BB
• Human Resources Department (HRD) of BB: HR Dept. has 3 division &

each division has 2 wings. These are- Planning and Resourcing Division

• Planning, Promotion & Transfer wing
• Recruitment & Outsourcing wing

Development and Benefit Division

• Benefits & Administration wing
• Training & Development wing

Performance and Reward Division

• Recognition & Reward wing
• Performance & Discipline wing

Human Resource Department Planning and Resourcing Division Development and Benefit Division Performance and Reward Division Planning, Promotion & Transfer Recruitment & Outsourcing Benefits & Administrati

• n

Training & Development Performance & Discipline Recognition & Reward

Figure 2: Structure of Human Resources Department

• Human

Human Resource Resource Management Management (HRM) (HRM) Edwin Edwin Flippo Flippo defines defines Human Human Resource Resource Management Management as as "planning, "planning,

• rganizing,
• rganizing,

directing, directing, controlling controlling

• f
• f

procurement, procurement, development, development, compensation, compensation, integration, integration, maintenance maintenance and and separation separation of

• f human

human resources resources to to the the end end that that individual, individual, organizational

• rganizational and

and social social objectives

• bjectives are

are achieved achieved. .” Human Resource Management in BB

• Bangladesh Bank has given more emphasis on its human resource

management. management.

• HRM of BB mainly focuses on recruitment of, management of, and

providing direction for the people who work in the organization.

• Its HRM involves the acquisition of employee of the right caliber,

developing their skill, motivating them to high levels of performance and ensuring that employees continue to maintain their commitment to the

• rganization.
• The Bangladesh Bank Staff Regulations, 2003 is the legal instrument that

deals with these issues.

Existing Human Resource Management System in BB

• Human Resource Management System (HRMS) refers to the systems

and processes at the intersection between human resource management (HRM) and information technology.

• Bangladesh Bank has taken a number of initiatives, such as

establishment of LAN/WAN among different offices and departments, implementation of Enterprise Resource Planning (ERP) etc.

• The HR function consists of tracking existing employee data, which

traditionally includes personal histories, skills, capabilities, accomplishments and salary.

Performance Management System (PMS) in BB

• Bangladesh Bank successfully introduced Performance Management

System (PMS) from appraisal year 2007-2008.

• To replace the current subjective Annual Confidential Report (ACR)

system, an improved objective system PMS is introduced.

• PM is a three-step process. It starts with performance planning and
• PM is a three-step process. It starts with performance planning and

ends with performance reviewing. In between these two steps is continuous monitoring through feedback, coaching and reinforcement by the supervisors.

• Performance appraisal results will be used as a basis for appropriate

HR action such as for recognition and rewarding accomplishment, promotion, transfer, coaching, counseling and discipline etc.

Strengths of HRM of BB Strengths of HRM of BB

Efficient and effective manpower planning Competitive recruitment and selection process Written and operational transfer and promotion policy Performance management system (PMS) Performance management system (PMS) Implementation of HRM software and ERP Policy regarding training and disciplinary action Employee benefits such as advances, medical, retirement etc.

Weaknesses of HRM of BB Weaknesses of HRM of BB

Length of work time Over whelmingness of work Less number of employees Refusal to grant leave Pay cut

Data analysis and Findings Data analysis and Findings

Table 1: The profiles of survey respondents Table 1: The profiles of survey respondents Items Group No of respondents Percentage Gender Male 16 64% Female 9 36% Age 25-30 4 16% 31-35 11 44% 36-40 8 32% 36-40 8 32% 41-45 2 8% Qualification Master 18 72% Bachelor 7 28% Tenure < 3 years 4 16% < 6 years 13 52% < 9 years 4 16% < 12 years 3 12% Above 12 years 1 4%

H1: Compensation Compensation practice practice is is positively positively related related with with performance performance of

• f

employees employees

• f
• f

HR HR Dept Dept. in in BB BB H2: Performance Performance evaluation evaluation practice practice is is positively positively related related with with performance performance

• f
• f

employees employees

• f
• f

HR HR Dept Dept. in in BB BB H3: Promotion Promotion practice practice is is positively positively related related with with performance performance of

• f

employees employees of

• f HR

HR Dept

• Dept. in

in BB BB Multiple regression model Multiple regression model EP EPi = α = α0 + α + α1CP CPi

i + α

+ α2PEP PEPi + α + α3PP PPi+ α + α4TEN TENi

i + ε

+ ε EP EPi = α = α0 + α + α1CP CPi

i + α

+ α2PEP PEPi + α + α3PP PPi+ α + α4TEN TENi

i + ε

+ ε Where EP Where EPi = Employee performance, CP = Employee performance, CPi

i = Compensation

= Compensation practices, PEP practices, PEPi

i = Performance evaluation practices, PP

= Performance evaluation practices, PPi

i = Promotion

= Promotion practices, TEN practices, TENi

i = Tenure, ε= Error term.

= Tenure, ε= Error term. In the regression model, employee performance (EP In the regression model, employee performance (EPi

i) is dependent

) is dependent variable and compensation practices (CP variable and compensation practices (CPi

i), performance evaluation

), performance evaluation practices (PEP practices (PEPi) and promotion practices (PP ) and promotion practices (PPi

i) are independent

) are independent

• variable. TEN
• variable. TENi (tenure) is a control variable.

(tenure) is a control variable.

Table 3: Multiple Regression Analysis Table 2: Correlation between HRM practices and employees performance Table 3: Multiple Regression Analysis

Table 3 contd…. Table 3 contd….

Conclusions Conclusions

Human resource management practices of HR Dept. is effective and

efficient in managing its personnel’s with its HRM system.

There is a positive correlation between the employee performance

and HR practices (compensation practices, promotion practices and performance evaluation) of the HR Dept. of BB. performance evaluation) of the HR Dept. of BB.

• All hypotheses are accepted. The regression results show that HR

practices: compensation, performance evaluation and promotion practices of HR Dept. are significant.

Recommendations Recommendations

Training should be followed up efficiently and effectively and

necessary measures must be taken on the basis of follow up training.

Job rotation can make the employees skilled in all the activities of a

• bank. HR Dept. should conduct “job rotation” program.

Length of working hours should not exceed the standard official

working hours.

BB should offer attractive fringe benefits and competitive pay package

to retain prospective staff.

Thank you Thank you

Questions and Answer Questions and Answer