Report on Human Resource Practice and Policy

At

Sanima Bank Limited

Submitted To: Submitted By:

Sir.Rishwo R. Gorkhali

Bishal Bagdash

Amit Khatiwada

Sujan Ghimire

Section: B, Trio
ACKNOWLEDGEMENT

We would like to thank Ace Institute of Management from the bottom of our heart for
providing such a wonderful opportunity to make this report which will help us to gain deep
insight to conduct various report works and will be very beneficial for our upcoming future.

We would also like to thank Mrs Ramila Shrestha, Human Resource Manager at Sanima
Bank Ltd. along with all the respondent for providing all these valuable information for us
which has assisted us in completing this report. In fact our ideas about the coverage in this
report were shaped by several round of interaction with our supervisor. Without the cordial
support this report would not have incorporated all the issues of HR related activities at
Sanima Bank.

Our deepest appreciation goes to Sir, Mr.Rishwo R. Gorkhali whose constructive guidance,
stimulating suggestions, continuous support and monitoring made our report fruitful and
productive. This report would not have been possible without his guidance. We are very
much thankful to him.

Lastly, we thank our parents, friends, and seniors for their constant encouragement and support
driving towards the completion of the report.

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Table of Contents
CHAPTER – ONE.......................................................................................................................................... 5

1. Introduction............................................................................................................................................. 5

1. 1 Introduction to Sanima Bank Limited.............................................................................................. 5

Capital Structure (As on Asar End 2075).................................................................................................... 6

Shareholding Pattern................................................................................................................................... 7

1.2 Organization Overview................................................................................................................ 7

1.4 Methodology................................................................................................................................ 8

1.5 Limitation of the Study..................................................................................................................... 9

Limited respondent................................................................................................................................. 9

CHAPTER – TWO....................................................................................................................................... 10

2. Human Resource Policy (Analysis & Findings)...................................................................................10

2.1 Job Analysis & Design............................................................................................................... 10

2.2 Human Resource Planning......................................................................................................... 11

2.3 Recruitment and Selection......................................................................................................... 12

2.4 Training & Development........................................................................................................... 13

2.5 Performance Appraisal............................................................................................................... 14

2.6 Compensation............................................................................................................................. 17

2.7 Employee Relations................................................................................................................... 19

2.8 Employee Safety and health:...................................................................................................... 21

2.9 Disciplinary Act......................................................................................................................... 21

CHAPTER - THREE.................................................................................................................................... 25

3. Data Analysis & Findings..................................................................................................................... 25

3.4 Position/ Level Analysis:............................................................................................................ 26

3.5 Departmental Response Analysis:.............................................................................................. 27

3.8 Recruitment & Selection Status Analysis:......................................................................................28

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CHPATER – Four......................................................................................................................................... 31

4. Conclusion & Recommendation........................................................................................................... 31

4.1 Conclusion................................................................................................................................. 31

4.2 Recommendation....................................................................................................................... 32

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 CHAPTER – ONE

1. Introduction
1. 1 Introduction to Sanima Bank Limited
Sanima, promoted by prominent and dynamic Non-Resident Nepalese (NRNs) Businessmen,
commenced its operation in 2004 as a National Level Development Bank. Since February
2012, Sanima has been functioning as an "A" Class Commercial Bank with its registered
office at 'Alakapuri', Naxal, Kathmandu.

Sanima Bank is committed to provide one window financial solutions to the different
customer segments and to achieve healthy growth in profitability consistent with the bank's
risk appetite. The Bank has been dedicated to maintain the highest level of ethical standards,
professional integrity, corporate governance and regulatory compliance. As a result, Sanima
is perceived as a Strong and Reliable player in the banking industry. Sanima has been
committed to meet customer expectations in all areas of its business through continuous
improvement for overall benefit of the economy. Sanima Bank offers a wide range of
banking products and financial services to corporate and retail customers through 74 full-
fledged branches from Mechi to Mahakali. Sanima upgraded to ‘A’ class commercial bank
on 15th February, 2012. It received the operating license from Nepal Rastra Bank to function
as a ‘A’ class commercial bank. The objective of the bank is to mobilize resources for
national development. Sanima has been in profitable operation since its inception and has
recorded a robust growth in its overall business and profitability during recent years as well.
Sanima values customers highly and assures to deliver products and services in a customized
and simplified manner. Sanima has completed 14 years of steady profitable operation.

Sanima with its slogan ‘Sabal and Biswashaniya’ provides one window financial solutions to
the customers with the wide range of products and services. It not only offers readymade
products and services to better suit the needs of the individual customer. Sanima is
committed to exceed customer expectation in all areas of its business through consistent
processes, innovation and improvements. Sanima believes that its prosperity is directly
linked with the well-being of the society in which it operates. As a part of the duty towards
creating meaningful changes in the communities in the future as well. Sanima strongly
ensures to grow a ‘Bank for everyone from all walks of life’ and is dependable and

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trustworthy bank to its depositors. Sanima has been focusing on financing hydropower and
other national interest projects from its foundation.
In the pursuit of sustainable growth, Sanima has 74 full-fledged branches within and outside
the Kathmandu Valley with head office located at Naksal, Kathmandu. The bank has further
plans to expand its reach in the various part of the country. The current shareholding pattern
of the bank constitutes of promoters holding 51% and general public holding 49% and the
paid up capital of the bank is Rs. 8,001,255,440. Sanima is committed to exceed customer
expectation in all areas of its business through consistent processes, innovations and
improvements. For the convenience of the customer the bank has ATM locations all over the
country. Sanima uses the banking software PUMORI BANKING SOFTWARE. The
software helps the bank to operate facilities like internet banking, SMS banking, providing
loan to the customers and many other services. The sophisticated technology has interlinked
its branches into centralized database system and enables the bank to provide banking
facilities wherever the branch is located and is convenient for the customers as well as the
employees.

1.1.1 Vision
To be a trusted and leading bank in Nepal

1.1.2 Mission
To be innovative and keep up with changes to satisfy investors, staff, customers, regulators and
the people of the community we serve.

Capital Structure (As on Asar End 2075)

Authorized Capital: Rs. 9,000,000,000

Issued Capital: Rs. 8,001,255,440

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Paid-up Capital: Rs. 8,001,255,440

Shareholding Pattern

Promoters: 51%

General Public: 49%

1.2 Organization Overview

1.2.1 Objectives
The objective of the organization is its’ customers. Sanima bank focuses on organization’s
present potential, customer focused activities. It also makes an effort to make banking simple
and convenient to the customers and the employees.

The core values or the objectives of the organization mainly are to meet customer satisfaction
through easy and quality service and others are mentioned below:

Satisfied customer
Bringing innovations and customization to meet customer need and to hold quality of service.

Provide secured future for its internal employees.

Attractive return to its investors.
Lower rates for loan clients.

Upholding honesty and sincerity

Engaged in various social activities fulfilling corporate social responsibilities.
Strengthen the market shares.

1.3 Objective of the study

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The objective of this study is to know about the overall Human Resource Management
(HRM) in Sanima Bank Limited (SBL) and how the policies are applied. Also, it will help to
find out how HRM works in the organization. The study will help us to have the theoretical
as well as practical knowledge of HRM.

1.4 Methodology
Nature and source of data Collection

Data is collected through record keeping or pooling, observation, or measuring.The nature of

the report is qualitative and quantitative and the source is primary and secondary. The data
used in the study is primary and secondary in nature. The primary data will collected via
interviews with HR distribution of questionnaire to staffs. Then, the secondary source is
brochures, journals, articles, published books, websites, magazines, etc. A systematic and
scientific methodology always helps in collecting the qualitative and quantitative data. We
must consult with various people, booklets, news, newspaper and other source to gain
correct data. This report is maintained on the basis of primary as well as secondary sources
which are given below:

1.4.1 Primary data

Primary source of data are collected from the in depth interview with the authorized person
of sanima bank .Primary raw data were collected from the questionnaire. This collection of
data was approached through the questionnaire prepared by the team members. The
questionnaire were distributed to 12 employee of the bank . The questionnaire was used to
generate data for the research. The questionnaire was well structured and included various
types of questions like single response, multiple choice single responses, multiple choice and
multiple response also followed by open ended questions.

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.1.4.2 Secondary data

The secondary data is one which has already been collected by a source other than present
investigator. Secondary data include both raw data and published summaries. Documentary
secondary data include written material such as; books, journal articles, newspapers as well
as administrative and public records. These types of data are collected through following
ways:

Annual report of Sanima Bank Limited.

Brouchre of Sanima Bank Limited.
Website of Sanima Bank Limited.
Different books and newspapers.
TV and radio advertisement.
Hoarding boards.
Review of the related past records.
Opinion of senior teacher colleagues and others.

1.5 Limitation of the Study

Limited respondent

Limited time frame

Insufficient information

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 CHAPTER – TWO

2. Human Resource Policy (Analysis & Findings)

With the current job market situation, Sanima Bank Ltd has a competitive human resource to
provide significant service to the customer adding a great value in the economy. It has given
high priority to the human resources management. With the right people in the right places,
Sanima bank has ensured the utilization of the distinct competencies, knowledge and
personality attributes of every human resources resulting in desirable results.

2.1 Job Analysis & Design

Job Analysis and Design helps human resources department for a proper HR planning. Job
analysis is a mix of job description and job specification which briefly categorize the aspect
of the job and its nature. It is the process of assembling and studying information relating to
all the aspects of a position. The reasons have listed below:

→ Purpose: It defines the expectation of the organization toward the employees and
viceversa. It identifies the aims and objectives of job and what the employee is
expected to achieve within department and company.

→ Position: It defines the position, hierarchy and the organization structure which
helps to make effective reporting line-up and communication system.

→ Main Duties: Job analysis and design formulate the responsibilities as the position
describes. It helps with determining the assessment and record the key task to be
performed.

The work Environment: Working environment matters for a better performance.

→ Job
analysis and design study the physical and social environment of the organization
and the job nature and makes the environment flexible so that it influences the
quantity and quality work.

2.1.1 Job Description and Job Specification

Job description and job specification are two integral parts of job analysis which helps both
employees and employers with the entire recruitment and selection process. Job description

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defines the key task to be performed by the employee for the organization and job
specification categorize the qualification, skill and aptitude for the task to be performed.
They help to evaluate the performance and analyze the training needs for better performance.
Job description is prepared for every functional position which support the organization to
describe individual’s responsibilities. The head of department plays a functional role to
prepare appropriate job description and provide a copy to the employee for understanding the
job position and a clear term of reference.

2.2 Human Resource Planning

As an organization needs to succeed and survive, or compete effectively in the global
economy in this era of globalization, employers must be in the position to propound and
practice recruitment and selection of employees in the best way. The success of a business or
an organization is directly linked to the performance of those who work for that
organization. Every organization has its own requirements in acquiring employees. It is vital
that organizations select people with the quality essential for continued success in this
competitive global village. The only means of achieving this success is through proper HR
planning, recruitment and selection practices.

Sanima Bank has tie-up with the reputed college, referring candidates for the best
management trainee, and the experienced are the successful record of accomplishment.
Sanima Bank ensure that the employees are being motivated and schedule the continuous
personal development by providing training, counseling and other facilities.

Effective HR plan ensure the achievement of organizational objectives. Sanima Bank has
created a system value adding to the performance of the employees increasing the
productivity at overall. It has built a workplace where employees are motivated to reach their
potential by maintaining work environment cultivating high ethical standards, team work,
innovation and

initiations.

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2.3 Recruitment and Selection
The process of recruitment of Sanima Bank is almost similar to that of other financial
institutions. Once the vacancies for the particular job is announced, HR department collects
applicants forms from large number of candidates and go through the screening process and
select the most appropriate one for the further process The academic qualification and
experience alone doesn't help the organization for the selection of best candidates, Sanima
Bank also focuses on the qualitative behavior of the applicants relating to honesty,
truthfulness, interest, the desire, leadership qualities, enthusiasm, the willingness to work and
to contribute for the welfare of the organization as a whole. Despite of the fact, they give first
preference to their internal employees by announcing internal job vacancies before giving
any call to the outsiders. Also, the company believes in maintaining equality among both the
male and female employees within the organization and is given equal opportunities for the
job.

Sanima Bank processes a round of interviews for the experienced candidates, where the
preliminary is set at first and if candidate found to be promising and devoted, are proceed to
the final process of recruitment where the division heads interview the candidate. Though
the process may get differed, but the Bank follows both internal and external recruitment
process when there arises the recruitment need.

2.3.1 Types of Recruitment

There are two types of recruitment in Sanima Bank Limited:-

1) External: As other institution prefer the competitive human resource in their

organization, so does the bank. Thus, Sanima Bank set open competition all over
the nation for the external sources for recruiting entry level employees like Junior
Assistant or Trainee Assistant and Management Trainee and other officer’s level
etc. The process is described by the board. The bank advertises the vacancy either
through daily newspaper or through online portal or both and does the process of
recruitment.

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 2) Internal: Either for promotion or transfer in need, the bank follows the internal
process. At normal the senior assistant level proceeds through internal process,
either promoting or even transferring at some point as prescribed by the policy.
The notice was given through emails within the banking intranet system.

2.3.2 Outsourced Employee:

Sanima Bank Ltd select the outsource process at the beginning phase of recruitment and
selection procedure. The bank conduct written exam and preliminary interview from the
outsource agency as needed. And the outsource refer the candidate after refining to the best
and forward the details to the HR for final procedure of selections and after final review and
interview with the candidates, the bank finalize the employees based on grades, aptitude and
technical test. Bank even recruits the interns and train them and develop the efficiency from
the initial phase only. The corporate culture of Sanima Bank Ltd. is to treat employees with
extraordinary employee not general employee. Together they form a family and they have a
close bond which motivates them to work as a team.

2.4 Training & Development

Training and development is key aspect of the personal development. It is accepting ever
critical part with the advancement of technology and the increasing competitions and the
rivalry, high expectation from the customers for quality and service but with effective and
the lower costs to the organization. It is likewise turned out to be more vital universally
keeping in mind the end goal to get ready specialists for new jobs and challenges.

I. The need for Training and Development:

Training is required for the personal development, their skill, job knowledge, the
process and attitude. Technology though has changed the working nature and the
bank need to regulate the system time and again, but technology only is not the factor
for training need assessment, there are other factors too. These keep employees
motivated toward the work. Even the training is designed analyzing the market, the
system the competitors follow and with the change in the employment policies.

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 II. Training needs analysis:

Training may be defined as a planned program designed to improve and to bring

about measurable change in knowledge, skills, attitude and social behavior of
employees for doing a particular job. It focuses more on technical aspect and it
improves short performance of the employees.

Training need analysis is a proficient method of understanding necessities of training.

It is coordinated at three stages -organizational need, individual and the job nature.
After these three analyses are done, the results are directed so as to match the goals
of process of planning. A bit of the training programs at Sanima Bank are according
to the accompanying:

On the Job Training

Training on technical abilities
Leadership training.

2.5 Performance Appraisal

2.5.1 Performance management and Performance Appraisal

Performance appraisal and performance management are two separate things and which have
separate scope in the HR system of an organization. Performance management is a broader
system and performance appraisal is a part of it. But these two elements are inseparable to
make the performance management system effective and efficient. Performance appraisal is
a limited and reactive function of evaluating past performance, undertaken once or twice a
year. It is a distinct staff activity with no direct intervention to the employee’s day-to-day
work. Whereas, performance management is a continuous and on-going proactive
mechanism to manage the performance of an employee and ensure that the employee
achieves the set targets on a realtime basis, with reviews or corrective actions in near future.
Every year, most employees experience an evaluation of their past performance Employee
job description has been reviewed during this evaluation and modifications have been
proposed to the job description. The modified job description is attached to this evaluation
.Promotion exercise shall take place every year after the completion of the ongoing or
current fiscal year at the time of regular annual performance review but promotion can
happen any time of the year on need basis. Promotion can happen through internal vacancy
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announcement made by the decision of the bank as per the requirement. Besides yearly
promotion, if there is any case related to promotion, the concerned supervisor (First
Reporting Officer) along with the consent of Second Reporting Officer is required to put up
eligible candidate's nomination in the prescribed form with reason and justification for such
a promotion and to forward it to Human Resource Department. Human Resource
Department will follow the procedure.

PA (Performance Appraisal) Conditions

Normally carried out once a fiscal year while for newcomers at least once in a 1.5 years. In case of
APA (Annual Performance Approval), employee working for less than 6 months are not appraised
while employee under probation period are appraised before 6 months which sometimes results
particular employee to be appraised before
time.

First Reporting Officers (FRO) will perform appraisal within time limit and rate the
employee by mentioning their shortcomings. Then, their supervisor i.e. Second
Reporting Officers (SRO) will review and comment the ratings.

Then committee formed by CEO will further review rating assigned by FRO and SRO
and mitigate the biasness if exist and can upgrade or downgrade ratings, which at last,
will be reviewed by CEO. CEO’s decision will be the final decision.
If CEO is FRO, then there will be no SRO or other committees. In case, CEO is SRO then
he/she will form committee to review rating if he/she wishes to.

The supervisors with whom he/she has worked more than 3 months and other
supervisors will provide written feedback will apprise employee who has worked
with more than one supervisor. Then current/ longer period supervisor will give final
rating by taking weighted average (based on number of months) of all the ratings
provided till date by all supervisors.

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 Categories to rate performance of employees are Excellent: exceptionally high level of
performance, Very Good: exceeding job requirement most of the time and very high
level of performance, Good: meeting average requirement but exceeding sometimes,
Acceptable: meeting requirement but still can improve, Unsatisfactory: failing to
meet the job requirement.
→ FRO should be able to defend the rating they have provided to the employee properly. If

an employee is not satisfied with the rating and explanation provided by FRO then he/she
can claim by providing evidence of his verifiable performance different than recorded
performance to the SRO. In case employee is still not satisfied, he/she still can directly
appeal to CEO and if CEO is FRO then he/she can appeal to Board of Directors .Sanima
bank has following performance management objectives:

Formulating strategies and objectives of the organization to make better plan for business
process and service delivery.

Sustain excellence in performance by motivating employees to setting goals that align

with organizational strategies.

Check position by monitoring whether the expected performance results are being achieved.

Communicate direction to the rest of the employees, by passing on information about what
are the strategic goals individuals are expected to achieve.

Provide feedback by reporting to employees how they are, their groups, and the organization as
a whole is performing against the expected goals.

Evaluate and reward behavior in order to focus the employee's attention on strategic
priorities; and to motivate them to take actions and make decisions, which are
consistent with organizational objectives and strategy.

Benchmark the performance of different organizations departments, teams and

individuals.
To develop a dynamic work culture by assimilating peoples thoughts, actions and
consequences.

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2.6 Compensation
Compensation management is every form of reward and pays, from the employment, to the
employees. It’s the value of the performance of an employee realized by the employer.
Compensation is a very important factor, looked upon, while entering a job. There are so
many issues that are to be taken care by HRM while developing compensation packages for
its employees. Sanima has been offering both monetary and non-monetary benefits to the
staffs. In context of SCB it emphasizes on both monetary and non-monetary factors. Having
a very competitive environment with almost identical functioning it is constantly trying to
differentiate their products and functions for customers as well as for their own internal
employees. After all it is the employees who are directly responsible for customer
satisfaction along with ensuring effective and efficient functioning of the entire organization.
Thus the emphasis on various intrinsic and extrinsic benefits plays important role. In Sanima
Bank Limited, the compensation is comparatively fine as per the questionnaire result.
Sanima can effectively manage its compensation packages. Compensation management is
every form of reward and pays, from the employment, to the employees. It’s the value of the
performance of an employee realized by the employer. Compensation is a very important
factor, looked upon, while entering a job. There are so many issues that are to be taken care
by HRM while developing compensation packages for its employees. Some of them used by
Sanima bank are discussed below:

1) Establishing Strategic Pay plans: Pay is the mostly used and most significant part
of the compensation package. Generally employees measure their organization’s
compensation package in terms of the pay they receive. So, HR department should be
careful while deciding how much to pay an employee. HRM should consider, legal
considerations regarding pay rates, influence of employee unions on compensation,
pay at similar organization outside, equity and impact of pay rates decisions, while
determining pay rates.
→ To establish effective pay rates they go through several steps:

Salary Survey
Job Evaluation
Grouping similar jobs into pay grades
Pricing each pay grade
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 Developing pay ranges
While developing pay plans HRM comes up with pricing models for managerial and
professional jobs. They decide whether competency based pay is better or other
compensation trends like, broad banding and comparative pay are effective for their
kind of organization and employees.

2) Pay for performances and financial incentives: Different levels of employees look
for different kinds of pay and incentive plans. Everybody does not work for money
but most people do, so money is one of the primary motivating factors for employees.
Regular salary could be the better option for those who put regular effort on work but
for those who perform better and expect better need special incentives both financial
and non-financial.

→ Professional employees are provided with several incentive plans:

Recognition (Awards, Stars)

Cash rewards Gift

certificates Training
Programs etc.
→ Incentive plan for managers and executives are:

Profit sharing plans

Gain sharing plans
Individual awards etc.

3) Benefits and services: Benefits are indirect, financial and non-financial payments
employees receive for continuing their employment with the organization. Whereas
services are the facilities they get from the organization for being the part of the
organization. There are several employee benefit and service plans used by Sanima.
Some of them are:

Insurance Benefits
Medical Benefits

Retirement benefits
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 Flexible time benefits etc.

2.6.1 Salary and Wages

The Accounts or Financial Department usually makes the salary paycheck ready by 25th of each
month, give one days before and after if the subsequent day falls the holiday.

2.6.2 Additional Incentives

As part of additional incentive to all the employees, the management has decided that each staff
will be entitled with the following:

Provident Fund (10% of base income by Sanima and 10% of base income by employee)

Dashain bonus is eligible for all who has completed probation with Bank.
Travel Allowance, Inflation Allowance is provided to all the employees of the bank.
Transportation allowance, Medical Allowance, Launch Allowance is provided to all the
employees.

Bonus and Employee Welfare is provided once in a year after conducting AGM as
per the profit earned by the organization after deducting dividends to the
shareholders and some reserves.

Subsidized loan facilities are provided to the employees working for bank.
Also, the staffs are provided with paid leaves for 25 days where 10 days will be provided for
force leave.

2.6.3 Salary Review

Salary is reviewed annually and Salary increment is directly related to Board Members considering the
market situation.

2.7 Employee Relations

Employees are the vital part of the organization. So it’s obvious that for the betterment of
organization, employees working there should be treated fairly and both the parties should

19
have friendly relationship for the mutual benefit. To establish and maintain healthy
relationship between organization and employees following things are to be considered:

2.7.1 Ethics, Justice and Fair treatment:

Work ethics are advised by both employees and employers. Organization has shaped ethical behavior
of its employees at work. To do this, they have to start from themselves and to be fair about every
decision they take. Individual, organizational and cultural factors are to be looked after to set an
ethical working environment. HRM plays a very important role in promoting ethics and fair treatment
from selection of an employee to the performance appraisal. They have considered following factors
for the ethical and fair working environment:

Employees Discipline and Privacy

Managing Dismissals
Adjustment to Downsizings and Mergers

2.7.2 Labor relations and Collective Bargaining:

Employee grievances are inevitable in every organization. So, it’s important for organization
to understand employee’s issues and come up with solution to it.Sanima has very specific
strategy about handling its labor union. Bargaining between labors and organization and
reaching to the point of compromise is a common but very important phenomenon. With the
labor movement, it’s been most for the management to consistently have a talk with the
unions and make favorable working environment. Bargaining is made more effective by
considering following things:

They understand the rigid reason behind bargaining.

Patience and perseverance.
Flexibility
Listening power
Understanding people and their personalities
Thinking about the future outcome of the bargain.

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2.8 Employee Safety and health:
In work, health problems are likely to happen so organization should look after proper safety
measures to prevent such problems and working conditions should be favorable to
employee’s health. Law and labor unions as well as employee they are sensitive about their
health, so organization has taken it seriously and maintain safe and healthy work
environment. After all, unhealthy employees means less productive workforce in an
organization. To build a safe workplace management has focused on following things:
Understanding, what causes accidents?

Health conscious interior design of the office

Using behavior based safety measures
Conducting safety and health audits and inspections.

2.9 Disciplinary Act

While taking about the disciplinary like in every other commercial banks, Sanima Bank
focuses more on punctuality, dress code, ethics , respect to each other and professionalism.
During the time of selection the code of conducts are shared to the employee and is got
signed. If the employees aren't been able to function within the code of conduct then they are
given warning by the supervisor, holding the salary increments or promotion, suspense for a
time period or finally terminate from the work. In case of severe violation of rules
management team decide what action to be taken. Sanima Bank have strict policy and the
staffs are bound to perform within the regulations. So far labor unions are not present in the
organization as staffs are well bonded enough to work as one for one another.

2.9.1 Accepted Behavior

As a Financial Institution, the company has to follow the rules and regulations as per the
directives of Nepal Rastra Bank. Also, there are certain policies developed by companies
itself. Therefore, for the better working environment in the company, managers and
employees from all levels should have healthy relationship with the customers, seniors and
colleagues. With reference to it there are policies which should be followed.

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 Open Communication

Open communication as an accepted behavior, there should be a good communication

system within and out of the company. The flow of information should be two ways.
Feedback is one of the major aspects in the organization. There should be a use of common
language while communicating with the coworkers so that people don’t feel isolated.

Team

Team work is the major factor for success in the organization. Though the company itself
works as a team to achieve the goal, there are various departments in the organization which
needs to consider as one team for the accomplishment of the task and achieving the
organizational goals. Different recreational activities and events are organized to break ice
among the employees to make a good team and to make employee know each other better.
Because of this, employees at Sanima Bank are satisfied with the team they are working
with.

Showing respect for everyone

Major issue in the organization is the respect to each other. Therefore, employees at Sanima
Bank show respect to their customers, clients as well as to all the staffs equally. This has
made their organizational culture more effective. And also, employees respect the individual
differences in the organization.

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 Managing equity

Involving the staffs in the decision making process makes them feel important, which helps
to increase the loyalty towards the organization. This eventually decreases the employee
turnover rates in the organization. Similarly, the fair and unbiased performance appraisal
practice has created a proper working environment.

2.9.2 Unacceptable Behavior

Behavior that creates potential risk or harm to other employees of the organization because
of any member staff is considered as Unaccepted Behavior. This includes Bullying, Physical
violence, aggression or abusive behavior and so on. Apart from behaviors, employees
punctuality, performance are measured and if found below average proper actions are taken
to fix the underlying problems.

Lack of respect for others

Respecting each other is the major policies in any organization. But not respecting can be a
serious issue. This includes Disrespecting the time of other employees, information and
efforts, ignoring people.

Having a poor attitude

Attitude of an employee can have a negative impact in the work place. This can be an
obstacle in other works too. Being accountable for only one area of responsibility, resistance
to changes, undervaluing others work, not participating in any kind of activities of the
organization and making random comments of the employees will not be accepted.

Serious misconduct

The major misconduct in the organization includes:

Misuse of authority provided

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 Misuse of the resources and assets of the company
Unauthorized access to the information
Anti-social behavior
Gossip / negative grape vine
Showing aggression
Running ineffective meetings

Ineffective meetings include working during the meeting, using cell phones, eating, not
participating, pointless arguments, showing late, fighting. These waste the time of the
employees which will hamper the working environment.

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 CHAPTER - THREE

3. Data Analysis & Findings

and 60% are Female.

3.2 . Age Distribution Analysis:

46 - 59 Years 60+ Years
10% 0%

15 - 25 Years
30%

15 - 25 Years
26 - 35 Years
36 - 45 Years
36 - 45 Years 26 - 35 Years 46 - 59 Years

40% 20% 60+ Years

Among the 10 respondent, 10% were from Age Group from 46-59 years, 40% were from Age Group
from 36-45 years, 10% were from Age Group from 46-59 years, 20% were from Age Group from 26-
35 years, 30% were from Age Group from 15-25 years and none from age group above 60 years.

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Among the respondent , 30% were Bachelor Pass and 70% had completed their Masters.

3.4 Position/ Level Analysis:

Senior Assistant
Manager 30%
10%

Assistant
Manager
Officer Officer

Senior Manager 30%

Manager
30%

The survey of 10 respondents shows that 30% were at Officer level, 30% were at Assistant level, 30%
were at Manager level and 10% were at Senior Manager level.

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3. Departmental Response Analysis:
5

Marketing
Department
Human Resources Cash Department
Department 10% 20% Cash Department
10%
Credit Department
Credit Customer Service Department

General
Department
Administration 10%
Finance Department
Department
10% General Administration
Department
Human Resources Department
Finance Customer Service Marketing Department

Department Department
20% 20%

Among the 10 respondent, 20% were from Cash department, 10% were from Credit department, 20%
were from Customer Service department, 20% were from Finance department, 10% were from
General Administration department, 10% were from Human Resource department and 10% were
from Marketing department.

Among the 10 respondent, 1 had worked less than 1 year, 4 had worked between 1 to 2 years, 3 had worked
between 3 to 4 years and 2 had worked above 5 years.
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3.8 Recruitment & Selection Status Analysis:

6 6
5 5 5

4 4 4 4 4

2 2 2

2
1 1

1
- - - - - - -

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

The Organization has its own system of Recruitment. I prefer Internal Recruitment process

I prefer External Recruitment Process The right person is on the right job in the organization

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 3.10 Performance Appraisal Status Analysis:

8
8
7 Appraisal for the
7
performance takes place on
regular intervals.
6

5 My performance appraisal
4 has improved employee
4 performance and strengthen
3 3 my job skill
3 I feel the performance
2 appraisal is fair and has
2 on objective
1 1 1
1
- - - - -
STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE DISAGREE

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 3.11 Compensation Management Status Analysis:
6
6

5 5 Receive proper feedback

5
4 4 Paid adequately for the

4 work
3 3 3 3 3 Pay increments offered are
3
satisfactory
2 2 2 2
2 Pay received compared to
competitive is similar
1 1 1
1 Rewards and incentives are
- - - - - - - fairly distributed
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY

DISAGREE

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 CHPATER – Four

4. Conclusion & Recommendation

4.1 Conclusion

Sanima Bank Limited is an established and recognized commercial bank with its business
performance, committed of management and employees boosting the organizational
performance, goodwill and market dominance as a safe, secure, competitive and customers
oriented market practice.

The survey has allowed us to understand and know a glimpse behind the success and
recognition of Sanima Bank. Even if the sample size was a small portion of the entire
population of Sanima Bank, the survey and report indicated the proper co-ordination,
harmony, systematize practices and sense of changes and requirement in the organization by
the management in the context of the HR Practice and Policies. Sanima has been analyzing
its means & ends and also the requirement for the overall development, growth and
continuity of the organization responsibility within the organizations as it has been able to
present in the external environment. The overall viewpoint for the survey represents the
satisfaction of the employees and their performance along with passion and commitment for
self & organizational growth and prosperity.

Finally, the survey highlights different HR Policies & Practices, system in the organization,
employee’s satisfaction and alignment of practice with organizational vision reflecting a
positive picture of better understanding and pathway for sustainable growth.

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4.2 Recommendation

Based on the survey Sanima Bank has appropriate HR practice and policy but lacks on certain
areas which is highlighted as recommendation below:-

Innovative and up-to-date practice for better recruitment of the potential employees - clarifying
their adoption of internal or external mechanism,

Database development and management for the profiling and employees records for
all applicants as well as recruited individuals and also review generation from every
individuals to ascertain their involvement and commitment,

Revision and improvement in the HR planning changing not just in comparison with the
market practice but also based with the performance of the employees.

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