Internship Report

on
HRM Policies and Practices in Trust Bank Limited

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 Letter of Transmittal

August 31, 2019

MBA (Evening) Program
Department of Management Studies
Jagannath University

Subject: Submission of Internship Report on HRM Policies and Practices in Trust Bank
Limited.

Dear Sir/Madam,

This is a great opportunity and immense pleasure for me to submit this report on the topic of
HRM Policies and Practices in Trust Bank Limited I have prepared this paper to be
standard one. It was certainly a great opportunity for me to work on this paper to actualize
theoretical knowledge in the practical area.

I express my heartiest gratitude to you to go through this report and make your valuable
comments. It would be very kind of you, if you please evaluate my performance regarding
this report.

Sincerely Yours,

Khan Mohammad Naser

MBA (Evening) Program
ID: M 17100202381
Department of Management Studies
Jagannath University

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 Declaration of Authenticity

I hereby declare that this Internship Report entitled HRM Policies and Practices in Trust
Bank Limited written and submitted by Khan Mohammad Naser, MBA (Evening) Program,
ID No: M17100202381, Department of Management Studies, Jagannath University under
the guidance of Dr. Liza Khanam, Associate Professor, Department of Management Studies,
Jagannath University is my original work and that has not been submitted to any other
University/ Institute Previously.

Khan Mohammad Naser

MBA (Evening) Program
ID: M 17100202381
Department of Management Studies
Jagannath University

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 Certification of the Supervisor

This is to certify that Khan Mohammad Naser, a student of MBA (Evening) program, ID: M
17100202381, major in Management Studies, Jagannath University has prepared his
Internship Report titled HRM Policies and Practices in Trust Bank Limited under my
supervision for fulfillment of requirements for the completion of degree of Master of
Business Administration. As a part of this internship report, he collected information through
face to face conversion with Trust Bank employees, HRD officers and different journals,
articles on Trust Bank Limited. At the end of this three months research period he has
submitted this internship report to the department of Management Studies, Jagannath
University.
I wish him very success.

Dr. Liza Khanam

Associate Professor
Department of Management Studies
Jagannath University

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Table of Contents
List of Table .............................................................................................................................. V
List of Figure............................................................................................................................VI
Abbreviation .......................................................................................................................... VII
Acknowledgement ................................................................................................................ VIII
Executive Summary .................................................................................................................IX
Chapter 1 .................................................................................................................................... 1
Introduction ................................................................................................................................ 1
1.1 Background of study ................................................................................................... 1
1.2 Objectives of the study ................................................................................................ 1
1.3 Limitations of the study ................................................................................................... 2
1.4 An overview of the Organization ..................................................................................... 2
Chapter 2 .................................................................................................................................... 7
Literature Review....................................................................................................................... 7
2.1 Literature Review............................................................................................................. 7
Chapter 3 .................................................................................................................................. 10
Methodology ............................................................................................................................ 10
Chapter 4 Human Resource Management Policy and Practice of Trust Bank ........................ 12
4.1 Human Resource Management Policy and Practices..................................................... 12
Chapter 5 .................................................................................................................................. 29
Analysis and Findings .............................................................................................................. 29
5.2 Findings.......................................................................................................................... 33
Chapter 6 Conclusion and Recommendations ........................................................................ 34
6.1 Conclusion ..................................................................................................................... 34
6.2 Recommendations .......................................................................................................... 35
References ................................................................................................................................ 36
Appendix .................................................................................................................................. 38

IV
 List of Table

Table Table Name Page No

1 Traditional Banking Scheme 05

2 International Banking Scheme 06

3 Islamic Banking Scheme 06

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 List of Figure

Sl Figure Page
1 A Simple Model of HRM and Performance 08
2 Graph of response on recruitment and selection process 29
3 Graph of response on Current working hour 29
4 Graph of response on suggested working hour 30
5 Graph of response on operational relationship 30
6 Graph of response on job evaluation system 30
7 Graph of response on improving the existing work force 31
8 Graph of response on personal growth 31
9 Graph of response on training methods 32
10 Graph of response on priority of promotion 32
11 Graph of response on job security 32

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 Abbreviation

HRD- Human Resource Department

RMG- Ready Made Garments

BIBM- Bangladesh Institute of Bank Management

GB- General Banking

SWIFT- Society for the Worldwide Interbank Financial Telecommunication

L/C- Letter of Credit

FDR- Fund Deposit Receipt

FDD- Foreign Demand Draft

TT- Telegraph Transfer

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 Acknowledgement
Thanks to Almighty Allah for giving me the opportunity and ability to pursue this study, I
would like to thank few important persons for letting me take up the task of Internship Report
for completion of my MBA (Evening) program in the Department of Management Studies at
Jagannath University.

First of all, I would like to express my heartiest gratitude to Dr Liza Khanam, Associate
Professor, Department of Management Studies, Jagannath University for her exceptional
patience and guidance. In spite of her busy schedule, she was never short of time to review
my work and allow me time whenever I needed. She provided the assistance of her
considerable knowledge and experience throughout the period of my research. Without her
exceptional supervision, kindness and care, this research would not have been possible.

I would like to extend my gratitude to each and every honorable faculty members of my
department ―Department of Management Studies‖ for giving me the opportunity to enhance
my knowledge on business through their instructions of academic courses.

I would also like to thank my participants and respondents of my research who have provided
me important information which helped me to meet the research objectives.

I am also grateful to my classmates, seniors, juniors, friends who helped me a lot by sharing
their experience to complete this report.

Finally, I am grateful to my parents & family for their never ending support.

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 Executive Summary
Chapter 1, In business, there are very few similarities- sometimes even contradictions-
between theories and practices and Human Resource Management is the most crucial part of
a business. The intention of this report is to find out the actual picture in the growing business
organizations of Bangladesh, particularly in the private sector. Human Resource Department
is the most confidential department for any organization in the Trust Bank Limited. Here as
an intern I am allowed to get limited information for my study. This is internship report is
prepared in order to analyze the human resources practices of Trust Bank Ltd. The primary
objective of this report is to get hands-on experience of human resource management and
applying the knowledge learned in theory.

Chapter 2, Most of the previous literatures on HR policies and Practices were all most same
scholar emphasizes that HR policies encourage people to exercise a degree of choice on how
and how well they do their job. In other words, they help induce employee discretionary
behavior which makes people work better and improve performance. This happens because
the HR policies and practices develop positive employee attitudes or feelings of satisfaction,
commitment and motivation. This study examines what factors affect employee attributions
to HR practices in relationship with HR satisfaction and organizational outcomes. As a result
this study gives a better insight in how employees individually perceive HR practices and
what kind of attitude or behavior they will display when these practices are made distinctive.
This research demonstrates how the HR practices are perceived by employees. If employees
are satisfied they are willing to display behavior that is beyond expectations and is neither
described nor rewarded by any formal reward system.
Chapter 3, The study has collected data through primary and secondary source. Primary data
collected though online survey and secondary data collected through various journals,
magazines and websites, government publication, research reports and survey reports.

Chapter 4, Human resource policies are continuing guidelines on the approach of which an
organization intends to adopt in managing its people. They represent specific guidelines to
HR managers on various matters concerning employment and state the intent of the
organization on different aspects of Human Resource management such
as recruitment, promotion, compensation, training, selections etc. They therefore serve as a
reference point when human resources management practices are being developed or when
decisions are being made about an organization's workforce.

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Chapter 5, Organizations normally direct their HRM efforts towards the development of
competencies and organizational culture. Organizations use mechanisms to achieve HRM
goals with competent and committed employees. Organizations can achieve very little even if
they have excellent technological and other resources at their command. Such an assertion
gains better credibility in the context of developing countries like Bangladesh, that is,
typically in early growth stages in terms of economic development, and growing more rapidly
than the ,traditional' developed economies of Japan.

Chapter 6, In Trust Bank Limited, the HR Department deals the huge workforce about their
recruitment & selection, training & development process from a very efficient and modern
viewpoint. Its HR policy and Development strategy are based on appropriate regulations. The
HRM practice in Trust Bank Limited can be demonstrated as very much adequate for
producing a sincere, honest, punctual, hard-working and intellectual workforce.

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 Chapter 1
Introduction

1.1 Background of study

In business, there are very few similarities- sometimes even contradictions- between theories
and practices and Human Resource Management is the most crucial part of a business. But
actually in this area or of a business organization, the highest contradiction and conflict
between theories and actual life practices exist. Management, particularly human resource
management, in real life is not that easy like the theories. The intention of this report is to
find out the actual picture in the growing business organizations of Bangladesh, particularly
in the private sector. According to the direction of our course instructor, all of the students of
our class, divided into groups consisting of two members selected a single organization each
without overlapping and surveyed on the Human Resource/Personnel/Administrative
Department of the organization. We choose the Trust Bank Ltd., one of the leading private
sector banks in our country, to work on.

1.2 Objectives of the study

 General Objective

General objectives of this report are to find out how does Trust Bank Limited maintain HR
policy and what are the development strategies that the bank follows.

 Specific Objective

To find out the general objectives, it is necessary to identify the specific objectives. The
specific objectives of this report are
 To focus on the recruitment and selection process.
 To focus on the training and development system.
 To focus on job analysis.
 To focus on employee performance evaluation process.
 To focus on the employee rewards and benefits system.

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  To focus on the promotion policy.
 To train up subordinates.
 To increase job satisfaction.

1.3 Limitations of the study

Human Resource Department is the most confidential department for any organization in the
Trust Bank Limited. Here as an intern I am allowed to get limited information for my study. I
am not allowed to get the information which is too much confidential for the Bank. So in my
report all the information I have learnt from my Work.

The main limitations encountered in producing this report is as follows:

 Lack of adequate practical knowledge about modern HRM practice.

 In many case up to date information is not published.
 Unwillingness of the busy key persons, necessary data collection becomes hard.
 Unavailability of sufficient documents as required making a comprehensive study.
 Time constraints were major drawback in this study, three month not sufficient.
 Bank policy should not disclose the confidential matters for many reasons.
 Only limited excess to human resource policy. top personnel are allowed.

1.4 An overview of the Organization

Historical Background of the Company

Trust Bank limited (TBL) Trust Bank Limited is one of the leading private commercial bank
established in 1999 in Bangladesh. They have a wide strong network including 111 branches
and7 SME service centers, 199 ATM Booths, over 20,000 Pay points and 65 POS in 55
Branches in Bangladesh and already have plans to open more branches to cover the central
commercial areas of Dhaka, Chittagong, Sylhet and other important cities in 2018. The Trust
bank, sponsored by the Army Welfare Trust (AWT), is first of its kind in the country. With a
wide range of advanced corporate and consumer financial products, Trust Bank has been
operating their operations since 1999 in Bangladesh and has achieved public‘s acceptance
and confidence as a sound and stable bank. In 2001, the Trust bank has introduced automated
branch banking system to increase efficiency and for the betterment of customer service. In

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the year 2005, the bank moved one step further and introduced ATM services for their
clients. Since bank‘s business volume has increased successfully over the years and the
demands of the customers enlarged in multiple sections, our technology has been upgraded to
manage the growth of the bank, to meet the demands of our extended number of customers.
In January 2007, Trust Bank successfully launched their new Online Banking Services which
facilitate Any Branch Banking, ATM Banking, Phone Banking, SMS Banking, & Internet
Banking to all customers. Customers can now deposit or withdraw money from any Branch
of Trust Bank nationwide without needing to open multiple accounts in multiple Branches.
Via Online Services and Visa Electron (Debit Card), ATMs now allow customers to retrieve
24x7 hours Account information such as account balance checkup through mini-statements
and cash withdrawals. Trust Bank has successfully introduced Visa Credit Cards to serve its
existing and potential valued customers. Credits cards can now be used at shops & restaurants
all around Bangladesh and even internationally. Bangladesh and even internationally. This
bank is also introducing Western Money Union Transfer where their clients can remit their
money easily and quickly. Trust Bank is a customer oriented financial institution. It remains
dedicated to meet up with the ever 3 growing expectations of the customer because at Trust
Bank, customer is always at the center. In order to provide up-to-date information on the
bank at fingertips to the trade and business communities of the world, their own IT team has
developed an E-mail address and a web page for the bank. It can be accessed to under the
domain: tbl@global-bd.net and www.trustbankbd.com In addition to ensuring quality,
Customer services related to general banking also have the passport services facilities, phone
banking, SMS banking, and Internet banking facilities 24 hours a day. On the other hand, this
bank has extended credit facilities to almost all the sector of the country‘s economy. The
bank has plans to invest extensively in the country‘s industrial and agricultural sectors in the
coming days. It also promotes the agro-based industries of the country. The bank has already
participated in syndicated loan agreement with other banks to promote textile sectors of the
country. Such participation would continue in the future for greater interest of the overall
economy. Keeping in mind the client‘s financial and banking needs the bank is engaged in
constantly improving its services to the clients and launching new and innovative products to
provide better services towards fulfillment of growing demands of its customers. Trust bank
limited at the end of the year 2006 changed their name from ―The Trust Bank Limited‖ to
―Trust Bank Limited‖ and also changed their logo to bring the bank more closely to the
general public. ―Previous Logo‖ ―New Logo‖ As a latest addition, TBL has re-launched
―Trust Bank Mobile Money‖ as ―t-cash‖ has been activated from April 01, 2018. ―t-cash‖
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enables its customers to avail financial services via their mobile phones through SMS, USSD
and Internet with speed, convenience and secure service. 4 Trust Bank is a customer oriented
financial institution. It remains dedicated to meet up with the ever growing expectations of
the customer because at Trust Bank, customer is always at the center.

Vision

The vision of Trust Bank Limited is to “Build a long-term sustainable financial institution
through financial inclusion and deliver optimum value to all stakeholders with the
highest level of compliance”

Mission

Long Term Sustainable Growth- diversified business with robust risk management, Financial
Inclusion- brings unbanked population into banking network through low cost and
technology based service delivery. Accountable to all stakeholders- customers, shareholders,
employees & regulators highest level of compliance and transparency at all levels of
operation. Along with this they focus on-

 Fast customer service.

 Maintain sustainable growth

 Follow strong business ethics

 Offer quality financial services with latest technology

 Provide smooth return on shareholder‟s equity

 Attract and retain qualified human resource.

 Maintain Corporate Social Responsibility

 Explore un-banked area

Goals, objectives & targets

The Trust Bank Limited has been established with the objective of providing efficient and
innovative banking services to the people of all sections of our society. One of the notable
strengths of this bank is that it is backed by the disciplined and strongest Institution of

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Bangladesh i.e. Bangladesh Army and there is a synergy of welfare and profits in the
dynamics of this institution.

Bank is service-oriented industry and we on our part are committed to ensure customized
Qualitative and hassle free services in our banking operations along with the focus to broaden
the clientele base. The bank has extensively in the country‘s industrial and agricultural
sectors in the coming days. The bank is committed to contribute as such as possible within its
limitations for the economic growth and for ensuring value of its available resources.

Commitments and Strategies

When any business is started, at first it is necessary to set up its vision and mission in order to
reach the goal. It is important to build-up strategy and follows the policies. If it can select the
appropriate strategy and choose the right policy, it will be very easy to touch its desired
position. The distinguishing attribute of policy is to set up the overall boundaries for
activities. According to this system, when the bank was started it has to decide what kinds of
business it is going to be performed. The Bank also has to decide on its growth goal and its
desired profit. The purpose of strategies is to determine and communicate through a system.
Major objective of the business is to reach the goal, to reach the desire position from the
current status. There might be a number of ways to reach there and it has to decide which
way would be easier to reach to the objective. So the authority has to decide which way they
will select to proceed.
Goods and Services
The bank serves its huge clients with a variety of services apart from the traditional ones. Its
continual improvements and introduction of new products and services has given it‘s an edge.

Table 1: Traditional Banking Scheme

Deposit Products Investment Products

1.Fixed deposit Receipt (FDR) 1.corporate Financing
2.Trust smart Savers Scheme (TSS) 2.Trust Consumer Durable Scheme
3.Trust Money Double Scheme (TMDS) 3.Trust Marriage Loan Scheme (TMLS)
4.Trust Money Making Schemes 4.Trust Car Loan Schemes (TCLS)
(TMMS)
5.Money benefit Deposit Schemes 5.Trust House loan Schemes(THLS)

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 6.Lakhpati savings Schemes(LSS) 6.Trust Micro credit for renovation
&
Reconstruction OF dwelling Houses
7.Interest First Fixed Deposit
Schemes(IFFDS)

Table 2: International Banking Scheme

International Trades Others

1.Internatial banking 1.Trust Lockers Services
2. private Foreign Currency A/C 2.rust Tele banking
3.Non Resident Foreign Currency Deposit 3.swift Service
A/C
4.Resedent foreign Currency Deposit A/c 4.L/C Delivery Service
5. Travel Endorsement. 5.Marchant Banking Services
6.Remittence for foreign currency 6.ATM Services
7.Import export Transaction 7.Mobile Banking Service (MLN
8.Foreign Exchange Dealings Branch)
9. Purchase of Foreign Currency, Draft, Cheque,
travel cheque.

Table 3: Islamic Banking Scheme

Deposit Products Loan & investment

1.AL- wadiah Current Account 1.Qard Schemes
2.Al -wadiah Team Loan 2.Home Loan
3.Mudarabah Savings Loan 3.Car Loan
4.Mudarabah Team Loan

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 Chapter 2
Literature Review

2.1 Literature Review

Fombrun, Tichy, and Devanna (1984) expanded these premises and developed the model of
SHRM, which emphasizes a tight fit‘ between the organizational strategy, organizational
structure and HR system. According to him, political, economic and cultural forces are
responsible for an organization‗s mission and strategy. This explains these causal relations,
which form the tight fit‘ between strategy, organization structure and HR policies and
practices. On the basis of mission and strategy, the shape of organization is structured, i.e.,
people are organized to carry out different tasks to achieve the organization‗s mission.

Hendry and Pettigrew (1990) proposed that a number of internal factors such as the
organizational culture, structure (positioning of HR), leadership, level of technology
employed and business output directly contribute to forming the contents of HRM.

Mondy and Noe (1993) suggested that activities and practices of HRM can be classified into
six domains: 1. Planning and recruitment. 2. Development and appraisal. 3. Compensation
and reward. 4. Safety and health. 5. Labor relations. 6. Human resource research.

Huselid (1995) mentioned in one of his studies that the personnel selection, performance
appraisal incentive attitude assessment compensation, job design, grievance procedures,
information sharing, labor management participation recruitment efforts, employee training,
and promotion criteria are the major HRM practices which prevail in an organization

Anantharaman and Zabid (1999) conducted a study on Human Resource Management

Practices: Perceived Organizational and Market Performance in the Malaysian furniture
industry. The study found that managerial and non-managerial employees did not differ in
perceived organizational performance; the managers perceived higher market performance
unlike the non-managerial staff. The result of the t-test indicated that the two groups didn‘t
differ in perception of human resource management practices except in information sharing,
employee participation empowerment and symbolic egalitarianism.

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Guest (1999) suggested the best Human Resource Practices that included: job design in such
a manner that employees have the responsibility and autonomy to use their knowledge and
skills; selection process framed to carefully identify best potential; training as an on-going
activity; two-way communication process to keep everyone informed; and employee
participation to increase employees awareness about the implications of their actions for the
financial performance of the firm. Guest proposed a simple model (Figure 1) of Human
Resource Management and performance which suggested that Human Resource Practices
influence directly to an employee‗s level of commitment towards his performance, which in
turn has an impact on the organization‗s financial performance as an outcome.

Figure 1: A Simple Model of HRM and Performance

According to Dwivedi (2006), it is very difficult to initiate competitive strategy based on

human resources. The key to competitive advantage in the modern world is the application of
sophisticated HR policies and practices. This is because of the fact that competitors are
unable to formulate an effective response in the short term. The human resources can help a
company to accomplish competitive advantage by lowering costs, enhancing sources of
product and service differentiation or by both. However, these activities must be managed
from a strategic perspective to accomplish competitive advantage.

Racelis (2009) mentioned in his conference paper that high performance work practices
include comprehensive employee recruitment and selection procedures, incentive
compensation and performance management systems, and extensive employee involvement
and training. It has been argued that these practices can improve the knowledge, skills, and
abilities of a firm‗s current and potential employees, increase their motivation, reduce
shirking, and enhance retention of quality employees while encouraging nonperformers to
leave the firm (Huselid, 1995).

Becker et al. (1997) suggested that business strategies drove the design of the HR system.
HRM practices directly impact employee skills, employee motivation and work designs
which consequently influence employee‗s creativity, productivity and discretionary behavior.

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These variables, in turn, resulted in operational performance, related to profitability and
growth, ultimately determining firm market value.

Boselie et al., (2001) aimed to test empirically the impact of eight HR practices on employee
performance in a developing country: Indian commercial banks. This was crucial for
developing appropriate management practices. The increased probability of having to manage
in an international situation demanded the conduct of more comparative HRM research.
Boxall, 1995; Budhwar and Debrah, 2001; Budhwar and Sparrow, 2002; Den Hartog and
Verburg, 2004 also supported the same facts in their studies.

Agarwala (2003) attempted to explore the importance of innovative human resource practices
for organizational goal achievement and satisfaction with their implementation along with
their association with organizational commitment. Results of the regression analyses showed
that the perceived extent of introduction of innovative human resource practices by the
organizations was the most significant predictor of organizational commitment. This
suggested that higher the extent to which employees believed that innovations in HR
practices were important for achieving the goals of their organizations and the higher the
extent to which IHRPs had been introduced by their organizations in their opinion, the higher
was their identification with the organization.

Ahmad and Schroeder (2003) investigated the effects of selective hiring, employment
security, decentralization and use of teams, incentive and compensation, extensive training,
status differences, and information sharing on organizational performance (quality, cost,
flexibility, delivery and commitment). The study confirmed the positive and significant
relationship of HRM practices with firm‘s operational performance.

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 Chapter 3
Methodology
The report has been prepared on the basis of ―on the job‖ experience with the Trust Bank
Limited. Working with the organization for a meager period of three month is the main aspect
of acquiring data and information to evaluate the culture, working environment and similar
sort of affairs of the organization.

 Study Design
The report was fully investigative in nature. Data have been collected from both primary and
secondary sources. This study mainly based on secondary data available from the various
divisions and departments of TBL, in addition to these other necessary information have been
collected from the daily news papers, relevant journals, annual reports of TBL, Bangladesh
Bank, Ministry of Finance and Planning and publications of other relevant institutions have
also been taken into consideration.

 Primary Sources of Data

Many of the data and information were collected from my practical experience and queries
from the executives while doing my online survey the Trust Bank‘s 20 employees.
Information and data regarding recruitment and selection, training and development.

Primary sources data also regarding

 Face to face conversation with the bank officers & staffs
 Different manuals of TBL
 Contact with the course teacher

Secondary Sources of Data

Data regarding the operation of The Trust Bank Ltd. and analysis of financial statement were
collected from secondary sources like Annual Report, Brochures, Manuals and Publication of
The Trust Bank Ltd, and also the General. Manager‘s circulars regarding rules of operation
etc. were the major sources of secondary data

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Secondary sources data also regarding

Procedure manuals published by the TBL

 Files and documents of the branch

 Different papers of TBL
 Different text books.

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 Chapter 4
Human Resource Management Policy and Practice of Trust Bank

4.1 Human Resource Management Policy and Practices

Purpose

HRM practice is fairly recent one. Now a day, many renowned and multinational companies
such as General Motors, Trust Bank Ltd, Trust Bank Limited etc. have separate Human
Resource Department.

The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring personnel
and management practices conform to various regulations. Activities also include managing
the approach to employee benefits and compensation, employee records and personnel
policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities
themselves because they can‘t yet afford part- or full-time help. However, they should always
ensure that employees have — and are aware of — personnel policies which conform to
current regulations. These policies are often in the form of employee manuals, which all
employees have.

Functions

Human Resource Management is vital functions in organizations. It is becoming more

important than ever. Line Managers are getting involved in HRM, and human resource
managers are becoming members of the management team. Also, everyone in the
organization can make a contribution to the management of people and the success of the
organization at the same time. Human Resource Management includes a variety of activities,
such as the following.

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HRM Planning
By analyzing the current workforce will allow the company to evaluate the department
performance and helps to realize what kinds of staff are required in order to form the skills
which they needed. Owners need to employ the right number of staff in order to make the
workforce more efficiency. Too many employees will increase costs, and too few will not
able to carry out of its work. Therefore, owners have to analysis both current human
resources within the organizations, and future plans or strategies of the organization and the
effect on human resources.
Whenever an organization is in the process of the determining its human resource needs, it is
engaged in a process we call human resource planning. HRP is one of the most important
elements in a successful HRM program; because it is a process by which an organization
ensures that it has the right number and kind of people, at the right place, at the right time,
capable of effectively completing those tasks that will help the organization achieve its
overall strategic objectives. Such as-

 To ensure optimum use of Human Resources

 To forecast future skills
 To provide control measure
 To determine recruitment‘s level
 To anticipate redundancies
 To determining training levels
 To arrange management development program
 To access future accommodation
 To indicate about lead time

Recruitment & Selection

Successful employment planning is designed to identify an organization‘s human resource

needs. Once these needs are known, an organization will want to do something about meeting
them. The next step, then, in the staffing function assuming, pf course, that demand for
certain skills, knowledge, and abilities is greater than the current supply recruiting. This
activity makes it possible for a company to acquire the people necessary to ensure the
continued operation of the organization.

According to Decenzo & Robbins ―Recruitment is the process of discovering potential job
candidates for actual or anticipated organizational vacancies. Or from another perspective, it
is a linking activity-bringing together those with jobs to fill and those seeking jobs.‖
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Necessity of Recruitment

Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of
position to be filled.

There are several ways in which HRM has changed earlier attitudes and assumptions of
personnel management about managing people. The new model of HRM includes many
elements vital to the basic management goal of achieving and maintaining competitiveness.
First, HRM earlier reacted piece-meal to problems as they arose. Effective HRM now
increasingly seeks to link HRM issues to the overall strategy of the organization.
Organizations with the most effective HRM policies and practices seek to integrate such
policies in corporate strategies and to reinforce or change an organization‘s culture. Second,
building strong cultures is a way of promoting particular organizational goals, in that ―a
‗strong culture‘ is aimed at uniting employees through a shared set of managerially
sanctioned values (‗quality‘, ‗service‘, ‗innovation‘, etc.) that assume an identification of
employee and employer interests.‖

Third, the attitude that people are a variable cost is, in effective HRM, replaced by the view
that people are a resource and that as social capital can be developed and can contribute to
competitive advantage. Increasingly, it is accepted that competitive advantage is gained
through well-educated and trained, motivated and committed employees at all levels. ―The
existence of policies and practices designed to realize the latent potential of the workforce at
all levels becomes the litmus test of an organization‘s orientation.‖

Fourth, the view that the interests of employees and management or shareholders are
divergent and confliction – though substantially true in the past – is giving way to the view
that this need not necessarily be so.

Fifth, top-down communication coupled with controlled information flow to keep power
within the control of management categories is gradually giving way to a sharing of
information and knowledge. This change facilitates the creation of trust and commitment and
makes knowledge more productive. Control from the top is being replaced by increasing
employee participation and policies which foster commitment and flexibility which help
organizations to change when necessary.

Sources of Recruitment

Recruitment is more likely to achieve its objectives if recruiting sources reflect the type of
position to be filled. The recruitment methods are-

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Internal Search which involved inside of the organization, that may include-transfer,
employee referrals, & rehiring.

External Search which include

 Advertisement
 Employment Agencies
 Educational Institutes
 Professionals Organizations
 Unsolicited Application
Cyberspace Recruiting Cyberspace Recruiting is the process of attracting the potential
candidates through internet.

Selection

Selection is the screening or filtering process through which recruitment process comes to an
end. Selection is the process of eliminating less qualified candidates previously attracted by
recruitment and determining the employees those match best to the requirements.

For selection of people, the HR manager should first plan the job requirement of the
organization, and then select the individuals who possess specific skills, knowledge and
abilities that are directly linked to specific jobs required in the organization.

Generally, more effective employee evaluation and selection decisions are made when more
than one person is involved in the decision making process. The operating manager should
have more to say about the evaluation and selection decision than their HR specialist. For this
reason an effective evaluation / selection skill is an integral part of the management function.

Employee evaluation and selection criteria

If an evaluation / selection program is to be successful the employee characteristics which are

believed necessary for effective performance on the job should be stated explicitly in the job
specification. The criteria usually can best summarize in the following categories-

 Education
 Experience
 Physical Characteristics

Personal Characteristics

Basically, the employee evaluation and selection criteria should list the characteristics of
present employees who have performed well in the positions to be filled. However, if the list

15
of characteristics desired is too long, it may not be possible to select anyone. With no list of
criterion, the wrong prospects are likely to be selected.

These predictors of success, particularly the more formal mechanisms such as items on a
paper and pencil test, have two characteristics

 Reliability
 Validity

The reliability of an employee evaluation and selection instrument, such as a test, is the
extent to which the instrument is a consistent measure of something. An intelligence test is
said to be reliable, if the same person‘s scores do not vary greatly when the test is taken
several times. The higher the reliability, the more confidence can be placed in the
measurement method. Usually, the instrument is more reliable if it is longer. The instrument
used must also be internally consistent to be considered reliable, which is a good predictor of
success for the job performance in question.

Reliability and validity can be thought of in the following way. A yardstick is a reliable
measure of space; no matter how many times you carefully measure a basketball player, he
will be the same height. But a yardstick has no validity as a measure of his muscular
coordination. Thus a selection device such as a test may be reliable without being valid.
Human resource specialists can compute the validity of a selection instrument several ways.

 One way, is to look at the currently successful employees, find a factor that is
common to them, and designate it as a predictor. This is called concurrent validity.

 A second way is to use an instrument such as a test during the evaluation / selection
process, then wait until the successful employees are identified and correlate the test
or test measures with the successful and unsuccessful employees. This is called
predictive validity.

 A third way, sometimes used by smaller organizations, because the numbers of

persons in similar jobs is too small to use concurrent or predictive methods, is called
synthetic validity. In this case, elements of several jobs that are similar, rather than a
whole job, are used to validate the selection instrument. This method is newer than the
other two and us used less frequently.

16
Training & Development

Every organization needs to have well-trained and experienced people to perform the
activities that have to be done, if current ―or potential job occupants can meet this
requirement, training is not important. When this is not the case, it is necessary to raise the
skill levels and increase the versatility and adaptability of employees. As jobs have become
more complex, the importance of employee training has increased. The rapid changes taking
place during the last quarter-century in out highly sophisticated and complex society have
created increased pressures for organizations to readapt the products and services produced,
the manner in which products and services are produced and offered, the types of jobs
required and the types of skills necessary to complete these jobs. In a rapidly changing
society, employee training is not only an activity that is desirable but also an activity that an
organization must commit resources to if it is to maintain a viable and knowledgeable work
force.

Management Development is more future oriented and concerned with education than is
employee training, or assisting a person to become a better performer. By education, we
mean that management development activities attempt to install sound reasoning processes to
enhance one‘s ability to understand and interpret knowledge rather than imparting a body of
serial facts or teaching a specific set of motor skills. Development therefore focuses more on
the employee‘s Personal Growth.

Successful managers have analytical, human, conceptual and specialized skills. They are able
to think and understand. Training peers cannot overcome a manager‘s or potential manager‘s
inability to understand cause-and-effect relationships, to synthesize from experience, to
visualize relationships or to think logically. As a result, we suggest that management
development be predominantly an education process rather than a training process. (Robbins,
99)

Training

Training is a learning experience in that it seeks a relatively permanent change in an

individual that will improve the ability to perform on job. Training can involve the changing
skills, knowledge, attitudes or behavior. It may mean changing what employees know, how
they work, their attitudes toward their work or their interaction with their coworkers or
supervisors. The training technique can do much to improve an employee‘s job performance.
Employee training is not only an activity that is desirable but also an activity that an

17
organization must commit resources to if it is to maintain a viable and knowledgeable
workforce.

Training Approaches

The most popular training methods used by the organization classifies as either on- the- job
or off- the- job training.

On- The- Job Training

The most widely used training methods take place on the job. The popularity of these
methods is attributed to their simplicity and the impression that they are less costly to operate.
On the job training places the employees in actual work situations and makes they appear to
be immediately productive. It is learning by doing. For jobs that either are difficulty to
stimulate or is learned quickly by watching and doing on the job training make sense.
On- The- Job Training Method

Job Rotation

Job rotation involves moving employees to various positions in the organization in an effort
to expand their skills, knowledge and abilities. Job rotation is either horizontal or vertical.
Vertical rotation is nothing more promoting a worker, into a new position.

 Assistant- To Position

Employees with demonstrated potential are sometimes given the opportunity to work under a
seasoned and successful manager, often in different areas of the bank. Working as staff
assistants or in some cases serving on special boards, these individuals perform many duties
under the watchful eye of a supporting coach. In doing so, these employees get exposure to a
wide variety of management activities and are groomed for assuming the duties of the next
higher level.

 Committee Assignment

Committee assignment provides an opportunity for the employee to share in decision making,
to learn by watching others and to investigate specific organizational problems. When
committees are of a temporary nature, they often take on task- force activities designated to
delve into a particular problem, ascertain alternative solutions and make a recommendation
for implementing a solution. These temporary assignments are both interesting and rewarding
to the employee‘ growth.

18
  Off- The- Job Training

Off- the- job training covers a number of techniques- classroom lectures, films,
demonstrations, case studies and other simulation exercises and programmed instruction. The
facilities needed for each technique vary from a small, makeshift classroom to an elaborate
development center with large lecture halls, supplemented by small conference rooms with
sophisticated instructional technology equipment.

Off- The- Job Training Method

Lecture Courses & Seminars

Traditional forms of instruction revolve around formal lecture courses and seminars. These
offered an opportunity for individuals to acquire knowledge and develop their conceptual and
analytical abilities.

Outdoor Training

A trend has been the use of outdoor training. The primary focus of such training is to teach
trainees the importance of working together of gelling as a team. Outdoor training typically
involves some major emotional and physical challenge. These are white- water rafting
mountain climbing upon ball games or surviving a week in the jungle. The purpose of the
training is to see how employees react to the difficulties that nature presents to them.
Necessity of Development
Employee development is more future oriented and concerned with education than is
employee training or assisting a person to become a better performer. The necessity of
development programs are given below
Adaptation with the changes

At present competitive world various changes are being occurred in the business arena. So, in
order to adapt with the changes managers must have to have conscious regarding the latest
techniques, procedures and changes. Through continuous management development these
changes are informed and strategies skilled ness is given. As result managers do not have to
suffer to adapt any types of changes.

Introduce new changes

New procedures in business arena must be introduced with increasing the techniques of
modern business, technology and rapid social changes. Through management of development
the technical and technological knowledge and skilled may be increased for the managers.

19
To achieve objective
Management development can play an important role to increase the skilled ness of the
managers to achieve the aims and objectives of the organization through the smooth co-
ordination of the overall elements of the organization, strong handling and control.
Develop efficiency
New technology and technical knowledge can help increase skilled ness in the job arena. By
giving modern arts and techniques the efficiency of the managers may be increased.
Management obsolescence
Management development refrains from backdated knowledge to the managers. The
information of modern techniques, technology, technical knowledge and latest information
can inform managers from old knowledge.
Attain job satisfaction
Development process increases efficiency of the managers and creates eagerness towards
action. As a result by enriching job attitudes loyalty and high morale is developed towards
organization which can play an important role aid to job satisfaction.
Research & Development
Management development creates opportunity for conducting continuous research. As a
result, new procedures and process explore in the organization.
Proper Utilization of Resources
Human Resource Management increases efficiency of the managers involved in the
organization in order to use effective human resources. As a result of achieving latest
techniques and procedures the uses of instruments, element and raw materials of the
organization are ensured by proper utilization of resources.
Establish cordial labor management relationship
The development of the organization quietly depends on to established cordial labor
management relationship. Management development can play a vital role to reduce the
misunderstanding between management and employees and creates good relationship
between them. As a result the job dissatisfaction and labor turnover is removed through
developed mutual relationship.
Management Development
Development refers to the future oriented training focusing on the personal growth and
advancement of the employees usually the employees of upstairs and concerned with
education than is employee training or assisting a person to become a better performer. By
education, we mean, that management development activities attempt to install sound
20
reasoning processes-to enhance one‘s ability to understand and interpret knowledge rather
than imparting a body of serial facts or teaching a specific set of motor skills. Development
therefore focuses more on the employee‘s personal growth.
Successful managers have analytical human, conceptual and specialized skills. They are able
to think and understand. Training peers cannot overcome a manager‘s or potential manager‘s
inability to understand cause-and-effect relationships, to synthesize from experience, to
visualize relationships or to think logically. As a result, we suggest that management
development be predominantly an education process rather than a training process. (Robbins,
99; 250-254).
Methods for Employee’s Development
Some development of an individual‘s ability can take place on the job. We will review
several methods, three popular on-the-job techniques (job rotation, assistant to positions,
and committee assignments) and three off-the-job methods (lecture courses and seminars,
simulation exercise and outdoor training).
Job Rotation
Job Rotation involves moving employees to various positions in the organization in an effort
to expand their skills, knowledge, and abilities. Job rotation can be either horizontal or
vertical. Vertical rotation is nothing more than promoting a worker into a new position.
Horizontal dimension of job rotation, which may be better understood as a short-term lateral
transfer.
Job Rotation represents an excellent method for broadening an individual‘s exposure to
company operations and for turning a specialist into a generalist. In addition to the
individual‘s experience and allowing him or her to absorb new information, it can reduce
boredom and stimulate the development of new ideas. It can also provide opportunities for a
more comprehensive and reliable evaluation of the employee by his or her supervisors.
Assistant-To-Positions
Employees with demonstrated potential are some times given the opportunity to work under
a seasoned and successful manager, often in different areas of the organization. Working as
staff assistants or, in some cases, serving on special boards, these individuals perform many
duties under the watchful eye of a supportive coach. In doing so, these employees get
exposure to a wide variety of management activities and are groomed for assuming the duties
of the next level.

21
Recruitment Policy
Objective of the Policy

Objective of recruiting personnel are stated below

 To build honest, dedicated and trustworthy cadre officers.
 To provide the bank with an efficient and cost effective human resource setup.
 To keep the bank free from unhealthy practice of Trade Unionism.
 To ensure attractive career path for the competent officers.
 To mobilize best quality bankers for providing best services to the customers.

Recruitment Method

Recruitment method of Trust Bank Ltd is very systematic. The bank appoints fresh officers
through direct appointment for the post of Management Trainee Officers, Junior Officers and
directly appoints widely experienced persons at the lateral posts.

Appointment of Junior Officer

1. The Junior Officer is appointed usually once in a year as per bank‘s need basis.
2. Eligibility for the post of Trainee/ Junior Officers
3. Candidate have to be Bangladeshi citizen expect for any overseas appointment if
necessary.
4. Maximum Age Limit is 30 years as of application closing date.
5. For the appointment of Junior Officer in General Banking, minimum qualification is
Post Graduation from the recognized university/ institute but Master Degree from
Business School background and Economic is preferred. Minimum qualification for
the appointment of Junior Officer in Non- operational Dept, i.e. Cash and Other Dept.
is graduation in any discipline.
6. For Junior Officer in Operational Dept, i.e. General Banking, at least one 1st division/
class or CGPA- 3.0 under 4 scale or 3.5 under 5 scale in any level of education of the
career. For the Junior Officer in Non- operational Dept, i.e. Cash and Other Dept at
least 2nd class division/ class or CGPA 2.5 under 4 or 3.0 under 5 scale is minimum
requirement.
7. Person having overseas degree other than from well- reputed institutions have to
submit equivalency certificate from the competent authority of Bangladesh.
8. Candidate indicated by the court or with the charge of any criminal proceedings
pending is not allowed to apply.

22
 The required number of candidates is appointed according to merit.
Confirmation
1. Newly appointed Junior Officers have to undergo in- house training on Foundation
Course at TBL Training Academy for 2 weeks.
2. Then they remain in Training Period for one year just after joining.
3. On successful completion of Foundation Course, they are posted in every area due to
the proper rotation of job and get opportunity to acquire professional knowledge.
4. After one year, they are again provided 15 days long follow- up training namely
Advance Course at TBL Academy.
5. Job is confirmed after successful completion of one year training period along with
satisfactory score in both the training of Foundation Course.
6. An employee is given a second chance to complete the training successfully if he fails
on the first chance.
Appointment of Management Trainee Officer (MTO)
Eligibility for the post of Management Trainee Officers
1. Candidates have to be Bangladeshi Citizen except for any overseas appointment if
necessary.
2. Maximum Age Limit is 30 years as of application closing date.
3. The applicants must come from business school background i.e. BBA/ B.Com
(Hons.), M.Com in Accounting, Finance, Management, Marketing, Economics, MBA,
MBM, CA, and ICM from any recognized university / institution.
4. At least two 1st Division/ Class of CGPA 3.0 under 4 scale or 5 under 5 scales in any
level of education of the career. No third class is allowed to apply.
5. Person having overseas degree other than from well reputed institutions have to
submit equivalency certificate from the competent authority of Bangladesh.
6. Candidate is indicated by the court or with the charge of any criminal proceedings
pending is not allowed to apply.
The opportunity is also given to the in- house employees serving in the post below the
rank of Senior Officer and having minimum educational qualification of masters or
equivalent degree in any discipline with at least one 1st Division/ Class or CGPA 3.0
under 4 scale or 5 under 5 scale in any level of the career from any recognized
university/ institute e to apply for the post.
The mode of the test is in English. Written test is followed by interview.

23
1. Candidates obtaining qualifying mark are invited for interview
2. Appointment is given to the candidates according to merit list after combining the
total written and viva score.
3. Probationary Period & Confirmation
4. Newly appointed Management Trainee Officers remain on one year probation period.
5. Upon joining, they are given three weeks long foundation Training at BIBM
(Bangladesh Institute of Bank Management).
6. After successful completion of Foundation course, newly appointed officers are then
they are posted in different operational places considering one year as probationary
period.
7. After one year they are again provided three weeks long follow- up training namely
Advance Course at BIBM or elsewhere.
8. They are confirmed in the post of Senior Officer after successful completion of
probationary period including satisfactory score in both the trainings.
9. On becoming unsuccessful to complete both trainings he/ she is not confirmed. But,
he/ she get another opportunity to successfully complete the courses with the next
batch Management Trainee Officers, and during this time he/ she continue to serve as
Management Trainee Officer.

Change of Cadre

Interested employees from Non- operational dept, i.e. Cash Dept, Computer
Operators, Telex Operators, Telephone Operators etc are given the opportunity to
come in the Operational dept, i.e. in main banking by fulfilling the following criteria.
1. Completion of at least four years continuous service.
2. Completion of Banking Diploma Part One.
3. Getting qualified on the written test internally arranged by the bank which will be in
English.
4. Those who meets the above mentioned criteria, is taken out of the Non-operational
department and can be placed in the Operational department subject to the availability
of the required manpower in the Non- operational department for maintaining
uninterrupted service to the service to the customers.
5. Such test is held once in the every two years period.

24
Selection Policy
Trust Bank Limited has very effective selection policy. Trust Bank selects the candidates
through the appointment. The selection of staff (guard, driver, peon etc) of bank is not done
directly but managed on casual basis from outside sources. Retired Ansar/ VDP personnel
from other agencies are preferred for guard.
There may be exception to the above policy if exclusive situation arises.

Criteria for Appointment

1. Criteria for appointment of all categories of employees are prescribed by Board from
time to time.
2. On appointment, every employees fills in and signs employees Regulation and
Personnel Record Forms. Letter of acceptance of appointment certificate of fitness
from a qualified physician copies of certificate of educational/ professional
qualifications and other documents/ papers as required as per terms of appointment
letters are to be submitted before joining.

Training

Training is the most effective process for developing quality human resources. It is the
requirement to groom up the employees to serve in an efficient way in the service industry,
i.e. bank and provide the best services to the customer. Training is very important to develop
professionalism in the banking activities and in future to shoulder more important
responsibilities of higher post.

Objective of Training

 To build up quality human resources.

 To make highly quality profession in the bank
 To prepare the bankers to efficiently face the future challenge.
 To keep the executives/ officers up- to- date with the latest banking rules and
regulations.
 To make them well conversant, thorough and confident about the banking actives.
 And finally to create expert banker with specialty in a particular area such as Credit,
Foreign Exchange, General Banking, FCD etc.

Kinds of Training

1. Internal i.e. In- house Training to be held at TBL Training Academy

25
 2. TBL Training Academy arranges Foundation Course and Advance Course (Follow-
up) course for the Junior Officers and Others to be appointed fresh.
3. The academy arranges weeklong and two weeks long training program round the year
for the officers on various banking issues.
4. The academy arranges workshop, seminar and short course on the contemporary issue
related to bank or on any amendment or enactment of law, rules, regulation etc.
5. External Training to be held at Bangladesh Institute of Bank Management (BIBM) or
elsewhere in the country.
6. The Management Trainee Officers newly appointed fresh will be provided three
weeks long training of Advance Course (Follow- Up) at BIBM or elsewhere. If
necessary trainings will be arranged at TBL Training Academy for the Management
Trainee Officers.
7. The competent executives/ officers are also sent to participate in the various training
related to the banking business to be arranged at BIBM or other suitable institutions.

Specialized Short Training Program

HRD (Training) also conducts following advance level training courses to increase
the professionalism of employees:
 Book keeping and Accounting of Banking Transactions;
 On Processing of Credit Proposals;
 Credit Appraisal;
 Lending Risk Analysis;
 Customer Services & Business Developments;
 Import costing and financing;
 Export costing and financing;
 Readymade garments (RMG) export financing;
 Travelers cheques and Foreign Remittances;
 Book Keeping of Foreign Exchange and Foreign Trade Transactions;
 Marketing of Banking Services;
 Credit Management;
 Fund Management;
 Credit Needs Assessment of Applicants;
 Performance Budgeting of Banks;
 Computer package programs;

26
  Accounting tools for Bank Management;
 Branch Management;
 Other Banking related courses;

Training Area

The training covers the following area

 Staff service, code of conduct, discipline, manner and behavior, code of ethics,
violation of service rules, disciplinary action and other matters related to HRD.
 General Banking including Negotiable Instrument Act, Contact Act, Function of
Bank, Central Bank and other related matters.
 Loans & Advances including processing of credit proposal, borrower selection,
evaluation of credit proposal, types of loan, sanctioning of loan, loan documentation,
loan administration, CL and other statements and other relevant matters.
 Foreign Exchange including Letter of Credit, Lodgment of Documents, Negotiation of
documents, Adjustment of liability, Correspondent banking and other relevant
matters.
 Financial Control including reconciliation of both local and Nostro Accounts, SBs &
other statement, central accounts, fund management, call money, Report/ Reverse
Report and other related matters.
 Financial Statements and its evaluation.
 Other comp temporary issues related to bank, money market and capital market.

Role of Human Resource Department in Employee Training

There is big role of Human Resource Department in employee training. What, then would be
an effective strategy based on the strengths of academicians and managers to make training
and development pay off Here are some suggestions-

 Academically oriented resource persons need to learn a great deal about the
companies they consult with their products, services, culture, needs, and so on.
 Manager development plans must be integrated with the aims of the enterprise.
Academic trainers and consultants need to be up to date on the company‘s mission,
goals and new policies.
 The teacher trainers must select the train champions with the firm for keeping
program‘s momentum alive and must conduct follow-up surveys and programs.

27
 Continuous reinforcement of new ways of managing is necessary for transferring
knowledge and skills from the classroom to the workforce.

 Teacher-trainers will be more effective if they interview trainees before the program
begins. These interviews are best conducted at the workplace of the participants that
the teacher-trainer is interested in their problems. The program can also be better
tailored to the needs of the organization.
 On the basis of an analysis of organizational and individual needs, a combination of
training methods should be selected, such as presentations, skill training, individual
consultation, and process consultation. Training and development need must
determine training methods.
 Training and development must be evaluated on the basis of pre selected, verifiable
objectives.
 Academicians as well as managers need to cooperate and use their respective
strengths to prepare young people for the challenging job managing.

28
 Chapter 5
Analysis and Findings
5.1 Analysis

REVIEW OF ANSWERS OF QUESTIONIERS:

The analysis is made on 20 employees of Trust Bank limited.

 Do you think the recruitment and selection process used in your position was
appropriate?

Figure: Graph of response on recruitment and selection process

Analysis: Both the management and workers are satisfied on recruitment and selection
process. This analysis would help in knowing the opinion of employees regarding the
process. The new joiners have gone through it recently so this would tell us their views
about these processes. The recruitment and selection process Fig. show that when asked
about the Interview Process most of the employees said that the interview process was
Strong, which constitutes of 70 % of new joiners in last 6 months, 26 % of respondents had
an opinion of interview process being Moderate and the rest 4 % said it was mild.

 Are you satisfied with the current working hour?

Figure: Graph of response on current working hour

29
 Analysis: Management is not highly satisfied with the current working hour. 26% of
employees in management are dissatisfied with the existing working hour, but 74% of
the employees are satisfied with the existing working hour.

 if Yes, then

Figure: Graph of response on suggested working hour

Analysis: 77% employees in the management needed the working time from 9:00-
5:00. 23% employees in the management needed fixed hour. Through the employees
are satisfied on current working hour but they will be more happy if applied from
9:00-5:00.

 Your operational relationship with others in your department?

Figure: Graph of response on operational relationship

Analysis: In the field of operational relationship no major deficiency is noticed. 55% are very
good in operational relationship. 34% are in good operational relationship. 4% are excellent
in operational relationship. 7% are fair in operational relationship.

 Is your job properly evaluated by the Management?

30
Figure: Graph of response on job evaluation system

Analysis: 100% of both management and workers are satisfied on job evaluation system.

 Do you think the authority should enlarge the opportunities for new comers or they
should keep on improving the existing work force?

Figure: Graph of response on improving the existing work force

Analysis: Majority in the both sides are interested on improving the existing work
force. 76% are existing employees and 24% are new comers.

 Do you think the measures taken by the management, for your personal growth,
adequate?

Figure: Graph of response on personal growth

Analysis: Most of the employees in the both side agreed that their organization is
doing something for their personal growth. 70% of employees are responded very
good for the measures taken by the management for personal growth. 23% of
employees are responded good for the measures taken by the management for
personal growth. 7% of employees are responded fair for the measures taken by the
management for personal growth.

 Which kind of training methods do you prefer?

31
 Figure: Graph of response on training methods

Analysis: 100% management supported to ―Apprentice Training‖. On the other hand

35% skilled labor, 100% unskilled and 100% other agreed to ―on the job training‖
 In case of promotion, what should be given priority?

Figure: Graph of response on priority of promotion

Analysis: 100% of employees in the both side marked on ―All‖.

 How much secured you are with your job?

Figure: Graph of response on job security

Analysis: Almost all employees in the both side feel highly secured with their job.
76% of employees thought that the job is highly secured for them. 24% of employees
thought that the job is secured for them.

32
5.2 Findings
 Trust Bank has a structured HR team.
 Trust Bank offer attractive compensation benefit for their employees
 The relation between employee and management level are very good.
 Trust Bank offer each and every employee for their service benefit after completed ten or fifteen
years.
 Trust Bank provides festival bonus, incentives and other facilities to the employees in a year.
 Trust Bank provides foundation training for each and every employee.

 The Bank cannot practices proper HRM guideline. The HRM have some objectives but
the bank can not follow all those objectives.

 Training and development sector, there are on-the-job and off-the-job training techniques
the bank follow some technique, but the bank can not follow arranges off-the-job
techniques video and films show.

 In the recruitment sector, Trust Bank Can‘t follow the proper guideline of HRM.

 To evaluate employee‘s performance, Trust Bank can‘t provide their employee‘s

performance properly.

 There are several ways of employee‘s rewards, such as intrinsic vs. Extrinsic rewards,
financial vs. non financial rewards, and performance- based vs. membership rewards, but
the bank cannot provides all of the system.

33
 Chapter 6
Conclusion and Recommendations

6.1 Conclusion
Considering the facts that have been studied so far, it can be stated that Human Resource
Management Practice in Trust Bank Limited is quite satisfactory, though all the process of
HRM procedures are not strictly followed as stated in the references. Their recruitment &
selection, training & development process are upgrade, standard and satisfactory. The
management strategy, organizational setup, attitude towards employees and working
environment of Trust Bank has a positive impetus on the overall procedure of the human
resource development of the bank. As it is a common perception that the most successful
organization always creates a customized blend of all the factors that best fulfills their
requirements.

The usual role of the HR department role is to provide assistance in HRM matters and
directly interfere in producing the organization‘s goods and services. According to their
service, acquiring their knowledge, developing the skill of the employees, motivating them to
high levels of performance and ensuring that they continue to maintain their commitment to
the organization are essential in achieving organizational objective.

On the basis of these principles, the HR division is assigned for completing those tasks that
are regarded as necessary. In Trust Bank Limited, the HR Department deals the huge
workforce about their recruitment & selection, training & development process from a very
efficient and modern viewpoint. Its HR policy and Development strategy are based on
appropriate regulations. The HRM practice in Trust Bank Limited can be demonstrated as
very much adequate for producing a sincere, honest, punctual, hard-working and intellectual
workforce.

34
6.2 Recommendations

 Trust Bank uses open up recruiting efforts to the external community like job fair
through external search.

 Trust Bank can participate in career and job fairs and open houses and must develop
and support educational programs and become more involved with educational
institution that can refer more diverse talent pool.

 Trust Bank needs to focus proper strategic planning which helps to figure out
forecasting demand of the employee and try to prevent shortage of employee or
overstaffing.

 Successful employment planning is designed to identify an organization human

resources need. Trust Bank Limited can establish HRIS software to keep employees
update; which type of qualified employees they have; forecast future requirement of
qualified employees like other MNC Bank.

 360 degree performance appraisal method must be needed as result branch manager
supervisor and subordinate can evaluate each other‘s performance which is a very
important for the department of HR Division.

 To get effective and efficient employee‘s the Bank should arrange proper training and
development programs.

 To motivate the employee‘s the bank should follow proper guideline of HRM.

 The entire HR department should be will informed regarding their goals and
objectives.

 Job satisfaction and motivating instruments need for the bank.

 Job description should be clarified and proper training should be important to

improve the performance to bottom level management.

 To evaluate employee‘s performance the bank should follow promotion policy

properly.

35
 References

Agarwala (2003), ―Importance and innovating of Human Resource Management in

India‖, International Journal of Human Resource Management, Vol. 13, No. 3, pp. 242-
259.

Ahmad, Nasiruddin (1994). Personnel requirements in the libraries of Bangladesh.

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Websites:
https://www.tblbd.com

Date 15.07.2019, Time 8.25 PM

Retrieved from: https://www.tblbd.com

https://www.tblbd.com/corporate-information/mission-and-vision

https://www.tblbd.com/corporate-information

https://www.tblbd.com/corporate-information/reports-and-statements

https://www.tblbd.com/corporate-information/training

Date 17.07.2019 Time 10.20 PM

37
 Appendix
Questionnaire for Executives
This survey asks for you about retirement saving behavior and will take about 2 to 3 minutes
to complete. This information will be used for academic purpose only and identification of each
of the respondent will be maintained confidentially and never be disclosed to anyone.

Name: _____________________________________________________________________

Gender (Please mark √): ☐Male ☐Female Age: __________ Years

Education Levels (Please mark √): ☐ Graduation ☐ Post Graduation

1. Do you think the recruitment and selection process used in your position was appropriate?
(Please mark √)

☐ Poor ☐ Fair ☐ V. Good ☐ Excellent

2. Are you satisfied with the current working hour? (Please mark √)

☐ Yes ☐ No

3. Which is your preferable working hour? (Please mark √)

☐ 7.00-2.30 ☐ 8.00-4.00 ☐ 9.00-5.00 ☐ Fixed Hours

4. Which is your operational relationship with others in your department? (Please mark√)

☐ Poor ☐ Fair ☐ Good ☐ V. Good ☐ Excellent

5. Is your job properly evaluated by the Management? (Please mark√)

☐ Yes ☐ No

6. What do you think the authority should enlarge the opportunities for new comers or
they should keep on improving the existing work force? (Please mark√)

☐ New Comers ☐ Existing Workforce

7. Do you think the measures taken by the management, for your personal growth,
adequate? (Please mark√)

☐ Poor ☐ Fair ☐ Good ☐ V. Good

8. Which kind of training methods do you prefer? (Please mark√)

38
 ☐ on the job ☐ off the job ☐ Training by experienced supervisor

☐ Apprenticeship training

9. How much secured you are with your job? (Please mark√)

☐ Poor ☐ Fair ☐ Good ☐ V. Good ☐ Excellent

10. In case of promotion, what should be given priority? (Please mark√)

☐ Merit ☐ Performance ☐ Seniority ☐ All

Thank You

39