Department of Business Administration

Organizational Behavior
Course Code – MGT 202

PREPARED FOR

Sharmin Jahan

Assistant Professor

Department of Business Administration

Daffodil International University

PREPARED BY

MD. Asif Sarder

ID: 201-11-6551

Section: c

Date of Submission: 14/08/2021

 Motivation
Introduction
In this era of globalization and liberalization, employees are becoming the
competitive advantage for business. A business may manage with mediocre
employees but competent employees can propel an average business to greater
heights. Likewise, bad employees can cause flourishing business empires to
collapse. In a tight labor market, keeping good employees and developing
employee loyalty becomes increasingly important and a continuing challenge.
Now-a-days it is quite challenging to get the right people for the job is very hard.
Methodology:
The study is done based on secondary information. Here we use different
theoretical references most of them are from secondary data sources. We try to
use information from diverse origins such as – journals, literature reviews and
electronic media. This study is descriptive and qualitative in nature.

Theories on Motivation
Motivation is a way of creating high level of enthusiasm to reach organizational
goals, and this situation is accommodated by satisfying some individual need.
Basically, motivation refers to achieving organizational main goals by satisfying
individual employee’s needs or demands. According to Pinder (1998 in Ambrose &
Kulik, 1999) work motivation may be regarded as a set of internal and external
forces that initiate work-related behavior, and determine its form, direction,
intensity and duration. The concept relates to the work context specifically, and
includes the influence on work behavior of both environmental forces, and those
inherent in the person. In the workplace, work motivation presents as an invisible,
personal and hypothetical construct that manifests itself in the form of
observable, and therefore measurable, behaviors. Improving productivity is one
big challenge that engages the attention of employers, whether private or public
by devising appropriate mechanism for motivating their workers. The seriousness
of this challenge can be understood from the management’s perception of the
strong functional correlation between employee motivation and organizational
productivity. For years, employers of labor have been experimenting with
different strategies in an attempt to relate effectively, the motivation of workers
to their work contribution.
Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of needs must be one of the best known motivation theories
in the world. Maslow is a good starting point to start examining the different
motivation theories. Maslow starts with the idea that people always tend to want
something and what they want depends on what they already have. Maslow
proposed that there are five different levels of needs people have to seek for
satisfaction of their basic needs. (Mullins 2007, 258) The first or lowest level is
Physiological needs. Before these needs which include for example food, water,
shelter and clothing are fulfilled a person doesn’t have any other needs. When
people don’t feel hunger, thirst or cold, their needs are go to a second level. The
second lowest level is Security needs. In that level a person needs to feel secure in
his/her family and in a society, and feel protected against violence. The need for
safety is manifested with job security, savings and for insurances of health,
mental health, old age and disability. Love and belonging needs is the third level
of Maslow’s hierarchy. After feeling secure, people need to feel that they receive
and give love, they are appreciated and they have good friendships. The fourth
level is Esteem needs. It is the need to be unique with self-respect and to enjoy
esteem from other individuals. People want to evaluate themselves highly and
based on their achievement receive appreciation from other people. Lack of these
needs may cause inferiority, helplessness and weakness. Highest level of
Maslow’s hierarchy of needs is need of Self-actualization. The development of this
need is based on the satisfaction at the other four lower levels. It refers to the
need of self-fulfillment and to the tendency to become actualized in what a
person has potential.
Herzberg Motivation/Hygiene Theory
Herzberg’s motivation/hygiene theory is also known as the two-factor theory.
Herzberg started the study of job satisfaction in the 1950’s in Pittsburg. The basis
of Herzberg’s work is in the Maslow’s Hierarchy of Needs. He started with the
idea that what causes the job satisfaction are the opposite of those things that
cause job dissatisfaction. However, after studying thousands of books he couldn’t
draw any guidelines. He conducted a survey where he asked participants to
identify those things that made them feel positive with their job and those that
made them feel negative. As a result Herzberg found out that what makes people
happy is what they do or the way they’re utilized and what makes people
unhappy is the way they’re treated. Things that make people satisfied at work are
different from those that cause dissatisfaction so those two feelings can’t be
opposite. Based on these findings Herzberg created his theory of Motivators and
Hygiene factors. Both factors can motivate workers but they work for different
reasons. Hygiene factors tend to cause only short-term satisfaction to the workers
while motivators most probably cause longer-term job satisfaction.
Motivators:
Motivators, or satisfiers, are those factors that cause feelings of satisfaction at
work. These factors motivate by changing the nature of the work. They challenge
a person to develop their talents and fulfill their potential. For example adding
responsibility to work and providing learning opportunities to a person to work at
a higher level can lead to a positive performance growth in every task a person is
expected to do if the possible poor results are related to boredom of the task they
are supposed to accomplish. Motivators are those that come from intrinsic
feelings. In addition to responsibility and learning opportunities also recognition,
achievement, advancement and growth are motivation factors. These factors
don’t dissatisfy if they are not present but by giving value to these, satisfaction
level of the employees is most probably going to grow. (Bogardus 2007, 34) When
hygiene factors are maintained, dissatisfaction can be avoided. When, on the
other hand, dissatisfaction is most probable to occur, motivation can’t take place.
 Introduction
Internship program is the systematic gathering, recording and analyzing of data
about the subject that a student goes to learn on the program. The aim of this
internship program is to connect practical knowledge with theoretical knowledge.
Now the world is a competitive world. So everybody has to be expert in both
practically and theoretically. It is very important to have a practical application of
the knowledge acquired from any academic course of the study. Only a lot of
theoretical knowledge will become fruitless if it is not applied in the practical life.
So I need proper application of our knowledge to get some benefit from our
theoretical knowledge to make it more fruitful. Such an application can be
possible through internship. Generally the internship report title is related to
business and management field, because of every BBA student have to take the
following core course, Financial Accounting, Business Communication,
Management, Marketing, Business Economics etc, so has to work logically,
technically and scientific way. In the increasing scientific business environment,
participating shaping their ability to make effective and business decision and
increase their sensitivity to the behavioral and environmental facts, which effect
that decision. The BBA program is giving the student theoretical and practical
knowledge about his interested area. The BBA report should dominate the
individual student’s capacity for some creative potential and original approach to
solving practical problem today’s business world. 9 The internship program
exercise a significant importance as it enables a student to familiar with the
practical business activities. The student work closing with the people of an
organization and learn about the function of that organization. This program
enables a student to develop his analytical skill and scholastic aptitude. The
Industry sector of Bangladesh and doing labor incentive job. This research has a
very specific discuss about the labor control among the Bashundhara Tissue
Industry ltd. During my internee, I have faced various obstacles but the grace of
almighty Allah and by the help of some related person; I have overcome those
problems successfully.
Objectives of the Study
The main objective of the study is to gather practical knowledge regarding labor
control policy of the “Bashundhara Tissue Industry Ltd”. Theoretical classes of
BBA provide us theories regarding different subjects whereas practical orientation
gives us the chance to view those system and their operations. But this is not the
main objective of the study; the following are the other objective of the title of
the term paper ---
 Human resource practices in Bashundhara Tissue Industry Ltd
 To find out appropriate picture of the labor law.
 To observe the working environment .
 To apply theoretical knowledge in the practical field.
 To study the existing overall dealer or customer relation.
 To identify the problems, if any faced by the employees and to examine their
views to solve them.
Background of the study
Practical experience is treated as the vast earning in the field of business, without
practical experience business become difficult and now a day the whole world is
moving because of business relation. Business plays a very vital role in every
economy growth and every side of developing economy. So the in the business
world the practical experience is very much necessary for different reason. MBA
degree program plays a very significant role in then field of the business, because
it has designed for the people who want to be a future executive and future
manager in the business field. The one of the most important part of the MBA
degree is gaining practical experience through internship. The internship helps the
student to gaining practical experience as well as theoretical knowledge. Beside
the internship every students have to do other type of practical work like term
paper, assignment etc. which help the student to gain practical experience.
Methodology of the Study
Research methodology
The objective of research is to portray accurately the characteristics of a
particular individual, situation or a group. Research refers to the systematic
method consisting of enunciating the problem, formulating a hypothesis and
collecting the facts or data, analyzing the facts and reaching certain conclusions
either in the form of solution towards the concerned problem or in certain
generalizations for some theoretical formulation. Research is the process of
gathering, recording and analyzing critical and relevant facts about any problem in
any branch of human activities. It refers to critical and searches into study and
investigation of problem, a proposed course of action a hypothesis or a theory.
Research refers to a search for knowledge. In facts research is and art of scientific
investigation. The research methodology comprises of all activity that carried on
in connection with compensation packages. The purpose of research is to discover
answer question through the application of scientific procedures. The main aim of
research is to find out the truth which is hidden and which has not been
discovered as yet.
In brief, the research process consists of five steps:
 Define the problem and research objectives;
 Developing the research plan;
 Collecting the information;
Analyzing the information;
 Presenting the finding.

Sources of Data
Collection of facts (raw facts) is known as data. There are two types of data are
available based on source. These are: Primary sources of Data. Secondary sources
of Data.
Primary Data
The data collected for a purpose or when the researcher investigates particular
problem at hand is known as primary data.
Sources of primary data
Primary data for this study collected through direct observation and personal
interview
Secondary data
When an investigator uses data, which have already been collected by other for
another purpose, such data is called secondary data. This type of data is primary
data for the agency who collected them for the first time and become secondary
data for someone else who uses these data for his/her own purpose.
Sources of Secondary Data
The main data have been used in this study are basically are of primary data.
Secondary data for this study was collected from the organization and several
reports.

Profile of Bashundhara Group

Bashundhara Group is one of the most prestigious and experienced commercial
and industrial conglomerates in Bangladesh today. The Group took off the
incipient after establishment of East West Property Development ( Pvt) Ltd, a real
estate concern, popularly known as “Bashundhara” which happened to be its first
venture in this sector.
Keeping pace with rapid economical and technological changes followed by the
policy of Globalization, Bashundhara Group has outspread their business activities
within a short period of time and have been able to emerge as a promoter of
international standard of business house and industrial enterprises founded on
the principles of engineering and financial integrity with a group of highly capable
technical personnel and professionals.
Since inception, Bashundhara Group has been actively contributing to the
national as global economy by way of effective utilization of resources, using raw
materials, production and marketing high quality products at the most
competitive prices and creating employment opportunities.
Bashundhara is now operating with fourteen vital enterprises of highly esteemed
commercial and technological superiority having profound degree of
specialization in the field of real estate, industrial ventures and commercial
enterprises. Current value of the total assets of the enterprises of Bashundhara
Group would be about Tk.15000 million equivalent to approximately US$ 300
million. Total turnover of the business amounts to around Tk.16000 million
equivalent to US$ 325 million
Presently 8100 people are employed in various enterprises of the group. Besides,
through its multidirectional economic activities, Bashundhara has created
employment opportunities to over 30,000 people.
The linkages to employment and better standard of living are immediate. By
providing employment opportunities to a large number of people, Bashundhara
helps in generation of income witch, in turn, would assist in improvement of the
quality of life of people in terms of nutrition, literacy, standard of living and
physical and social environment.
Through forward and backward linkage, the enterprises of Bashundhara Group
have encouraged development of various industrial and commercial units in the
country. With its expertise in different fields and extensive human resources,
Bashundhara has undertaken various projects.
Human Resource Management
Objective:- The police and practice one needs to carry out the “People” or human
resource of a management position, including recruiting, screening, training,
rewarding and appraising.
These include:
Conducting job analyses
 Planning labor needs and recruiting job candidates
 Selecting job candidates.
 Orienting and training new employees
 Managing wages and salaries
 Providing incentives and benefits
 Appraising performance
 Communication
 Training and developing
 Building employee commitmen
What exactly is 'human resource management'? Many people find HRM to be a
vague and elusive concept - not least because it seems to have a variety of
meanings. This confusion reflects the different interpretations found in articles and
books about human resource management.

Human Resource Management in a Business Context includes a reasoned

discussion on this topic.

Additional notes: Townley (1994) argues that much of the confusion over the role
of human resource managers is due to two factors:-

 The conflict between the 'welfare' tradition of personnel

management and the strategic orientation of modern HRM
 A gender divide between:
 'female' or 'soft' personnel management (particularly in respect of the
welfare tradition) at lower management and administrative levels;
  'male', hard-nosed human resource managers within upper
management or corporate headquarters.

Human resource management is the systematic control of a network of inter-

related process affecting & involving all members of an organization.
HRM is an approach based on four (4) fundamental principles:-
 Human resources are the most important assets effective
management is the key to its success.
 The success is most likely to be achieved if the personal
policies & procedures of the enterprise are closely liked with &
make a major contribution.

 The corporate values organizational climate & managerial behavior

that emerged from the culture will exert a major influence on the
achievement excellence.
 HRM is concerned with integration getting all the members of the
organization involved & working together with a sense of common
purpose.

OBJECTIVES OF HUMAN RESOURCES MANAGEMENT(HRM)

Objectives are pre-determined goals to which individual or group activity
in an organization is directed. Objectives of personnel management are
influenced by organizational objectives and individual and social goals.
Institutions are instituted to attain certain specific objectives. The objectives
of the economic institutions are mostly to earn profits, and of the
educational institutions are mostly to impart education and / or conduct
research so on and so forth. However, the fundamental objective of any
organization is survival. Organizations are not just satisfied with this goal.
Further the goal of most of the organizations is growth and / or profits.
Institutions procure and manage various resources including human to
attain the specified objectives. Thus, human resources are managed to
divert and utilize their resources towards and for the accomplishment of
organizational objectives. Therefore, basically the objectives of HRM are
drawn from and to contribute to the accomplishment of the organizational
objectives. The other objectives of HRM are to meet the needs, aspirations,
values and dignity of individual employees and having due concern for the
socio-economic problems of the community and the country.

The objectives of HRM may be as follows:

 To create and utilize an able and motivated workforce, to

accomplish the basic organizational goals.
 To establish and maintain sound organizational structure and
desirable working relationships among all the members of the
organization.

 To secure the integration of individual or groups within the

organization by co-ordination of the individual and group goals with
those of the organization.
 To create facilities and opportunities for individual or group
development so as to match it with the growth of the organization.
 To attain an effective utilization of human resources in the
achievement of organizational goals.

 To identify and satisfy individual and group needs by providing

adequate and equitable wages, incentives, employee benefits and
social security and measures for challenging work, prestige,
recognition, security, status.
 To maintain high employees morale and sound human relations by
sustaining and improving the various conditions and facilities.
 To strengthen and appreciate the human assets continuously by
providing training and development programs.
  To consider and contribute to the minimization of socio-economic
evils such as unemployment, under-employment, inequalities in the
distribution of income and wealth and to improve the welfare of the
society by providing employment opportunities to women and
disadvantaged sections of the society.
 To provide an opportunity for expression and voice management.
 To provide fair, acceptable and efficient leadership.
 To provide facilities and conditions of work and creation of favorable
atmosphere for maintaining stability of employment

We are going to focus on the function of Human Resource Management-

the staffing, personnel management or the Human Resource Management
(HRM) function.
Human resource management is the process of acquiring, training,
appraising, and compensation employees, and attending to their labor
relations, health and safety, and fairness concerns. The

topic we’ll discuss should therefore provide you with the concepts and
techniques you need to carry out the “people” or personnel aspects of your
management job. These include:

 Conducting job analyses (determining the nature of each employee’s

job)
 Planning labor needs and recruiting job candidates.
 Selecting job candidates.
 Orienting and training new employees.
 Managing wages and salaries (compensating employees).
  Providing incentives and benefits.
 Appraising performance.
 Communicating (interviewing, counseling, disciplining)
 Training and developing managers.
 Building employee commitment.
Human resources have at least two meanings depending on context. The
original usage derives from political economy and economics, where it was
traditionally called labor, one of three factors of production. The more
common usage within corporations and businesses refers to the individuals
within the firm, and to the portion of the firm's organization that deals with
hiring, firing, training, and other personnel issues. This article addresses
both definitions

Human resource management serves 5 key functions:

 Hiring
 Compensation
 Evaluation and Management (of Performance)
 Promotions
 Managing Relations.
It is the responsibility of human resource managers to conduct these
activities in an effective, legal, fair, and consistent manner.

The objective of Human Resources (HR's raison d'etre) is to maximize the

return on investment from the organization's human capital
"Human resource management aims to improve the productive contribution
of individuals while simultaneously attempting to attain other societal and
individual employee objectives." Schwind, Das & Wagner (2005)

In reality, human resources deals with two different worlds

 Non-Unionized - Where management has the control, and

 Unionized - Where there is shared control through a collective
agreement - Management and a union negotiates a collective agreement
with respect to terms and conditions of employment. The Union
represents employees to management.

Technology has had a positive effect on internal operations for organization,

but it also has changed the way human resource manager’s work. They
work and provide support in what have become integrative communication
centers. By linking, computers, telephones, fax machines, copiers, printers
and the like, they disseminate information quickly. Knowing the effect of
technology, helps managers better facilitate human resources plans, make
decisions faster, more clearly define jobs, and strengthen communications
with both the external community and employees.

Let look at some specific examples:

 HR Planning
 Recruiting and Employee selection
 Training & Development
 Performance Appraisal
 Motivating knowledge workers
  Compensation & Rewards
 Employee relations

An organization is in the process of determining its human resource needs,

it is engaged in a process we call human resource planning. Human
Resource planning is one of the most important elements in a successful
human resource management program, because it is a process by which an
organization ensure that it has the right number and kinds of people, at the
right place, at the right time, capable of effectively and efficiently
completing those tasks that will help the organization achieve its overall
strategic objectives. Employment planning, then, ultimately translates the
organization’s overall goal into the number and types of workers needed to
meet those goals. Without clear-cut planning, and a direct linkage to the
organization’s strategic direction, estimations of an organization’s human
resource needs are reduced to-mere guesswork. This means that
employment planning cannot exist in isolation. It must be linked to the
organization’s overall strategy.

The strategic planning process is an organization is both long and

continuous. At the beginning of the process, the organization’s main
emphasis is to determine what business it is run. This is commonly referred
to as developing the mission statement. Defining the organization’s
mission forces key decision makes to identify the scope of its products or
services carefully. Mission statement is very important one because it’s the
foundation on which every decision in the organization should be made.
After reaching agreement on what business the company is in and who its
consumers are senior management then begin to set strategic goals. During
this management define the objectives for the company for the next 5 to 20
years. These objectives are broad statements that establish targets the
organization will achieve. After the goals are set, the next step in the
strategic planning process begins- the corporate assessment. During this
phase, a company begins to analyze its goals, its current strategies, its
external environment, its strengths and weaknesses, and its opportunities
and threats, in terms of whether they can be achieved with the current
organizational resources. Commonly referred to as a “gap or SWOT
analysis”, the company begins to look at what skills, knowledge and
abilities are available internally, and where shortage in terms of people
skills or equipment may exist.

The starting point in attracting qualified human resources is planning. HR

planning, in turn, involves job analysis and forecasting the demand and
supply of labor.
Job analysis is a systematic analysis of job within an organization. A job
analysis is made up of two parts. The job description lists the duties of a
job; the job’s working condition; and the tools, materials, and equipment
used to perform it. The job specification lists the skills, abilities, and other
credentials needed to do the job.
After managers fully understand the jobs to be performed within the
organization, they can start planning for the organization’s future human
resource needs. The following figure will summarized the steps most often
followed.
Human resource planning

Attracting human resources cannot be left to change if an organization

expects to function at peak efficiency. Human resource planning involves
assessing trends, forecasting supply and demand of labor, and then
developing appropriate strategies for addressing any differences.

Matching Human Resource Supply and Demand

After comparing future demand and internal supply, managers can make
plans to manage predicted shortfalls or overstaffing. If a shortfalls is
predicted, new employees can be haired, present employees can be retrained
and transferred into the understaffed area, individuals approaching
retirement can be convinced to stay on, or labor-saving or productivity-
enhancing systems can be installed.

Recruitment of staff should be preceded by:

 An analysis of the job to be done (i.e. an analytical study of the tasks

to be performed to determine their essential factors) written into a job
description so that the selectors know what physical and mental
characteristics applicants must possess, what qualities and attitudes
are desirable and what characteristics are a decided disadvantage;
 In the case of replacement staff a critical questioning of the need to
recruit at all (replacement should rarely be an automatic process).
 Effectively, selection is 'buying' an employee (the price being the
wage or salary multiplied by probable years of service) hence bad
buys can be very expensive. For that reason some firms (and some
firms for particular jobs) use external expert consultants for
recruitment and selection.
  Equally some small organizations exist to 'head hunt', i.e. to attract
staff with high reputations from existing employers to the recruiting
employer. However, the 'cost' of poor selection is such that, even for
the mundane day-to-day jobs, those who recruit and select should be
well trained to judge the suitability of applicants.
 The main sources of recruitment are:
 Internal promotion and internal introductions (at times desirable for
morale purposes)
 Careers officers (and careers masters at schools)
 University appointment boards
 Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local
media (e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has
some identifying logo as its trade mark for rapid attraction and it must take
care not to offend the sex, race, etc. antidiscrimination legislation either
directly or indirectly. The form on which the applicant is to apply (personal
appearance, letter of application, completion of a form) will vary according
to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements
about qualifications are thoroughly checked and that applicants unfailingly
complete a health questionnaire (the latter is not necessarily injurious to the
applicants’ chance of being appointed as firms are required to employ a
percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or
capacity (in employments where hygiene considerations are dominant)
should be resolved by requiring applicants to attend a medical examination.
This is especially so where, as for example in the case of apprentices, the
recruitment is for a contractual period or involves the firm in training costs.

Interviewing can be carried out by individuals (e.g. supervisor or

departmental manager), by panels of interviewers or in the form of
sequential interviews by different experts and can vary from a five minute
'chat' to a process of several days. Ultimately personal skills in judgment
are probably the most important, but techniques to aid judgment include
selection testing for:

 Aptitudes (particularly useful for school leavers)

 Attainments
 General intelligence

(All of these need skilled testing and assessment.) In more senior posts
other techniques are:

 Leaderless groups
 Command exercises
 Group problem solving

(These are some common techniques - professional selection organizations

often use other techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly essential to
good recruitment. Largely the former consists of teaching interviewers how
to draw out the interviewee and the latter how to xratex the candidates. For
consistency (and as an aid to checking that) rating often consists of scoring
candidates for experience, knowledge, physical/mental capabilities,
intellectual levels, motivation, prospective potential, leadership abilities etc.
(according to the needs of the post). Application of the normal curve of
distribution to scoring eliminates freak judgments

Training and Developing people is an important part of Human Resource

Management. Training usually refers to teaching operational or technical
employees how to do the job for which they were hired. Development
refers to teaching managers and professionals the skills needed for both
present and future jobs.

Training and development can be initiated for a variety of reasons for an

employee or group of employees, e.g.:
 When a performance appraisal indicates performance
improvement is needed
 To "benchmark" the status of improvement so far in a
performance improvement effort
 As part of an overall professional development program
 As part of succession planning to help an employee be
eligible for a planned change in role in the organization
 To "pilot", or test, the operation of a new performance
management system
 To train about a specific topic (see below)
 Typical Topics of Employee Training

 Communications: The increasing diversity of today's workforce

brings a wide variety of languages and customs.
 Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.
 Customer service: Increased competition in today's global
marketplace makes it critical that employees understand and meet the
needs of customers.
 Diversity: Diversity training usually includes explanation about how
people have different perspectives and views, and includes
techniques to value diversity
 Ethics: Today's society has increasing expectations about corporate
social responsibility. Also, today's diverse workforce brings a wide
variety of values and morals to the workplace.
 Human relations: The increased stresses of today's workplace can
include misunderstandings and conflict. Training can people to get
along in the workplace.
 Quality initiatives: Initiatives such as Total Quality Management,
Quality Circles, benchmarking, etc., require basic training about
quality concepts, guidelines and standards for quality, etc.
 Safety: Safety training is critical where working with heavy
equipment, hazardous chemicals, repetitive activities, etc., but can
also be useful with practical advice for avoiding assaults, etc.
 Sexual harassment: Sexual harassment training usually includes
careful description of the organization's policies about sexual
harassment, especially about what are inappropriate behaviors.

Assess trends in
 Who needs to be trained?
 What do they need to know?
 What do they already know?

Set training objectives

1. Specific 2. Measurable
 Evaluate training
Modify training program based on evaluation

General Benefits from Employee Training and Development

There are numerous sources of online information about training and

development. Several of these sites (they're listed later on in this library)
suggest reasons for supervisors to conduct training among employees. These
reasons include:
 Increased job satisfaction and morale among employees
 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods

 Increased innovation in strategies and products

 Reduced employee turnover
 Enhanced company image, e.g., conducting ethics training
(not a good reason for ethicstraining!)
 Risk management, e.g., training about sexual harassment,
diversity training

Promotion. One employment decision is a promotion. A promotions is a

movement by a person into a position with higher pay and greater
responsibilities. Promotion reward competence and ambition. They act as
incentives to perform above the average in ones present job and to expand
ones abilities, aptitudes and knowledge thorough additional training.
Promotions decisions, even though they should be rewards for performance,
often are influenced by other factors, federal and state laws affect the ways
in which promotions can be made. Affirmative action programs may dictate
who or what king of person gets the promotion. Promotion of the best
qualified and most eligible may be blocked by seniority rules and the union
agreement. Regardless, promotion should be based as much as possible on
performance.

Transfer. A second employment decision is a transfer. A transfer is a lateral

move from one position to another that has similar pay and responsibility
levels. Usually the difference between the hobs are minor. Management
uses transfers most often to fill temporary vacancies. Sometimes positions
are created as a reward to allow a person to intern with or understudy
another higher job. These assistant to positions help the transferee to study
the higher job up close.

Transfer may be used when management is preparing to replace a person

who is about to move up or out of the company. Transfers also are used to
staff a new operation, department or division with experienced workers.

Demotion. Another employment decision is a demotion. A demotions is a

movement from one position to another that has less pay or responsibility
attached to it. Demotion can be used for punishment, but most organizations
refuse it as option. Preferring instead to suspend the employee or assess a
financial penalty through the forfeiture of pay. The reason for this
reluctance is that a demotion staff a position with an embarrassed and often
angry worker who is not likely to be productive or any better behaved than
he or she was in the former position.

Demotions have their place in staffing, however. When a demotion is made

to keep an employee, as a temporary measure it can be an important staffing
solution. If a person’s job is being eliminated he or she may be offered a
position that represents a demotion. There is no shame or embarrassment
attached to such a move, only concern for the individual. The motive is to
give the person time to retrain to become qualified for a higher position.
a) Termination of service:

For termination of the service of a permanent/temporary employee

by the employer, his employer, his employer shall give 120 days written
notice in the case of permanent employee and 60 days written notice in the
case of Temporary Employee. Provided that pay for 120 days or 60 days as
the case may be shall be pain in lieu of such notice provided further that the
worker shoes employment is so terminated, shall be paid compensation at
he rate of one month’s pay for every

completed year of service or any part thereof in excess of six month in

addition to any other benefits to which he may be entitled to under the
terms of employment.

 Resignation:

 A permanent employee shall be required to give one month’s written

notice in case of resignation form the service of the company.
 An employee who resignation form the service of the company
but fails to give the required notice shall surrender pay lieu of such
notice thereof.
 The employer shall accept the resignation if due notice is given or
due payment in lieu of notice is made pay is surrendered in lieu of
such notice.
 Notwithstanding anything stated above no employee against whom a
disciplinary proceeding is pending shall resign from the service of the
company unless 60 days have elapsed from the drawing up of the
departmental proceeding.
 Provided that the employer may allow such employee to resign on
such conditions as he may deem fit.
 Discipline & grievance procedure:

 Where an employee of the company in the option of the employer is

inefficient or
 Corrupt, or
 Guilty of misconduct under Bangladesh Labor & Industrial act, the
employer may impose one him/her or more of the penalties, if after
enquiry. S/he is found guilty of nay of the charge.

 Penalties:

The following are the penalties which may be imposed by the

employer upon an employee
 Censure;

 Stoppage of increment or promotion on grounds of inefficiency,

irregular attendance and misbehavior;

 Recovery from the pay of the employee of the whole or part of a pay
to defray any pecuniary loss caused to the company/enterprise by
negligence, default or breach of orders or of contract on the part of
employee;
 Reduction in rank;
 Dismissal from service.

No penalty Shall be imposed on any employee without disciplinary

proceedings. If the employee concerned remains under suspension during
the period of the enquiry, he will be entitled to subsistence allowance for
the period of the enquire, he will be subsistence allowance for the period of
suspension equivalent to half of his average basic pay and full amount of
house rent

 Enquiry Procedure:
  When an employee is to be proceeded against for any offence, the
employer shall:
 Frame a charge sheet specifying the charges brought against an
employee and communicate it to the employee concerned
(hereinafter called the accused) on which it is based;
 Require the accused to submit within three days from the day the
charge has been communicated to him, a written statement of his
defense.
 The employer shall appoint an Enquiry officer/Committee to hold an
enquiry.
 The employer may nominate any person/officer to present the case in
support of the charge sheet before the enquiry officer/Committee.

 The inquiry officer/Committee shall follow the following

course ofactions while conducting enquiry against any accused
employee.

 The enquiry officer/committee shall issue a notice asking the accused

to appear before the enquiry officer/committee at a particular palace
stating the specified time of appearance with all documentary
evidence and witness if any with a copy to the nominee of the
employer/company who will present the case in support of the charge
sheet before the enquiry officer/committee.

 The accused shall be entitled to cross examine the witnesses of both

side and shall obtain signature of all the witness in their respective
statements duly read over to them in the language they understand. If
the accused so agrees, his signature should be obtained in the
statements of all witness to keep a record that the evidence of all the
witness was taken in

his presence. If the accused refuses to sign the statement at the

time of enquiry, this fact should also be recorded and signed by other
witnesses and the Enquiry officer/Committee.
 If the accused person admits the charge against him the enquiry
officer/committee will record “please Guilty” and thereafter
shall give his/its findings.

h .if the accused pleased ‘not guilty’ then all witnesses in support of the
charge sheet will be examined individually in presence of the accused. No
witness shall be allowed to be present during the examination of another
witness.

 If the accused, after being duly informed absents from the enquiry
without proper reason or permission, the enquiry shall proceeds expert.
 The enquiry shall be confined to the charge and no irrelevant evidence
shall be admitted by the enquiry officer/committee.
 The enquiry officer/committee shall submit his/its report to the employer
with his/its findings.
 The employer, having regard to the findings on the charges, shall pass
appropriate orders.
m .Suspension: An employee against whom a disciplinary pending action
is proposed to be taken may be placed under suspension pending enquiry
into the charges.
Provided that the company may, instead of his suspension, require him to
proceed on such leave as may be due and admissible ot him form such dates
as may be specified in that order.
n.. Grievance procedure – Any individual employee including a person who
has been dismissed, discharged, laid off or otherwise removed from
employment and who has grievance in respect of any matter covered by
these instruction and intends to seek redress thereof shall observe the
following procedures-
o. .The employee concerned shall bring his grievance shall bring his
grievance to the cause of such grievance and the employer shall, within 15
days the employee concerned and opportunity of being heard and
communicate his decision, in writing, to the said employee.
p.If the employee fails to give a decision under clause (a) of if the employee
is dissatisfied with such decision, he may make a representation within 30
days from the last date of imposition of the first penalty under para 17 (10),
as the case may be.

q.. On receipt of the said representation under clause (b) the Executive
Chairman, may constitute a Committee of Enquiry with one or more officer
of the company not below the rank of deputy General Manager or equivalent
who will enquire into matter giving due hearing.

To the parties concerned and summit the report to the Managing Director
or any other person nominated by him
In deciding the matter the Managing Director or such designated officer
may pass such orders as he may deem just and proper.

(a) “Misconduct” means conduct prejudicial to good order or service

discipline, unbecoming of an employee or a gentleman & shall include:
 Willful insubordination or disobedience, whether alone or in
combination with others to any lawful or reasonable order of a superior.
 Theft, fraud or dishonesty in connection with the business or property of
the factory/enterprise.
 Causing damage to any property of the factory/enterprise.
 Taking or giving bribes bribes or any illegal gratification.
 Habitual late attendance or habitual absence form duty without leave
of without different cause. Absence without leave for ten days in a year
shall be regarded as habitual absence without leave. Vi. Continuous
absence for more than ten days without permission and without
satisfactory cause of absence.
 Habitual breach of any law, order, instruction application to him/her.
 Habitual neglect or negligence or work.
 Willful abstention or absence from works singly or with others.
 Drunkenness, fighting & riotous, disorderly or indecent behavior.
 Taking part in or suspected or being engaged in subversive activities
either alone or with others.
.
Smoking within the premises of the company or enterprise/factory where it
is prohibited.
 Distribution or exhibition within the boundaries of the premises of
the company/factory of any handbill, pamphlets or poster without the
previous permission of the competent authority.

 Holding meeting within the boundaries of the premises of the

company/factory without sanction of the employer.
 Gambling within the boundaries of the premises of the company/
factory.
 Habitual indiscipline.
 Leaving work without permission.
 Sleeping while on duty.
 Theft of any kind inside the premises of the factory/company or
within the zone.
 Giving false information regarding name, age, qualifications,
previous service etc.
 Carrying on money lending or any other private business,
within the premises of the factory/company.
Sabotage or wastage caused to materials & stores of the
company/factory. Malingering or slowing down works
either alone or in collaboration with others. Conviction in
any court of law for any criminal offence.

Salary:
 Bengal Indigo is an equal opportunity employer. It strives to achieve
high motivation form all its work force.
 Bengal Indigo strictly follows the guidelines of basic minimum wage
for all categories of work force (unskilled, skilled and highly skilled.)
 It adheres to all the working conditions and salary and wage structure
laid down by the Bangladesh factories and labor laws.
 Workers are entitled to enjoy all leaves as indicated by the company
policy in concoction with Bangladesh labor & industrial laws.

Overtime payment Policy:

Employees are paid for their overtime work at double the rate of their
basic wage per hour. Basic wage per hour is the monthly basic wage
divided by 208 hours.
 Overtime payment is disbursed along with the payment of salary &
wages.

Bonus:
Festival Bonus

 The company may pay two full festival bonus to each employee
equally divided before the Eid festivals.
 An employee is entitled to such bonus only if he/she has
completed 6 continues months employment with the company
before the specific festival day.

Right to leave etc:

 Leave is a privilege and cannot be claimed as a matter of right. The
manager or the person empowered to grant leave should have the
discretion to refuse or revoke the leave of any description when the
emergencies of his services so require.
 Leave entitlement shall be calculated on the basis of the English calendar
year.
 For the purpose or these instruction, the expression “Service” means-
 Actual days of work;
 Period of leave with pay;
 Compulsory “off” days’
 Period of probation ot he employee who is confirmed on
permanent post of the expiry of the probation period and
 The period of leave without pay not exceeding ten days.

 An employee shall be deemed to have completed a year’s

service notwithstanding any interruption in service during the year
on account of authorized absence.

 An employee who remains absent rot any perod in excess of the

period leave originally sanctioned or subsequently extended shall be
liable to disciplinary c. c. action unless he is able to explain his
overstay in a satisfactory manner to his Manager. Such absence shall
be treated, as “Misconduct” and the employee shall be liable to such
punishment as may be specified herein.

 Friday of Holding falling in between the first & the last days of any
leave period shall count as part of the leave.
 A “day or days off” which an employee becomes entitled to by virtue
of having worked on Friday or on a Holiday notified by the
Management shall be allowed to be affixed or prefixed to privilege
leave.

 If the application for leave is on medical ground, the employee shall

submit with his a application a certificate form the Doctor of the
Company at Stations where such Doctor is available or from qualified
registered Medical Practitioner at places where his employer’s
Doctor in not available stating the probable period for which leave is
required.
After organizations have attracted and developed an effective workforce,
they must also make every effort to maintain that workforce. To do so
requires effective compensation and benefits as well as career planning.
Compensation is the financial remuneration given by the organization to
its employees in exchange for their work. There are three basic forms of
compensation. Wages are the hourly compensation paid to operating
employees. The current federal minimum hourly wages is TK 1600. Salary
refers to compensation paid for total contributions, as opposed to being
based on hours worked. For example, managers earn an annual salary,
usually paid monthly. They receive the salary regardless of the number of
hours they work. Some firms have started paying all their employees a
salary instead of hourly wages. For example all employees at Chaparral
Steel Company earn a salary, starting at $20,000 a year for entry-level
operating employees. Finally incentives represent special compensation
opportunities that are usually tied to performance. Sales commissions and
bonuses are among the most common incentives.
Compensation is an important and complex part of the organization-
employee relationship. Basic compensation is necessary to provide
employees with the means to maintain a reasonable standard of living.
Beyond this point, however, compensation also provides a tangible measure
of the value of the individual to the organization. If employees do not earn
enough to meet their basic economic goals, they will seek employment
elsewhere. Likewise, if they believe that their contributions are undervalued
by the organization, they may leave or exhibit poor work habits, low morale,
and little
commitment to the organization. Thus, designing an effective
compensation system is clearly in the organization’s best interests.
The most obvious reward employees receive from work is pay. However
rewards also include promotions, desirable work assignment and a host of
other less obvious payoffs- a smile, peer acceptance, work freedom, or a
kind word of recognition. We’ll spend the majority addressing pay as a
reward as well as how organization establishes compensation programs.

 Make sure all teams work within a policy-deployment process to

ensure their efforts are consistent with the firms goals.
 Don’t institute quality improvement teams as separate, parallel
organization structures. Simply trying to superimpose such teams
outside the normal chain or command elicited resistance from
supervisors, many of whom made comments like “I don’t know what
these people are doing-there’re not helping me do my job”. The teams
should, to the greatest extent possible, be composed of natural work.
Units.
 Do not treat the quality improvement program as if it has and end. It
is important to emphasize that it is really a systematic

When employees are trained and settled into their jobs, one of
management’s next concerns is performance appraisal. Performance
appraisal is a formal assessment of how well employees are doing their job.
Employees’ performance should be evaluated regularly for many reasons.
One reason is that performance appraisal may be necessary for validating
selection devices or assessing the impact of training programs. A second
reason is administrative- to aid in making decisions

about pay raises, promotions, and training. Still another reason is to provide
feedback to employees to help them improve their present performance and
plan future careers.

Because performance evaluation often helps determine wages and

promotions, they must be fair and nondiscriminatory. In the case of
appraisals, content validation is used to show that the appraisal system
accurately measures performance on important job elements and does not
measure traits or behavior that are irrelevant to job performance.

Common Appraisal Methods:

Two basic categories of appraisal methods commonly used in organization

are objective methods and judgmental methods. Objective measures of
performance include actual output (that is,number of units produced), scrap
rate, dollar volume of scale, and number of claims processed. Objective
performance measures may be contaminated by “opportunity bias” if some
persons have a better chance to perform than others. For example, a sales
representative selling snow blowers in Michigan has a greater opportunity
than does a colleague selling the same product in Arkansas. Fortunately,
adjusting raw performance figures for the effect of opportunity bias and
thereby arriving at figures that accurately represent each individual’s
performance is often possible.

Another type of objective measure, the special performance test, is a method

in which each employee is assessed under standardized condition. This kind
of appraisal also eliminates opportunity bias. For example, GTE southeast
Inc. has a series of prerecorded calls that operators in a test booth answer.
The operators are graded on speed, accuracy, and courtesy in handling the
calls. Performance tests measure ability but do not measure the extent to
which one is motivated to use that ability on a daily basis. Special
performance tests must therefore be supplemented by other appraisal
methods to provide a complete picture of performance.

ERRORS IN PERFORMANCE APPRAISAL

Errors or biases can occur in any kind of rating or ranking system. One
common problem is regency error-the tendency to base judgments on the
subordinate’s most recent performance because it is most easily recalled.
Often a rating or ranking is intended to evaluate performance

over an entire time period, such as six months or a year, so the recency error
does introduce error into the judgment. Other errors include overuse of one
part of the scale-being too lenient, being too severe, or giving everyone a
rating of “average.”
As a personnel function recruiting can be viewed as a major human
resource planning program designed to attract the qualified work force
required to meet future organizational needs.
Recruiting also provides a means of achieving affirmative action goals set
by human resource planners and policy maker. Recruiting also serves to
attract workers to unexpected job vacancies caused by turnover and to new
positions created by sudden demands for goods and services of an
organization.

It is known to all the sound personal activities help an organization to

function efficiently but to do this a efficient personnel manager must be a
person who has sound knowledge and experience in personnel
management. It is possible only through proper training and practice.

To eliminate the weakness of personnel activities some good measures

are needed. In the chapter the fact of the study were listed. I have tried to
point out strength and weakness of the system.
With limitation of time and preoccupation of official work. I had to work
on the study. I have tried my best to collect all available data and other
information regarding present development of Human Resource Policy in
Bashundhara Group at Bashundhara Tissue Industry Ltd. In fact my
experience in “HRM” is not up to my expectation as we studies in the
program of BBA in “HRM” of this University has given us theoretical
knowledge and completion of theoretical coerce preparation of this report
has helped to wide range of our range knowledge in Human Resource
Management.