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Chapter-01

Introduction

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1.1 Introduction:

HRM cycle as well as in any organization, training and development program plays
an important and vital role in achieving organizational mission, goals and objectives.
Training and development is the major factor that has a critical impact in hiring and
retaining superior human resources.

Training is one of the most vital activities of HRM. Training is the only device to
make the human resources effective in any organization. Training is a continuous
process and effective growth of the organization that we mean depends on the proper
utilization of human resource. To stay competitive in the industry, we need advance
technology, new product, new method or working process and innovative research. So
we need proper application of our theoretical knowledge to get some benefits and
make it more faithful. To apply the theoretical knowledge in the practical working
area internship program plays the eventual role.

1.2. Background of the study:

Internship Program is a mandatory program for all students of BBA under Bangladesh
University of Business &Technology (BUBT). Practical orientation is positive
development in professional area. For the completion of this internship program, I
have chosen a bank named “Grameen Bank" and my internship report is based on
“Training program of Grameen Bank”. I have prepared this report under Farhana
Islam at Bangladesh University of Business and Technology. In the study period
mainly students’ gain theoretical knowledge but now a days, in the job market there is
no substitute of practical work experience. This program gives the students the real
life flavor & thereby helps to launch a career with some prior experience.

1.3. Significance of the Study:

Education will be the most effective when theory and practice blends. Theoretical
knowledge gets its perfection with practical application and the internship is designed
to bridge the gap between the theoretical knowledge and real application. We all
know that there is no alternative of practical knowledge which is more beneficial than
theoretical aspects. The prime reason of this study is to become familiar with the

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practical business world and to attain practical knowledge about the overall Banking
and Corporate world, which is so much essential for each and every student to meet
the extreme growing challenges in job market.

1.4. Scope of the study:

Since I have worked in the Grameen Bank, Mirpur -2 head office, I get the
opportunity to gain knowledge of different parts of banking activities of Grameen
bank. The present study aims to assess the level of training programs of the
employees of the Grameen bank. The employees belong to different categories such
as officers, clerical staff and sub-staff. The study explores level of training among
employees working in the Grameen bank and examines it in organizational context,
such as, rewards, promotion policies, working conditions, career development, inter-
relationships etc.

1.5. Objectives of the Study:

There are two types of objectives, which are-

1.5.1 Broad objective

1.5.2 Specific objectives

1.5.1 Broad objective:

The broad objective of the study is to know the Training program of Grameen
Bank.

The following aspects can be listed as the specific objectives for the practical
orientation in Grameen Bank.”

 To know the methods used by of training Grameen Bank.”

 To know the process of training of Grameen Bank.”
 To identify the problems of training & recommend some measures to make it
more effective.

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1.6. Methodology of the Study:

In this report I have used questionnaires & interview method. In questionnaire section
I have put only close ended questions those have been answered by the employees. &
I have measured this answered in a rating scale so that, I can understand the
percentage of the employee overview. I also took some help from internet.

1.6.1 Research design:

This is a descriptive type of research, which briefly reveals the training procedure of
Grameen Bank. It has been administered by collecting both primary & secondary
data.

1.6.2 Sampling plan:

 Population: A group of individuals or items that possess similar

characteristics from which data can be gathered and analyzed is called
population. The target population was the employees who are working in
Grameen Bank.

 Sample size: The sample size was 10 respondents.

 Sampling method: The convenience sampling technique was used for

collecting the information.
 Questionnaire design: Questionnaire was prepared with both open ended &
close ended questions. Quantitative question were scaled with well
knownlikert method.

1.7 Limitation of the Study:

However some of the limitations faced while preparing this report are shown below:

 Time limitation: To complete the study time was limited by three months. It
was really very short time to know about an organization like Grameen Bank.
 Inadequate Data: The unwillingness of the busy key persons, necessary data
collection became hard.

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 Lack of Record: Large scale research was not possible due to constrains and
restrictions posed by the organization. Unavailability of sufficient written
documents as required making a comprehensive study. In many cases up to
date information was not available.
 Lack of Experiences: Lack experiences have acted as constraints in the way
of meticulous exploration of the topic. Being the temporary member of the
organization, it is not possible on my part to express some of the sensitive
issues.
 Connectivity with Study: The study may not give exact result as it is a study
of our learning process.
 Restriction of Collection of Information: Again for formalities constraints
allowance was restricted. That’s why information shortage occurred.

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Chapter -02

Company Overview

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2.1 Introduction of the Grameen Bank:

The origin of Grameen Bank can be traced back to 1976 when Professor Muhammad
Yunus, Head of the Rural Economics Program at the University of Chittagong,
launched an action research project to examine the possibility of designing a credit
delivery system to provide banking services targeted at the rural poor. The Grameen
Bank Project Grameen means “rural" or "village" in Bangla language came into
operation with the following objectives: extend banking facilities to poor men and
women, eliminate the exploitation of the poor by money lenders; create opportunities
for self-employment for the vast multitude of unemployed people in rural Bangladesh;
bring the disadvantaged, mostly the women from the poorest households, within the
fold of an organizational format which they can understand and manage by
themselves; and reverse the age-old vicious circle of "low income, low saving & low
investment", into virtuous circle of "low income, injection of credit, investment, more
income, more savings, more investment, more income”. The action research
demonstrated its strength in Jobra (a village adjacent to Chittagong University) and
some of the neighboring villages during 1976-1979. With the sponsorship of the
central bank of the country and support of the nationalized commercial banks, the
project was extended to Tangail district (a district north of Dhaka, the capital city of
Bangladesh) in1979. With the success in Tangail, the project was extended to several
other districts in the country. In October 1983, the Grameen Bank Project was
transformed into an independent.

2.2 Vision of the Grameen Bank:

The vision of Grameen Bank is “Banking for the poor people”

2.3 Mission of the Grameen Bank:

The mission is to help the poor families to help themselves to overcome poverty. It is
targeted at the poor in rural area in Bangladesh, particularly poor women. It promotes
credit as a human right. It is not based on any collateral or legally enforceable
contracts. It is based on "trust", not on legal procedures and system. It is offered for
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creating self-employment for income-generating activities and housing for the poor
people, as opposed to consumption.

2.4 Goal and Objective of the Grameen Bank:

The goal, which is proclamation by the GB, is poverty alleviation mentioning the
credit as the most powerful instrument of engine of development, if has been
providing group –based credit facilities to the poorest section of rural society for the
creation of self- employment and income generating activities. The objectives, which
are spiffed by the GB, are mentioned here: -

 To empower the rural poor especially the women who are seriously neglected
and ignored, through creation of self-employment opportunities and freedoms
of them.
 To provide financial services exclusively to the poorest section of rural area
which is excluded from the formal credit institutions.
 To rescue the poor people from the informal moneylenders who arte exalting
them by charging exorbitant rate of interest of credit.
 To provide organizational support to the disadvantage people for better use of
credit and income as well.
 To develop human capital in the rural areas through providing developmental
programs regarding education, health, nutrition, disaster management etc.
 To mobilize savings as a part of future nope for poor.
 To reduce rural unemployment and dependency rat by offering self-
employment opportunities. In rural non-farm sector.
 Extend banking facilities to rural bottom poor, without any collateral.
 Eliminate the exploitation of money lenders.
 Reverse the age-old vicious cycle of poverty through small credit.
 Provide self-employment opportunities for the unemployed.
 Extend banking facilities to poor men and women.

2.5 Grameen Bank products and services:

Grameen Bank claims to be different from conventional banks in that it provides

loans to the poor, who are otherwise seen as not credit-worthy.  And this

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entrepreneurship can lift a person, family and society up from poverty and into a self-
sufficient, productive work-force. The following are quick notes Grameen Bank
products and conditions.

2.5 Grameen Products and services:

2.5.1: Basic Loan

 10K to 15K taka per new borrower

 granted for any activity that generates income
 Interest rate: 20% on a declining basis.
 Equivalent to 10% if installments are paid on time – weekly payment
installment.
 A Micro-Enterprise Loan: up to 300K taka (after 3 years of membership).

2.5.2 Flexible Loan

 Granted while in probation for non- payment: flexible to basic.

 Cannot borrow more until flexible loan is paid.

2.5.3 Housing Loan

 granted upon 3yrs of successful basic loan

 interest rate: 8% on declining basis

2.5.4 Higher Education Loan

 granted to children of borrowers

 after 12th grade
 interest rate: 5%: no interest during cu
 social objective over income generation
 up to 5K taka with no interest charge

2.5 Saving Products:

 claims to have higher interest than other banks

 savings are from borrowers and non-borrowers
2.5.1 Personal Savings

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 Open to all nationals; Deposit and withdraw at anytime

 8.5 % interest
 Every borrower has savings (with a min of 10 to 20 taka deposit weekly
required).

2.5.2 Grameen Pension Scheme

 Borrower and employee / monthly deposit

 5 year scheme (at 10% interest)
 10 year scheme (at 12% interest)
 Less than one year (no interest); <3year (8% interest); 3-5 years(10% interest)
 Compounded interest (this appears to be a losing venture for the bank)

2.5.3 Fixed Deposit

 open to all
 1 year scheme (8.75% interest)
 2 year scheme (9.25% interest)
 3year scheme (9.5% interest)

2.5.4 Double in 7year

 open to all
 10.4% interest or double in 7 years

2.5.5 Monthly Profit Scheme

 open for both members

 fixed
 1000K taka will receive 850 taka profit

2.5.6 Loan Insurance Savings

 Deposit, with no interest paid

 Purpose: wife 3% from loan amount and additional 3% for husband, if death
occurs, 100% of loan is paid by fund.

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2.5.7 Defaulted Loans

 written off loans go to memorandum by provision with collection attempt: half

to provision / half to income
 Provision: after 10 weeks of non-payment, 100% provision.

2.6 Organogram of the Grameen Bank:

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2.7 What I did in the Grameen Bank Ltd:

I have to do some case study. Such as

Case study 1(Highest loan of the Branch)

Interview: Pronothi Das. She is 38 years old. Her husband name is Tapos Das. He
took the highest loan of that branch. He took 1 million taka two month ago. Pronothi
Das completed primary school. Her husband completed secondary school. Her
husband is doing jewelry business. Her husband took money for expending their
business. Now her husband is a successful business man.

When asked that how you are getting help from Grameen bank Ltd? She said that
when they need more money they getting without any valuable asset. They have no
enough money to do expand their business.

She has four children. Two daughters and two sons. Her daughters have got married.
Two son are studying. Her husband is only earning person in her family. When asked
about any problem to receive and repayment she said that no problem. She
commented that the Grameen Bank Ltd staff did not create any pressure. Grameen
Bank Ltd staffs are friendly and supportive.

She said that their family was so poor but they are very prosperous with a good house.
Now they have a deposit and they have to pay 500 taka. At last she comments that
Grameen Bank Ltd is keeping important role in her family.

Case study 2(Struggling member)

Name: Tara Banu

She is 52 years old. She has four children. They are already married. She started beg
about ten years. Now she is the member of Grameen Bank Ltd. She took loan from
Grameen Bank Ltd 2000 taka. By taking this loan she is doing mat business. Her
husband has died about 20 years ago. Now she is able to repay the loan. Her
repayment installment is 15 taka.

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She said that the Grameen Bank Ltd does not force me for repayment. After
repayment again she will take loan from Grameen Bank Ltd.

Case 3(Struggling Woman)

Name: Rokeya

She is 50 years old. She has three children. All of are married. At first she took only
3000 from Grameen Bank Ltd for cultivating vegetable. Her husband is a farmer but
he cannot work properly for his physical condition. Now Mrs. Rokeya is able to repay
the loan. Now she takes again 70000 loans from Grameen Bank Ltd for wood
Business.

Rokeya said that Grameen Bank Ltd is a helpful organization. At first she could not
trust the bank but she recognized that lots of people took loan from Grammen Bank
and they were successful. And now Rokeya has a deposit and she has to pay 300 tk to
the account.

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Chapter-03

Theoretical Aspects

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3.1 Human Resource Management (HRM):

Human resource management (HRM) is an important part of any business. HRM is

useful to companies because it is what keeps employees motivated and helps the
company achieve goals. It will also outline how human resource management plays
an important role in the strategic planning in an organization. HRM aids a company in
shaping it employee base and eventually the overall the success of the company.
Human Resource Management (HRM) is the function within an organization that
focuses on recruitment, management and providing direction for the people who work
in an organization. Human Resource Management can also be performed by line
managers. Human Resource Management involves the planning, organizing, directing
and controlling the functions of procuring, developing, maintaining and motivating a
labor force.

According to R. W. Griffin, “Human resource Management is the set of

organizational activities directed at attracting, developing and maintaining an
effective workforce.”

According to Robbins & DeCenzo, “Human resource management is concerned

with the ‘people’ dimension in management. Since every organization is made up of
people, acquiring their services, developing their skills, motivating them to high levels
of performance, and ensuring that they continue to maintain their commitment to the
organization are essential to achieving organizational objectives.”

Organizations also perform HRM functions and tasks by outsourcing various

components to outside suppliers and vendors.

3.2 Functions of Human Resource Management

The four Basic Functions of Human Resource Management are:

(1) Acquisition of Human Resource (Getting people)
(2) Training and Development of Human Resource (preparing people)
(3) Motivation of Human Resource (Stimulating people)
(4) Maintenance of Human Resources (Keeping them)

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Figure: Function of HRM

3.2.1 Acquisition of Human Resource: There are two steps involved in acquisition
process

Recruitment: Recruitment is a process by which organizations locate and attract

individuals to fill job vacancies. There are mainly two sources of recruitment:-

Internal &
External
Promotion from within an organization is called internal source and recruiting
new people from outside the organization is known as an external source.

 De-recruitment: On the other hand, de-recruitment is a process to reduce

workforce to make a balance between demand and supply of employee. If HR
planning shows a surplus of employees, managers may want to reduce the
workforce through de-recruitment, which is not a pleasant task for any manager.
De-recruitment options may include firing, layoffs, attrition, transfer, early
retirement and job sharing.

 Selection: Once the recruiting effort has developed a pool of candidates, the next
step in the HRM process is to determine who is the best qualified for the job.
Selection is a process of hiring suitable people for the job. It is the process of
screening job applicants to ensure that the most appropriate candidates are hired.
The right man for the right job is the main goal of selection. Selection device must
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be valid and reliable. Managers can use a number of selection devices to reduce
errors. The best known selection devices are applicable forms, written tests,
interviewing, medical test, references or background investigations, and final
decision of hiring.

 Placement: Placement is the assignment or reassignment of duties to an

employee. It may take different forms such as promotion, transfer, demotion, and
termination.

 Orientation: It is a process of getting new employees acquainted with the

organization, its culture, rules and regulation, objectives and supervisors and other
employees. It is the act of introducing new employees to the organization and their
work units. Many organizations have formal orientation programs which might
include a tour of the work facilities, a PowerPoint presentation describing
thehistory of the organization. It is important because it helps the new employee to
adapt to new situations.

 Training: It is a continuous process of helping employees to perform at a high

level. It is a process of acquiring new skills to do the job properly. Training
changes and modifies employee attitudes and behaviors that will improve his
ability to perform on the job. To be effective, a training program must accomplish
a number of objectives.

 Job Evaluation: It is a process of measuring and determining the value of each

job in relation to all jobs within the organization. Jobs are ranked in order to arrive
at each job’s appropriate worth. It is the basis of designing a well-balanced
compensation program. The widely used methods of job evaluation are ranking
method, classification method, point rating method, and factor comparison
method.

 Performance Appraisal: It is process in an organization whereby each employee

is evaluated to determine how he or she is performing. Employee may be
appraised against absolute standards, or relative standards. The performance
appraisal process consists of six steps:

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 Establish performance standards

 Communicate performance expectations to employees
 Measure actual performance
 Compare actual performance with standards
 Discuss the appraisal results with the employee if necessary and
 Initiate corrective action

Managers can choose different performance appraisal methods such as written essays,
critical incidents, graphic rating scales, behaviorally anchored rating scales, MBO and
360 degree feedback.

 Compensation: Compensation is the reward or price for labor. The goal of

compensation administration is to design the lowest-cost pay structure that
will attract, motivate and retain competent employees, and that also will be
perceived as fair by these employees.
 Collective bargaining: Collective bargaining is the negotiation,
administration and interpretation of a written agreement between two parties;
at least one of which represents a group that is acting collectively, that covers
a specific period of time.

3.2.2 Development of Human Resource: After selecting and recruiting individuals

in the right position of the organization the next function is to train and develop them,
so that they can become efficient employees and work toward the achievement of the
organization goal.

3.2.3 Motivation of Human Resource: The motivation function is one of the most
important functions. After training and developing the employees the HR manager
should stimulate them to work well. For motivation purpose the HR manager have to
give the employees some compensation and benefit package.

3.2.4 Maintenance of Human Resource: The last phase of the HRM function is
called the maintenance function. For maintaining the people HRM should go for some
method of providing a safe and healthy work place, labor relation & collective
bargaining.

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3.3 Definition of Training:

3.3.1 Training:

Training is a process of achieving the knowledge to improve the current work skills
and behavior.

According to Edwin Flippo, “Training is the act of increasing the skills of an

employee for doing a particular job”

3.3.2 The Training Cycle which includes:

Figure: Training cycle

 Establishing the skill requirements and the subsequent training needs of the
workforce.
 The design of the most suitable events and most effective training methods
for your organization
 Delivery of the training with additional support for any open learning aspects.
 Evaluation and validation of the training event to ensure that you achieve
identifiable and cost effective business improvements from the development
of your staff

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3.3.3 Training and Development:

 Training for Individuals: Some training are designed only for the individuals,
for those the employees are individually responsible for their own
development.
 Training for teams: Trainings served for teams, when team performance is
necessary.
 Training for organizations: organizational training that may contain creating
fair and productive organizational environment, developing knowledge
sharing culture inside the organization.

3.4 Features of Training:

Many authors defined training in different view or aspect. Such definition are many
but quite sufficient to reveal the important characteristics of training. A close look at
them shows the following important features:

Here are 5 key features your employee training program needs to have to be effective
for the modern workforce. 
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3.4.1 Use the best trainers

Learn from the best. You want your employees to emulate the best trainers. Choosing
the wrong trainers can actually hurt you employees' business performance if they lose
interest in the training or are trained incorrectly. If you're limited to only a few great
trainers, you can easily replicate their great training through video.

3.4.2 Include more than you need too

Go above and beyond simply training each employee for their specific role.
Employees will be better equipped to assist others, exceed expectations and handle
new responsibilities better when they are equipped with more knowledge.

3.4.3 Make it scalable

Make sure your program is built to expand. Sending in-person training is antiquated,
difficult to grow and extremely costly. Use the Internet and mobile training
applications to easily distribute training to as many employees as you need and easily
share with new employees when they join. Scalable programs can also reduce costs.
By using mobile training applications to make virtual copies of their training, the
USDA saved over $1 million for training on one application.

3.4.4 Make it accessible

Make sure your employees can access the training you provide at anytime. What's the
point of providing great training when employees will forget most of it
anyway? Employee handbooks and DVDs were the old way of providing
accessible information. Nowadays you can use video to replicate training sessions and
distribute the information for employees to access anytime. Supplemental materials,
beyond the core training, can also be made easily available through video.

3.4.5 Verify understanding and ask for feedback

If your company is going to invest in training, make sure your employees are enjoying
and absorbing the information. Maybe you are providing the wrong training, not
enough training or maybe your employees become qualified enough to take on new

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responsibilities. You will never know without the properfeedback methods. At

Retrieve, we integrated certifications and support into our training applications
because our customers wanted to make sure the information they provided was as
effective as possible.

3.5 Reason for Training :

 Workers are helped to focus, and priority is placed on empowering employees.

 Productivity is increased, positively affecting the bottom line.
 Employee confidence is built, keeping and developing key performers,
enabling team development and contributing to better team/organization
morale. 
 Employees are kept current on new job-related information, thereby
contributing significantly to better customer service.
 Employees are updated on new and enhanced skills, with a view to aligning
them to business goals and objectives.
 After a downsizing, remaining workers are given the technical and
management skills to handle increased workloads.
 Companies with business problems are given a fresh or unbiased professional
opinion or exploration, evaluation, or critique.
 Job satisfaction, employee motivation and morale are increased, reducing
employee turnover.
 Processes increase in efficiency, resulting in financial gain.

3.6 General Benefits of Employee from Training:

The different benefits of training are:

 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.
 Risk management.
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3.7 Importance of 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.
 To develop the skills of human resource.
 To prepare the employee as a valuable assets.
 To create positive attitude towards responsibilities.
 To provide necessary information to the management.
 To reduce accident.
 To control wastage.
 Development of human relation.
 To increase job satisfaction.

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3.9 Training Methods:

There are two types of training methods. They are given below

Figure: Training Methods

3.9.1 On-the-job Training Methods:

On-the-job Training allows employees to learn by actually performing a specific job

or task. The employee will perform the job and learn as he goes. On-the-job training
can be structured by using hands-on application supported by classroom-type
instruction. Important methods include:-

1. Coaching

2. Mentoring

3. Job Rotation

4. Job Instructional Technique (JIT):

6. Understudy

Coaching: Coaching is an one-to-one training process. It helps in quickly identifying

the weak areas and tries to focus on them. It also offers the benefit of transferring
theory learning to practice. The biggest problem is that it perpetrates the existing
practices and styles. In India most of the scooter mechanics are trained only through
this method.
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Mentoring: The focus in this training is on the development of attitude. It is used for
managerial employees. Mentoring is always done by a senior inside person. It is also
one-to- one interaction, like coaching.

Job Rotation: It is the process of training employees by rotating them through a

series of related jobs. Rotation not only makes a person well acquainted with different
jobs, but it also alleviates boredom and allows to develop rapport with a number of
people. Rotation must be logical.

Job Instructional Technique (JIT): It is a Step by step (structured) on the job

training method in which a suitable trainer prepares a trainee with an overview of the
job, its purpose, and the results desired, demonstrates the task or the skill to the
trainee, allows the trainee to show the demonstration on his or her own, and follows
up to provide feedback and help. The trainees are presented the learning material in
written or by learning machines through a series called ‘frames’. This method is a
valuable tool for all educators’ teachers and trainers. It helps us:

 To deliver step-by-step instruction

 To know when the learner has learned

 To be due diligent (in many work-place environments)

 Understudy: In this method, a superior gives training to a subordinate as his

understudy like an assistant to a manager or director. The subordinate learns
through experience and observation by participating in handling day to day
problems. Basic purpose is to prepare subordinate for assuming the full
responsibilities and duties

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3.9.2. The advantages and disadvantages of these On-the-job Training Methods:

Advantages Disadvantages
1. Quality depends on ability of trainer and
1. Generally most cost-effective. time available.

2. Employees are actually. productive. 2. Bad habits might be passed on.

3. Opportunity to learn whilst doing 3. Learning environment may not be

conducive.
4. Training alongside real colleagues.
4. Potential disruption to production.

3.9.3 Off-the-job Training Methods:

Off-the-job training methods are conducted in separate from the job environment,
study material is supplied, there is full concentration on learning rather than
performing, and there is freedom of expression. Important methods include:

1. Classroom lecture

2. Videos and films

3 .Simulation exercise

4. Case study Method:

6. outside seminars

7. University Related programs

 Classroom lecture: Lectures designed to communicate specific interpersonal

technical or problem solving skills.

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 Videos and films: Using various media production to demonstrate

specialized skills that are not easily presented by other training methods.
 Simulation exercise: Training that occurs by actually performing the work.
This may include case analysis, role playing and group decision making.
 Case study Method: The case study method presents a trainee with a written
description of an organizational problem. The person then analyzes the case
diagnoses the problem and presents his findings and solutions in a discussion
with other trainees.
 Outside seminars: Many companies and universities offer web based and
traditional management development seminars and conferences. For example
FBCCI arranges some short terms training on different business related areas.
 University related programs: Many universities and institutes provide
executives education and continuing education Program in leadership
supervision and the like.

3.9.4 Advantages and Disadvantages Off-the-job Training Methods:

Advantages

1. A wider range of skills or qualifications can be obtained.

2. Can learn from outside specialists or experts.

3. Employee can be more confident when starting job.

Disadvantages

1. More expensive – transport and accommodation

2. Lost working time and potential output from employee.

3. New employees may still need some induction training.

3.10. Difference between Training and Development:

Training: Training is a learning process in which employees get an opportunity to

develop skill, competency and knowledge as per the job requirement.

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Development: Development is an educational process in which the personnel of

the organization get the chance to learn the in depth application of theoretical
knowledge for their overall growth. It covers not only those activities which
improve job performance but also those activities which improve the personality
of an employee.

Basis for Training Development

comparison
Term Training is a Short term process Development is a continuous
&Long term process
Focus on Developing skill and knowledge Building knowledge, and
for the current job competencies for overcoming
future challenges
Concentrated towards Specific Job oriented Career oriented

Instructor Trainer Self directs himself for the

future assignments
Objective To improve the work To prepare employees for
performances of the employees. future challenges.
Number of Many individuals Only one
individuals
Aim Specific job related Conceptual and general
knowledge

3.11. Training Need Assessment Process:

3.11.1 Identifying training needs:

A training need assessment is used to determine whether training is the right solution
to a work place problem. It is an ongoing process of gathering data to determine what
training needs exists so that training can be developed ton help the organization
accomplish its objectives. Training needs can be assessed by analyzing three major
human resource areas. This analysis will provide answers to the following questions:

 Who needs to be trained?

 What skill must an employee learn in order to be more productive?
 Where training is needed?
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Training is needed when employees are not performing up to a certain standard or at

expected levels of performance. The difference between actual the actual of job
performance indicates a need for training. The need assessment of training programs
is completed through a three phase process which are:

 Organizational Analysis
 Personal Analysis
 Task Analysis

3.11.2 Organizational Analysis:

An analysis of the business needs or other reasons the training is desired. An analysis
of the organization’s strategies, goals and objectives. What is the organization overall
trying to accomplish? The important questions being answered by this analysis are
who decided that training should be conducted.

3.11.3 Personal Analysis:

Person analysis helps to identify employees who need training that is whether
employees’ current performance or expected performance indicates need for training.
Identifies about the knowledge, skill, and abilities do trainees already have in order to
participate in the training.

3.11.4 Task Analysis:

Task analysis results in a description of work activities, including tasks performed by

the employee and the knowledge, skills, and abilities required to complete the tasks.

3.12 Steps of Training:

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3.12.1 Needs Analysis

 Identify specific job performance skills needed to improve performance and

productivity.
 Analyze the audience to ensure that the program will be suited to their specific
levels of education, experience, and skills, as well as their attitudes and
personal motivations.
 Use research to develop specific measurable knowledge and performance
objectives.

3.12.2 Instructional Design

 Gather instructional objectives, methods, media, and description of sequence

of content, examples, exercises, and activities. Organize them into a
curriculum that supports adult learning theory and provides a blueprint for
program development.
 Make sure all materials, such as video scripts, leaders’ guides, and
participants’ work-books, complement each other, are written clearly, and
blend into unified training geared directly to the stated learning objectives.
 Carefully and professionally handle all program elements – whether
reproduced on paper, film, or tape – to guarantee quality and effectiveness.

3.12.3 Validation

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 Introduce and validate the training before a representative audience. Base final
revisions on pilot results to ensure program effectiveness.

3.12.4 Implement the Program

 When applicable, boost success with a train- the –trainer workshop that
focuses on presentation knowledge and skills in addition to training content.

3.12.5 Evaluation

 Assess program success according to:

Reaction – Document the learners’ immediate reactions to the training.

Learning – Use feedback devices or pre- and posttests to measure what learners have
actually learned.

Behavior – Note supervisors’ reactions to learners’ performance following completion

of the training. This is one way to measure the degree to which learners apply new
skills and knowledge to their jobs.

Results – Determine the level of improvement in job performance and assess needed
maintenance.

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Chapter -04

Training Program of Grameen Bank

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4.1 Grameen bank Training objectives:

The Grameen bank believes that the best way for participants to learn about how the
bank works is through first hand exposure and observations at the field level. Through
these experiences, participants are encouraged to draw their own conclusions about
the effectiveness of Grameen bank’s work and the impact it has on the poorest of the
poor. The objectives of GB’s training programs are to:
 Arouse curiosity
 Stimulate interest on the subject of Micro financing
 Encourage responsibility of self-motivated learning
 Learn and share with others
 Discover individual role in the organization and the global community

4.2 Training Need Assessment of Grameen bank:

4.2.1 Identifying training need:
The purpose of a training needs assessment is to identify performance requirements
and the knowledge, skills, and abilities needed by an employee to achieve the
requirements. An effective training needs assessment will help to direct resource to
areas of greatest demand. The assessment should address resource to fulfill
organizational mission improve productivity, and provide quality product and
services. In Grameen Bank needs Assessment is the process of the identifying the
‘gap’ between performance required and current performance. When a different
exists, it explores the causes and reasons for the gap and methods for the closing or
criminating the gap.

Training needs can be assessed by analyzing three major human resources area,
Grameen Bank, usually following: organization as whole, the job characteristics and
the needs for of the individuals.

This analysis will provide answers to the following questions:

 Who needs to be trained?

 What skill must an employee learn in order to be more productive?

 Where training is needed?

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The purpose of the needs assessment is to identify how to improve the quality of the
personal that is recruited, hired, oriented and trained. A training need assessment is a
three step process. Decide how to complete each type of analysis using these three
phases.

 Collection information:

Any analysis involves collecting information to help make appropriate decisions.

Gathering information can be process of collection existing information. Grameen
Bank tried to associate this information regarding their employees to get proper idea
about the collection of their employees. The Grameen Bank arranges different
Training over the year. Here at first the training need assessment is done for this, they
need to collect information about the deficiency level of the employee. The Grameen
Bank gives the authority to human resource department and collects the necessary
information from different branch managers. The branch managers then collect the
information from the employee by-

 Observing the performance level

 Analyzing the performance

 Productivity analyzing

 Analyzing information:
After collecting information, they analyze it, and draw conclusion from the
information. It is approximate or helpful if trainer who independently analysis and
interprets in information. For this Grameen Bank gives proper attention in this a stage.

 Develop a training plan:

After analyzing and interpreting information and offering conclusion, the information
becomes the basis for developing a training plan. Which how to resolve the
performance deficiency. The training plans of Grameen Bank always prepared by the
Grameen Bank training institute.
For making the training plan by consider for the following aspect:
 Setting the particular training area that the employee need.
 Total number of trainees from different branch.

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 Selection of the trainer in that particular subject area.

 Total number of trainers from different organization.
 Total investment in the training program.
 The accommodation available for the trainee.
 Setting the time schedule for the training program and
 Defining the procedure of evaluation
The need assessment of training programs are completed through a three phase
process which are:

4.2.2 personal analysis:

It is process for determining whether employees need training and whether employees
are ready for training. The company identifies about the knowledge, skills, and
abilities do trainees already have in order to participate in the training. It helps the
bank to identify needs training.

4.2.3 organization analysis:

Organization analysis involves determining the business appropriateness of training,
given the company business strategy. At first the company determines about the
company resources for the training, related cost associated with training and the
expected benefit for training.

4.2.4 company analyze job requirement:

The company analyze job requirement for training by finding the job responsibilities,
the skill and knowledge are needed for successful performance.

4.3Training program of Grameen Bank:

Training refers to a planned effort a company to facilitate the learning of job-related
knowledge, skills or behavior employees. The goal of training efforts is for employees
to master the knowledge, skills or ability emphasized in training program and to apply
it in here day-to-day activities. Training and development can be initiated to address a
“performance gap” (learning needed to meet performance standards for a current task
or job), “growth gap” (learning needed to achieve career goals) or “opportunity gap”
(learning needed to qualify for an identified new job or role). Education is the process

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of increasing the level of knowledge and understanding. Training talks about ‘know-
why’. Most of the organizations are concern about know-how of employees. They are
most concerned with employee training. As I known; the Training Department of
Grameen Bank is highly concern with continuous training and development of the
employees.

4.4 Training methods followed by Grameen bank:

Several methods can be used to satisfy on organization training needs and accomplish
its objectives. The Grameen bank classified their training by two categories.

4.4.1 On-the-job Training Methods

On the job training is normally given by senior employee or manager on the job sites
of the organization. The employee is shown how to perform the job is allowed to do it
under trainer’s supervision. The various forms of on the job training include the
following:

a) 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. 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 increasing the individual’s
experience allowing him or her to exposure new information. It can also provide
opportunities for a more comprehensive and reliable evaluation of the employee
by his or her supervisors.

b) Mentoring: Mentoring is more or less related to coaching. Mentoring follows

when Grameen bank’s experienced manager, seniors and experts provides
guidance, regulation and advice to any junior employee.

c) Apprenticeship Training: Apprenticeship training is a system in which an

employee is given instruction by more experienced employee or employees in all
the practical and theoretical aspects of the work required in a skilled occupation.
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d) Job Instruction Technique: Job instruction technique uses a strategy with focus
on knowledge (factual and procedural), skills and attitudes development.

4.4.2 Off-the-job training methods: Off-the-job training is provided at the Grameen

bank institution. The common forms of off the job trainings are as follows:

a) Classroom training: Courses, Workshops these are formal training opportunities

offered to employees either externally or internally. A trainer or facilitator who is an
expert can be brought into Grameen bank to provide the training session. The
employee can either be sent to one of these learning opportunities during work time.
Grameen bank provides it within their own trainer some while they send outside or
hire external for the new employees.

b) Conferences and seminars: Employees attend the conference that focuses on

relevant topic that goes with their position. After this, the employees make their own
presentation in enhancing the learning experience. Therefore, at the end of a specific
period the employees call for a conference.

c) Lecture method: Lecture is given to enhance the knowledge of listener or to give

him the theoretical aspect of a topic. Training is basically incomplete without lecture.
It is a quick and simple way to provide knowledge to large groups of trainees as when
the sales force needs to learn the special features of a new product.

d) Video presentation: At the end of training held video presentation where a trainee
represents their presentation.

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Chapter-5

Questionnaire Survey analysis

5.Questionnaire survey Analysis:

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Questionnaire is important for any types of research. Questions are designed and
asked to respondents to extract specific information.

For preparing this report a questionnaire was prepared and interviewed 10 employees
of Grameen bank, Mirpur-2, Head Office. The questionnaires are analyzed below:

1. Which of the following training methods Grameen bank provides?

Particular Respondent Percentage

On-the-job 0 0%
Off-the-job 0 0%
Both 10 100%

Figure: Training methods which Grameen bank provides.

Interpretation: This chart shows that 100% respondent says it provides on the job
and both say it provides off the job.

Comment: From the above table and graph, we can say that both of the following
training and development methods Grameen bank provides.

2. Training programs are arranged within the schedule time.

Particular Respondent Percentage

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Strongly Agree 4 40%

Agree 3 30%
Neutral 0 0%
Disagree 3 30%
Strongly Disagree 0 0%
Total 10 100%

Figure: Training programs are arranged within the schedule time.

Interpretation: Form the graph, it is seen that most of the employees were agreed
with the statement. That is 30% employees were strongly agreed and 40% employees
were agreed with this view and 30% are disagreed.

Comment: So it can be said that the training programs of the Grameen bank are held
within the schedule time but in some content it is not.

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3. Training makes employees more productive.

Particular Respondent Percentage

Strongly Agree 9 90%
Agree 1 10%
Neutral 0 0%
Disagree 0 0%
Strongly Disagree 0 0%
Total 10 100%

Figure: Training makes employees more productive.

Interpretation: Form the graph, it is seen that most of the employees were strongly
agreed with the statement. That is 90% employees were strongly agreed and 10%
employees were agreed.

Comment: Above the pie chart data ensure that all of training programs of the
Grameen bank are effective. That’s why these training programs are making
employee more productive.

4. The employees are satisfied with the training content of that organization.

Particular Respondent Percentage

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Strongly Agree 7 70%

Agree 2 20%
Neutral 1 10%
Disagree 0 0%
Strongly Disagree 0 0%
Total 10 100%

Figure: Satisfaction of employees with the training content of Grameen bank.

Interpretation: In this graph, it is seen that most of the employees were strongly
agreed with the statement. That is 70% employees were strongly agreed, agreed 20%
and neutral 10%.

Comment: Majority respondents are satisfied with the training content of the bank.

5. Grameen Bank employees are satisfied with the trainers.

Particular Respondent Percentage

Strongly Agree 5 50%

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Agree 3 30%

Neutral 0 0%
Disagree 2 20%
Strongly Disagree 0 0%
Total 10 100%

Figure: Grameen Bank employees are satisfied with the trainers.

Interpretation: In this graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.
That is 50% employees were strongly agreed, 30% employees were agreed and 20%
disagreed with the statement.

Comment: Majority employees are satisfied with the trainers and some are
dissatisfied.

6. The training environment is much satisfactory.

Particular Respondent Percentage

Strongly Agree 4 40%
Agree 4 40%

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Neutral 0 0%
Disagree 2 20%
Strongly Disagree 0 0%
Total 10 100%

Figure: The training environment is much satisfactory.

Interpretation: From the graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.
That is 40% employees were strongly agreed, 40% employees were agreed and 20%
disagree with the statement.

Comment: The training environment of the Grameen bank is much more satisfactory
and training environment help employees to increase their skills but some are not
satisfied with the environment.

7. Grameen bank that training helps to increase the motivation at the job.

Particular Respondent Percentage

Strongly Agree 7 70%
Agree 3 30%
Neutral 0 0%

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Disagree 0 0%
Strongly Disagree 0 0%
Total 10 100%

Agree Strongly agree

30%
Agree
Strongly Agree Neutral
70%
Disagree
Strongly Disagree

Figure: Grameen bank that training helps to increase the motivation at the
job.

Interpretation: From the graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.
That is 70% employees were strongly agreed, 30% employees were agreed with the
statement.

Comment: To increase the motivation of the employees at the job; the training
programs of the Grameen bank help the employees because survey should it.

8. Need assessment is done properly in your organization.

Particular Respondent Percentage

Strongly Agree 4 40%
Agree 5 50%
Neutral 0 0%
Disagree 1 10%
Strongly Disagree 0 0%

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Total 10 100%

Figure: Need assessment is done properly in your organization.

Interpretation: From the graph, it is seen that most of the employees were satisfied
with the training need assessment of Grameen bank. That is 40% employees were
strongly agreed, 50% employees were agreed and 10% disagree with the statement.

Comment: In very few times need assessment not done properly but in maximum
times they conduct it properly.

9. The learning objectives of training are met at the end of the training program.

Particular Respondent Percentage

Strongly Agree 6 60%
Agree 4 40%
Neutral 0 0%
Disagree 0 0%
Strongly Disagree 0 0%

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Total 10 100%

Figure: The learning objectives of training are met at the end of the training
program.

Interpretation: From the graph, it is seen that most of the employees were strongly
agreed with the statement and some of the employees were agreed with the statement.
That is 60% employees were strongly agreed, 40% employees were agreed with the
statement.

Comment: Since, after finishing the training program; learning objectives of the
training are met.

5.1.Major Findings:

1) Grameen bank provides both on the job training and off the training.
2) Grameen Bank employees are satisfied with the training contents of that
organization.
3) Grameen Bank does not follow fixed schedule for the training program.
4) Employees are happy with the trainers training system.
5) Some employees are not satisfied with the training environment in Grameen
bank.
6) To increase the motivation of the employees at the job the training programs
of the Grameen Bank help the employees.
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7) The training programs learning objectives of the training are met.

8) The need assessment is done properly in Grameen Bank
9) The majority employees are satisfied with the trainers and some are
dissatisfied.

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Chapter 06

Conclusion and Recommendation

6. Conclusion:

Grameen Bank is a statutory public authority, since it was established in 1983 under
an Ordinance. It is neither a NGO nor a bank/ a bank company/ a scheduled bank in
traditional term. Although its micro credit activities are similar to that of an NGO,
government possesses 25% ownership of that institution by law. The organization is
much more structured compared to any other bank operating local or foreign in
Bangladesh. It is relentless in pursuit of business innovation and improvement. It has
a reputation as a partner of consumer growth.

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Grameen Bank has become a large institution. From the very inception it plays a vital
role in the national economy. Grameen bank provides proper attention on every
department including the human resources department and an important function of
this HR department is training. Banking sectors no more depends on a traditional
method of banking. In this competitive world, this sector has trenched its wings wide
enough to cover any kind of financial service anywhere in this world.

From the phase of need assessment to evaluation of training, Grameen bank tries to
provide proper attention to enrich their employee’s skill for reaching in their desired
goal. With the help of training programs, organization can improve its productivity
and efficiency level to an utmost position.

Despite few of problems in training section in Grameen bank. It’s improving

employees and executives skills to reach the summit.

6.1. Recommendations:

As it is seen by all that the organizational and individual objectives are corresponding.
The accomplishment of both organizational and individual objectives can be directed
by training programs. Training makes it possible through optimizing utilization of
human resources that will inspire the employees to attain the organizational goals as
well as their individual goals.

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By studying and analyzing the current position of Grameen bank training program,
some problems are identified. So in this regard some recommendations can be given-

1. Grameen Bank should follow fixed schedule for the training program.
2. Some employees are not satisfied with the training environment in Grameen
bank so they should take proper initiative to develop their training
environment.

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APPENDIX

Bibliography:

Books:

1. Mohiuddin Md. “Human Resource Management” 6th edition, India, Replika press
Pvt.Ltd,2011

2. Raymond A. Noe and KodwaniAnitabh Doe, “Employee training and development” 5 th

edition, Tata McGraw Hill Education Pvt.Ltd.

Reports and Documents:

Annual report of Grameen Bank 2014

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Websites:

http://www.Grameen Bank.com/

www.Grameen.com

Annexure

Questionnaire

BANGLADESH UNIVERSITY OF BUSINESS & TECHNOLOGY (BUBT)

Dhaka Commerce College road, Mirpur-2, Dhaka-1216, Bangladesh

E-mail:info@bubt,info.bubt@ymail.com, Web site: www.bubt.edu.bd

Dear respondent,

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I am Nowsin Nazim, a student of Bangladesh University of Business and Technology

(BUBT) Program BBA, making a report on “Training Program of Grameen bank”. So
I need some information, I assure you this information will only be used for preparing
this report. You kind co-operation will be highly appreciate.

Personal Information:

Name of the respondent: ………………………………………..

Department: ………………………………………………………..

Designation: ………………………………………………………..

Gender: Male /Female

1. Do you have clear idea about different methods of training and development
of your organization?
A. Yes B. No
2. Which of the following training and development method Grameen bank
provides?
a. On the job
b. Off the job
c. Both

Please read carefully the questions and just put () in the respective box.

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Strongly
Strongly Disagre
Sl. Statements Agree Neutral Disagre
Agree e
e
Training programs are arranged
1
within the schedule time.
Training makes employees more
2
productive.
Grameen bank employees are
3 satisfied with the training content of
that organization.
Grameen bankemployees are
4
satisfied with the trainers.
The training environment is much
5
satisfactory
Grameen bank ensures that training
6 helps increase your motivation at
the job.
Need assessment is done properly
7
in your organization.
The learning objectives of training
8 are met at the end of the training
program.

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