THE GENERAL   

HRM ACTIVITIES 
OF GRAMEEN 
BANK     
 INTERNSHIP REPORT
ON
Grameen Bank
The General HRM Activities of Grameen Bank

Submitted To:
Mrs. Bushra Sanjana
Lecturer
Human Resource Management Dept.
School of Business
Independent University Bangladesh
COURSE CODE: BBA 499(A)

Submitted By:
Nazmul Huda Labon
ID: 1330444

Date of Submission: 1st December 2019

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 Letter of Transmittal

Mrs. Bushra Sanjana

Lecturer
Human Resource Management Dept.
School of Business
Independent University Bangladesh
Subject: Submission of internship report on “The General HRM Activities of Grameen Bank”

Dear Mam,

It is a great pleasure for me to submit here with my internship report, which has been prepared
under the smart dynamic leadership of personality like you. This report is an integral part of my
academic courses in conclusion of BBA program. The title of the report is The General HRM
Activities of Grameen Bank. During my three months internship in Grameen Bank for any
further explanation about the report, I will be gladly available to clarify all the things.

To complete the report, I have tried my best in imparting every available detail avoiding
unnecessary amplification of the report.

I am very much glad that you helped me for preparing report and hope that this report will meet
standards of your judgment.

Sincerely yours

Nazmul Huda Labon

ID: 1330444
Program: BBA
Major in HRM, Department of Management
Independent University Bangladesh

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 STUDENT DECLARATION

Nazmul Huda Labon here by declared that the internship report entitled ‘The General HRM
Activities of Grameen Bank’ is prepared by my own effort after the completion of three month’s
works at Grameen Bank. Under my internship supervisor, Bushra Sanjana, Faculty, Department
of Human Resource Management. Independent University Bangladesh. I also confirm that, this
report is only prepared for my academic requirement not for other purpose and not submitted any
other purpose and not submitted any other place before.

Nazmul Huda Labon

ID: 1330444
Program: BBA
Major in HRM, Department of Management
School of Business
Independent University Bangladesh

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 Acknowledgement

At first, I would like to express my gratitude to almighty Allah who has given me the opportunity
to go through the total process of internship and to write a report in this regard.

In conducting this report, I have munificent receive help from many quarters, which I like to put
on record here with deep gratitude and pleaser.

I would like to acknowledge my deepest gratitude to honorable internship supervisor, Bushra

Sanjana, Faculty, Department of Human Resource Management. Independent University
Bangladesh). She gave me her precious time from the very beginning of this report till the
completion. Her expert guidance, affectionate encouragement provides me critical insight into
the research problem and shows me the way for the meaningful ending of the report work in
short duration.

Last but not the least; I would like to thank all the officials of Grameen Bank Who have giving
me the chance to be familiar with the real organizational environment and practically
experiencing the procedure practiced at Grameen Bank. I also give thanks to my University
authority for providing excellent library and lab facilities.

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 Executive summery

Under internship program, each student has to prepare a report on the particular topic related to
the organization. According to the requirement, I have already completed my internship at
Grameen Bank. On the basis of my particular experience as well as theoretical knowledge, I have
completed the report regarding “compensation management system of Grameen Bank’. The main
focus of the study is to know the compensation management system of Grameen bank and also
showing the rational of the report. Background of the organization, history and objective of my
report. A sample of questionnaire which is used in the report and analyzed this questionnaire
some employees are satisfied with their compensation management system. But need to improve
their compensation management system.

All this information will help the management to identify various scopes and limitation of an
organization. This id basic rational behind the study. Besides it would be a great opportunity for
me to get familiar with this system. Although this report was carried out within short spell of
time, but I have tried my best to impart the accurate & huge information concerning the
comparative study on compensation system of Grameen bank.

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 CHAPTER-ONE
Introduction 

  1
1.1 Industry Background
In Bangladesh there are mainly four types of institutions involved in micro-finance activities.
These are 1) Grameen Bank (GB), a member owned specialized institution, 2) around 1500 Non-
Governmental Organizations (NGO) like BRAC, Proshika, ASA, BURO-Tangail, BEES,
CODEC, SUS, TMSS, Action- Aid etc. 3) Commercial and Specialized banks like Bangladesh
Krishi Bank (BKB), Rajshahi Krishi Unnayan Bank (RAKUB) and 4) Government sponsored
micro finance projects/ Programs like BRDB, Swanirvar Bangladesh, RD-12 and others which
are run through several ministries viz., Ministry of Women & Children Affairs, Ministry of
Youth & Sports, Ministry of Social Welfare etc. All the programs are targeted at the functionally
landless rural poor. All the MFIs provide mostly small, un-collateralized one-year term loans to
individuals belonging to jointly liable peer groups, and they use similar on-site loan
disbursement and weekly collection methods by forming village organizations or centers.1

A research reveals that NGOs started credit program in mid-eighties and their activities increased
noticeably higher after 1990 (CDF, 2000). With the increasing number of collateral free micro
credit disbursement by MFIs, some Nationalized Commercial Banks (NCBs), and Specialized
Banks like BKB and RAKUB have been encouraged to provide a considerable amount of their
rural credit to the poor without security. However, the amount is much less compared to the
deposit mobilization from the rural sector of the country. Today, some of the Private
Commercial Banks (PCBs) have also started direct and linkage programs with NGOs. Total loan
disbursement (cumulative) by these four kinds of institutions till December 2001 was taka
434.55 billion; of which disbursement under Government program was taka 37.77 billion
(8.69%), Grameen Bank disbursed taka 154.11 billion (35.46%), other Banks and MF-NGOs
disbursed taka 78.41 billion (18%) and taka 164.26 billion (37.80%) respectively (figure-1).
Recovery rate of all these organizations excluding formal banks and government sponsored
programs stood at 95 percent.2

                                                            
1
 https://www.bb.org.bd/saarcfinance/seminar/cpbdesh.php 
 
2
 https://www.bb.org.bd/saarcfinance/seminar/cpbdesh.php 
 

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1.2 Company portfolio & history
Grameen Bank is a micro finance organization and community development bank founded
in Bangladesh. It makes small loans (known as microcredit or "Grameencredit") to the
impoverished without requiring collateral
Grameen Bank (GB) has reversed conventional banking practice by removing the need for
collateral and created a banking system based on mutual trust, accountability, participation and
creativity. GB provides credit to the poorest of the poor in rural Bangladesh, without any
collateral. At GB, credit is a cost-effective weapon to fight poverty and it serves as a catalyst in
the overall development of socio-economic conditions of the poor who have been kept outside
the banking orbit on the ground that they are poor and hence not bankable. Professor Muhammad
Yunus, the founder of “Grameen Bank” reasoned that if financial resources can be made
available to the poor people on terms and conditions that are appropriate and reasonable, “these
millions of small people with their millions of small pursuits can add up to create the biggest
development wonder.” As of December, 2017, it has 8.93 million borrowers, 97 percent of
whom are women. With 2,568 branches, GB provides services in 81,400 villages, covering more
than 97 percent of the total villages in Bangladesh. Grameen Bank’s positive impact on its poor
and formerly poor borrowers has been documented in many independent studies carried out by
external agencies including the World Bank, the International Food Research Policy Institute
(IFPRI) and the Bangladesh Institute of Development Studies (BIDS).

1.3 Vision

The most important aspect of Grameen intervention is that the vision of a poverty free society
expounded by the Grameen leadership has been fostered among the important stakeholder
management, operating staff and bank members. They all share the same vision and value.

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1.4 Mission

The mission of Grameen Bank are,

• 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”.

1.5. 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:
ƒ Arouse curiosity
ƒ Stimulate interest on the subject of Microfinancing
ƒ Encourage responsibility of self-motivated learning
ƒ Learn and share with others
Discover individual role in the organization and the global community

1.6 Description of products or services

Grameen Bank provide loans and banking services for the poor-
• Investment:

  4
 ‐ poor women are given a loan to start an income generating activity
• Refund:
‐ From profit earned, the women pay back the loan with small interest
• Reinvestment:
‐ with the interest earned on the loan, the bank can give loans to more people.
• Local development:
‐ Loans, saving accounts, pension
‐ Education
‐ Empowerment of women
‐ Distribution of dividends to the poor (as shareholders)

1.7. Hierarchy of the organization

1.7.1 Main office:
Grameen Bank head office is situated in Dhaka. Grameen Bank is run by the decisions taken in
the meeting of board of directors. Grameen Bank is headed by a managing director who is
assisted by a deputy managing directors, five general managers supported by 9 deputy general
managers for twelve departments of Grameen Bank. And currently there are four special
program officers under four deputy general managers.

1.7.2 Board of Directors:

Grameen Bank is a registered bank of Bangladesh Bank. It has been working as bank since 1983
so it is following the rules and restrictions of Bangladesh Bank. Board of Directors is the main
decision making body in Grameen Bank. This body is composed of 13 members including three
members from Bangladesh government and Bangladesh Bank and others from Grameen Bank.
Managing directors is member of Grameen Bank board of Directors due to the power of the post
but he/she has no voting power.

  5
1.7.3 Managing Director and Deputy Managing Director
Mohammad Shahjahan, a deputy managing director of Grameen Bank, took over as the acting managing
director of the institution.

1.7.4 General Managers and Deputy General Managers

There are twelve departments in Grameen Bank and these are led by five General Manager and Nine
Deputy General managers.
01. Audit department
02. Managing Directors Secretariat
03. Grameen Bank Secretariat
04. Services Departments
05. Administration Department
06. Co-ordination & operation Department (west)
07. Training department
08. Establishment Department
09. International Program Department
10. Co-ordination and Operation Department (East)
11. Monitoring and evaluation Department
12. Account and Finance department

1.7.5 Organization Organogram:

Grameen Bank is working in pyramid shape organogram. Top of the pyramid stays its Head
office and at the bottom the members who are the owner of the bank. The diagram will clear
hierarchy.

  6
1.8 CSR activities organization
The Grameen Group is a multi-faceted group comprising a series of foundations and trusts, as
well as for-profit and non-profit ventures, united by the same vision: to improve the social and
economic conditions of the Bangladeshi population, with a special focus on creating
opportunities for people living in poverty. It was established by Dr Muhammad Yunus, the
Nobel Peace Prize-winning founder of the Grameen Bank. The Grameen Group can be seen as a
vast seedbed for entrepreneurship.
Developed over two decades, the Grameen group engages in a wide array of activities, such as
fostering entrepreneurship through microcredit facilities, enabling access to phone and internet
services, promoting renewable sources of energy, and setting up healthcare services; this is done
through 25 different organizations, creating a network of foundations and companies, each
responding to a specific identified need.

  7
What is remarkable is that the organizational structure of each entity results directly from a
continuous process of exploring ideas and transforming them into viable non-profit business.
Firstly, initial initiatives are put in place to try to resolve an identified issue, such as the lack of
access to microcredit to set up a small business, so that it can be ascertained which format works
better. Details are then worked out, through continuous discussion with field staff and the target
“beneficiaries”, such as young people, in order to adjust the procedure
1.8.1 Grameen Fund – promoting entrepreneurship
The Grameen Fund exists to invest in start-ups and business experimentation and acts as a
venture capital fund supporting individuals and organizations with innovative, entrepreneurial
ideas. Financial assistance to new business ventures include lean financing, bridge and
mezzanine financing, management buyouts of promising but troubled companies, and corporate
guarantees for borrowing by growth-oriented enterprises. The most common type of financing is
equity financing, whereby the Fund typically takes 51% of the total equity in a company.
Grameen Trust – spreading the word and replicating microcredit models worldwide
The Trust provides many kinds of assistance to microfinance institutions (MFIs). This includes
developing training programmes for staff and managers of MFIs, workshops that facilitate the
sharing of ideas and experiences among MFI leaders from around the world, and dialogue
programmes for institutions and individuals eager to learn how microcredit works. Grameen
Trust experts also provide consulting, evaluation, monitoring, and other forms of technical
assistance to MFIs.
Over time, the Trust has also become a wholesaler of donor funds to MFIs that are too small to
arrange their own funding. As a result, many microfinance institutions around the world owe
their start to seed money from the Grameen Trust.
A major activity of the Trust is to promote the Grameen Bank Approach, providing direct
financial and technical support to Grameen Bank Replication Projects worldwide, through
deploying its experienced staff to a specific region or country, such as recently in Bahrain, to set
up and implement projects; this strategy drastically lowers implementation time, as well as
training costs. Since its inception, the Trust has successfully supported more than 2000 MFI
projects in 37 countries.3

                                                            
 

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  9
 CHAPTER-TWO
(Internship Experience and observation)

  10
2.1 My Role in the organization
¾ Week 1:
o Meet with internship coordinator and fill out processing paperwork
o Visit Audio and Visual Department for power-point presentation outlining
Grameen Bank and various aspects of the Grameen family
o Discuss with coordinator personal interests for the internship
o Consult with coordinator for more detailed information about the Grameen
banking process and organization
o Discuss and plan village center day trip for first-hand exposure to Grameen
¾ Week 2:
o Go on village visit
ƒ Visits generally consist of:
• Meeting with branch manager at branch office
• Meeting center manager at village center accompanied by branch manager
• Attend center meeting to view loan repayment process and other center meeting
activities
• Q&A session with center borrowers and managers about the various aspects of
loans, businesses, the Grameen process and any other related issues
• If offered, tour the village and view borrower enterprises
o Return from visit and discuss any outstanding questions or issues with coordinator
o Plan for overnight visit to branch office and center
¾ Week 3:
o Go on overnight village visit with coordinator (depending on coordinator
availability) or interpreter
o This visit consists of the same general schedule as the day visit
o Return from visit and discuss any outstanding questions or issues with coordinator
o Plan for five-day overnight visit to branch office

  11
ƒ Week 4:
¾ Go on five-day overnight branch visit with coordinator (depending on coordinator
availability) or interpreter
¾ Activities will be the same as the previous visits but you will be attending more than one
center meeting per day and at various locations
¾ Week 5:
¾ Discuss any outstanding questions or issues with coordinator
¾ Plan for trip to Grameen sister companies to view active social businesses
¾ Week 6:
¾ Visit various Grameen sister companies to view active social businesses
¾ Depending on how many businesses wish to be seen these visits can be limited to day or
overnight ventures
¾ Return and discuss any outstanding questions or issues with coordinator

  12
 CHAPTER-THREE
Internship outcome and Issue Analysis 

  13
 

3.1 Human Resource Department

Grameen bank has newly formed a HRM dept. but there are several other departments that
help HRM dept. to manage the HRM practices. The departments are as follows,
• Administration Department
• Training Department
• International Program Department
• Accounts & Finance Department
• Service Department
• Establishment Department
• Monitoring & Evaluation Department
• Audit Department

3.2 Human resource planning

Human resource planning is the process of estimating human resource needs for achieving
human resource and organizational goals. It is the process through which organizational goals
are translated into objective. At Grameem Bank, they believe that their Human Resources give
the company a significant competitive edge in terms of knowledge and experiences.
Grameen Bank has an administrative Department. Grameen Bank is one of the biggest
employers in Bangladesh. There are total 25,000 employees in Grameen Bank. For the
employees there is systematic in house training in home and abroad. The effective working
days of this organization is 5 days per week and each employee will work 8 hours per day. For
festival leave, usually they will get the vacation of 7 days.
Grameem Bank usually paid their salaries to employees within 7 days of the next month. They
try maintaining to continuous development of the human resource through appropriate training
and motivation.

  14
3.3 HRM Practices of Grameen Bank
• Recruitment
• Training
• Employee relation
• Job analysis
• Job design
• Selection
• Performance Management
• Development
• Incentives
• Benefits
3.3.1 Recruitment and Selection process in Grameen Bank
Recruitment is the process through which the organization seeks applicants for potential
employment. Selection refers to the process by which it attempts to identify applicants with the
necessary knowledge, skills, abilities and other characteristics that will help the bank achieve
its goals, banks engaging in different strategies need different types and numbers of
employees. The strategy a company is pursuing will have a direct impact on the types of
employees that it seeks to recruit and selection.
3.3.2 Job Analysis
A job analysis provides a list of the personal attributes required to work effectively in the role.
This list of attributes is identified first by breaking down a person’s job into logical parts.
Next, each job task is analysed according to the knowledge, skills, abilities and attitudes
required to perform the job: correctly.
3.3.3 Source of recruitment
There are two kinds of source Grameen Bank uses for recruitment .They are
• External source
• Internal source.
We try to discuss all relative sources which are used for recruitment in Grameen Bank.

  15
3.3.4 Internal source
Grameen Bank thinks that current employees are a major source of recruits for all but entry-
level positions. Whether for promotions or for ‘Lateral’ job transfers, internal candidates
already know the informal organization and have detailed information about its formal policies
and procedures. Promotions and transfer are typically decided by operating managers with
little involvement by Administrative department.
3.3.5 Job-posting programs
Administration departments become involved when internal job openings are publicized to
employees through job positioning programs, which informs employees about opening and
required qualifications and invite qualify employees to apply. The notices usually are posted
on bank bulletin boards. Qualification and other facts typically are drawn from the job analysis
information. The purpose of job posting is to encourage employees to seek promotion and
transfers the help the Administration department fill internal opening and meet employee’s
personal objectives. Not all jobs openings are posted .Besides entry level positions, senior
management and top stuff positions may be filled by merit or with external recruiting. Job
posting is most common for lower level clerical, technical and supervisory positions.

3.4 Problems Identified in the Workplace

Like any organization of huge scale, Grameen Bank also suffers from some inefficient
bureaucratic HRM practices. Problems that I identified are as follows,
1. High bureaucracy creating complication in fast decision making
2. Only internal recruitment creating a gap of skilled corporate officers
3. Work environment in Branch Areas

3.5 Analysis of the situation

In this part I will be analyzing the situations that I identified in Grameen Banks HRM Linkage
Intergrtier.

3.5.1 High bureaucracy creating complication in fast decision making

I saw High bureaucracy in Grameen Bank. The decision makers are officials at the top creating
some problems that are explained below,

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3.5.1.1. Inflexibility Stampedes Creativity:
The entire bureaucratic framework bolsters unbending standards and guideline. This extreme
type of inflexible structures rushes inventiveness and confines development. In a wide range of
officialdom there is constantly unyielding, firm and unaccommodating. Besides, organization
requires everything to pursue a given framework, which reduces any odds of inventiveness and
out-of-the-crate arrangements. With the cutting edge world changing quick and developing
considering new difficulties, this inflexibility of administration is a major issue for any
association or government.

3.5.1.2 Impersonal:
As per Max Weber's hypothesis of organization, everything works inside a structure that needs
more space for human feelings, fulfillment, needs and qualities. It is generic in nature and neither
thinks about the buyers nor the representatives working around.

In a bureaucratic framework, the fixed principles and guidelines of an association are a higher
priority than any person's feelings, qualities or necessities. It is probably the greatest deficiency
of organization, which makes it one of the most hated types of organization.

3.5.1.4. Slower Decision Making:

As one can realize that a bureaucratic framework runs as per its structure and set mechanics of
officialdom, it essentially hinders the basic leadership forms. Organization frequently neglects to
rapidly react to the regularly changing focused world. It can't respond to business changes,
customer grumblings and request and-supply needs as fast as a portion of different contenders
can do.
This is one reason that we see superfluous postponements in a bureaucratic framework. The
present world requires quick paced choices and moment responses – something that
administration will consistently neglect to conform to.

3.5.1.5 Limited Capabilities of Employees:

Last, yet not the least, restricting abilities of its workers is perhaps the greatest disadvantage and
issues of administration. You should realize that a bureaucratic framework puts stock in

  17
substantial departmentalization and division of employment duties. Despite the fact that
compartmentalization may bring a few focal points, yet then again, it altogether confines the
potential and capacities of the representatives.
The job compartmentalization does not allow an employee to work beyond its delegated
responsibilities. This not only limits the personal growth and motivation of the employee, but it
also confines the overall productivity level of the organization.
Reinforcement theory is the process of shaping behavior by controlling the consequences of the
behavior. In reinforcement theory a combination of rewards and/or punishments is used to
reinforce desired behavior or extinguish unwanted behavior. Reinforcement theory of motivation
overlooks the internal state of individual. This theory focuses totally on what happens to an
individual when he takes some action. Thus, the external environment of the organization must
be designed effectively and positively so as to motivate the employee.

Reinforcement theory explains in detail how an individual learns behavior. To utilize this theory
in Grameen Bank, managers need to make an important role here. Managers who are making
attempt to motivate the employees must ensure that they do not reward all employees
simultaneously. They must tell the employees what they are not doing correct. They must tell the
employees how they can achieve positive reinforcement.

If Grameen Bank use this theory, than I think this may less high bureaucracy creating complication
in fast decision making

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3.5.2 Only internal recruitment leading to gap of skilled corporate officers
The following analysis shows the implication of only internal recruitment. 

3.5.2.1 Leaves a hole in current workforce

At the point when Grameen Bank elevates somebody to fill a vacant position, their old position
gets empty. This implies a progression of moves and advancements may follow that could upset
Grameen Bank’s business' tasks. At last Grameen Bank may need to go to outside enrollment
notwithstanding Grameen Banks inner contract.

3.5.2.2 Point of confinement Grameen Banks pool of candidates

While Grameen Bank’s organization may have a great deal of qualified contender for explicit
positions, this isn't really valid for each open job. For instance, if a job is genuinely new to
Grameen Bank’s business, Grameen Bank’s workers will have different claims to fame and will
most likely be unable to fill this aptitudes hole. Depending exclusively on interior contracting
implies you could pass up on the opportunity to enlist individuals with new aptitudes and
thoughts.

3.5.2.3 Result in Inflexible culture

Doing the majority of Grameen Bank’s procuring from inside Grameen Bank’s business may
bring about a dormant culture. This is on the grounds that representatives can get excessively
‘OK’ with the 'manner in which things are done' and battle to spot wasteful aspects and trial with
better approaches for working. An unbendable culture will be progressively risky in authority
positions where representatives may need to advocate for change and enhancements as opposed
to depending on set up, wasteful rehearses. Outer contracts are basic in shaking up culture and
offering a crisp point of view on existing issues.

3.5.3 Workplace Environment

As per my observation, a lot of the Area and Zonal offices contain good workplace environment.
However the branch offices located in rural and remote areas do not contain work friendly
environment largely due to their small size. These offices are cramped up with furniture’s and
very humid during the summer time. There is no air conditioning as well as communication
system in the rural area branches are not entirely suitable around the year.

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3.5.3.1 Culture and Conflict
As individuals have personality, organizations have cultures. Each organisation has its own
culture that distinguishes one organisation from another. Culture may be understood as sharing
of some core values or beliefs by the members of the organisation “Value for time” are the
culture of Reliance Industries Limited. The culture of Tata conglomerate is “get the best people
and set them free”.

HR practices need to be implemented that best fit the organisation’s culture. There is often
conflict between organizational culture and employee’s attitude. Conflict usually surfaces
because of dualities such as personal goal vs. organisational goal, discipline vs. autonomy, rights
vs. duties, etc. Such conflicts have their bearings on HR activities in an organisation.

In order to increase efficiency, effectiveness, productivity and job commitment of employees, the
business must satisfy the needs of its employees by providing good working conditions.
According to my observation, every employees are dissatisfied with the working environment in
Grameen Bank. Hygiene factor is one of the factors of Herzberg’s two factor theory. This
hygiene factor theory is related to this situation. The absence of hygiene factors will cause
employees to work less hard. Hygiene factors are not present in the actual job itself but surround
the job. The term "hygiene" is used in the sense that these are maintenance factors.

To utilize this theory Grameen Bank authority need to eliminate Job Hygiene Stressors. For
doing that , first step should be enhancing the motivation of the team is to ensure that the hygiene
factors are not causing dissatisfaction. Each person will examine hygiene factors through their
own unique frame of reference. Because of this, it’s important to work with each member of your
team to understand their specific perspective. If Grameen Bank authority use this Hygiene factor
than I think this will decrease job dissatisfactions among employees in the workplace and also
motivate the employees in a way that they will think that management cares for them.

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 CHAPTER-FOUR
(Recommendations and Conclusion)

  21
4.0 Recommendations
 

With the above analysis I can suggest the following to improve HRM practices in Grameen
Bank.

1. Define and promote organizational values related to innovation.

2. Include innovation as a major competency in leadership development plans.
3. Tie individual bonuses and/or salary increases to innovation.
4. Have a formal program to find and promote creative/innovative programs, products, or
ideas.
5. Put in place discrete budgets to fund innovation projects external to the enterprise (i.e. to
generate ideas or products from non-employees).
6. Provide internal training in creativity and innovation practices.
7. Reward innovation via more engaging work and/or autonomy
8. Put it in writing and set expectations upfront
9. Screen for culture fit
10. Be transparent about the work
11. Hiring competent corporate officers

The recommendations are broad in a sense that these take time to implement. My suggestion
would be Grameen bank should start slowly but surely should implement the above
recommendations.

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5.0 Conclusion
 

The internship period was really good in. Though this short period of time is not enough to go
through all the selection of banking and gather adequate knowledge but I am confident that this
few days report program at Grameen Bank will definitely help me realize my further career in
the job market.

Although committed and loyal employees are the most influential factor to becoming an
employer of choice, it’s no surprise that companies and organizations face significant challenges
in developing energized workforce. However, there are plenty of research to show that increased
employee commitment and trust in leadership can positively impact the company’s bottom line.
In fact, the true potential of an organization can only be realized when the productivity level of
all individuals and teams are fully aligned, committed and energized to successfully accomplish
the goals of the organization.

Companies need to express and a commitment to develop employees career objectives by

introducing initiatives that make employees believe that their current job is the best path to
achieving their career goals.

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References
 

Related links. (n.d.). Retrieved November 20, 2019, from

https://www.bb.org.bd/saarcfinance/seminar/cpbdesh.php.

(n.d.). Retrieved November 20, 2019, from

http://www.unesco.org/education/poverty/grameen.shtml.

Related links. (n.d.). Retrieved November 20, 2019, from

https://www.bb.org.bd/saarcfinance/seminar/cpbdesh.php.

The Editors of Encyclopaedia Britannica. (2017, January 2). Grameen Bank. Retrieved

November 20, 2019, from https://www.britannica.com/topic/Grameen-Bank.

The Nobel Peace Prize 2006. (n.d.). Retrieved November 20, 2019, from

https://www.nobelprize.org/prizes/peace/2006/grameen/facts/.

(n.d.). Retrieved November 20, 2019, from

1
 https://islamicreporting.org/successful‐csr‐foundation‐initiatives‐bangladesh/ 

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