Table of Contents

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Acknowledgement

Description Executive summary Foreword Chapter-1 Human Resource Management Importance of Human Resource Objectives and Importance of HRM Effective management of human resources Importance of HRM Globalization of Human Resource Management Essential Human Resource Management Skills Objective of the Study Chapter-2 Study Setting -BRAC What is BRAC History Introduction Vision Mission Objective of BRAC Brac priorities BRAC Strength BRAC Profile at glance Human resource Program infrastructure Annual expenditure Related companies instruction Economic Development Education
Public health

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10 11 11 12 12 13 14 15 15 16 17 14 18 18 19 19 20 20 21 21 22 25 25 26 27 27 28 29 30

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31 32 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63

Improving Naternal, neotal and child health survival (Rural)

Bangladesh: Health: Communicable Diseases Social Responsibilities BRAC Abroad: Our Strengths What we do: Socially Responsible Investments Information Technology Social Communication & Advocacy Project Statement CHAPTER 3 LITERATURE REVIEW The Concept of Human Resource Management
The Importance of HR as a Source of Competitive Advantage Single HRM Practices and Firm Performance Approaches in Studying HRM Practices

32 34 35 36 38 38 39 39 40 40 40 40 41 41 42 42 43 44 45 45 46 48 49 51 55 55 56 56 57

Universalistic perspective
Relationship between HRM Practices and Firm Performance

Expectancy Theory Chapter-4 Analytical Part Employee Services Definition SELECTION COMMITTEES Organizing, leading , controlling Training Development Training and Higher Study Major finding of the study Chapter-6

Recommendation and conclusion Some recommendations are mentioned below fro improving the organization Conclusion
Biography Reference

58 59

Acknowledgement
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I wish to acknowledge immeasurable grace and profound kindness of the Almighty Allah, the supreme ruler of the universe who enables me to make my dream in a reality.

From my first inception until its final completion the success of the study rests not only me but also on the contribution of all kind of employee of BRAC. They give me vivid discussion. Who have inspired, influence guided my work. I wish to express my immense gratitude and my special debt to my respected teacher and supervisor Md. Shahreer Alam . I am thankful to his untiring guidance helps and suggestion. I also thank my friends and classmate who help me for doing this report. I am grateful to them for their valuable comments correction etc. on my report. Finally the inspiration, encouragement and support provided by our parents must be acknowledged.

Name of related cources

1st Semester 1. Organization Behavior, 2. Quantitative Analysis for Managers, 3. Business Communication, 4. Accounting for Management Planning and control 5. Economic condition Analysis nd Semester 2 1. Management Information System 2. Human Resource Management 3. International Business 4. Managerial Economics 5. Marketing management & Practice 3rd Semester 1. Strategic Human Resource Management 2. Operation Management 3. Entrepreneurship Development 4. Industrial Relation and conflict management 5. Strategic Management 4th Semester 1. Business Thesis & Corporate Social Responsibility 2. Industrial Relation and Conflict Management

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3. Legal Environment in Business 4. Management Accounting 5. Financial Management

Its various aspects. I have shared the ideas how to present assigned task ourselves and I discussed how strategy is dealt in our respective organizations. I hope that this presentation would be able to give a clear idea about the given task and enhance our skill of all valuable subjects.

Executive summary

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This research report is a partial requirement of the Thesis phase of EMBA program, department of management, institute of Atish Dipankar University of Science and Technology, Panthapath Campus Dhaka. The topics of the report are Human Resource Management at Global Bridge. Human resource management is very much important for ever business organization. Human Resource may be the most misunderstood of all corporate departments but is also the most necessary. Those who work in Human Resource mare not only responsible for hiring and firing. The also handle contacting job reference and administering employees benefits.

Human resource management is the process of acquiring training appraising, and compensating employees, and attending to their labor relation heat and safety and fairness concerns. Its true that and individual who works in Human Resources must be a People Person since anyone in this department deals with a number of employees as well as outside individuals on any given day a pleasant demeanor is a must. The benefits of globalization have been very unevenly distributed both between and within nations. As the same time a hot of social problems have emerged or intensified, creating increased hardship insecurity and anxiety for many across the world, fuelling a strong backlash. As a result, the present form the globalization is facing a crisis of legitimacy resulting form the erosion of popular support. The concept encompasses investment in the skills of the labor force including education and vocational training to develop specific skills. Human capital is one component of a countrys overall compositeness. The most successful developing countries, for example, India Pakistan are investing heavily in the education and health skills of their population.

Actually these departments of that work. This department of the organization works with the employee and the staff and worker. This department deals with their job planning and design, recruitment, selection, measure their hob performance and target their compensation

1.1 Foreword

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The MBA course, this Thesis would be able to develop knowledge regarding various aspects. This will also helpful for achieving the goals of our study of Strategic Management. This study would definitely enhance the capability to explore some idea about the pros and cons of an strategy and it must help the students to improve their insight about Strategic Management and our skills in the application of IT in our respective working fields. The main objective of this course is to ensure that students gain a thorough knowledge of Human Resource Management theory and practice. To that end, the following learning goals are specified: At the end of this course, and having successfully followed the lectures and studied the literature prescribed for the course, students should be able to:

Understand and reproduce the theoretical arguments underpinning how Human Resource Management can be used by organizations to gain a competitive advantage Understand and describe what is meant by Strategic Human Resource Management and what this implies for the way organizations manage their human resources as well as their HRM practitioners and the HRM function Understand and describe the major elements in the analysis of the design of work from the perspective of Human Resource Management Understand and describe the main practices, policies and systems involved in the recruitment, selection and placement of Human Resources the assessment, reward and retention of Human Resources Furthermore, this is an introductory course, and students should expect a strong emphasis on the mastery of basic factual information and knowledge on what Human Resource Management is, how it takes shape, and why it is important in organizations

Chapter 1:

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1.1 Human resource management

(HRM, or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union) HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In startup companies, HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications .

1.2 Importance of Human Resource :

Human Resource Planning, Workforce Motivation, Employment Opportunities, HR Practices, Employee Engagement, Human capital, Headhunting, Executive Search, Business Transition, Team Building

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1.3 Objectives and Importance of HRM

The principal objectives of HRM may be listed thus: To help the organization reach its goals: HR department like other departments in an organization exists to achieve the goals of the organization first and if it does not meet these purposes, HR department (or for that matter any other unit) will wither and die. To employ the skills and abilities of the workforce efficiently: The primary purpose of HRM is to make peoples strengths productive and to benefit customers, Stockholders and employees. To provide the organization with well trained and well motivated employees: HRM requires that employees are motivated to exert their maximum efforts that their performance be evaluated properly for results and that they be remunerated on the basis of their contributions to the organizations. To increase to the fullest the employees job satisfaction and self actualization: It tries to prompt and stimulate every employee to realize his potential. To this end suitable programs have to be designed aimed at improving the quality of work life (QWL). To develop and maintain quality of work life: it makes employment in the organization a desirable, personal and social situation. Without improvement in the quality of work life it is difficult to improve organizational performance. To communicate HR policies to all employees: It is the responsibility of HRM to communicate in the fullest possible sense; tapping ideas, opinions and feelings of customers non customers regulators and other external public as well as understanding the views of internal human resources. To be ethically and socially responsive to the needs of society: HRM must ensure that organizations manage human resource in an ethical and socially responsible manner through ensuring compliance with legal and ethical standards. People have always been central to organizations, but their strategic importance is growing in todays knowledge based industries. An organizations success increasingly depends on the knowledge skills and abilities (KSAs) of employees particularly as they help establish a set of core competencies that distinguish an organization from its competitors. With appropriate HR policies and practices an

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organization can hire develop and utilizes best brains in the marketplace realize its professional goals and deliver results better than others. Human resources management helps an organization and its people to realize their respective goals thus: At the enterprise levels: 1) Good human resource practices can help in attracting and retaining the best people in the organization. Planning alerts the company to the types it will need in the short medium and long run. 2) it helps in training people for challenging roles, developing right attitudes towards the job and the company promoting team spirit among employees and developing loyalty and commitment through appropriate reward schemes. At the individual level: Effective management of human resources helps employees thus: 1) it promotes team work and team spirit among employees. 2) It offers excellent growth opportunities to people who have the potential to rise. 3) It allows people to work with diligence and commitment. At the society level: Society, as a whole is the major beneficiary of good human resources practices 1) Employment opportunities multiply. 2) Scarce talents are put to best use. Companies that pay and treat people well always race ahead of others and deliver excellent results At the national level: Effective use of human resources helps in exploitation of natural, physical and financial resources in a better way. People with right skills, proper attitudes and appropriate values help the nation to get ahead and compete with the best in the world leading to better standard.

Importance of HRM : Good HR practices help:

1) attract and retain talent 2) train people for challenging roles 3) develop skills and competencies 4) promote team spirit 5) develop loyalty and commitment 6) increase productivity and profits 7) improve job satisfaction 8) enhance standard of living 9) Generate employment opportunities. Page-9

1.4 Globalization of Human Resource Management: A Cross-Cultural Perspective for the Public Sector. Human resource management can include two large areas: personnel management and development functions. This paper attempts to shed light on development functions, which have tended to be somewhat disregarded in traditional public personnel administration and international public administration education. The primary objective is to answer some of the most critical questions regarding human resources in a global perspective. How can executives develop a multicultural management group? What role should human resources play in the management of negotiations and international collaboration? How can cross-cultural competencies best be developed? International environments are changing rapidly. Nothing is permanent, and the cause of yesterday's success may be the cause of tomorrow's failure. Today's leaders must assume the responsibility for creating new models of management systems because many of the assumptions on which management practice were based are now becoming obsolete. Foreign competition and the need to trade more effectively overseas have forced most corporations and government to become increasingly culturally sensitive and globally minded. Rapid technological changes has transformed the time dimension of competition. Speed and quality in addressing the needs of worldwide customers greatly influence who the next winning businesses are going to be. The diffusion of technological know-how around the world is also much quicker than in any other previous era. New powerful global competitors are emerging in countries previously on the periphery of global economic activities. Global competitive conditions are presently affected by a rapid internationalization of service businesses, much of it, again, driven by the emergence of new boundary-crossing technologies.1 Globalization implies accepting that cultural diversity in management composition and management style contributes to the competitive advantage of the global agency. Also, effective globalization calls for the pursuit of a number of management approaches that, on paper, may seem contradictory, but that can truly be effective only through their simultaneous and balanced application. Global human resource management provides an organized framework for developing and managing people who are comfortable with the strategic and operational paradoxes embedded in global organizations and who are capable of managing cultural diversity.2 To develop and manage a global organization implies developing and managing people who can think, lead, and act from a global perspective, and who must possess a global mind as well as global skills. Not one, two, or a dozen international specialists, but a multitude of executives, managers, and professionals are needed to form the core of a global agency.3 The process of globalization requires a progressive transformation of thinking about the role and tools of human resource management in the public sector. The argument proposed is that human resource management can and should make a contribution to the competitive strategy of a global village. This paper is divided into four parts. The first part deals with the significant environment of global human resource management. The cultural context is examined by comparing human resource management to national cultures. The second part is devoted to specific functional aspects of human Page-10

resource management that have a unique dimension in a global organization, including the role of human resource management in negotiation. The third part is devoted to the training and development of global managers and executives. Finally, the fourth part offers proposals for potential changes in public administration education, to better meet emerging demands in the public sector. Setting the Context for the Globalization of Human Resource Management Changes in the contemporary global economy highlight many of the emerging challenges facing human resource management (HRM). Vast macro-societal changes increasingly bind countries into interdependent nations in which goods, capital, and people move freely. Between these communities, however, there remains a patchwork of cultural barriers.4 To remain successful in this new global age, agencies must commit themselves to transnationalism. They must also internalize strategies that are likely to succeed in global competition. Implementing successful global strategies requires careful attention to the paradoxes created in the management of human resources and the maintenance of multifaceted organizational cultures.

1.5 Essential Human Resource Management Skills:

When interviewing a potential new hire, its standard procedure for a Human Resources professional to assess the candidate as compared to a list of key skills and personal characteristics needed for the job.

Here it goes:
1). Human Resources Management Key Skill Organization: Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the Human Resources function. Youre dealing with peoples lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it wont do to say, Hold on. Ill see if I can find it.

2). Resources Management Key Skill Multitasking:

On any day, an HR professional will deal with an employees personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesnt much care if youre already helping colleague B. You need to be able to handle it all, all at once.

3).Human Resources Management Key Skill Discretion and Business Ethics:

Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor officers approaches to employees to ensure proper ethics are observed. You need to be able to push back when they arent, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization.

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4).Human Resources Management Key Skill Dual Focus: HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. Thats something you would never do.

5).Human Resources Management Key Skill Employee Trust:

Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top managements policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned. 6).Human Resources Management Key Skill Fairness: Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples voices are heard, that laws and policies are followed, and that privacy and respect is maintained. 7).Human Resources Management Key Skill Dedication to Continuous Improvement: HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR professional also uses technology and other means to continuously improve the HR function itself. 8).Human Resources Management Key Skill Strategic Orientation: Forward-thinking HR professionals take a leadership role and influence managements strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, People are our most important asset. 9).Human Resources Management Key Skill Team Orientation: Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work.

1.6) Objective of the Study:

My objective of the study is to know about the organization and its present adjective. Through the study I have tired to learn about organizations policy, procedures, objective, strategic, objectives for its competitive advantage. Beside this I have known how the organization structure is formed. As I have offered strategic management course theoretically but this requires practical knowledge that is being exercise or followed by emerging industry.

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The objectives of the study are as under: To find ourt the different strategy on HRM To evaluate the implementation process of the strategic HRM To evaluate the over all working environment of BRAC To have an idea the implementation technique of HRM function To evaluate the HRM practice procedure of BRAC To have a prcitical exposure 1.7).Methology of the study: to satisfy the objectives requires information form some sources. To the best of my capalibity I collect data through personal conversation with executives, staffs, besides this inquires into diffirent type of mazanize , published books. The Metholodogy fo the study as under:

1.5.1 primary data collection:

primary data have been collected through interviews with concerned authority of the employees fo the BRAC. Some data also have beeb collected through observations.

1.5.2: Secondary data collection:

secondary data collection are very much available in these regard brochures, catalogues, officials records of designated organization and the ISPs information as secondary data in this study

1.5.3: limitations fo the study:

This project did not cover all funciton of Human Resource that followed in BRAC. 1. the report relied heavily on the peorsonal judgment and observation 2. this report is limited to Dhaka corporate office only. 3. most of the employees of Brac were not cooprated Office

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Chapter 2 Study Setting

BRAC is the worlds largest development organisation and is doing tremendous work impacting the lives of millions. BRAC is making a significant contribution to Bangladesh, making huge leaps forward in meeting the Millennium Development Goals.
- Subinay Nandy, Country Director, China, United Nations Development Programme

2.1 What is BRAC?

BRAC is a development organisation dedicated to alleviating poverty by empowering the poor to bring about change in their own lives. We started out in Bangladesh in 1972, and over the course of our evolution, we have established ourselves as a pioneer in recognising and tackling the many different realities of poverty.

2.2 Introduction:

Introducer
Fazle Hasan Abed, founder of BRAC

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Known at the time as the Bangladesh Rural Advancement Committee, BRAC was initiated in 1972 by Fazle Hasan Abed at Sulla in the district of Sylhet as a small-scale relief and rehabilitation project to help returning war refugees after the Bangladesh Liberation War of 1971. In nine months, 14 thousand homes were rebuilt as part of the relief effort. Several hundred boats were also built for the fishermen. Medical centers were opened and other essential services were ensured. At the end of 1972, when the first phase of relief work was over, BRAC turned towards long-term development needs and reorganized itself as a multifaceted development organization focusing on the empowerment of the poor and landless, particularly women and children.

2.3 History:
1974, BRAC had started providing micro credit and had started analyzing the usefulness of credit inputs in the lives of the poor. Till the mid 70s, BRAC concentrated on community development through multi-sect oral village development programmers that included agriculture, fisheries, cooperatives, rural crafts, adult literacy, health and family planning, vocational training for women and construction of community centers. A Research and Evaluation Division (RED) was set up by BRAC in 1975 to analyze and evaluate its activities and provide direction for the organization to expand and evolve. In 1977, BRAC shifted from community development towards a more targeted approach by organizing village groups called Village Organizations (VO). This approach targeted the poorest of the poor the landless, small farmers, artisans, and vulnerable women. Those who own less than half an acre of land and survive by selling manual labor were regarded as BRACs target group. That same year BRAC set up a commercial printing press to help finance its activities. The handicraft retail chain called Aarong, was established the following year.

2.3.1 In 1979, BRAC entered the health field in a major way. It established the nation-wide Oral Therapy Extension Programme (OTEP), a campaign to combat diarrhoea, the leading cause of the high child mortality rate in Bangladesh. Over a ten-year period 1,200 BRAC workers went door-to-door to teach 12 million mothers the preparation of home-made oral saline. Bangladesh today has one of the highest rates of usage of oral rehydration, and BRACs campaign cut down child and infant mortality from 285 per thousand to 75 per thousand.[4] This initial success in scaling up propelled rapid expansion of other BRAC programmes such as Non Formal Primary Education which BRAC started in 1985 a model that has been replicated in about a dozen countries.

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2.3.2 In 1986 BRAC started its Rural Development Programme : that incorporated four major activities institution building including functional education and training, credit operation, income and employment generation and support service programmes. In 1991 the Womens Health Development programme commenced. The following year BRAC established a Centre for Development Management (CDM) in Rajendrapur. Its' Social Development, Human Rights and Legal Services Programme was launched in 1996 with the aim to empower women with legal rights and assist them in becoming involved with community and ward level organizations. In 1998, BRACs Dairy and Food project was commissioned. BRAC launched an Information Technology Institute the following year. In 2001, BRAC established a university called BRAC University with the aim to create future leaders and the BRAC Bank was started to cater primarily to small and medium entreprises.

designed specifically for those that BRAC defines as the ultra poor - the extreme poor who cannot access conventional microfinance. The same year BRAC also went into Afghanistan with relief and rehabilitation programmes. It was the first organization in Bangladesh to establish, in 2004, the office of In 2002 BRAC launched a programme called Challenging the Frontiers of Poverty Reduction Targeting the Ultra Poor (CFPR-TUP) an Ombudspersonn

2.5 Mission:
BRAC, based in Bangladesh, is currently (May 2010) the world's largest non-governmental development organization[citation needed]. Established by Sir Fazle Hasan Abed in 1972 soon after the independence of Bangladesh, BRAC is currently present in all 64 districts of Bangladesh, with over 7 million microfinance group members, 37,500 non-formal primary schools and more than 70,000 health volunteers. BRAC is the largest NGO by number of staff employing over 120,000 people, the majority of whom are women. BRAC operates various programs such as those in microfinance and education in over nine countries across Asia and Africa, reaching more than 110 million people. The organization is 80% self-funded through a number of commercial enterprises that include a dairy and food project and a chain of retail handicraft stores called Aarong. BRAC maintains offices in 14 countries throughout the world, including BRAC USA and BRAC UK. BRAC is a few years into their initiative to operate in ten African countries in the next ten years

2.6 Vision:

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BRAC tackles poverty from a holistic viewpoint, transitioning individuals from being aid recipients to becoming empowered citizens in control of their own destinies. Over the years, BRAC has organized the isolated poor and learned to understand their needs by piloting, refining and scaling up practical ways to increase their access to resources, support their entrepreneurship and empower them to become active agents of change. Women and girls have been the central analytical lens of BRACs anti-poverty approach; BRAC recognizes both their vulnerabilities and thirst for change. BRAC always strives to find practical and scalable approaches to eradicate poverty wherever it is. In April 2009, Freedom from Want, a book that traces the evolution of BRAC by author Ian Smillie, was

2.7 Objectives of BRAC

BRAC has done what few others have they have achieved success on a massive scale, bringing lifesaving health programs to millions of the world's poorest people. They remind us that even the most intractable health problems are solvable, and inspire us to match their success throughout the developing world.

2.8 Brac Priorities

Focus on Women - We work with poor women, who are the worst affected by poverty. But if empowered with the right tools, they can play a crucial role in bringing about changes within their families and their communities. Over 98% of our membership is female; and more than 95% of our volunteer cadre - health volunteers, paralegal trainers, agriculture, livestock and poultry extension workers and school teachers - are women. Organising the Poor - Organising the poor is at the heart of our work. Our Village Organisations (VOs) each with 30-40 women act as platforms for poor women to come together, access services such as microfinance, exchange information and raise awareness on social, legal and other issues concerning their daily lives. As a group, these women who as individuals have little or no voice in decision-making within their homes or their communities are able to speak out and influence change. Unleashing Human Potential - We believe in unleashing human potential. BRAC acts as a catalyst presenting a multitude of opportunities - both economic and social - that allows poor families to transform their own lives and futures. Everything we do is in response to the needs of disadvantaged people who are marginalised, and excluded from mainstream development. BRAC is for such people - who are poor for a lack of opportunities, not potential. Comprehensive Approach - We believe that there are many underlying causes of poverty, and these causes are interlinked. In order for the poor to come out of poverty, they must have the tools to fight it across all fronts. We have, therefore, developed support services in areas of

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human rights, legal aid, education, health care, social and economic empowerment, finance and enterprise development, agriculture, environmental sustainability and disaster preparedness.

2.9 Brac Strengths:

Thinking local, acting global - We were conceived in the aftermath of war in one of the poorest countries in the world that is frequently wracked by natural disasters. With our roots strongly placed at the heart of poverty, we have first-hand insight and experience necessary to understand its many faces, and develop effective and innovative tools to help tackle them. We live and work within households and communities, but operate our successful interventions at national levels to maximise their impact. We have developed a culture of knowledge-sharing, which has enabled us to extend proven techniques and best practices across geographical barriers. We currently work in 9 countries across Asia and Africa. Increasingly self-reliant - Self reliance is a key theme at BRAC, both for those we support as well as ourselves. From our inception nearly four decades ago as a fully donor-funded relief project, we have come to be over 70% self-financed, which is no small feat considering our annual budget of nearly USD 535 million. We have achieved this level of self- reliance not only through built-in measures to ensure efficiency and cost-effectiveness across all your programmes, but also by innovating the concept of social enterprises. Our social enterprises, ranging from agriculture to handicrafts, are strategically connected to our development programmes and form crucial chain linkages that increase the productivity of our members assets and labour, and reduce the risks of their enterprises. The surplus generated from these enterprises are fed back into our development programmes that help to make us increasingly self-reliant. Unprecedented Scale and Reach - "Small is beautiful, but big is necessary" - Fazle Hasan Abed, BRAC Founder and Chairperson. Working in countries where the poor number in the tens of millions, we cannot afford to be satisfied with small-scale projects. We are specialists in taking an idea, testing it, perfecting it and then expanding it rapidly to national scale cost-effectively and without compromising quality. Today, BRAC is the largest development organisation in the world in terms of its reach its tuberculosis programme alone covers a population of over 80 million people in Bangladesh. We are also the largest in terms of staff size, employing more than 60,000 people, and organising and training an additional 60,000 self-employed health volunteers, agriculture and livestock extension agents and part-time teachers. Across the world, our staff and our volunteers together reach an estimated 110 million people. Proven Track Record - We are a major contributor to the development success story of Bangladesh - a country on track to meet the majority of the millennium development goals and join the ranks of middle income countries. In a short span of time, we have also grown to become

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a leading development organisation in all the other countries in which we are working. We are the development partner of choice for most donor agencies and governments

Brac centre
Profile: BRAC Type Founded Location 1972 Dhaka, Bangladesh

Key people Fazle Hasan Abed, founder

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Products

Microfinance Education Health Environmental Programs Social development Programs Economic development Programs 15,141,608,631 Taka (2007) ($223,929,131 USD) [1]

Revenue

Employees 119,520 (Dec 2009) [2] Website http://www.brac.net

BRAC Profile at glance BRAC Profile at glance

District Upazila/Thana Villages Urban slums Population covered

64 480 68480 4378 100 Million

Development programs
Development programs
Village Organization Membership total Loan disbursement

Male-131477, Female-4727286 Tk. 2590 Million

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Loan outstanding Payment rate Members saving Currently Enroller Graduate (Till to date)

Tk. 14630 Million 98.47% Tk 7657 Million BRC School 1.5 Million 2.8 Million Health programe -essential health cares 31 Million
-tuberculosis control program 82 Million -nation nutrition program 13 Million

Population coverage of

Commercial Enterprises
Commercial Enterprises
Arong Shops Printing press Dairy and food project

8 1 1

Job creation
job creation
Poultry Livestock agriculture Fisheries sericulture Horticulture Handicraft products Small Enterprise 198165 470774 847576 277230 19060 179031 15223 136159

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Human resource
Human resource Staff School teachers Community health volunteers Community health workers Poultry workers Community nutrition workers Nutrition woman members 32652 65412 29736 2284 50805 11988 119658

Program infrastructure
Program infrastructure Religion offices Area office Team office Training centre Health centre Diagnostic laboratories School Gono Kendra (Union Libraris) Kisor Kendra Handicraft production centre Limb and brac centre 137 498 1172 19 48 51 Primary-31619 , pre-Primary-16019 878 8811 285 1

Annual expenditure
Year 2003 Amount Tk.6283 Million/U$ 130 Million Annual expenditure % 32%

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2004 2005 2006 2007 2008 2009

Tk.7708 Million/U$ 148 Million Tk.8024 Million/U$ 152 Million Tk.8135 Million/U$ 153 Million Tk.9258 Million/U$ 161 Million Tk.11471 Million/U$ 196 Million Tk.14487 Million/U$ 245 Million

30% 21% 21% 20% 20% 23%

Program support enterprise

Program support enterprise
Name Poultry firms and hatcheries-6 Feed meals-3 Prawn hatcheries-8 Iarave-8 Fish Hatcheries-4

Capacity(annual) 13.5 Million chicks 4000MT 15 Million post 5000 Kg fish spawn

Related companies instruction

Related companies instruction BRAC industries BRAC BD mail Network BRAC Services LTD Delta V housing finance Corporation BRAC University BRAC Bank BRAC Tea corporation BRAC documentations Ltd Cold Storage Internet service Hospitality Land and housing Tertiany Education Small Medium Tea plantation & production software

BRAC Afghanistan
BRAC Afghanistan

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Work Area Community school and studies student Seed processing centre -2 Seed production farms-23 Sericulture-3 Grain ages-12 Nurseries-12 Bull station-1 Lodized salt industry-1

94 District offices under 17 provinces 83 with 2753 3500MT 5200MT 15 MT 2.0 Million Dft 21.5 Million sapling 125000 doses

80000MT

2.10 Economic Development

BRACs Economic Development programmed includes microcredit, and at present it is prominent among the biggest NGOs in terms of microcredit activities. It provides collateral-free credit using a solidarity lending methodology, as well as obligatory savings schemes through its Village Organizations. Reaching nearly 4 million borrowers, Village Organizations provide different levels of loans to different poverty groups. Through a recent initiative, BRAC has reached out also to those who, due to extreme poverty cannot access microfinance. BRAC defines such people suffering from extreme poverty as the 'ultra poor', and has designed a programme customized for this group that combines subsidy with enterprise development training, healthcare, social development and asset transfer, eventually pulling the ultra poor into its mainstream microfinance programme.

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Jaminder-Ginni dolls made by village artisans. Handicrafts like these are sold by Aarong, BRAC's

handicrafts store.
In addition to Microfinance, BRAC provides sector-specific enterprise training and support to its member borrowers in poultry and livestock, fisheries, social forestry, agriculture and sericulture. It also provides supply of inputs essential for certain enterprises through its Programme Support Enterprises that include Poultry farm and disease diagnostic laboratory, Bull Station, Feed Mill, Broiler Production and Marketing, Seed Production, Processing, Marketing and Soil Testing, BRAC Nursery, and Fish and Prawn Hatchery. BRACs Vegetable Export programme started in 1998 is a venture that is aimed at bridging the gap between local producers and international markets.[5] BRAC also focuses on the problem of youth employment, providing assistance for young men and especially women to join the workforce, for example, with programs like the Adolescent Development Program. Moving ahead in Bangladesh BRAC also has a number of commercial programmes that contribute to the sustainability of BRACs development programmes since returns from the commercial programmes are channeled back into BRACs development activities. These programmes include Aarong, a retail handicraft chain, BRAC Dairy and Food Project, and BRAC Salt.

2.11 Education
BRACs Non-Formal Primary Education programme provides five-year primary education course in four years to poor, rural, disadvantaged children and drop-outs who cannot access formal schooling. These one-room schools are for children between eight and fourteen years of age. Each school typically consists of 33 students and one teacher. Core subjects include Mathematics, Social Studies and English. The schools also offer extracurricular activities. As of June 2008, 37,500 Primary Schools and 24,750 Pre-Primary schools have been established by BRAC enrolling nearly 3 million children, 65% of whom are girls. The schools have a drop-out rate of less than 5%.

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BRAC has set up centres for adolescents called Kishori Kendra that provide reading material and serve as a gathering place for adolescents where they are educated about issues sensitive to the Bangladeshi society like reproductive health, early marriage, womens legal rights etc. BRAC has also set up community libraries 185 out of 964 of which are equipped with computers Bangladesh: Education: Pre-primary Schools

The transition from the familiar environment of a home to the more impersonal space of a school is particularly daunting for children from poorer households where parents are more likely to be uneducated and illiterate. As such, the parents may not have the education necessary to teach them foundational literacy, reading, and mathematical skills, nor have the same kind of enthusiasm for the demands and impersonal routines of formal schooling that is common to better-off, educated parents. BRACs 20,140 pre-primary schools prepare young children for their transition from home to school based learning. This intervention enables young children to become familiar with the alphabet and numbers. The curriculum teaches three subjects, Bangla, Maths and Science, and runs for one year. It is geared towards children who are unable to begin their schooling before the age of six. Small class Page-27

sizes of 26-30 children and locally recruited women teachers with whom the children are likely to be familiar eases this critical transition for children and parents. Teachers are paid a salary through the government, and preference is given for teachers who have at least eight years of schooling and a senior school certificate. BRAC trains these teachers well in the latest and most effective teaching methodolgies in a non-formal, creative manner, encouraging effective development of children's communications, language and social skills, active hands on learning, the use of arts including free-hand drawings and other modes of classwork. This model of education has proven to keep children interested in learning and in school. BRAC schools provide a comfortable and fun atmosphere in which students and parents can accustom themselves to the idea of school and have a great first experience in education.

2.12 Public health:

BRAC started providing public healthcare in 1972 with an initial focus on curative care through paramedics and a self-financing health insurance scheme. The programme went on to offer integrated health care services, its key achievements including the reduction of child mortality rates through campaign for oral rehydration in the 80s and taking immunization from 2% to 70% in Bangladesh. BRAC currently provides a range of services that reach an estimated 31 million rural poor and include services for mothers in reproductive health care and infants. As of December 2007, 70,000 community health volunteers and 18,000 health workers have been trained and mobilized by BRAC to deliver door-to-door health care services to the rural poor. It has established 37 static health centres and a Limb and Brace Fitting Centre that provides low cost devices and services for the physically disabled. {BRAC At a Glance, June 2006} In partnership with the government of Bangladesh, BRAC is implementing a Directly Observed Treatment Short-course (DOTS) strategy to treat Tuberculosis in Bangladesh. Its other major partnership programmes with the government and/or other organizations include programmes in malaria prevention and control and arsenic mitigation. BRACs Water, Sanitation and Hygiene (WASH) programme, among BRACs new initiatives, plans to achieve the target set forth by the government of Bangladesh to achieve the Millennium Development Goal of improved hygienic practices and supply of safe water by the year 2014. Also one of BRACs new initiatives is its HIV/AIDS programme addresses awareness raising activities among the generation population including education of couples, adolescent boys and girls, high-risk groups and promotes use of condoms. BRAC also provides treatment for STI/RTI and consumption loans to brothel-based sex workers to empower them for compliance to condom use. Where We Work: Bangladesh: Health

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From its founding days, healthcare interventions have been an integral aspect of BRACs holistic and rights based approach to development. The two major objectives of the BRAC Health Programme are to improve maternal, neonatal and child health, and to reduce vulnerability to communicable diseases and common ailments. Our Health programme is a combination of preventive, curative, rehabilitative and promotional health services.

2.13 Essential Health Services:

Maternal, Newborn & Child Health and Nutrition Communicable Diseases Non-communicable diseases Shushasthyas Bangladesh: Health: Essential Health Services Essential Health Care Essential Health Care is the core component of our health programme. It is an integrated package of preventive and basic curative and referral care, all aimed at improving the health and nutritional status of poor people, especially women and children. It has seven components: health and nutrition education; water and sanitation; family planning; immunisation; pregnancy-related care; basic curative services; and tuberculosis control. In some areas, it includes additional activities such as services for presbyopia, pneumonia, malaria and promotion of safe delivery practices. It also collaborate national programmes such as Vitamin-A supplementation and family planning.

2.14 Micro-health Insurance

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The Health Micro Insurance scheme is developing a sustainable community health financing model to increase the communitys access to health treatments and safeguard household health security for the poor. Around 950 families were enrolled in the Micro-Health Insurance project in 2008 and the total cost of recovery is 34 per cent. Bangladesh: Health: Maternal, Newborn and Child Health and Nutrition

Manoshi: Maternal, Neonatal and Child Health Initiative (Urban)

Our Manoshi project, launched in 2007 in Dhaka, aims to provide community-based health care interventions to reduce maternal and child mortality in urban slums for a 5 year period. A special feature is the establishment of delivery centres to provide clean and private birthing places for slum women who usually live in small shacks with a large number of family members. The centres also offer quick diagnosis and referral in case of birth emergencies. Each delivery centre has two birth attendants who cover about 2,000 households (about 10,000 people). Community midwives are also on hand to provide skilled care during delivery. Manoshi was scaled up to 5 other city corporations in 2009.

2.15 Improving Naternal, neotal and child health survival (Rural)

Our integrated service approach and community-based solutions for the socially-excluded and disadvantaged populations is implemented through this project. After 2 years of piloting in Nilphamari district, the project was scaled up in 2008 to 3 more districts with the government and UNICEF. Major interventions include capacity development of community health resources, empowerment of women and support groups, provision of maternity and child health related services and development of referral linkages with nearby health facilities. Shasthya shebikas, shasthya kormis, health workers for

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newborn and skilled birth attendants are responsible for delivering the services to the community.

2.16 Bangladesh: Health: Communicable Diseases

Tuberculosis
We control tuberculosis (TB) through a community based approach known as DOTS which stands for Directly Observed Treatment, Short-course. Our goal is to increase access to DOTS through shasthya shebikas who are trained to diagnose TB cases and provide DOTS. They disseminate information on TB, identify and refer suspected cases for sputum examination to nearby outreach smearing centres. After diagnosis, patients must go to a shebikas house to take the TB drugs. The TB control programme in 42 districts includes 24 academic institutions, 41 prisons, the Chittagong Export Processing Zone, Chittagong and Khulna port authority hospitals, and parts of city corporations. In 2009, initiatives were undertaken to treat multi-drug resistant TB patients at the community level, improve coverage in the low performing areas, and provide voluntary counselling and testing for HIV to TB patients.

Malaria
In 1998, we made a special effort to raise awareness about malaria control in the Chittagong HIll Tracts (CHT) where there is a high incidence of the mosquito-borne disease. In 2002, in collaboration with the

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Directorate General of Health Services, the Malaria Research Group and the International Centre for Diarrhoeal Diseases Research, Bangladesh, we began early diagnosis and prompt treatment and distribution of insecticide treated mosquito nets. Currently the programme operates in Moulvibazar and all 3 CHT districts. Our shasthya shebikas receive a 3-day training on malaria treatment and prevention. They use a rapid diagnostic test to identify and treat patients and refer severe cases to the nearest health facilities

Bangladesh: Health: Non-communicable diseases

BRAC Limb and Brace Centre

BRAC Limb and Brace Centre was established in Dhaka in 2000 to provide low cost, user-friendly, quality artificial limbs and braces. We also provide physiotherapy services to the physically-challenged to enhance their mobility. The centres, currently in Dhaka and Mymensingh, also provide information, education and counselling services to disabled people and their family members.

2.18 Reading Glasses

Reading Glasses for Improved Livelihoods project began in 2005 with assistance from Vision Spring in 5 districts. Specially trained shasthya shebikas use simple charts to identify persons with near-vision deficiency. They also sell ready-to-use spectacles at a nominal price, educate people on eye problems and refer complicated cases to professionals

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2.19 Social Responsibilities

In 1996, BRAC started a programme in collaboration with the Ain O Shalish Kendra (ASK) and Bangladesh National Women Leaders Association (BNWLA) to empower women to protect themselves from social discrimination and exploitation of which dowry, rape, acid throwing, polygamy, domestic violence and oral divorce are common in rural Bangladeshi communities and to encourage and assist them to take action when their rights are infringed. The programme has two components: the Social Development component and the Human Rights and Legal Services component. The Social Development component, focuses on building human and socio-political assets of the poor especially women through institution building, awareness raising, training and collective social mobilization. As part of this initiative, BRAC has initiated ward-level peoples organizations called the Polli Shomaj (Rural Society) and Union Shomaj (Union Society) which poor rural women members can use as a platform to raise their voices. The Human Rights and Legal Services component seeks to empower the poor by increasing their awareness of their rights (legal, human and social) and entitlements through participation in activities like the Popular Theatre and through Human Rights and Legal Education (HRLE) classes arranged by BRAC for its Village Organisation members. BRAC also offers external services such as access to lawyers or the police either through legal aid clinics, by helping women report cases at the local police station or when seeking medical care in the case of acid victims. At the end of June 2006, 124,748 HRLE classes were held and 1,332 acid victim cases and 1,735 rape victim cases were reported. {BRAC At a Glance, June 2006} Disaster Relief BRAC conducted one of the largest NGO responses to Cyclone Sidr which hit vast areas of the southwestern coast in Bangladesh in mid-November 2007. BRAC distributed emergency relief materials, including food and clothing, to over 900,000 survivors, provided medical care to over 60,000 victims and secured safe supplies of drinking water. BRAC is now focusing on long-term rehabilitation, which will include agriculture support, infrastructure reconstruction and livelihood regeneration.

2.20 BRAC Abroad:

Afghanistan
BRAC registered in Afghanistan in 2002 and covers 23 out of 34 provinces. Its major programmes in Afghanistan include Microfinance (funding from MISFA), Health, Education, National Solidarity and

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Capacity Development. Its Microfinance Program currently has 429 branch offices that have disbursed more than USD 96 million to over 179,000 member households (895,000 people). BRAC now runs nearly 2,371 schools which have seen 118,416 students graduate, almost all of whom are girls. BRAC Afghanistan has 3,617 community health workers and 1,390 poultry and livestock extension workers. It has also established two Training and Resource Centres in Kabul and Mazar-e-Sharif. BRACs staff in Afghanistan includes 3,463 locals and 180 expatriates. {Annual Report, 2007}

2.21 Sri Lanka

BRAC registered in Sri Lanka in 2005 following the devastating Tsunami and initiated relief and rehabilitation activities. Its rehabilitation and livelihood programmes in Sri Lanka covers three districts and 43 divisions. BRACs work in Sri Lanka so far includes the fisheries, agriculture, poultry and livestock, small business, income-generation activities, education and health sectors. It currently employs 312 staff. {BRAC At a Glance, December 2007}

2.22 Pakistan
BRAC expanded into Pakistan in 2007 and now covers six districts. BRAC Pakistan currently employs 337 staff members that work in 35 offices that are set up in various locations throughout the country. The Microfinance Program supports 837 village organizations that have over 14,544 members. To date, BRAC Pakistan has disbursed over $1,350,000. {BRAC at a Glance, December 2007}

2.23 Tanzania
BRAC Tanzania, established in 2006, has created over 2,700 microfinance village organizations with over 80,000 members and already disbursed more than $17 million. Over 480 community health promoters, 380 agriculture program volunteers and 436 poultry and livestock volunteers have been trained. {Annual Report, 2007} From 2007 to 2010, it was a field partner of Kiva Microfunds. As of July 23, 2010, Kiva reported BRAC Tanzania's status as closed with a 0% Delinquency Rate. (Kiva.org, About Partner: BRAC Tanzania)

2.24 Uganda
BRAC Ugandas Microfinance Program has formed over 2,145 village organizations with 59,844 members. To date, the program has cumulatively disbursed $14.8 million with a repayment rate of 100%. BRAC Uganda has also trained 200 community health promoters and opened 122 learning centers in Internally Displaced People (IDP) camps that have enrolled nearly 20,704 learners. {Annual Report, 2007} It is a field partner of Kiva Microfunds.

2.25 Southern Sudan

In 2007, BRAC started operations in Southern Sudan. The microfinance program, which consists primarily of returning war refugees, has already formed 220 village organizations with over 8,400 members. The cumulative disbursement in 2008 was $1,313,150. BRAC Southern Sudan has also

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initiated a community-based health program under which community health organizers and health promoters receive training. {Annual Report, 2007} It is a field partner of Kiva Microfunds.

2.26 West Africa

BRAC is planning to expand its programs into Liberia and Sierra Leone by the end of 2008. {Annual Report, 2007} Partnership with the Nike FoundationBRAC is collaborating with Nikes Girl Effect campaign to launch a new program to reach out to teenagers in Uganda and Tanzania. The Employment and Livelihood for Adolescents program has been successful in Bangladesh and BRAC is now adapting and piloting this program in Africa

2.27 Income expenditure

Focus on Women - We work with poor women, who are the worst affected by poverty. But if empowered with the right tools, they can play a crucial role in bringing about changes within their families and their communities. Over 98% of our membership is female; and more than 95% of our volunteer cadre - health volunteers, paralegal trainers, agriculture, livestock and poultry extension workers and school teachers - are women. Organizing the Poor - Organizing the poor is at the heart of our work. Our Village Organisations (VOs) _ each with 30-40 women _ act as platforms for poor women to come together, access services such as microfinance, exchange information and raise awareness on social, legal and other issues concerning their daily lives. As a group, these women _ who as individuals have little or no voice in decision-making within their homes or their communities _ are able to speak out and influence change. Unleashing Human Potential - We believe in unleashing human potential. BRAC acts as a catalyst presenting a multitude of opportunities - both economic and social - that allows poor families to transform their own lives and futures. Everything we do is in response to the needs of disadvantaged people who are marginalised, and excluded from mainstream development. BRAC is for such people who are poor for a lack of opportunities, not potential. Comprehensive Approach - We believe that there are many underlying causes of poverty, and these causes are interlinked. In order for the poor to come out of poverty, they must have the tools to fight it across all fronts. We have, therefore, developed support services in areas of human rights, legal aid, education, health care, social and economic empowerment, finance and enterprise development, agriculture, environmental sustainability and disaster preparedness.

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2.28 Our Strengths

Thinking local, acting global - We were conceived in the aftermath of war in one of the poorest countries in the world that is frequently wracked by natural disasters. With our roots strongly placed at the heart of poverty, we have first-hand insight and experience necessary to understand its many faces, and develop effective and innovative tools to help tackle them. We live and work within households and communities, but operate our successful interventions at national levels to maximise their impact. We have developed a culture of knowledge-sharing, which has enabled us to extend proven techniques and best practices across geographical barriers. We currently work in 9 countries across Asia and Africa. Increasingly self-reliant - Self reliance is a key theme at BRAC, both for those we support as well as ourselves. From our inception nearly four decades ago as a fully donor-funded relief project, we have come to be over 70% self-financed, which is no small feat considering our annual budget of nearly USD 535 million. We have achieved this level of self- reliance not only through built-in measures to ensure efficiency and cost-effectiveness across all your programmes, but also by innovating the concept of social enterprises. Our social enterprises, ranging from agriculture to handicrafts, are strategically connected to our development programmes and form crucial chain linkages that increase the productivity of our members assets and labour, and reduce the risks of their enterprises. The surplus generated from these enterprises are fed back into our development programmes that help to make us increasingly self-reliant. Unprecedented Scale and Reach - "Small is beautiful, but big is necessary" - Fazle Hasan Abed, BRAC Founder and Chairperson. Working in countries where the poor number in the tens of millions, we cannot afford to be satisfied with small-scale projects. We are specialists in taking an idea, testing it, perfecting it and then expanding it rapidly to national scale cost-effectively and without compromising quality. Today, BRAC is the largest development organisation in the world in terms of its reach _ its tuberculosis programme alone covers a population of over 80 million people in Bangladesh. We are also the largest in terms of staff size, employing more than 60,000 people, and organising and training an additional 60,000 self-employed health volunteers, agriculture and livestock extension agents and part-time teachers. Across the world, our staff and our volunteers together reach an estimated 110 million people. Proven Track Record - We are a major contributor to the development success story of Bangladesh - a country on track to meet the majority of the millennium development goals and join the ranks of middle income countries. In a short span of time, we have also grown to become a leading development organisation in all the other countries in which we are working. We are the development partner of choice for most donor agencies and governments.

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2.29What we do: Socially Responsible Investments

The stakeholders of BRAC consist mainly of millions of deprived and disenfranchised poor of Bangladesh. BRAC investments act as hedges to BRAC to protect these stakeholders from any future liquidity crunch in the financial industry. These BRAC investments focus on companies that are aligned with BRACs mission of alleviating poverty. BRAC investments are independently run organisations that are fully or partly owned by BRAC. BRAC has invested in the following concerns:

2.30 Financial Institutions

BRAC Bank Limited, which was initiated in 2001, has institutional shareholding by BRAC, the International Finance Corporation (IFC) and Shorecap International. As a fully commercial operation, the bank focuses on small and medium enterprises, which are overlooked by commercial banks. The average loan size is USD 7,033. BRAC owns 33.51% shareholdings in BRAC Bank Limited. Delta-BRAC Housing Finance Corporation Limited was founded in 1997 and is presently the largest specialised housing finance institution in the country. It is a pioneer in financing low-cost housing and the only financial institution in Bangladesh to receive an AAA credit rating. BRAC owns 20.37% shareholdings in Delta-BRAC Housing Corporation. BRAC Afghanistan Bank is jointly owned by BRAC, IFC, ShoreCap International and Triodos Bank. BRAC maintains one branch and three sub-branches in Kabul. It is a full service commercial bank. The main focus is small business lending but also provides other credit and savings packages.

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2.31 Information

Technology:

bracNet, in partnership with gNet and Marubeni Corporation of Japan, has its mission to bring affordable internet and data connectivity to the general population of the country. BRAC has 39.7% shareholdings in bracNet. Documenta Ltd. is a leading software development house in Bangladesh. In addition to supplying the entire software needs of BRAC, the company provides commercial services in business application software development, digital archiving, and database driven .

2.32 Social Communication & Advocacy

We seek to promote behaviour change among individuals, communities, organizations and policy makers regarding policies and practices and improvements in the overall human rights scenario through Participation, Interaction and Mobilization (PIM) process. We are implementing social communication and media mobilization activities on CFPR-TUP, Tuberculosis Control, Malaria Control, Water Sanitation & Hygiene, Exclusive Breast Feeding and Complementary Feeding. Our unique intervention is the Safe Migration Facilitation Centre project which is striding to reduce harassment as well as establish rights of the overseas migrants worker. Goal: To widen the impact of the BRAC Programmes

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CHAPTER 3 LITERATURE REVIEW

3.1 Introduction
This chapter is devoted to the literature on human resource management (HRM) practices. This chapter begins with a review on the concept of HRM, the importance of HRM, and the resource-based view of the firm. An overview of previous studies on the researches that has been done in human resource management practices is also discussed. Finally, a theoretical framework and hypotheses are presented to show the relationships between the study variables.

3.2 The Concept of Human Resource Management:

The term human resource management has been commonly used for the last ten to fifteen years. Prior to that, the field was generally known as personnel management. Dessler (1991) had made no differentiation between personnel management and HRM and saw that the latter as a modern expanded version of traditional personnel management due to technological change in the work environment and a shift in societal values. Torrington and Hall (1998) explained the differences between personnel management and HRM by mentioning that personnel management is considered as workforce-centered while HRM as resource-centered. Guest (1987) conception of HRM is not as an alternate to personnel management but as a particular form of personnel management which stressed the strategic issues of employee commitment, flexibility, quality and integration. Since there is no universal agreement on the meaning of HRM, many definitions have been offered. Armstrong (1995) defined HRM as a strategic and coherent approach to the management of organizations most valued assets the employees who individually and collectively contribute to the achievement of the objectives of the business. Beer et al. (1984) viewed HRM as involving all management decisions that affect the relationship between the organization and employees its human resources. Storey (1995) considered HRM as a distinctive approach to employment management which seek to obtain competitive advantage through the deployment of a highly committed and skilled workforce, using an array of techniques. While others have defined HRM as being concerned with the need to achieve congruency among the various HRM policies and practices so that they become mutually supportive, rather than conflicting (Milliman, Von Glinow & Nathan, 1991; Schuler & Jackson, 1987).

3.3 The Importance of HR as a Source of Competitive Advantage:

In recent years, human resources have been recognized as an important source of sustained competitive advantage. Much of the human resources and theoretical and empirical work has been grounded in the resource-based view (RBV) of the firm (Barney, 1986, 1991, 1995). This theory maintains that in order to develop a sustainable competitive advantage, organization must create resource in a manner that is rare, nonimmitable, and non-substitutable. Barney (1986, 1991, 1995), Pfeffer (1994), Snell, Youndt and Wright (1996) and Wright and McMahan (1992), have argued that because the resources that have historically provided organizations with competitive advantage are easily and rapidly imitated, the human resources of the organization may be an extremely important source of sustained competitive advantage. The RBV of the firm is a theoretical paradigm originating in the field of strategic management. The RBV assumes that resources and

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attributes of the firm are more important to sustained competitive advantage than industry structure and competitors actions (Barney, 1997). Resources have been defined as the tangible and intangible assets a firm uses to choose and implement its strategies (Barney, 2001). This broad definition includes human, organizational, financial and physical resources. Barney (1991) and Teece, Pisano and Shuen (1997) have outlined a framework for determining if a resource can be considered a source of sustained competitive advantage. The key elements of this framework require resources to be valuable, rare, inimitable and nonsubstitutable. Technology, natural resources and economies of scale can create value, RBV argued that these sources of value are increasingly available to almost anyone anywhere and they are easy to copy, whilst human resources which is defined as the pool of employees under the firms control in a direct employment relationship (Wright & McMahan, 1992) can provide the firm with a source of competitive advantage with respect to its competitors. The first of these criteria is the value added to the companys production processes, the contribution made by each employee having its effect on the results obtained by the organization as a whole. Also, since employees are not all the same, their characteristics are in limited supply in the market. In addition, these human resources are difficult to imitate. Since it is not easy to identify the exact source of the Finally, this human resources is not easily replaced; though short-term substitutes may be found, it is unlikely that they will result in a sustainable competitive advantage like the one provided by human resources. Barney (1991) argued that organizations may not obtain the maximum utility from their employees because the employees are not contributing to their fullest potential. It was argued that organizations, through the effects of their HRM practices could maximize the knowledge, skills, and abilities of employees. The focus of the overall body of research, then, is to examine the contributions of HRM policies and practices to the performance of the organizations.

3.4 Single HRM Practices and Firm Performance:

A number of researchers examining the relationship between HRM and firm performance have taken a micro approach, investigating single HRM practices such as staffing, training, goal-setting, compensation, and so forth, and the effects of those practices on organizational level outcomes (See Table 2.1). Russell, Terborg and Powers (1985) examined the relationship between training, organizational support, and performance of organizations in a sample of sixty-two retail stores. Their study utilized both archival data information obtained from a companydeveloped attitude survey. The findings provided evidence that both training and organizational support was positively and significantly related to store performance. In a study conducted by Balkin and Gomez-Mejia (1987) on compensation, they found that incentive-based reward systems were more effective in growth stage and in high-tech companies. Jackson, Schuler and Rivero (1989) examined the variation in performance appraisal, compensation, and training and development programs within different strategic setting. Results obtained from survey responses for 267 firms showed firms utilizing an innovation strategy as a means of differentiation versus other firms were: a) less likely to use incentive compensation; b) more likely to offer employment security; c) likely to provide more total hours of training, and d) more likely to offer employees training related to both skills needed currently and skills needed in the future. Gerhart and Milkovich (1990) examined the effects of both contingent pay and base pay on firm performance. They also studied the determinants of pay mix in an effort to discern the extent to which pay mix decisions vary after controlling for employees investments in human capital, personal characteristics, and job characteristics. They found support for variation in pay mix even after controlling for these factors. They also found significant relationships between pay mix and industry, firm size, and firm financial performance. Terpstra and Rozell (1993) also examined the effects of extensive staffing practices, with firm performance as their dependent variable. The staffing practices they investigated were (1) follow-up studies on recruitment sources, (2) validation studies on

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selection instruments, (3) structured/standardized interviews, (4) cognitive or mental ability tests and (5) biological information blanks or weighted application blanks. It was found that the extent of use of these staffing practices varied by industry and organizational size. Performance measures examined in the study were annual profit, profit growth, sales growth and overall performance. The results of the study demonstrated a positive and significant effect of extensive staffing practices on annual profit, profit growth and overall performance. Bartel (1994) also utilized training as an independent variable, and labor productivity as her dependent variable. She found that the implementation of formal employee training programs was positively and significantly related to labor productivity gains. The studies cited above provide examples of the growing interests in the effects of specific HRM practices on organizational outcomes. However, HRM policies and practices do not exist in organizations in isolation. Consequently, a growing body of work has turned toward examination of these systems of HRM practices in an effort to determine the true impact of HRM on organizational performance.

3.5 Approaches in Studying HRM Practices:

In contrast to the various empirical works on the individual HRM practices-firm performance relationship, the relationship between HRM practices and organizational performance has been the subject of significant empirical examination. Jackson, Schuler and Rivero (1989) examined the effects of HRM systems on organizational financial performance through a behavioral approach. They found that it is essential for organizational viability that HRM systems provide the capabilities for firms to acquire, develop, motivate and retain employees who will enhance organizational effectiveness. In explaining the significance of human resources to firm performance, the majority of work in HRM has adopted the resource-based view of the firm (Barney, 1991, Delery, 1998). According to this view an organization can gain a competitive advantage from the human resources it possesses. However, the organization does not actually gain a competitive advantage from the HRM policies, per se, but from the human resources that the organization attracts and retains (Delery, 1998). These theoretical arguments point to the performance potential of a universal approach to HR focus on capital enhancement. However, apart from the theoretical arguments, there were also empirical evidences supporting a positive relationship between universal approach to HRM practices and firm performance. Arthur (1994) adopted a contingency approach to this intra-industry examination of the HRM practices of thirty U.S. steel minimills. In addition to the impact of HRM practices on firm performance, the contingency approach is concern with the congruence or fit between various policies and practices adopted by organizations. Arthur employed an empirical taxonomy identifying two types of HRM systems (i.e. control and commitment) to test the extent to which the specific combination of practices utilized by organizations could predict differences in organizational performance. His findings indicate that minim ills using the commitment systems of HRM had higher productivity, lower scrap rates, and lower turnover than those minim ills using control systems. (1995) examined the effects of the use of thirteen HRM practices on firm performance. Two measures of HRM practices were identified. The first designated employee skills and organizational structures; with practices enhancing skills, abilities, and role performance, and the second was labeled employee motivation, with practices targeted at evaluating and reinforcing desired employee behaviors. His findings indicated when these two measures were regressed on productivity individually, both measures were positive and significant, but when they were entered simultaneously, only the motivation measure remained significant. Most of the foregoing studies have as their goal to verify the relationship between HRM practices and organizational performance. However, different approaches to these examinations have emerged. The following section provides a critical review of the various approaches taken in the area of HRM, and the assumptions made under each approach. Previous research in HRM has used one of the following three ways to examine the effectiveness of HRM practices on firm performance: universalistic, contingency or configurational approach (Delery & Doty, 1996).

3.5.1 Universalistic perspective:

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Universalistic perspective is the simplest form of theoretical model in the HRM literature. Universalistic perspective seeks for best practices. Researches in the universalistic perspective are micro analytical in nature and posit that some HRM practices are always better than others are and that all organizations should adopt these practices. Huselid (1995) work reflected the universalistic approach to HRM. This perspective assumes that there are certain best HRM practices that contribute to increased financial performance regardless of the strategic goals of organizations. Further, a universalistic approach to HRM research assumes that HRM practices contribute to worker motivation (and thereby increased productivity) as well as increased efficiency (Ichniowski, Kochan, Levine, Olson & Strauss, 1996). While other authors concurred with these assumptions (Osterman, 1994; Pfeffer, 1994), different studies have utilized various assortments of these HRM practices, and there has been little work that provides a definitive description as to which HRM practices should be included in a best practice system. Huselid (1995), for instance, utilized thirteen HRM practices. Pfeffer (1994) however, advocated the use of sixteen management practices to achieve higher productivity and profits. In another work, Delery and Doty (1996) identified seven practices that are consistently considered to be strategic in nature. Practices identified were internal career opportunities, formal training system, appraisal measures, profit sharing, employment security, voice mechanism and job definition.

3.5.2 Contingency perspective:

Contingency theorists posit that an organization needs to adapt specific HRM practices for different firm strategies. A number of researchers, however, have argued that contingency perspective is the more appropriate approach to HRM (Butler, Ferris & Napier, 1991; Dyer, 1985; Jackson & Schuler, 1995; Lengnick-Hall & Lengnick-Hall, 1988; Schuler, 1989; Schuler & Jackson, 1987). The contingency theorists argue that, in order to be effective, an organizations HRM practices must be consistent with other aspects of the organization. The contingency approach differs from the universalistic perspective in that these studies have attempted to link variations of HRM practices to specific organizational strategies (Hoque, 2000; Khatri, 2000; Youndt, Snell, Dean & Lepak, 1996). Schuler (Schuler & Jackson, 1987; Schuler, 1989) argued that HRM practices which are not synergistic and consistent with organizational strategy and, which conflict with other HRM practices are confounding in effect and create ambiguity which can inhibit both and organizational performance.

3.5.3 Configurationally perspective:

The configurationally perspective is concerned with how patterns of multiple, planned human resource deployment and activities achieve the organizations goals. A closely related body of work calls for a configurationally approach to HRM, and argues that it is the pattern of HRM practices that contribute to the attainment of organizational goals (Wright & McMahan, 1992). According to the configurational perspective, in order to be effective, an organization must develop its HRM system that achieves both horizontal and vertical fit. Horizontal fit refers to the internal consistency of the organizations HRM practices, and vertical fit refers to the congruence of the HRM system with other organizational characteristics, such as firms strategy (Delery & Doty, 1996).

3.6 Relationship between HRM Practices and Firm Performance:

In contrast to various empirical works on the single HRM practices-firm performance relationships, much of the recent research has been directed at understanding the relationships between HRM practices and firm performance. 3.6.1 HRM Practices:

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Previous empirical research on the relationship between HRM practices and firm performance have focused on single HRM practices (Balkin, Gomez-Mejia, 1987; Bartel, 1994; Gerhart & Milkovich, 1990; Jackson, Schuler & Rivero, 1989; Russell, Terborg,& Powers, 1985; Terpstra & Rozell, 1993). Table 2.2 demonstrated a summary of some of the HRM practices studies trhat were conducted by various researchers. In a study by Arthur (1994), using an empirical taxonomy of HRM practices, he found that steel minimills with commitment HRM systems had higher productivity, lower scrap rates and lower employee turnover than steel minimills with control HRM systems. Similarly, Huselid (1995) using a national sample found that HRM practices had an economically and statistically significant effect on turnover, productivity, and corporate financial performance. Youndt et al. (1996) conducted a research in ninety-seven manufacturing plants and found that the humancapital-enhancing HRM systems had a positive main effect on employee productivity and a positive and significant effect on customer alignment and equipment utilization. Hoque (1999) explored HRM practices and a range of outcome variables from a sample of 209 hotels. The outcome measures were of two types: human resource outcomes and performance outcomes. He found that, amongst the quality enhancers, commitment, job satisfaction, quality of work, quality of service and financial performance, as perceived by the respondent, were all strongly related to the use of HRM practices. Khatri (2000) using a sample of 200 of the largest companies in Singapore, found that HRM practices have a stronger direct effect on profitability than sales growth and non-financial measures. In fact, the significant relationship between HRM practices and profits is encouraging and is in agreement with findings from other studies (Gerhart & Milkovich, 1990; Huselid, 1995). Similarly, in a study on long-term incentives plan, Leonard (1990) found that organizations having long-term incentives plan for their executives had greater increase in return on equity over a four-year period than did other organizations. Workers participation ensures organizational effectiveness as well. Empirical studies (Delery & Doty, 1996; Huselid, 1995) have showed that linking employee participation results in greater productivity, satisfaction and reduction in turnover. Employee turnover is often separated into categories of voluntary turnover, which is considered controllable, and involuntary (e.g. due to retirement or death), which is considered uncontrollable. Voluntary turnover and involuntary turnover of employees seemed to be influenced by different sets of factors. According to Shaw, Delery, Jenkins and Gupta (1998), voluntary turnover of employees is affected by factors such as dissatisfaction with current job and availability of alternative jobs, while involuntary turnover is influenced by staffing practices such as recruitment and selection processes and employee monitoring. Along the same line, Pitt and Ramaseshan (1995) found that individuals who displayed a higher tendency to leave their jobs were those who perceived that their job previews that they received during the interview process were not realistic.

3.7 Expectancy Theory:

This is the process theory that proposes that motivation depends on the individuals' expectations or outlook about their ability to perform tasks and receive desired rewards, (Daft, 2003). Developed by Vroom (1964), with inputs made by other scholars, the theory which takes on a human resource approach, proposes that there is a relationship between the individual effort (E), the individuals' performance (P) and the desired outcomes (O) associated with high performance. E-P expectancy advances whether putting effort into a task will lead to high performance. P-O expectancy on the other hand advances whether successful performance will lead to the desired outcome. Expectancy theory makes no attempt to define specific types of needs of rewards, but tries to establish that these needs exist and may be different for every individual. It therefore measures the strength of the individual's motivation to behave in a particular way. If P-O expectancy is high, the individual is highly motivated. Motivation

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is also said to be high if E-P is high, that is the individual believes that effort will lead to high performance. There is however a third factor in the expectancy theory, which must also be present for employees to be highly motivated. That is valence-the attraction an individual has for an outcome, (Daft, 2003). When either valence or expectancy is zero, motivation is also zero.

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Chapter-4
Analytical part Condition of Employment

4.1 Classification of staff There are five types of staff in BRAC they are:
1). Regular Staff 2). Project Staff 3).Service Staff 4).contract staff 5). Part time staff 4.1.1). Regular Staff:" Regular employee" means an employee who has been appointed to a position in the classified service in accordance with this chapter after completing the trial service period. 4.1.2). Project Staff During running project the stadd is ppointed on the basis of the project duration. Posting System administrator can define during project period to setup project based employee billing rate. Project based employee billing rate is useful for projects where employee billing rate is different for every different project. There are two steps for setting up project based billing rate in a project 4.1.3).Service Staff :As the need for companies to provide employee benefits and retain quality personnel within their organization has increased, so too has the awareness that companies must provide comprehensive employee services. 4.1.4).contract staff: A contract employee is an individual engaged by a business to provide a specific set of services. An employer-employee relationship is established pursuant to the terms and conditions of a written employment contract. The contract delineates the length of employment, the salary and

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bonuses (if any) to be paid, and the other benefits that accrue to the contract employee. The contract also sets forth the specific role the employee will play. Many contract employees are found in corporations at the upper management level. Additionally, contract employees frequently are engaged for the pursuit of a particular project. 4.1.5). Part time staff: Temporary employees are hired to assist employers to meet business demands yet allow the employer to avoid the cost of hiring a regular employee. Sometimes, it is the expectation of the employer that if the temporary employee is successful, the temporary employee will be hired.

4.2 Employee Services Definition:

According to the Employee Services Management Association, employee services encompasses "recreation programs, community services, recognition programs, event planning, childcare/eldercare services, convenience services, and travel offerings."

Staff Recruitment and Selection Procedure

BRAC follow the following process:
Version TRIM file number Short description Relevant to Authority A procedure on recruiting and selecting staff at CSU All employees involved in recruiting and selecting applicants for continuing or fixedterm appointments at CSU This Procedure has been approved by the Executive Director, Human Resources in accordance with the Policy on Delegations and Authorisations - Delegation Schedule 1, GOV10 Director, Organisational and People Capability Division of Human Resources December, 2011 Staff Recruitment and Selection Policy Guidelines for Recruiting Indigenous Staff or Staff Providing Specific Services to Indigenous Students Appointment to Academic Institutional Leadership Positions Policy and Procedure Applicable industrial instrument Equal Opportunity Policy Employment Plan for People with Disabilities 3.0

Responsible officer Responsible office Next scheduled review date Related University documents

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Ethnic Affairs Priority Statement Policy on Balancing Work and Family Responsibilities Occupational Health and Safety Policy Honorary, Visiting and Adjunct Appointments Policy Schedule of HR Delegations Code of Conduct for Staff Generic Responsibilities of CSU Staff Complaints Policy Related legislation Key words procedure, recruitment, selection, staff, appointments

4.2.1. PURPOSE The purpose of this procedure is to identify the recruitment and selection process for employing staff at Charles Sturt University (CSU). 4.2.2. SCOPE 2.1 2.2 This procedure applies to recruiting and selecting applicants for continuing and fixed-term appointments at CSU. This procedure does not apply to the appointment of casual staff.

4.2.3. RECRUITMENT STRATEGIES 3.1 Selection will be based on merit, which is determined through an assessment of an applicant's qualifications, experience, standard of work performance and personal qualities relevant to the requirements for the position and relative to the credentials and attributes of other applicants. The delegated officer, as set out in Schedule 4 - Human Resource Delegations, will approve the most appropriate recruitment strategy in consultation with the Division of Human Resources. Recruitment Strategies that may be considered include, but are not limited to: a) b) c) d) e) f) g) h) i) External advertising Use of a search agency Internal advertising Appointment by secondment Direct appointment Application by invitation Appointment from eligibility list Application by expression of interest

3.2 3.3

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4.2.4. ADVERTISING : 4.1 4.2 4.3 The principal objective of CSUs advertising strategy is to attract the best applicants available in the most timely and cost-effective way. The usual practice of CSU is to publicly advertise all vacancies. Other recruitment strategies may be considered, taking into account the nature of the position and the market for similar roles. An advertisement will specify the application process and requirements of the position. If a position is advertised across two (2) levels, the advertisement should clearly identify the requirements for appointment at each level.

4.2.5. SELECTION COMMITTEES :

5.1 5.2

Selection committees will be established to shortlist applications and to interview and recommend applicants for employment. They may vary in size, depending on the situation and position. The person constituting the selection committee will seek gender representation and diversity of membership which has sufficient expertise in the discipline area. It will consist of persons who are equal or senior in rank to that of the expected appointment. The delegated officer will approve final membership of the selection committee. If a selection committee member has to be replaced at short notice, the delegated officer will determine whether it is practicable for a replacement member to participate in the selection process. The Vice-Chancellor and Deputy Vice-Chancellors may be ex officio members of any selection committee. The Executive Director Human Resources may nominate a representative of the Division of Human Resources to participate in the recruitment and selection process. The delegated officer as set out in Schedule 4 - Human Resource Delegations will approve the selection committee, which would normally have the following membership:

5.3

5.4 5.5 5.6

4.3.Organizing:
In the broader organizational context, plans lead to the need to organize. The plan establishes the need to do something, using human, financial, material, and informational resources. These resources need to be brought together in order for the firm to accomplish its goals. However, this bringing together of resources must be done efficiently -- the process must be rational. At the organizational

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level, geographical considerations might play a role in determining how the resources are utilized. Similarly, the determination of organizational structure (the result of the organizing process) might be governed by technology, the nature of the clients, or the nature of the firm's processes.

4.4 Leading:
At the organizational level, leading (also referred to as directing) generally refers to the processes required to lead employees to a successful completion of their objectives. Training is no different. Training objectives are written with the trainee in mind. So, it is incumbent upon the trainer to ensure that the trainees attain the desired training objectives. To this end, the trainer takes a leadership role. To the extent that training, like management in general, is a situationally dependent process, there is no one best training/leading style.

4.5 Controlling :
Like most activities, particularly business activities, training requires that at some point questions like: "How are we doing?" or "How did we do?" be asked. Controlling constitutes the final of the four functions of management. As mentioned above, organizational controls (evaluation, assessment or analysis) probably pinpointed the initial need for training by determining a discrepancy between an existing condition and whatever was stated in organizational/operational objectives. However, the training itself also needs to be controlled.

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4.6 BRAC closing could hurt recruiting:

After weighing the initial impact of the defense department base realignment and closure BRAC recommendations over the weekend, several members of the independent BRAC commission yesterday urged the pentagon to release quickly the certifier data and justification sheets that influenced the decisions. That information is key in filling some major gaps I the commissions ability to assess the Defense Departments recommendations. Several members indicated during a presentation of the Pentagons BRAC recommendations and methodology. According to Michael Wynne, the undersecretary of defense for acquisition, technology and logistics, the certified data should be released to the commission by the end of this week. Also present at the hearing were Defense Secretary Donald Rumsfeld: Gen. Richard Myers, the Chairman of the joint Chief of staff: and Phillip Grone the deputy undersecretary of defense for installations and environment. Several member of the commission have been vocal about the potentially adverse defect the Pentagons BRAC decision will have on Nationals Guard and Reserve recruitment and retention. The Defense Department decided to close hundreds of National Guard and Reserve facilities to consolidate facilities into 125 armed force reserve centers slated the both Guard and Reserve members.

when I look at the Guard and Reserve unitsyou are going to have a serious enlistment problem, said james Bilbry, one of the commissioners. The consolidation would make it even harder for the National Guard and Reserve to retain heir forces if members have to travel mort than 50 miles to report their basis. The Guard and Reserve already are under high operational stress. For example, the Page-50

Hulman Regiional Airport Air Guard Station in Indiana, slated for realignment, will lose all of its air assets, said retired Air National Guard Brig, Gen Steven Koper, who is with the National Guard Association in Washington. Some of the airplanes will go to port Wayne , some 210 miles away, he said. one justification for the move was the proximity to Fort Wayne, but a 210 miles commute will weigh heavily in members of the Guards decision to reenlist, Koper said. Leaving the Hulman base only with suppoet units but no aircraft to support is also going to play a role into members considerations, he said, the Defense Department skewed the finding against the Air National Guard, Koper added. The consolidation of the Guard and Reserve units was meant to bring the units to the right size, Myers explain. Right now , in the Air National Guard, for example there are only small pockets, with small force numbers , which makes it unwieldy when trying to access these disparate units for missions he said during the commissions hearing yesterday. The Defense Department is trying to bring those units to the righ size so as not to have to go to five or six units to find enough aircraft to satisfy a mission. Commissioner Phillip Coyle, meanwhile , expressed concern that the Pentagons BRAC recommendations only account for 15000 service members our to the approximately 70000 that are supposed to return to the United States fro m overseas bases . the commission has to deal with 55,000 unaccounted for and addition troop increase in the Army , Coyle said. It is important to get that data and justification sheets, said commissioner Harold Gehman, a retired Navy admiral. The commission was asking its questions with our a deck of cards, he said at the hearing . we are scratching our heads over some issues he added. The chairman of the commission. Anthony Principe questioned whether the defense Department synchronized its decisions with the ongoing quadrennial defense review, the overseas basing commissions report and several studies, including an air mobility study :is BRAC the cart before the hose? Rumsfeld , however, assure Principe that the decision were informed by previous BRAC rounds , previous quadrennial review and information form the ongoing quadrennial review and information form the ongoing quadrennial review. If the stops to take all studies into consideration, nothing will ever happen. Rumsfeld

4.7. Training and development:

Performance Appraisal and Training and Development
Performance appraisals identify performance gaps. As such, they provide an excellent opportunity for a supervisor and subordinate to recognize and agree upon individual training and development needs. Performance appraisal discussion may identify the presence or absence of work skills. Further, the need for training can be made more relevant if attaining the requisite job skills is clearly linked to

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performance outcomes. Consolidated appraisal data can also help form a picture of the overall organizational training requirements.

Performance Appraisal and Recruitment

Recruitment and selection procedures need to be evaluated. Appraisal data can be used to monitor the success of a firm's recruitment and selection practices. From this data, the firm can determine how well employees who were hired in the past are performing.

4.7.1 Performance Appraisal and Employee Evaluation Employee evaluation is a major objective of performance appraisal. Given the major functions of management -- planning, organizing, leading and controlling -- it is clear that evaluations (controlling) need to be done. At its most basic level, performance appraisal is the process of examining and evaluating the performance of employees. However, the need to evaluate is also a source of tension as evaluative and developmental priorities appear to clash. Some management experts have argued that appraisal cannot serve the needs of evaluation and development at the same time. 4.7.2 Performance Appraisal and Total Quality Management (TQM) With the advent of TQM (Total Quality Management) and the extensive use of teams, traditional performance appraisal systems have come under some criticism. For example, rather than motivating employees, conflict may be created when appraisals are tied to merit pay and when that merit pay is based on a forced ranking. W. Edwards Deming, the founder of total quality management (TQM) has long been associated with the view that performance appraisals ought to be eliminated. Many TQM proponents claim that performance appraisals are harmful. However, there is no doubt that, without safeguards such as appropriate design, adequate administrative support, comprehensive job analysis / description and training for appraisers, conventional performance appraisal processes risk becoming just another of the many bureaucratic

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rituals

supervisors

and

subordinates

must

endure.

4.7.3 Performance Appraisal Summary Performance appraisal, while enabling a manager to identify the training needs of employees, and evolving a training plan for them, also, serves to meet other objectives. Performance appraisal satisfies the psychological needs individuals have to know how they are performing their job and increases employees' job satisfaction and morale by letting them know that the manager is interested in their progress and development. Systematic performance appraisal also provides both the firm and the employee a careful evaluation, rather than a snap judgement of an employee's performance. Many firms use performance appraisals to plan placements and transfers and to provide input into decisions regarding salary increases, promotions, and transfers. Finally, performance appraisals may be used as a basis for the coaching and counselling of individual employees by their superiors.

To summarize the uses of performance appraisal:

Performance improvement Compensation Placement Training & development needs assessment Career planning Job design error detection Detection of external factors influencing job performance

4.7.4 PERFORMANCE APPRAISAL DEFINED

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Let's begin our discussion of performance appraisal by defining the concept. Performance appraisal is a formal system of measuring, evaluating, and influencing an employees job-related attributes, behaviors and outcomes. The objective is to determine how productive an employee is and/or to determine if an employees productivity can be improved. As such, performance appraisals serve an important purpose in managing people and meeting company goals. The tendency to make judgments about oneself or about people one is working with, appears to be both inevitable and universal. However, without a carefully structured system of appraisal and evaluation, people will judge the performance of coworkers -- subordinates, superiors, and peers -arbitrarily and informally. This tendency to judge, without a systematic procedure, has the potential to create serious motivational, ethical and legal problems within the firm. On the other hand, a structured appraisal system is more likely to be lawful, fair, defensible, valid and reliable. Historically, the generalized institution of systematic evaluation procedures began in the 1950's. Initial performance appraisal systems began as methods for justifying relative income distributions -- deciding whether or not the wage of an individual employee, relative to other employees, was justifiable. However, with the evolution of performance appraisal procedures, the traditional emphasis on reward outcomes was progressively reduced. Instead, the usefulness of appraisal as a tool for motivation and development was recognized.

4.8 Training and Higher Study:

1. if any staff wants to part time or full time higher study or train in country or abroad the he/she has to fill up an application or and send it to the human resource department with the recommendation of program manager. Human Resource Department will approve the proposal form executive Director with the recommendation of director, human resource department. 2. if any staff want to join in international workshop , seminar of meeting the he/she has to fill up an international traveling authorization form and send it to the human resource department with the recommendation of program manager. Human Resource Department will approve the proposal form executive Director with the recommendation of director, human resource department. 3. only those regular staff whose services are confirmed and pass two years in BRAC can be nominated for training and higher study. 4. if BRAC arrange training and higher study then the staff will get leave with salary. The condition of this type of leave are following:

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 a). the leave period will count at the start of journey to re-join on BRAC b). if BRAC bear the cost of higher study or training then the staff should have to sign in a contract paper. c). if any staff resigned for his/her job before contractual period then he/she has to pay the amount on the basis of contract. d). the staff cannot get the opportunity of any other leave when he/she id consuming the training or higher study leave. e). the staff will get the festival allowance when he/she is consuming the training or higher study level. 5. for nomination of national or international travel, training or higher study, the staff have to send related papers such as invitation card sponsorship, photocopy of ticket etc to the Human Resource Department 6. The staff himself/herself will do every thing related his/her ticket. 7. if the staff failed to submit the cost (financial statement) of his/her training or higher study to the Human Resource division then Human Resource Department will make the contract paper for at least two years

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Chapter 5
Major finding of the study

5.1 Major finding of the study:

While conducting this thesis, I forum the following finding is as under: The organization has a Human Resource Management. The organization has a prescribed salary structure. The organization has provided provident fund and gratuity facilities. The accounts department has professional account. The training department has needed more train. They have to recruit technological sound people for their future project. The organization has to motivate the different personnel and provide different facilities to get best effort form them. technical support department must be more conscious about customer care

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Chapter 6
Recommendation and conclusion

6.1 Recommendation:

Considering the above finding organization need to consider their expense on the strategic direction. Company hats to understand competitors strategic movies. As its activates scattered every neck of the world in Bangladesh. They need to improve their medicine standards and to provide better service to the consumer. They have to take consumer claim fairly solve them in efficient way. Company has to give efforts on the international expansion in order to subsidies risk. Company need to train to there sells representatives for the execution of their product.

6.2 Some recommendations are mentioned below fro improving the organization: More training must be provided for employees to do so collaboration with other organization. Must be careful continuous running of the total system, if any problem occurs the organization must have the back up support. The organization has to provide the provision of life insurance for the employees. The organization must have a Human Resource Department as its public limited company. The organization must try to get comparative advantage.

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6.3 Conclusion:
With the view to analyzing the status of BRAC applied in indeed very much consistent and relevant to develop the ruler areas. Human resource management is the process of acquiring , training, appraising and compensating employees and attending to their labor relation, health and safety and finances Concerns. Its true that any individual who work in human resource must be a people person. Since any one in this department deals with an number of employees as we; as outside individuals, on any given day, a pleasant demeanor is a must
From the discussions it is clear that employees who are satisfied with their work do not necessarily mean they are highly motivated employees and vice versa. However one cannot rule out the fact that the satisfaction of workers and their will to work are linked to some extent by how enriched their jobs are, the job design, level of empowerment, training, performance appraisal, incentives, and flexible working hours among others. Additionally the relationship between job satisfaction and motivation cannot be overlooked and organizations who have a desire to be successful must appreciate the interrelatedness of the two in fulfilling the aspirations of their staff which is key to organizational performance. Furthermore it is important for organizations to put in place monitoring systems to assess the needs of employees at all levels in other to develop programmes for staff development and to appreciate employee perceptions about the conditions under which they work. This can help organizations to stay competitive in an era where it is believed that employees who are satisfied are likely to be more committed to organizational goals. In concluding, management must strive to incorporate individual workers needs and aspirations with organizational goals and leave no stone unturned in finding a fit between the two. In the light of above information I found this organization has excellent competitive advantage than its measure competitors. It is also positive considerable performance of the organization merging internationally. Besides this organization is giving efforts to introduce different types of problem. On the other hand to make organizations business position strong. Human Resource management is very much important for every business organization. Human Resource may be the most misunderstood of all corporate departments, but its also the most necessary. Those who work in Human Resource are no only responsible for hiring and firing: they also handle contacting job reference and administering employee benefits. Actually their departments do that worker. This department of the organization works with the employee and the staff and worker. This department deals with their job planning and design, recruitment, selection, measure their job performance and target their compensation.

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Biography:
1). Murdock, seven, the taxes challenge. Paper presented at the 14 th institute for Human Resource Management in Government Austin Taxes , March 2004. 2. national Academy of Public administration. Building Successful Organization. A guide to Strategic work force Planning Washington D.C. 2004. 3. international personal Management Association. Workforce Planning Resource Guide for Public Sector Human Resource professionals. Alexandria Virginia 2002. 4. pence, Earl, Ph.D and Dougleas Rachford, Ph.D Developing and Implementing Human Capital conference , Washington, D.C., November 2001. 5. Public sector management Division , Ministry of the premier Cabinet. Workforce beyond 2000strategic people planning. An overview of work force Planning . Western Australia,2000. 6. state of Georgia, Strategic Workforce planning. www.gms.state.ga.us/agencyservices/wfplanning/pdf/ January 2002 7. State of Washington. Workforce planning Guide Right People, Right Jobs, Right Time, Olympia, Washington,2000. 8. U.S. Department of Agriculture. AMS Workforce Plan FY 2000-2001. Washington. D.C. 2003. 9. U.S. Department of Health and Human Services. Building successful Organization. Workforce planning in HHS. Washington, DC 2001 10. U.S. Department of the Interior. Right People, Right Place, Right Time. A Guide of Workforce Planning in the U.S. Department of interior Washington, DC. 11. Washington, DC of Transformation workforce Planning Guide.

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References
1. 2. 3. 4. 5. 6. 7. 8. a b Annual Report, 2007 BRAC=Action, 2007 Annual Report, 1990, BRAC Chowdhury, M., & Cash, R., A Simple Solution, 1996. Annual Report, 2005, BRAC BRAC At a Glance, June 2006 Annual Report, 2005; BRAC New York Media Relations (2008-05-28). "Nike Foundation and Buffetts join to invest $100 million in girls". http://www.nikefoundation.org/files/The_Girl_Effect_News_Release.pdf. 9. 2004 Gates Award for Global Health: BRAC, Bill and Melinda Gates Foundation. 10. 1980 Ramon Magsaysay Award for Community Leadership - Fazle Hasan Abed, Ramon Magsaysay Foundation. 11. ^ Fazle Hasan Abed wins UNDP Award, The Daily Star, 18 October 2004. 01.

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