Master paper: HRM practices in Bangladesh: A comparative study between Maisha Group and Institute of Microfinance

Master paper: HRM practices in Bangladesh: A comparative study between Maisha Group and Institute of Microfinance

Submitted By: Md. Hasan Tareq Id: 06671585 Session: 2006-07 BBA 4th Year 2nd Semester Supervised By: Qazi Moinuddin Mahmud Internship Supervisor

August 10, 2012

Department of Management Studies Jagannath University

Letter of Transmittal
August 10, 2012 To Qazi Moinuddin Mahmud Lecturer Department of Management Studies, Jagannath University Dhaka Subject: Submission of Master Paper Sir I am very content and appreciative to you for having such report on utilities. I try to compare HRM practices between Maisha Group and Institute of Microfinance in Bangladesh. This scheme assists me to congregate convenient and very significant knowledge about the HRM practices of group of companies and NGOs in Bangladesh. To make it exquisite I have contended to provide structure supplementary clarification relating to stipulation. I would be reverent to submit comparison HRM practices between Maisha Group and Institute of Microfinance in Bangladesh to you. Your compassion is our esteem if you do recognize this assignment and accredit it. Sincerely yours . Md. Hasan Tareq

SUPERVISORS FORWARDING

Signature

Qazi Moinuddin Mahmud Internship Supervisor

Acknowledgement
At first, I would like to be grateful to almighty Allah for blessing courage and enabling me to prepare this report. I am very thankful to Qazi Moinuddin Mahmud, lecturer Department of Management Studies in the Jagannath University, Dhaka for giving me a great opportunity to prepare a report on HRM practices in Bangladesh: A comparative study between Maisha Group and Institute of Microfinance. His valuable advices, suggestions and directions during the study have helped me very much to prepare the report successfully, Otherwise the task of preparing this report would have been harder in part of me. It has helped me a lot to extend my area of knowledge on corporate governance. I am also very thankful to the authority of Maisha Group and Institute of Microfinance. I hope that it will be beneficial for all of its readers to easily understand the HRM practices in Group of company and NGO in the context of Bangladesh because of its simplification as well as its true and perfect information.

Executive Summary
Human Resource Management (HRM) involves with people and management position of an organization and includes the Job Analysis, Recruiting & Selecting the candidates, Training & Development and Employee Benefits etc. Human Resource Department (HRD) deals all of these processes, so HRD is very essential part of an organization. HRM is important to keep the company organized as well as designing personnel, planning future staffing and provide them training to make them fit for the organization. This is a comparative study of HRM practices between Maisha Group and Institute of Microfinance. This study explore that HRM practice in Maisha Group is moderately satisfactory. They mostly focus on employee involvement, training and development. Job satisfaction is high on Maisha Group because they focus on employee benefits. On the other hand HRM practices in Institute of Microfinance are satisfactory. They do not provide any training program to their employee. Moreover their salary structure is not enough to satisfy their employees. As a result job satisfaction becomes low in this institution. Employee does not get other benefits like bonus, travel facilities, accommodation. From this study it is seen that HRM is more adaptable, more practiced in Group of companies rather than NGOs in Bangladesh. This study is divided into five chapters. Chapter one indicates the objectives, limitations, literature review, methodology of the study. Chapter two indicates the HRM practices in Maisha Group and Institute of Microfinance of Bangladesh. Chapter three is the overview of the Maisha Group and Institute of Microfinance as well as their background, organization structure, products or services, vision statement, mission statement. Chapter four is very important because it contains findings and analysis. Analysis is based on the data collected through questionnaire survey. Chapter five shows the conclusion and the possible recommendation. Additional two chapters are bibliography and appendix.

1.0. Introduction
In the age of knowledge economy, human resource is considered as the most important resource of the organizations and it became decisive for success of any organization (Moyeen & Huq, 2001; Schuler, 1990; Werther & Davis, 1996). Human resource management (HRM) refers to the policies and practices including human resource planning, job analysis, recruitment, selection, orientation, compensation, performance appraisal, training and development, and labor relations (Dessler, 2007). The purpose of human resource management is to improve the productive contributions of employees and provide competitive advantage to the organizations (Werther & Davis, 1996). It is well recognized that an organization enriched with committed, motivated, talented, and competent human resource can achieve any kind of challenging goals. Success of managers in the new century would absolutely depend upon their capabilities in managing human resources (Budhwar & Debrah, 2001). McClelland (1961) questioned, Why should Argentina lag so far behind the United States or Australia in per capita? Is it so much less favored by climate and natural resources? In answering the question it is conceived that economic development does not depend on the supply of natural resources, rather it depends upon the effective and efficient utilization of resources (Azim, 2008). If resources are used properly, productivity would be increased, which will lead to lessened cost and increased profit. If profit increases, organizations will be able to offer better compensation, training, and working environment for the employees. It will also enhance the job satisfaction and organizational commitment of the employees, which will in turn lead to further improvement of productivity. Therefore, productivity has been a great concern for every organization of developed and developing country. Human resource management practices can contribute to superior productivity directly by finding better and more efficient ways to achieve objectives and indirectly by improving the quality of work life for employees (Werther & Davis 1996). Effective HRM practices can achieve high productivity and corporate financial performance, low scrap rate, and low employee turnover (Arthur, 1994; Huselid, 1995). Proper human resource management practices such as incentive pay, teams, flexible job assignments, employment security, and training can improve productivity enormously (Ichniowski, Shaw & Prennushi, 1997; Katou & Budhwar, 2007).

1.1. Statement of the research problem

Historically, Bangladesh is an agro-based country. Agriculture is the single largest producing sector of the economy since it comprises about 18.6% (data released on November, 2010) of the country's GDP and employs around 45% of the total labor force. However, the contribution of agriculture to the GDP has shown declining trends in recent years. As possibility of growth in agriculture of Bangladesh is constrained by a number of social, economic, and physical reasons such as small land-man ratio, natural calamities, and rapid urbanization; the need for the development of industrial sector has been obvious (Aowrangazab, 2005). Low growth in agriculture has created tremendous pressure on industrial sector through the influx of surplus laborers from agriculture to industry. The unemployment problem of Bangladesh, one of the populous nations of the world, will be further deteriorated until and unless industrialization through labor intensive manufacturing enterprises is accelerated. Bangladesh is moving ahead. The private business group of companies in Bangladesh is playing a vital role in the socio-economic development of the country. They are increasing the annual revenue with an upward trend. And they are contributing in the development of the society to a large extent. Through various corporate social activities, these groups are working for the welfare of the mass people as well. Poverty is pervasive. Almost half of the total population is still living below the poverty line - earning less than $1 a day. The government of Bangladesh faces an enormous challenge in reducing poverty. However, the government cannot act alone as it cannot command all the resources, personnel, administrative outreach or expertise necessary to maintain progress in poverty alleviation. The MFIs have taken a key role in poverty alleviation efforts and they have been providing credit to these poor people who lack savings and capital but want jobs in the farm and non-farm sectors. Against the backdrop of a relatively undeveloped formal financial system, a strong NGO microfinance system has developed in Bangladesh. These MFIs have been able to reach the poor with collateral-free loans at affordable costs and can thus help the poor become self-employed. All of the problems arise only because of inefficient use HRM practices. Due to lack of proper HRM practice resources are not properly utilized. Moreover emerging of various businesses practices of HRM become more complex now- a- days.

1.2. Objectives of the study

Primary objective

The objective of this study is to compare the HRM practices between Maisha Group and Institute of Microfinance.

Secondary objectives

Secondary objectives of the study are:

1.3.

To know about HRM practices of Group of companies in Bangladesh To know about HRM practices in private NGO in Bangladesh To know about present situation of HRM in Bangladesh

Methodology of the study

Methodology is the way to conduct the study. Percentage method was applied to analyze data.

Collection of data

This study is based on both primary and secondary data/ information.

Primary data
Primary data/ information were collected through face-to-face interview of HR personnel through questionnaire. Questionnaire is designed by simple questions, multiple choice, likert scale, open ended.

Secondary data
Secondary data/ information were collected from published articles, magazines, different books, internet etc.

1.4. Definition of the terms HRM (Human Resource Management)

Human resource management (HRM or human or simply HR) It is is the management of responsible for

an organization's workforce,

resources.

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). Human Resource management includes conducting job analyses, planning personnel needs, and recruitment, selecting the right people for the job, orienting and training, determining and managing wages and salaries, providing benefits and incentives, appraising performance, resolving disputes, communicating with all employees at all levels.

Group of companies
A corporate group (or a "group of companies") is a collection of parent and subsidiary corporations that function as a single economic entity through a common source of control. The concept of a group is frequently used in tax law, accounting and (less frequently) company law to attribute the rights and duties of one member of the group to another or the whole. If the corporations are engaged in entirely different businesses, the group is called a conglomerate.

NGO
A non-governmental organization (NGO) is any non-profit, voluntary citizens' group which is organized on a local, national or international level. Task-oriented and driven by people with a common interest, NGOs perform a variety of service and humanitarian functions, bring citizen concerns to Governments, advocate and monitor policies and encourage political participation through provision of information. Some are organized around specific

issues,

such

as

human

rights,

environment

or

health.

A non-governmental

organization (NGO) is a legally constituted organization created by natural or legal persons that operates independently from any form of government. The term originated from the United Nations (UN), and is normally used to refer to organizations that are not a part of the government and are not conventional for-profit business. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non-governmental status by excluding government representatives from membership in the organization. The term is usually applied only to organizations that pursue wider social aims that have political aspects, but are not openly political organizations such as political parties

Employee involvement
Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Employee engagement, also called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture. Employee involvement means that every employee is regarded as a unique human being, not just a cog in a machine, and each employee is involved in helping the organization meet its goals. Each employees input is solicited and valued by his/her management. Employees and management recognize that each employee is involved in running the business.

Job analysis
Job analysis provides information about jobs currently being done and the knowledge, skills and abilities that individuals need to perform the jobs adequately. A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define a jobs duties, responsibilities, and accountabilities. This analysis involves the identification and description of what is happening on the job.

1.5. Literature Review

HRM practices have been researched in Bangladesh from different perspectives. Rab (1991) explored HRM practices of 24 small enterprises operating in Dhaka. He identified that in case of recruitment, personal contact was the primary means (58%) followed by advertisement in newspaper (21%), walk-in (13%), and company notice board (8%). All the enterprises, except one, used work sample test and interview for the selection of employees. On-the-job training was observed to be the most widely used one. Most of the enterprises (87.5%) paid one or more types of allowances in addition to salary. Shelly (1994) examined the roles of human resources, and infrastructure in the industrialization process of Bangladesh. He observed that ineffective human resource management was one of the major problems faced by industrial sector of Bangladesh. Most of the HRM practices such as HR planning, recruitment, selection, promotion, performance appraisal, compensation, incentives, and industrial relations were not performed properly in industries. Mohiuddin and Mahmood (2001) studied the transformation of personnel management into human resource management. Based on different empirical and theoretical studies conducted in the western world, the authors distinguished between personnel and human resource management. Moyeen and Huq (2001) studied HRM practices of 92 medium and large business enterprises (public and private sector) located in Dhaka, Bangladesh. They found that only 62% of surveyed organizations had an HR/IR department. About 96% organizations had training programs. 91% of organizations had performance appraisal system and similar percent of organizations had a system of rewarding the good employees. The least prevalent practice among the surveyed organizations was employee pension plan. The researchers inferred that union status (presence of unions) was associated with some HRM practices and firms size was found as an important predictor of some of the HRM practices.

Islam (2003) in a study on the HRM practices of small businesses of Bangladesh found that small businesses did not offer reasonable salaries and benefits, training and development opportunities to their employees. The author mentioned that due to outdated HR practices, the productivity and motivation level of the employees of small businesses of Bangladesh were very low. Ernst and Young, and Metropolitan Chamber of Commerce and Industry (2007) conducted a survey on HR practices of more than 50 organizations selected from industries (mainly from the private sector) such as Pharma and Healthcare, FMCG, IT, Telecom, Manufacturing, Finance, NGO, Textile/Garments, and Conglomerates. They thoroughly examined talent acquisition, performance management, people development, compensation and benefits, HR strategy and processes, organizational culture, and HR practices for Workmen, staff and other non-managerial employees of the surveyed organization. Huda, Karim and Ahmed (2007) made a study on the HRM practices of 20 NGOs of Bangladesh. It was identified from the study that the HR challenges faced by the NGOs were shortage of qualified candidates, insufficiency of qualified female candidate, poor academic background of applicants in the suburban and rural areas, and the lack of training infrastructure and training need analysis. The first three challenges were related to recruitment. Uddin, Habib, and Hassan (2007) depicted a comparative scenario of HRM practices with respect to the public and the private sector companies of Bangladesh. The study encompassed the HRM practices of Wartsila, one of the private sector power generation companies, and BPBD (Bangladesh Power Development Board), the public sector power generation company. They examined recruitment, selection, training, performance appraisal, and compensation practices of both the firms. The authors concluded that the overall HRM practices of Wartsila very much satisfactory. In contrast, the HRM practices of BPDB were quite inefficient. The above literature survey on different HRM practices demonstrates that like other developing countries, HRM as an area of research has not received proper attention in Bangladesh.

1.6.

Limitations of the study

As a student of faculty of Business Administration and Management, 4th semester, this is my first initiative for making a project paper on Comparison of HRM practices between Maisha Group and Institute of Microfinance by meeting a survey. I was really unable to collect enough information from due to their official restrictions. Many things were so confidential that I was not entitled to access there. Beside this I have faced the following hindrances in preparing this report: Lack of knowledge and experience Shortage of time Small size of sample

The survey report focuses on Human Resource Management Practice of group of companies and Private NGOs in Bangladesh. The survey may not be more comparable or more valid because only two firms dont show the accurate condition to whole country.

2.0. Present Scenario of HRM in Maisha Group

To deliver quality with honesty, integrity and dignity, Maisha Group strives for excellence in offering products and services at global height in a brand name hunching to be persistent for long term. Be an innovative guide towards superior products and services offering best possible solution or option to improve quality of life with a team devoted to customer satisfaction delivering dedicated on high moral and business ethics. They have individual HRM department where the General Manager and the HR Manager are responsible for planning and all work of this department. HRM get more importance to them. According to Maisha Group manager HRM is important to keep the company organized. For that reason they try to practice HR effectively. Generally they practice the following activities related to HRM:

Employee involvement
Usually Maisha Group provides the employee involvement facilities. As a Group of company they involved their employees to do more job, faster, better, accurate task. Various types of involvement are available in Bangladesh such as delegation, team, participation, goal setting, employer training etc. But Maisha Group only involves their employees by participation. In this participation, employees just share their ideas, values, expression but they cannot take any decision. Moreover they provide this participation facility before the performance appraisal from the higher authority. Generally after training the employees they get participation facility.

Job analysis
Job analysis provides information about jobs currently being done and the knowledge, skills and abilities that individuals need to perform the jobs adequately. A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define a jobs duties, responsibilities, and accountabilities. This analysis involves the identification

and description of what is happening on the job. Various methods of job analysis are available in practice such as observational method, interview method, questionnaire method, functional method. As a Group of company Maisha Group practice interview method to know the conditions of job. They generally ask the employees about their jobs. If any problem arises they solve it immediately.

Recruitment
Recruiting is the process of discovering potential candidates for actual or anticipated organizational vacancies. The goal of recruiting is to communicate the position in such a way that job seekers respond. There are two kinds of sources of recruitment such as- internal sources, external sources. Maisha Group follows the external sources for their recruitment process. There are many kinds of external sources such as- advertisements, employment agencies, schools, colleges, universities, professional organizations etc. Among from these sources Maisha Group follows advertisement usually online recruitment.

Selection
Selection is the process of collecting candidates from the recruitment. It is the process of reducing the number of candidates. As a group of company Maisha Group select the candidates through comprehensive interview.

Employee socialization
Socialization is a process of adaption that takes place as individuals attempt to learn the values and norms of work roles. Maisha Group pays no attention to employee socialization. According to them its unimportant for a healthy environment.

Efficiency
Maisha Group evaluates the working efficiency of the employees through their performance and output.

Training and Development

Very often they provide training program to develop the working efficiency of the employees. They generally provide on the job training to the employees. They provide

training program on various projects related to their management. They agree that training and development program should be based on the routine activity of an organization. They do not provide any preliminary training to the newly recruited worker. They are not satisfied with their existing training program. Moreover they do not think that existing training is effective to achieve the organizational goal. They provide highly contents training which are adaptable to the worker. They believe that training needs is predetermined in the organization. They can apply their knowledge gained from training program on their job.

Performance appraisal
Performance appraisal must convey to employees how well they have performed on established goals. Its also desirable to have these goals and performance measures mutually set between the employee and supervisor. Usually Maisha group follows formal appraisal for appraising the performance of the employee.

Motivation
Various kinds of motivation are available such as- job rotation, transfer, bonus, promotion etc. Maisha Group motivates their employees by giving promotion. By promoting their job description employees become motivated to produce more output.

Employee benefits
Employee benefits are offered by the employer to attract and retain good workers. Benefits are generally membership- based, offered to the employees regardless of their performance levels. Many kinds of benefits are provided by the companies in Bangladesh. As a group company Maisha Group provides travel facilities to the employees so that they can present at the office in time.

Job satisfaction
Job satisfaction in Maisha Group is high in level. Employees are satisfied with their job because of getting standard pay, travel facilities, bonus systems. Moreover employee can participate in decision making.

Generally these above noted HR activities are practiced by Maisha Group. They try to convert their HR systems into modern type. They are trying to practice HR more efficiently and effectively.

2.1. Present Scenario of HRM in Institute of Microfinance

Institute of Microfinance (InM) is a non-profit organization established primarily to meet research and training needs of national as well as of global microcredit and related poverty reduction programs. Initiated and promoted by Palli Karma-Sahayak Foundation (PKSF), InM started its operation on 1 November 2006. It has no individual HRM department. It follows PM (Personnel Management) where the Head of Admin (Senior Program Officer) consulting with Executive Director are responsible for planning and all work of this department. According to the manager of this institution HRM is important for designing personnel, planning future staffing and provide training to make them fit for the organization. The following are highlighting the present situation of HRM practices of Institute of Microfinance.

Employee involvement
Generally company involved their employees to do more job, faster, better, accurate task. Various types of involvement are available in Bangladesh such as delegation, team, participation, goal setting, employer training etc. Usually Institute of Microfinance does not provide the employee involvement facilities.

Job analysis
Job analysis provides information about jobs currently being done and the knowledge, skills and abilities that individuals need to perform the jobs adequately. A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define a jobs duties, responsibilities, and accountabilities. This analysis involves the identification and description of what is happening on the job. Various methods of job analysis are available in practice such as observational method, interview method, questionnaire method, functional method. As a NGO Institute of Microfinance practices observational method to

know the conditions of job. They generally observe the employees on their jobs. If any problem arises they solve it immediately.

Recruitment
Recruiting is the process of discovering potential candidates for actual or anticipated organizational vacancies. The goal of recruiting is to communicate the position in such a way that job seekers respond. There are two kinds of sources of recruitment such as- internal sources, external sources. Institute of Microfinance follows the external sources for their recruitment process. They recruit the candidates who have completed internship from their organization. There are many kinds of external sources such as- advertisements, employment agencies, schools, colleges, universities, professional organizations etc. Among from these sources Institute of Microfinance follows campus recruitment.

Selection
Selection is the process of collecting candidates from the recruitment. It is the process of reducing the number of candidates. As a NGO Institute of Microfinance select the candidates by observing many factors such as- qualification, experience, performance, loyalty etc.

Employee socialization
Socialization is a process of adaption that takes place as individuals attempt to learn the values and norms of work roles. Institute of Microfinance pays a little attention to employee socialization. According to this institution it is unimportant for a healthy environment.

Efficiency
Institute of Microfinance evaluates the working efficiency of the employees through their performance.

Training and Development

They do not provide training program to develop the working efficiency of the employees but they send their employees to different organizations for learning deeply. They provide training program on various projects related to their management. They strongly agree that training and development program should be based on the routine activity of an organization. They do not provide any preliminary training to the newly recruited worker. They are not satisfied with their existing training program. Moreover they think that existing training is effective to achieve the organizational goal. They provide highly contents training which are adaptable to the worker. They strongly believe that training needs is predetermined in the organization. They can apply their knowledge gained from training program on their job.

Performance appraisal
Performance appraisal must convey to employees how well they have performed on established goals. Its also desirable to have these goals and performance measures mutually set between the employee and supervisor. Usually Institute of Microfinance follows informal appraisal for appraising the performance of the employee.

Motivation
Various kinds of motivation are available such as- job rotation, transfer, bonus, promotion etc. Institute of Microfinance motivates their employees by giving promotion. By promoting their job description, employees become motivated to produce more output.

Employee benefits
Employee benefits are offered by the employer to attract and retain good workers. Benefits are generally membership- based, offered to the employees regardless of their performance levels. Many kinds of benefits are provided by the companies in Bangladesh. Institute of Microfinance does not provide adequate benefits to the employees.

Job satisfaction
Job satisfaction in Institute of Microfinance is very low in level. Employees are not satisfied with their job because they do not get standard pay, travel facilities, bonus systems. Moreover employee cannot involve in decision making.

Generally these above noted HR activities are practiced by Institute of Microfinance. According to it HRM become more effective through evaluation of employees and their performance, motivation and performance appraisal.

3.0. Maisha Group 3.0.1. Background

The Brand identity of Maisha Group is built upon the philosophy of the founder Md. Aslamul Haque. A Happy & Motivated workforce makes customers happy & satisfied which will make the Management & Stakeholders happy. This underlying belief motivates each individual member of all the concerns and subsidiaries of the Maisha Group and creating a unique working environment and corporate culture. Maisha Group comprises ten concerns incorporated under the companies Act 1994.They have been in operation since 1992 and become one of the reputed business houses in Bangladesh. The Group started its operation with Maisha Property Development Ltd. as its flagship project, which turned out to be very successful and gained immense trust and confidence of the clients and other stakeholders. Having a well experienced and capable team of key personnel at the routine and the leadership of a well qualified management team and support of its partner, suppliers, clients and associates, Maisha Group in a short period of time become a highly competitive company in the market.

3.0.2. Vision statement

To deliver quality with honesty, integrity and dignity, Maisha Group strives for excellence in offering products and services at global height in a brand name hunching to be persistent for long term.

3.0.3. Mission statement

Be an innovative guide towards superior products and services offering best possible solution or option to improve quality of life with a team devoted to customer satisfaction delivering dedicated on high moral and business ethics.

3.0.4. Corporate culture

Maisha Groups overall brand identity is built upon the founder Md. Aslamul Haques philosophy, which states, If you keep your staff happy, the customer will be happy and if your customers happy, the shareholders will undoubtedly happy. This underlying belief transcends into each one of Maisha Groups concerns and into each individual working here resulting in a firm and congenial organizational culture.

3.0.5. Corporate value

The development of Groups organizational culture has allowed room for the emergence of strong work ethics and value. Each concern of the Maisha Group shares a set of values that are being considered as the fuel of its success. This encompasses value for money, excellent quality products, brilliant customer service, innovation, competition and consistency. In such a large conglomerate empire as the Maisha Group, these broad set of fundamental beliefs continually work to strengthen the companys brand as well as its culture.

3.0.6. Customer focus

The group truly believes in making a difference in each customer, which can only be accomplished by delivering quality service provided by empowered and motivated employees. It also believes in catering quality service and keeping its customer happy rather than making quick and short term profit.

3.0.7. Governance and Internal Management

Name Members

Board of Directors Consultants Management Team Legal Advisor Insurer

9 3 3 3 3

3.0.8. Organizational structure

Group Advisor

Chairman& MD

Head of Admin & HR

Head of Finance & Accounting

Head of Operation

Head of Sales & Marketing

Manager

Manager

Senior Manager

Assistant Manager

Assistant Manager

Assistant Manager

Assistant Manager

3.0.9. Business Units Sl. No.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Name
Maisha Property Development Ltd Aswat Consumer Ltd. Dhaka West Power Ltd. Dhaka North Power Utility Co. Ltd. CLC Power Co. Ltd. Crystal Ready Mix Ltd. Mahim Leisure & Assosiates Ltd. Dayking Corporation Ltd. Mahim Trade Link Interlink Recycle Ltd. Mahim Shipping Lines Ltd. Mahim Real Estate Ltd. Bhd.

Date of Incorporation
7th June 2000 11th October 2005 28th October 2010 28th October 2010 22nd December 2010 20th September 2010 3rd May 2011 6th April 2006 Under process Under process Proposed Proposed

Mega Tech & Assets Holding Sdn Proposed Eco Environment Recycle Industries Proposed Sdn Bhd. Asian Charters Pte Ltd. Proposed

3.0.10. Products/ Services Sl.

1 Maisha Property Development Ltd 2

Name of the concern

Products/Services
Bulk based land and development Township development Power, commercial and hospital development Soyabean oil Vegetable oil

Aswat Consumer Ltd.

Mustard oil D-Allethrin

3 Dayking Corporation Ltd.

Affordable laptop Notebook IT related products

4 High Tech Agro& Beverage Ltd.

Agro-products Frozen foods Plastic films

3.1. Institute of Microfinance 3.1.1. Background

Institute of Microfinance (InM) is a non-profit organization established primarily to meet research and training needs of national as well as of global microcredit and related poverty reduction programs. Initiated and promoted by Palli Karma-Sahayak Foundation (PKSF), InM started its operation on 1 November 2006. InM is registered as an independent nonprofit institution under the Societies Registration Act 1860. It is principally funded by UKaid, Department for International Development (DFID) through its Promoting Financial Services for Poverty Reduction (PROSPER) Program.

3.1.2. Vision statement

Towards establishing a poverty free world, InM sees itself as a frontline centre of excellence in knowledge creation and management.

3.1.3. Mission statement

Firstly, InM will contribute to the capacity building of the microfinance sector in Bangladesh through training and academic programs for human resource development, conducting research studies and dissemination of findings, regular dissemination of new knowledge and technology, for the benefits of the sector. Secondly, the institute should emerge as a centre of excellence in microfinance, poverty, enterprise development, and other allied areas at the national and international levels through building network with microfinance institutions, sector stakeholders, reputed researchers, thinkers and professionals, and exchange of ideas and experiences.

3.1.4. Goals and Objectives

InM is committed to poverty reduction and rural development through research, training and knowledge management on microfinance at the national and international levels. The Institute has the following key objectives: To conduct research on microfinance and its effects on the economy, poverty alleviation, inequality and vulnerability. To initiate, undertake and promote research and action research activities directed towards the expansion, growth and consolidation of national and global microfinance and related programs for poverty alleviation. To collaborate with national and international agencies and universities for research, action research and other professional activities such as training, livelihood promotion, environmental issues, experimentation and academic degree programs in Bangladesh and other countries. To use research results and lessons of inter-country experiences and prepare policy notes and reports to help policymakers and practitioners of microfinance. To initiate, undertake and arrange training programs for microfinance professionals and practitioners from home and abroad. To develop and maintain database on national and global microfinance. To set standards, prepare best-practice examples, formulate policy documents and prepare guidelines to help the sector stakeholders

3.1.5. Major Services:

Research:

Research includes feasibility analysis, baseline survey, impact assessment, evaluation etc.

Training:

Training needs assessment and capacity building planning, training of trainers, scheduled and tailor-made courses, curriculum and module development, training evaluation, etc.

Consultancy:

Consultancy includes Microfinance program management, developing policy advice, strengthening local governance, strategic planning, project design and development, monitoring and evaluation, change management and institutional development, etc.

Program Management:
Program Management consists of technical assistance to management services, project and program cycle management, monitoring, review and evaluation etc.

3.1.6. Governance:
Institute is governed by a two-tierGoverning Body and General Bodygovernance system. The basic governance lies with the Governing Body. It comprises of seven (7) members, including the Executive Director of the Institute as an ex-officio member. The General Body is the Institute's highest authority. Total number of members of the General Body is thirteen (13), including seven members of the Governing Body. It is responsible for the overall policy guidance and direction for efficient functioning of the Institute.

Governing Body
The Institute is governed by a two-tier governance structure Governing Body and General Body. The basic governance lies with the Governing Body. It comprises of seven (7) members, including the Executive Director of the Institute as an ex-officio member.

General Body
The General Body is the Institutes highest authority. It is responsible for the overall policy guidance and direction for efficient functioning of the Institute. Total members of the General Body are thirteen (13) including seven (7) members of the Governing Body.

3.1.7. The Team

InM has an excellent team of professionals headed by its Executive Director in research, training and knowledge management. The regular core research group comprises of well coordinated and dedicated researchers with extraordinary expertise. Besides, InM draws research scholars from reputed universities across the world. In addition, InM always welcomes interested researchers and academicians to join the dynamic team.

3.1.8. Key Areas:

InM has three unique divisions: Research Training and Knowledge Management.

3.1.8.1. Research
Research is the most prominent among the InM activities. The major focus of its research is on microfinance, poverty, and development issues. InM conducts research studies independently and/or jointly with distinguished researchers and institutions from home and abroad. The underlying objective of the research agenda is to get insights into the problems of poverty and development and also to assess the impact of different inventions.

On-going Research Projects

Multiple Memberships (Overlapping) in Microcredit Program. Strategic Behavior of NGOs/MFIs in Bangladesh Health and Nutrition among the Beneficiaries of Microfinance Institutions (MFI) in Rural Bangladesh. Micro insurance, Poverty and Vulnerability in Bangladesh (Phase-I) Searching for an Explanation of Differences in Poverty Levels and Trends at SubNational Levels.

Understanding the Poverty and Resource Dichotomy- An Inquiry into the Livelihood of any Backward Community in Resource-Rich Areas of Bangladesh.

Access to Financial Services (Phase -1) Poverty Alleviation through Enhanced Usage of Migrant Remittance Assessment of the Impact of PKSF Interventions on Sustainability of Partner Organizations (POs)

Impact of Microcredit on agricultural Farm Performance and food security in Bangladesh.

Internal Female Migration in Rural Bangladesh: An Effective Household Coping Strategy.

Differentiated Corporate Governance and MFI Performance in Bangladesh Poverty Dynamics in Rural Areas of Bangladesh: Phase-I Designing Appropriate Microinsurance Products for the Low Income Households

Completed Research Projects

Baseline Study of Food Security for Vulnerable Group Development and Ultra Poor Beneficiaries Project (Sponsored by PKSF) Identification of Appropriate Micro Insurance Approach for Ultra Poor of Bangladesh. (Sponsored by UNDP) Urban Microfinance in Bangladesh Monga in Greater Rangpur: Intensity, Coping, Vulnerability, and the Impact of Mitigating Strategies.

Impact of Cash for Work Program under PRIME in Lalmonirhat Districtct. (PKSF & InM)

Overlapping in Microcredit Programs in Patrail Union, Tangail. (PKSF & InM) Impact of PRIME Interventions on Monga Mitigation in Greater Rangpur Region: Phase-I

3.1.8.2. Training
There is a growing demand to expand the InM's activities to support training programs to build the capacity of the MFIs so that practitioners can make tangible efforts towards building a sustainable microfinance sector. The institute intends to embark upon providing training to the development practitioners, journalists, editors, senior executives of different MFIs, policymakers, regulators, government officials and international agencies. In addition, it will act as a facilitator in capacity building of the existing training institutions. InM has a future plan to organize training programs for the participants even from outside Bangladesh. InM wants to put special thrust on-need-based training that requires customized, standard and integrated training modules for the training programs. Furthermore, the institute is mandated to play active role to capacity building of the institutions in the microfinance sector in Bangladesh.

Module Development
InM has taken initiative to prepare standardized training module for the MFIs as per suggestions of the training expert committee. InM wants to put special thrust on training rather than prototype training which needs customized, standard and integrated training module for the training courses. Initially the following modules are developed by InM.

Microfinance Operations and Management. Basic Book Keeping and Accounting Management for MFIs. Improving Participatory Managerial Skills and Management Style. Monitoring and Evaluation of Microfinance Program. Legal Regulatory System and Governance.

3.1.8.3. Knowledge Management & Communication

With a view to create knowledge, its management and dissemination in the area of microfinance and poverty, the Knowledge Management and Communication (KnM) division of InM works as the voice of the Institute by propagating its activities to the wider audience and managing its public relations activities. Knowledge management helps Institute's ability to get the most from the activities through its workforce and information technology to harness the intellectual capital of the Institute by maintaining networks with the development partners in the field of microfinance. The main focus of KnM activities is: research documentation, data management, dissemination of research findings, awareness creation and sensitization in the field of MF etc. In terms of acquiring knowledge, KnM gathers knowledge by InM conducted research studies and also by arranging conferences, seminars, workshops and dialogues. For propagating and disseminating the knowledge, KnM works to maintain web portal, intranet, online archive, library; to publish various books, study reports, working papers, occasional papers, newsletters; and to arranges television programs and documentaries etc.

3.1.9. Publications

To disseminate the research findings of InM governed research studies; and to aware the mass people of the country along with academicians, practitioners, stakeholders, InM has been publishing different types of publications such as books, working papers, policy papers, policy briefs, research papers, occasional papers, study reports, microfinance statistics; etc.

3.1.10. Seminars/Workshops/Conferences
KnM division of InM is regularly organising conferences, seminars, workshops, and dialogues for disseminating the findings of InM research studies and to communicate with the sector stakeholders and practitioners. A significant number of conferences, seminars, workshops, and dialogues has been conducted in different occasions highlighting the following themes: Dynamics of Poverty and Microfinance Regional Performance of Microfinance Governance of MFIs Program Evaluation of MFIs Operational Issues of Microfinance Health and Microinsurance issues Gender and individual modernity

3.1.11. Library
To strengthen knowledge management in the microfinance sector, InM strives to build a comprehensive library for researchers, practitioners and academicians. In designing a knowledge management information system, this library is a potential element. InM library contains various books, journals, periodicals, reports and working papers etc. InM is collecting more national and international publications from different sources to enrich the physical library of the Institute. InM is also collecting various reports and documents (annual

reports, financial reports, brochures, other publications) from different MFIs working in Bangladesh to develop the archive of printed materials of MFIs.

3.1.12. Internship Program

InM's internship program offers an excellent opportunity for undergraduate and graduate students to work in the development sector and gather firsthand experience of working in an official environment. Bright students from different renowned universities in the country are enrolled every year at the Institute for this program. International interns from many reputed universities across the world are also regularly accommodated.

3.1.13. Access to Online Journals

InM offers exclusive online access to valuable online journals like JSTOR and other resourceful virtual libraries for its staff and researchers. These e-journal subscriptions have allowed the Institute to get access to a vast quantity of scholarly publications and education materials. Subscription of the PERI-INASP consortium program enables each participating institution to access over 20,000 scholarly publications, including those from both general and highly subject specific journal providers. Currently some available major e-resources are: JSTOR, Oxford University Journals, Wiley-Blackwell, World Bank e-library, WDI, GDF etc.

4.0. Findings and analysis

To evaluate HRM practices between two firms simple percentage approach is used in this study. Data was collected through questionnaire survey which contains 32 questions represents various sectors of HRM. Three respondents were selected from each company for the study. Questionnaire is divided into two parts where one part shows the general information about respondents and other part shows the information about HRM. Questionnaire was prepared by representing the dichotomous questions, multiple choice, Likert scale, completely unstructured questions. The following table shows the comparison of HRM practices between Maisha Group and Institute of Microfinance. Particulars Employee involvement Job analysis Recruitment Selection employee socialization Efficiency Training and development Performance appraisal Motivation Job satisfaction Maisha Group (%) 83% 66% 66% 33% 33% 66% 88% 66% 66% 66% Institute of Microfinance (%) 75% 66% 50% 33% 33% 66% 66% 66% 33% 33%

From the above noted figure we can easily see the comparison of HRM practices between Maisha Group and Institute of Microfinance.

5.0. Conclusion
It has been uncovered that the overall status of HRM practices in the Maisha Group is moderately satisfactory whereas the overall status of HRM practices in the Institute of Microfinance is found to be satisfactory. Maisha Group pays highly attention to the employee involvement and training and development where as Institute of Microfinance is found to be low here. It is unearthed that significant difference is prevailing between the Maisha Group and Institute of Microfinance of Bangladesh. Moreover Institute of Microfinance is found to be low in motivation, selection, employee socialization, job satisfaction. Maisha Group also found to be weak in selection and socialization process.

5.1. Recommendations
The following recommendations may be useful to consider in improving the overall status of HRM practices of the Maisha Group and Institute of Microfinance of Bangladesh.

For the Maisha Group

Manpower requirement data should be maintained. HRIS should be introduced. Succession planning should be conducted. HR policies should be changed with respect to business strategies. Job analysis should be conducted effectively. Fairness in selection process should be upheld. Psychological attributes should be focused in selection. Different sources of recruitment should be utilized. Extensive training and development programs should be offered. Further training and education should be encouraged.

Sufficient budget for training should be allocated. Performance appraisal system should be effective. Compensation practices should be totally restructured. Industrial relations should be strengthened.

For Institute of Microfinance

Formal recruitment policies should be adopted. Large number of applicants should be attracted for filling vacancies. Employee orientation program should always be offered. Wide-ranging training and development should be continuously offered. Financial and non-financial benefits should be extended. Employee involvement should be facilitated. Training program should be provided towards the newly recruited worker. Financial motivation should be provided.

Bibliography
Ahmed, F. 2001, Strategic human resource management: Linking human resource management with corporate strategy. Journal of Business Studies, Vol. 12, No 1 Ahmed, F. A., and Patan, A. 1979, Industrial development of Bangladesh. Journal of Institute of Bankers, Vol. 10 Akand, J. 2006, Personnel management in banks: A case study of personnel management of Janata Bank. Unpublished MPhil thesis, University of Dhaka, Bangladesh. Akhter, N. 2002, Human resource management in Bangladesh: A study of some local private manufacturing industries. Unpublished doctoral dissertation, University of Dhaka, Bangladesh. David A. Decenzo, Stephen P.Robbins, 8th Edition,Fundamentals of Human Resource Management. Willy: John Willy & Sons Inc. Dessler, G. 2007, Human resource management. New Delhi: Prentice Hall of India Private Limited. Edgar, F., and Geare, A. 2005, HRM practice and employee attitudes: Different measures- different results. Personnel Review, Vol. 34, No. 5, pp. 534-549. GOB, Bangladesh Bureau of Statistics. 2007, Statistical pocket book of Bangladesh 2006, Dhaka GOB, Ministry of Finance. 2007, Bangladesh economic review 2007, Dhaka Griffin, R.W. (2002). Management. New York: Houghton Mifflin Company. Islam, M. S. 2003, HRM Practices in the small business in Bangladesh: Some guidelines to follow. Dhaka Commerce College Journal, Vol. 1, No. 2, pp. 113-123.

http://www.mof.gov.bd/en/ http://en.wikipedia.org/wiki/Agriculture_in_Bangladesh http://www.iccsl.org/pubs/bangladeshfinalreportmay15.pdf http://en.wikipedia.org/wiki/Economy_of_Bangladesh http://www.microfinancegateway.org/gm/document1.9.27395/38050_file_Bangladesh_Microfin.pdf http://bangladeshpage.hubpages.com/hub/Top-group-of-companies-in-Bangladesh http://www.countrycompass.com/_docs/library/Bangladesh%20Economic%20Growth %20Assessment.pdf http://www.managementstudyguide.com/human-resource-management.htm http://practicehrm.blogspot.com/2009/09/definition-of-muman-resource-management.html http://en.wikipedia.org/wiki/Human_resource_management http://www.businessdictionary.com/definition/human-resource-managementHRM.html#ixzz22V5YjZqA http://www.businessdictionary.com/definition/human-resource-management-HRM.html http://www.ngo.org/ngoinfo/define.html http://humanresources.about.com/od/glossarye/a/employee_inv.htm http://www.urenio.org/tools/en/employee_involvement.pdf Institute of Microfinance Annual report-2011 Maisha Group Annual Report-2010

Table-1 Employee involvement Questions No. of Total no. No. respondents of questions 4 3 12 Table-2 Job analysis Questions No. of No. respondents 1 3

Question answered 10

Percentage 83%

Total no. of questions 3

Question answered 2

Percentage 66%

Appendix Details of question answered Maisha Group

Table-3 Recruitment Questions No. of No. respondents 2 3

Total no. of questions 6

Question answered 4

Percentage 66%

Table-4 Selection Questions No. of Total no. No. respondents of questions 1 3 3 Table-5 employee socialization Questions No. of Total no. No. respondents of questions 1 3 3 Table-6 Efficiency Questions No. 1 No. of Total no. respondents of questions 3 3

Question answered 1

Percentage 33%

Question answered 1

Percentage 33%

Question answered 2

Percentage 66%

Table- 7 Training and development Questions No. of Total no. No. respondents of questions 15 3 45 Table-8 Performance appraisal Questions No. of Total no. No. respondents of questions 1 3 3 Table-9 Motivation Questions No. of Total no. No. respondents of questions 1 3 3

Question answered 40

Percentage 88%

Question answered 2

Percentage 66%

Question answered 2

Percentage 66%

Table-1 Employee involvement Questions No. of Total no. No. respondents of questions 4 3 12

Question answered 9

Percentage 75%

Table-10 Job satisfaction Questions No. of Total no. No. respondents of questions 1 3 3

Question answered 2

Percentage 66%

Institute of Microfinance

Table-2 Job analysis Questions No. of Total no. No. respondents of questions 1 3 3 Table-3 Recruitment Questions No. of Total no. No. respondents of questions 2 3 6 Table-4 Selection Questions No. of Total no. No. respondents of questions 1 3 3 Table-5 employee socialization Questions No. of Total no. No. respondents of questions 1 3 3

Question answered 2

Percentage 66%

Question answered 3

Percentage 50%

Question answered 1

Percentage 33%

Question answered 1

Percentage 33%

Table-6 Efficiency Questions No. of No. respondents 1 3

Total no. of questions 3

Question answered 2

Percentage 66%

Table- 7 Training and development Questions No. of Total no. No. respondents of questions 15 3 45 Table-8 Performance appraisal Questions No. of Total no. No. respondents of questions 1 3 3 Table-9 Motivation Questions No. of Total no. No. respondents of questions 1 3 3 Table-10 Job satisfaction Questions No. of Total no. No. respondents of questions 1 3 3

Question answered 30

Percentage 66%

Question answered 2

Percentage 66%

Question answered 1

Percentage 33%

Question answered 1

Percentage 33%

Dear Respondent, I am a student of Jagannath University, conducting a survey on HRM practices in Bangladesh: A comparative study between Maisha Group and Institute of Microfinance. Kindly noted that this is an academic study and the findings will remain confined within academic interests. No part of this study will be disclosed. Your kind cooperation will be highly appreciated.

Questionnaire Section-1: General Information About Respondent and Job Information:

1. Name: 2. Gender: 3. Religion: a. Male a. Muslim b. Female. b. Hindu c. Christian d. Buddhist e. Others.

4. Designation in the organization:

5. Name of the organization: 6. Length of service in this organization:

Section-2: Human Resource Management:

1. In your organization which department is mainly practice? HRM (Human Resource Management) PM (Personnel Management)

2. Who is the responsible person for planning the HRM/PM in your organizatio n? ... ............. .. 3. What are you thinking about the importance of HRM/PM?

4. Does your company provide any facility of employee involvement? Yes No

5. How your organizations involve employees? Delegation Team Participation

6. Are provided the participation facilities before the performance appraisal from the higher authority? Yes No

7. Are provided the participation facilities before providing the training from the higher authority? Yes No

8. For the job analysis of the employee which method is performed by your organization? Observational Interview Questionnaire Functional

9. In the recruitment process what kind of sources is used by your organizati on? External Internal

10.For recruitment the employee which things is followed by your organizatio n? Advertisement Campus Recruiting

11. In case of selection: How your organizations select the best candidate among the available candidate? . . 12. How much you give importance on employee socialization? 13. How do you evaluate the working efficiency of the employees of your organization? ........................... 14. For developing the working efficiency of the employees do you provide any training program?

15. If you arrange any training program for the employees, which type of training programs are those? 16. Training and Development program should be based on the routine activity of an organization. Strongly Agree Agree Undecided Disagree Strongly Disagree

17. Does your organization provide the preliminary training program towards the newly recruited worker? Yes No

18. Do you think that existing training program is effective to achieve the organizational goal? Yes No

19. Do you think that the training contents are adaptable with the workers properly? Yes No

20. Are you satisfied with the existing method, aspect of training of your organization? Yes No.

21. The existing training budget is adequate to meet up the training needs. Strongly Agree Agree Undecided Disagree Strongly Disagree. 22. Training needs is predetermined in the organization. Do you agree with the statement? Strongly Agree Agree Undecided Disagree Strongly Disagree. 23. Training module is well planned and well prepared for the effective training program. Show your argument level. Strongly Agree Agree Undecided Disagree Strongly Disagree. 24. The evaluation process of training and development program of your organization much satisfactory. Strongly Agree Agree Undecided Disagree

Strongly Disagree 25. The trainers are skilled and efficient enough. Show your argument level. Strongly Agree Agree Undecided Disagree Strongly Disagree 26. The knowledge gained from the training program are directly oriented with the job contents. Show your argument level. Strongly Agree Agree Undecided Disagree Strongly Disagree. 27. Are you able to implement the knowledge gained from the training facilities? Yes No

28. Please give your kind suggestion about how training and development can be made more effective. 29. What process is followed for appraising the performance of theemployee? Formal appraisal Informal appraisal

30. For motivating the employee what sorts of activities is performed by your organization? Promotion Transfer Job Rotation Bonus

31. According to your company the level of employees job satisfaction? Very high High Low Very low

32. Please give your kind suggestion about how HRM practices can be made more effective.

Thanks a lot for your pleasant cooperation.