Training and Development Jamuna Islamia College

CHAPTER-ONE
Introduction
1.1 Background of the Study

1.2 Objectives of the Study
1.3 Methodology of the Study
1.4 Scope of the Study
1.5 Limitation of the Study
Prepared by : Md Mahfuj, Reg No.: 14326075244, MBA, 1

Islamia Degree College.
1.1 Background of the Study
Islamia Degree College is the conscientious learning center where students at different
levels prepare to meet the challenges and opportunities of the 21st century. It offers
premier graduate program of Masters of Business Administration (MBA) which
requires the students to complete a report. After the completion of this report, the
students are required to prepare a complete report on a topic relevant to the work they
were assigned during the training.
In the time of training has to prepare project report at the end of the training period but
the main objective of the training is to get the hands-on experience of the real world
organization. It also helps to develop the skills required to handle the day to day
operation in an organization. This will allow the students to be prepared for the
upcoming corporate challenges by experiencing real time working environment.
Upon subsequent research to find the best suitable organization to match both my
major and area of interest, I selected the HRD of a Petroleum Company supremely
known for its operation and its contribution to country's economic growth- Jamuna
Petroleum Company Limited.
1.2 Objectives of the Study

Apart from this, the training was completed with the objective of getting practical
knowledge in the HR department of JOCL.
More specifically, the objectives of the training were as under:

* To gain practical experience of the jobs carried out in the HR Department of
JOCL.
* To compare the theoretical knowledge of HR with the practical experiences
carried out at the Petroleum Company.

* Clarify personal interests, skills, and competencies, and their implementation
toward development of career goals.
* To gain ideas from the experienced people working for HR department.
* To understand the challenges faced by the HR department.
* To understand the different types of training provided to the employees.
* Development of personal standards of professional and ethical behavior
required in the workplace.
* Assumption of responsibility for continued learning and professional
development.
1.3 Methodology of the Study

To make the report more meaningful and presentable, two sources of data and
information can be used. Both primary and secondary data source has been used in this
report. I have used both direct interview and observation method to collect the data.
 Types of Data: In this research both quantitative and qualitative data is used.
 Sources of data: Both primary and secondary sources are used for data
collection. Primary data was collected through direct observation, interviewing
with the employees working in the JOCL and analysis of documents and
materials and various reports from JOCL. Secondary data was collected through
internet, annual report, newspaper, articles, and journal books.
The research design will be descriptive in nature. Thus, I have collected my requisite
data and information and analyzed systematically to turn them into useful information.
1.4 Scope of the study:

This report has covered the functions of human resource department, Human resource
planning, recruitment, selecting employee, developing of employee, performance
appraisal, organizational Reward and other, different related laws, and compliance in
JOCL.
1.5 Limitations of the study:

In case of any research limitation is a common phenomenon. Limitation acts as
barriers to do something. While I was preparing the report I faced some problems,
which are given below:
* Time is the major constraint of this research.

* Employees of the JOCL were not available to response to the survey.
* Budget was very small for this research.
* In fact the research is conducted by me so shortage of manpower was also a vital
constraint.
* There are some limitations inside the JOCL for getting information for the
training. Sometimes they skip some information.
* Moreover, one of the main barriers in writing report was the confidentiality of the
data.
* It was very tough for me to get the actual data and information.

CHAPTER-TWO
An Overview of the Company
2.1 About the Organization

2.2 Brief History of JOCL
2.3 JOCL at a Glance
2.4 Organizational Structure
2.4.1 Organ gram with Major Heads
2.4.2 Total Staff and Employees
2.5 Mission of JOCL
2.6 Vision of JOCL
2.7 Capital Structure
2.8 Depot network of JOCL
2.9 Marketing Network of JOCL
2.10 Distribution Network of JOCL

2.1 About the Organization :
After running more than four decades as a fully state owned enterprise, this company
has been converted into public limited company by the decision of the Government on
June 25, 2007 and as per the rule of the Securities & Exchange Commission (SEC).
30% of its share has been off-loaded in the capital market through Dhaka Stock
Exchange and Chittagong Stock Exchange under the direct listing procedure from
January 9, 2008. Subsequently, as per Govt. decision BPC off-loaded another
53.55,000 number of shares from its holding to the capital market through ICB
Securities Trading Company Ltd. During 27/07/2011 to 11/09/2011 all shares have
been off-loaded. At present, BPC holds 60.08c/c shares and the rest 39.92% held by
general investors.
Jamuna Petroleum Company Limited as an oil marketing company is contributing

significantly to the overall progress of the country by carrying out uninterrupted
supply of petroleum products in every remotest parts of the country. The main aim and
objective of the company is to ensure supply of fuels to the door steps of the consumer
in time through sound operational management and providing services through
organized marketing activities.
2.2 Brief History of JOCL :

In 1964 Pakistan National Oil Limited (PNOL), the maiden National Petroleum
Company of the then Pakistan was established as a private limited company. The
company started functioning with an authorized capital of Tk.2.00 crore. After the
Independence of Bangladesh in 1971 the Government of the People's Republic of
Bangladesh acquired the assets and liabilities of Pakistan National Oil Limited by
virtue of Bangladesh Abandoned Property (control, Management & Disposal) Order,
1972 (P. 0. No. 16 of 1972) and the Company was renamed as Bangladesh National
Oil Limited. The Company has been finally renamed as Jamuna Petroleum Company
Limited (JOCL) by the Government on 13 January, 1973. At that time the company

was operated by an adhoc committee called Oil Companies Advisory Committee
(OCAC) under Petro Bangia, constitute by the notification No. 21 m-4/76 (NR) dated
21-4-73, M/0. Natural Resources. Jamuna Petroleum Company Limited was registered
with the registrar of Joint Stock Companies & Firms as fully Government owned.
Private Limited Company on 12 March, 1975 under
Companies Act 1913 with authorized capital of Tk. 10.00 crore and paid-up capital of
Tk. 5.00 crore. Subsequently, in the year 1976 the assets and liabilities of the Company
were transferred & handed over to Bangladesh Petroleum Corporation (BPC) as per
schedule stated in clause 31(c) of BPC Ordinance No. LXXXVIII (published in
Bangladesh Gazette extra ordinary on 13 November, 1976). Since then Jamuna
Petroleum Company Limited has been functioning as a Subsidiary of BPC. On 1
January, 1986 all assets and liabilities of Indo-Burma Petroleum Company Limited
(IBPCL) were transferred to the Company.
In 2005-2006 FY the paid-up capital of the company was increased to Tk. 10.00 crore
from Tk. 5.00 crore by issuing of bonus share out of its profit. The company was
converted into a Public Limited Company from a Private Limited Company on 25
June, 2007 and its authorized capital was increased to Tk. 300.00 crore. On 10 August,
2007 the paid-up capital of the company was increased to Tk.45.00 crore by issuing
bonus share of Tk. 35.00 crore. The company was enlisted with Dhaka Stock
Exchange Limited and Chittagong Stock Exchange Limited on 9 January, 2008 with a
view to off-load 1.35 crore shares of Tk.10.00 each under direct listing procedure and
accordingly the shares of the company were off-loaded in the capital market.
On 14th may ,2011, in its 35th AGM, the company declared to pay 30% cash dividend
and 20% Bonus share of taka 10.00 each for the FY 2009-2010. With this issuance of
bonus share, company's total paid up capital soared to Tk. 54.00 Crore.

On 11th February, 2012, in its 36th AGM, the company declared to pay 30% cash
dividend and 30% Bonus share of taka 10.00 each for the FY 2010-2011. With this
issuance of bonus share, company's total paid up capital soared to Tk. 70.20 Crore.
In its 37th AGM, held on January 12, 2013, the company declared and approved to pay
45% cash dividend and 30% stock dividend of taka 10.00 each for the FY 2011-12. As
a result, company's total paid up capital increased to 91.26 Crore.
There is a Board of Directors constituting of 9 members to run the Company. The

overall activities of the company are performed with the approval of the Board of
Directors. The company implements the Government policies as per the guidance and
directives of BPC from time to time.

2.3 JOCL at a Glance:
CORPORATE HEADQUARTER: Jamuna Bhaban, SK. Mujib Road,
Agrabad C/A, Chittagong - 4100, Bangladesh.
RESIDENT OFFICE: Jamuna Petroleum Company Limited Jamuna Bhaban
2, Kawranbazar, Dhaka, Bangladesh.
DIVISIONAL OFFICE: Chittagong,Dhaka,Khulna & Bogra
MAIN INSTALLATION: Guptakhal, Patenga, Chittagong, Bangladesh
UP-COUNTRY DEPORTS: 16 up-country depots all over the country
BUSINESS LINE: Procuring, Storing, Transporting and marketing of
petroleum products, Lubricating oils'& greases,
Bitumen & LPG.
CORPORATE MANAGEMENT MANAGEMENT:
1. Mr. Alim Uddin Ahmed Managing Director
2. Mr. Masudur Rahman GM (Marketing)
3. Mr. Jasim Uddin DGM (Chemistry)
4. Mr. Md. Mahidur Rahman DGM (Eng.)
5. Mr. Md. Ayub Hossain - DGM (R.O)
6. Mr. Md. Masud Karim DGM (P.R)
7. Mr. Habibul Muhit - DGM (Personnel)
8. Mr. Shamsul Arefin (Special Assignee)
9. Mr. Md. Manjur Rahman - DGM (Operation)
10. Mr. Ahmed Nur - DGM (Sales)
11. Mr. Nazmul Hoque DGM (Finance)
12. Mr. Md. Khosru Azad - AGM (Audit)
COMPANY SECRETARY Mr. Nazmul Hoque
LEGAL ADVISER LEX COUNCIL
(Barristers, Advocates & Legal Consultants)
Barrister Saifuddin Mahmud
Barrister Tanjib-ul-Alam

AUDITOR Khan Wahab Shafiq Rahman & Co.
Huda Bashi Chow. & Co.
INSURANCE Sadaron Bima Corporation
Jibon Bima Corporation
BANKS Sonali Bank Limited
Agrani Bank Limited
Pubali Bank Limited
Rupali Bank Limited
Uttara Bank Limited
Bank Asia Limited
IFIC Bank Limited
Dutch Bangia Bank Limited
One Bank Limited
Standard Chartered Bank Limited
City Bank NA
The HSBC Bank Limited
Markantile Bank Limited
PRODUCT SOURCE 33% from Eastern Refinery Limited
60% from Import
7% from Gas Field
2.4 Organizational Structure :

Company is managed by a team of 9 (Nine) directors. Of them 8(Eight) directors are
nominated by the Government and 1 (one) director is elected by shareholders from
shareholding quota. The board is responsible for overall functioning and top policy
making of the Company. Managing Director/Chief Executive of the Company is also
appointed by Bangladesh Petroleum Corporation. All day-to-day affairs are performed
by him, which is regulated by a Power of Attorney.

2.4.10rganogram with Major Heads
BOARD OF DIRECTORS
MANAGING DIRECTOR
GENERAL MANAGER
(MARKETING)
RESIDENT COMMERCIAL OPERATIONS SALES PR PERSONNEL ENGINEERING AUDIT FINANCE

OFFICE, DEPARTMENT DEPARTMENT DEPARTMEN DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT
DHAKA T
2.4.2 Total Staff and Employees:

Name of Labor Staffs Officer as per grade
Station
Group Group- M-8 M M M M M M M B.M M Tota1
-1 2 -7 -6 -5 -4 -3 -2 -1 -1 D
(GM)
Ctg. Office 65 65 1 8 16 5 10 4 9 6 1 1 192
Ctg. Divisional 3 3 1 3 1 9
Office

Ctg. Terminal 76 17 1 4 6 2 4 2 1 113
Office
MT Jamuna 2 2 4
Dhaka Office 12 3 2 2 2 3 1 25
Khulna Office 3 2 1 1 1 8
Bogra Division 6 1 2 1 1 11
Office
Fotullah Depot 20 6 2 1 1 1 31
Dowlatpur Depot 16 3 1 1 1 1 23
Baghabari Depot 19 4 2 1 26
Sylhet Depot 9 1 1 1 12
Voirob Depot 7 1 1 1 10
Chandpur Depot 9 1 1 11
Barishal Depot 7 1 1 1 10
Jhalkathi Depot 3 1 1 5
Parbotipur 5 2 1 8

Cilmari Depot 2 1 3
Natore Depot 3 1 4
Rangpur Depot 3 1 1 5
Rajshahi Depot 1 1
Comilla Sales Office
Srimangal Depot 5 1 1 7
Sacna Bazar 3 1 4
Total 278 211 3 20 31 16 29 13 11 7 1 1 521
As Per Organogram Labors, Employees and Officers Till 30th November, 2014
Officer 200 132
Workers 129 111
Labors 327 278
Total 656 521

25 Mission of JOCL :
To retain the oil market leadership in Bangladesh and long term business sustainability
through productivity, value addition, proper distribution and work ethics. Another
mission is acquiring efficiency, capital adequacy, asset quality, sound management and
profitability having strong liquidity.
2.6 Vision of JOCL :

To build our Company into an efficient, market driven, customer focused institution
with good Corporate Governance structure. Continuous improvement in our business
policies, procedure and operations through Integration of technology at all levels.
To have sustained growth, broaden and improve range of products and services in all
areas of Bangladesh with the aim to add increased value to shareholders investment
and offer highest possible benefit to our customers.
For our Customers

 To become most efficient Company by providing the most courteous and
efficient service in every areas of Bangladesh.
For our Employees

 Promoting well- being of the members of the staff.
For our Shareholders

 Ensuring fare return on their investment through generating stable profit.
For our Community

 Assuming our role as socially responsible corporate entity in a tangible manner
through close.
 Adherence to national policies and objectives.

2.7 Capital Structure :
Its authorized and paid-up capitals are Tk. 10.00 Crore and Tk.5.00 Crore respectively.
Authorized capital is enhanced to TK.300.00 Crore by special resolution adopted on
EGM held on 03/06/2007. Similarly paid-up capitals enhanced by Tk. 5.00 Crore
through issuance of 50 lacs ordinary shares of Tk. 10.00 each by issuing bonus shares
at company's 31st Annual General Meeting held on 29th June, 2007 and were allotted
in a Board meeting held on 29th June, 2007. The allotment was made in favor of BPC.
As a result, total paid-up capital stands at Tk. 10.00 crore as on 30 June, 2007. Further
350 lacs numbers of bonus shares of Tk. 10.00 each were approved for issuance in
favour of BPC at company's EGM held on 26th August, 2007. The allotment was made
in favour of BPC. The total paid-up capital of JOCL with the above bonus issue stands
Tk. 45.00 crore.
On 14th may.2011, in its 35th AGM, the company declared to pay 30% cash dividend
and 20% Bonus share of taka 10.00 each for the FY 2009-2010. With this issuance of
bonus share, company's total paid up capital soared to Tk. 54.00 Crore.
On 11th February, 2012, in its 36th AGM, the company declared to pay 30% cash
dividend and 30% Bonus share of taka 10.00 each for the FY 2010-2011. With this
issuance of bonus share, company's total paid up capital soared to Tk. 70.20 Crore.
In its 37th AGM, held on January 12, 2013, the company declared and approved to pay
45% cash dividend and 30% stock dividend of taka 10.00 each for the FY 2011-12. As
a result, company's total paid up capital increased to 91.26 Crore.

2.9 Marketing Network of JOCL :
NUMBER OF CUSTOMER
DIVISION FILLING PACKED CONSUMER DISTRIBUT LPG DIRECTOR CUSTOMER

(Administrati STATION POINT PUMP OR DEALER
Director Customers include: Army, Navy, Air Force, Coast
ve) DEALER (AGENT)
Guard, Railway, PDB, R & H, LGED, Fertilizer Factories,
DHAKA 146 24 9 219 40 Ctg. Mongla Port, Authorities and Different Industries etc.
CHITTAGO 107 112 7 336 373

NG
RAJSHAHI 75 9 1 153 138
KHULNA 97 20 3 127 95
BARISAL 10 27 -- 56 52
SYLHET 50 55 -- 25 44
RANGPUR 75 1 -- 151 25
TOTAL 560 248 20 1067 767

(Nos)
2.10 Distribution Network of JOCL:

DISTRIBUTION NETWORK
Products are distributed to different depots by Coastal Tanker,
Shallow Draft Tanker, Railway Tank Wagons & Tank Lorries,
Mode of transportation:
• By River : 88%
• By Railway : 10%
• By Road : 02%
No. of tankers under JQCL Fleet:
Coastal Tankers
• Chartered : 32
• Company Owned : 1
Sub-Total : 33
Shallow Draft Tankers
• Chartered : 12
Grand Total : 45
CHAPTER-THREE
HR in Petroleum Industry
3.1 Recruitment
3.2 Selection
3.3 Training & Development

3.1 Recruitment:
In simple terms, recruitment is understood as the process of searching for and
obtaining applicants for jobs, from among whom the right people can be selected.
Recruitment is the process of finding qualified people and encouraging them to apply
for work with the firm.
Factors Governing Recruitment:

The given fig. represents the factors that normally affect the recruitment process.
These factors add additional function to that of Personnel officer.
External Forces Internal Forces

• Supply & Demand • Recruitment Policy
• Unemployment rate • HRP
• Labor Market Recruitment • Size of the firm
• Political-social • Cost
• Sons of soil • Growth & Expansion
Fig: Factors influencing recruitment

Types of Recruitment:
In Petroleum Company, the types of recruitment are:
• Internal Recruitment
Internal recruitment seeks applicants for positions from those who are currently
employed. Internal sources include present employees, employee's referrals, former
employees, and former applicants.
• External Recruitment
Finding qualified applicants from outside the organization is the most difficult part
of recruitment. The success of an expanding Petroleum Company or one with many
positions demanding specialized skills often depends on the effectiveness of the
organizations recruitment program. Specifically, sources external to an organization
are professional or trade associations, advertisement, employment exchanges
college/university/institute placement services, consultants, displaced persons, radio
and television, acquisitions and mergers and competitors.

* Recruitment Process:
HR practices its function in each and every stages of recruitment. The process
comprises five interrelated stages, viz. (i) Planning, (ii) Strategy development, (iii)
searching, (iv) screening and (v) Evaluation and control.
The function of HR is to make the selection procedure an ideal one. The ideal
recruitment programmed is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions
with the organization, when offered.
Fig: Recruitment Process

Some of the constraints faced in recruitment are as follows:
An enterprise may not be able to recruit the persons freely even though it offers better
salaries and other amenities.
1. Reputation of the Enterprise:
The image of the enterprise in the community largely influences recruitment process. A
person may not be interested to apply for a job in an enterprise whose goodwill is not
good.
An enterprise may get bad reputation on account of undesirable attitude of the

management, bad working conditions, etc. Such enterprises do not get sufficient
number of personnel even if they offer higher wages.
2. Unattractive Jobs:
If the job is boring, hazardous, tension ridden and lacking in opportunities for
advancement, very few persons may be available for such jobs. On the other hand, if it
carries good salaries, promotional avenues, or good working conditions, there may be
many persons available for such jobs.
3. Organisational Policies:
Internal policies of the enterprise may also act as a constraint on recruitment of new
persons. A policy of filling up higher positions from outside can discourage competent
persons to apply in such an enterprise (because of lack of promotion avenues).
4. Trade Union Requirements:
In some cases, agreements with trade union may also act as constraints to employ
persons from outside. An understanding with the union to fill up certain percentage of
posts through it will restrict the choice of management.
5. Government Policies:
Government policies may also act as constraints on recruitment policy. Government

legislation may require reserving certain percentage of posts for weaker sections of
society or for persons belonging to specified castes. Legislation may require the
enterprise to recruit new persons only from the lists supplied by government

employment exchange. Such legislations restrict the choice of management in
recruiting new persons.
Methods of interview :
1. Situational Interviews
Situational interviews are somewhat related to behavioural interviews except that

during a situational interview, candidates are asked to describe some future
performance rather than an action of the past. Situational interview questions pose a
scenario and ask candidates to specify what they would do.
Examples: How would you handle a situation in which you had to….
 Inform your manager that you do not agree with how a project is to be carried
out?
 Let your supervisor know that your work will not be delivered on time?
 Notify a customer that there will be a week’s delay in completing the work?
2. Group Interviews
Group interviews are a cost-efficient method of interviewing candidates while also

providing an opportunity for your company to evaluate candidates on several
dimensions: interpersonal skills, dress, attitude, and body language. You’ll also be able
to evaluate such critical competencies as verbal communication skills, problem
solving, and leadership potential. Top candidates may then be invited to continue the
process with a one-on-one interview.
3. Video Interviews
Video interviewing is emerging as a cost-effective approach that saves time for both
employers and candidates. Traditionally, employers might have considered video
interviews only for candidates in remote geographies. But innovative alternatives are
emerging – including Recruit Loop’s recorded video interviews.
Some of the benefits of recorded video interviews? Apart from the obvious time
savings, they allow employers to standardize interview questions; review the same
interview multiple times; and share interviews with colleagues. Typically video
interviews will be used as an efficient screening tool, to avoid multiple first-round in-
person interviews. However, for some roles they might be used for the entire interview
process.

4. Employment Testing
Employment tests are an objective method of evaluating whether candidates possess

the requisite skill set and knowledge to successfully perform in a given role. Many
research studies conducted over the past twenty years have indicated that the results of
cognitively-based assessments (eg math proficiency or word usage) are highly accurate
in predicting future performance in those jobs where these skills are critical for
success. Behavioral testing is also important as it adds the dimension of cultural fit and
work style, thereby providing a 360° perspective of each candidate.
5. Knowledge Testing
Knowledge testing is used to test a candidate’s knowledge with regard to specific skills
needed to perform the job successfully. In contrast to pre-employment testing,
knowledge tests are most appropriate to use when a new employee will need to apply
those skills immediately rather than being trained after hire. Licensing exams, such as
that required to become a financial advisor, would be an example of a knowledge test.
Knowledge tests may also be in the form of situational assessments in which
candidates perform the job during a trial period that can last from a few hours to a full
day.
Not all of these alternatives will be appropriate for every role. But employers should
be aware of genuine alternatives to the standard interview process, to ensure they make
the best hiring decisions.
Sources of Recruitment of Employees: Internal and External Sources (with its

Advantages and Disadvantages)!
The searching of suitable candidates and informing them about the openings in the
enterprise is the most important aspect of recruitment process.
The candidates may be available inside or outside the organization. Basically, there are
two sources of recruitment i.e., internal and external sources.

(A) Internal Sources:
Best employees can be found within the organization… When a vacancy arises in the
organization, it may be given to an employee who is already on the pay-roll. Internal
sources include promotion, transfer and in certain cases demotion. When a higher post
is given to a deserving employee, it motivates all other employees of the organization
to work hard. The employees can be informed of such a vacancy by internal
advertisement.
Methods of Internal Sources:
The Internal Sources Are Given Below:
1. Transfers:
Transfer involves shifting of persons from present jobs to other similar jobs. These do
not involve any change in rank, responsibility or prestige. The numbers of persons do
not increase with transfers.
2. Promotions:
Promotions refer to shifting of persons to positions carrying better prestige, higher

responsibilities and more pay. The higher positions falling vacant may be filled up
from within the organization. A promotion does not increase the number of persons in
the organization.

A person going to get a higher position will vacate his present position. Promotion will
motivate employees to improve their performance so that they can also get promotion.
3. Present Employees:
The present employees of a concern are informed about likely vacant positions. The
employees recommend their relations or persons intimately known to them.
Management is relieved of looking out prospective candidates.
The persons recommended by the employees may be generally suitable for the jobs
because they know the requirements of various positions. The existing employees take
full responsibility of those recommended by them and also ensure of their proper
behavior and performance.
Advantages of Internal Sources:
The Following are The Advantages of Internal Sources:
1. Improves morale:
When an employee from inside the organization is given the higher post, it helps in
increasing the morale of all employees. Generally every employee expects promotion
to a higher post carrying more status and pay (if he fulfills the other requirements).
2. No Error in Selection:
When an employee is selected from inside, there is a least possibility of errors in

selection since every company maintains complete record of its employees and can
judge them in a better manner.
3. Promotes Loyalty:
It promotes loyalty among the employees as they feel secured on account of chances of
advancement.
4. No Hasty Decision:
The chances of hasty decisions are completely eliminated as the existing employees
are well tried and can be relied upon.

5. Economy in Training Costs:
The existing employees are fully aware of the operating procedures and policies of the
organization. The existing employees require little training and it brings economy in
training costs.
6. Self-Development:
It encourages self-development among the employees as they can look forward to

occupy higher posts.
Disadvantages of Internal Sources:
(i) It discourages capable persons from outside to join the concern.
(ii) It is possible that the requisite number of persons possessing qualifications for the
vacant posts may not be available in the organization.
(iii) For posts requiring innovations and creative thinking, this method of recruitment
cannot be followed.
(iv) If only seniority is the criterion for promotion, then the person filling the vacant
post may not be really capable.
Inspite of the disadvantages, it is frequently used as a source of recruitment for lower

positions. It may lead to nepotism and favoritism. The employees may be employed on
the basis of their recommendation and not suitability.
(B) External Sources:
All organizations have to use external sources for recruitment to higher positions when
existing employees are not suitable. More persons are needed when expansions are
undertaken.
The external sources are discussed below:
Methods of External Sources:
1. Advertisement:
It is a method of recruitment frequently used for skilled workers, clerical and higher
staff. Advertisement can be given in newspapers and professional journals. These
advertisements attract applicants in large number of highly variable quality.
Preparing good advertisement is a specialized task. If a company wants to conceal its
name, a ‘blind advertisement’ may be given asking the applicants to apply to Post Bag
or Box Number or to some advertising agency.
2. Employment Exchanges:
Employment exchanges in India are run by the Government. For unskilled, semi-
skilled, skilled, clerical posts etc., it is often used as a source of recruitment. In certain
cases it has been made obligatory for the business concerns to notify their vacancies to
the employment exchange. In the past, employers used to turn to these agencies only
as a last resort. The job-seekers and job-givers are brought into contact by the
employment exchanges.
3. Schools, Colleges and Universities:
Direct recruitment from educational institutions for certain jobs (i.e. placement) which
require technical or professional qualification has become a common practice. A close
liaison between the company and educational institutions helps in getting suitable
candidates. The students are spotted during the course of their studies. Junior level
executives or managerial trainees may be recruited in this way.
4. Recommendation of Existing Employees:
The present employees know both the company and the candidate being
recommended. Hence some companies encourage their existing employees to assist
them in getting applications from persons who are known to them.
In certain cases rewards may also be given if candidates recommended by them are
actually selected by the company. If recommendation leads to favouritism, it will
impair the morale of employees.
5. Factory Gates:
Certain workers present themselves at the factory gate every day for employment. This
method of recruitment is very popular in India for unskilled or semi-skilled labour. The
desirable candidates are selected by the first line supervisors. The major disadvantage
of this system is that the person selected may not be suitable for the vacancy.
6. Casual Callers:
Those personnel who casually come to the company for employment may also be
considered for the vacant post. It is most economical method of recruitment. In the
advanced countries, this method of recruitment is very popular.

7. Central Application File:
A file of past applicants who were not selected earlier may be maintained. In order to
keep the file alive, applications in the files must be checked at periodical intervals.
8. Labour Unions:
In certain occupations like construction, hotels, maritime industry etc., (i.e., industries
where there is instability of employment) all recruits usually come from unions. It is
advantageous from the management point of view because it saves expenses of
recruitment. However, in other industries, unions may be asked to recommend
candidates either as a goodwill gesture or as a courtesy towards the union.
9. Labor Contractors:
This method of recruitment is still prevalent in India for hiring unskilled and semi-
skilled workers in brick klin industry. The contractors keep themselves in touch with
the labor and bring the workers at the places where they are required. They get
commission for the number of persons supplied by them.
10. Former Employees:
In case employees have been laid off or have left the factory at their own, they may be
taken back if they are interested in joining the concern (provided their record is good).
11. Other Sources:
Apart from these major sources of external recruitment, there are certain other sources
which are exploited by companies from time to time. These include special lectures
delivered by recruiter in different institutions, though apparently these lectures do not
pertain to recruitment directly.
Then there are video films which are sent to various concerns and institutions so as to
show the history and development of the company. These films present the story of
company to various audiences, thus creating interest in them.
Various firms organize trade shows which attract many prospective employees. Many
a time advertisements may be made for a special class of work force (say married
ladies) who worked prior to their marriage.
These ladies can also prove to be very good source of work force. Similarly there is
the labor market consisting of physically handicapped. Visits to other companies also
help in finding new sources of recruitment.

Merits of External Sources:
1. Availability of Suitable Persons:
Internal sources, sometimes, may not be able to supply suitable persons from within.
External sources do give a wide choice to the management. A large number of
applicants may be willing to join the organization. They will also be suitable as per the
requirements of skill, training and education.
2. Brings New Ideas:
The selection of persons from outside sources will have the benefit of new ideas. The
persons having experience in other concerns will be able to suggest new things and
methods. This will keep the organization in a competitive position.
3. Economical:
This method of recruitment can prove to be economical because new employees are
already trained and experienced and do not require much training for the jobs.
Demerits of External Sources:
1. Demoralization:
When new persons from outside join the organization then present employees feel
demoralized because these positions should have gone to them. There can be a heart
burning among old employees. Some employees may even leave the enterprise and go
for better avenues in other concerns.
2. Lack of Co-Operation:
The old staff may not co-operate with the new employees because they feel that their
right has been snatched away by them. This problem will be acute especially when
persons for higher positions are recruited from outside.
3. Expensive:
The process of recruiting from outside is very expensive. It starts with inserting costly
advertisements in the media and then arranging written tests and conducting
interviews. In spite of all this if suitable persons are not available, then the whole
process will have to be repeated.

4. Problem of Maladjustment:
There may be a possibility that the new entrants have not been able to adjust in the
new environment. They may not temperamentally adjust with the new persons. In such
cases either the persons may leave themselves or management may have to replace
them. These things have adverse effect on the working of the organization.
Suitability of External Sources of Recruitment:
External Sources of Recruitment are Suitable for The Following Reasons:
(i) The required qualities such as will, skill, talent, knowledge etc., are available from
external sources.
(ii) It can help in bringing new ideas, better techniques and improved methods to the
organization.
(iii) The selection of candidates will be without preconceived notions or reservations.
(iv) The cost of employees will be minimum because candidates selected in this
method will be placed in the minimum pay scale.
(v) The entry of new persons with varied experience and talent will help in human
resource mix.
(vi) The existing employees will also broaden their personality.
(vii) The entry of qualitative persons from outside will be in the long-run interest of
the organization.
3.2 Selection:
Selection is a process of picking individuals (out of the pool of job applicants) with
requisite qualifications and competence to fill jobs in the organization. Different Oils
apply different methods and procedure for recruitment as well as selection. It basically
depends on the management policies and the size of operation.
Objectives of selection
1 To provide materials that will enrich and support the curriculum, taking into
consideration the varied interests, abilities, and maturity levels of the students served.
2 To provide materials that will stimulate growth in factual knowledge, literary
appreciation, aesthetic values, and ethical standards
3 To provide a background of information which will enable students to make

intelligent judgments in their daily life
4 To provide materials on opposing sides of controversial issues so that young

citizens may develop under guidance the practice of critical analysis of all media.
(Opinions expressed in library materials are not necessarily endorsed by the Board of
Education.)
5 To provide materials representative of the many religious, ethnic, and cultural

groups and their contribution to our American heritage
6 To place principle above personal opinion and reason above prejudice in selection
of materials of the highest quality in order to assure a comprehensive collection
appropriate for the users of the library media center.
Selection Process
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. Fig. shows the generalized
selection process. In practice, the process differs among organizations and between
two different jobs within the same organization. Selection procedure for senior
managers will be long-drawn and rigorous, but it is simple and short while hiring
shop-floor workers.

Fig: General Selection Process

3.3 Training and Development:
Training and Management Development activities are designed in order to impart

specific skills, abilities and knowledge to employees.
Effective training is basic ingredient of success in the Petroleum Company. The
concept of training is endorsed my most managers in the Petroleum Company, yet
managers often give little thought to the training function in the context of their own
business or departmental responsibilities until something goes wrong. One of the main
problems in Petroleum Company is that investment in Training and Management
Development of employees and workers is a reactive process for many companies.
Frequently, Training and Management Development arises as the result of significant
change in the operational environment or as a consequent of crisis such as staff
turnover or major departmental problems. Training is then used to cope with the
immediate difficulty. This process may be proved costly to oil. Whereas development
refers to learning opportunities designed to help employees and workers grow and
evolve a vision about the future.
Here the job of HR is to identify the training need and then accordingly to design the
suitable program for that. Training within a garment provides the best opportunity to
influence the attitude and performance of employees and workers. The training
programs include is such as introduction, fire, food hygiene, control of substances
hazardous to health, manual handling first-aid, technical skills, product knowledge,
and customer service.

Methods and Techniques of Training:
A. On-the-job Training Methods:
1. Coaching
2. Mentoring
3. Job Rotation
4. Job Instruction Technology
5. Apprenticeship
6. Understudy
B. Off-the-Job Training Methods:
1. Lectures and Conferences
2. Vestibule Training
3. Simulation Exercises
4. Sensitivity Training
5. Transactional Training
A. On-the-job training Methods:
Under these methods new or inexperienced employees learn through observing peers
or managers performing the job and trying to imitate their behaviour. These methods
do not cost much and are less disruptive as employees are always on the job, training
is given on the same machines and experience would be on already approved
standards, and above all the trainee is learning while earning. Some of the commonly
used methods are:
1. Coaching:
Coaching is a one-to-one training. It helps in quickly identifying the weak areas and
tries to focus on them. It also offers the benefit of transferring theory learning to

practice. The biggest problem is that it perpetrates the existing practices and styles. In
India most of the scooter mechanics are trained only through this method.
2. Mentoring:
The focus in this training is on the development of attitude. It is used for managerial
employees. Mentoring is always done by a senior inside person. It is also one-to- one
interaction, like coaching.
3. Job Rotation:
It is the process of training employees by rotating them through a series of related jobs.
Rotation not only makes a person well acquainted with different jobs, but it also
alleviates boredom and allows to develop rapport with a number of people. Rotation
must be logical.
4. Job Instructional Technique (JIT):
It is a Step by step (structured) on the job training method in which a suitable trainer
(a) prepares a trainee with an overview of the job, its purpose, and the results desired,
(b) demonstrates the task or the skill to the trainee, (c) allows the trainee to show the
demonstration on his or her own, and (d) follows up to provide feedback and help. The
trainees are presented the learning material in written or by learning machines through
a series called ‘frames’. This method is a valuable tool for all educators (teachers and
trainers). It helps us:
a. To deliver step-by-step instruction
b. To know when the learner has learned
c. To be due diligent (in many work-place environments)
5. Apprenticeship:
Apprenticeship is a system of training a new generation of practitioners of a skill. This

method of training is in vogue in those trades, crafts and technical fields in which a
long period is required for gaining proficiency. The trainees serve as apprentices to
experts for long periods. They have to work in direct association with and also under
the direct supervision of their masters.
The object of such training is to make the trainees all-round craftsmen. It is an

expensive method of training. Also, there is no guarantee that the trained worker will
continue to work in the same organization after securing training. The apprentices are
paid remuneration according the apprenticeship agreements.
6. Understudy:
In this method, a superior gives training to a subordinate as his understudy like an

assistant to a manager or director (in a film). The subordinate learns through
experience and observation by participating in handling day to day problems. Basic
purpose is to prepare subordinate for assuming the full responsibilities and duties.
B. Off-the-job Training Methods:
Off-the-job training methods are conducted in separate from the job environment,
study material is supplied, there is full concentration on learning rather than
performing, and there is freedom of expression. Important methods include:
1. Lectures and Conferences:
Lectures and conferences are the traditional and direct method of instruction. Every
training programme starts with lecture and conference. It’s a verbal presentation for a
large audience. However, the lectures have to be motivating and creating interest
among trainees. The speaker must have considerable depth in the subject. In the
colleges and universities, lectures and seminars are the most common methods used
for training.
2. Vestibule Training:
Vestibule Training is a term for near-the-job training, as it offers access to something

new (learning). In vestibule training, the workers are trained in a prototype
environment on specific jobs in a special part of the plant.
An attempt is made to create working condition similar to the actual workshop

conditions. After training workers in such condition, the trained workers may be put on
similar jobs in the actual workshop.
This enables the workers to secure training in the best methods to work and to get rid
of initial nervousness. During the Second World War II, this method was used to train
a large number of workers in a short period of time. It may also be used as a
preliminary to on-the job training. Duration ranges from few days to few weeks. It
prevents trainees to commit costly mistakes on the actual machines.
3. Simulation Exercises:
Simulation is any artificial environment exactly similar to the actual situation. There
are four basic simulation techniques used for imparting training: management games,
case study, role playing, and in-basket training.

(a) Management Games:
Properly designed games help to ingrain thinking habits, analytical, logical and
reasoning capabilities, importance of team work, time management, to make decisions
lacking complete information, communication and leadership capabilities. Use of
management games can encourage novel, innovative mechanisms for coping with
stress.
Management games orient a candidate with practical applicability of the subject. These
games help to appreciate management concepts in a practical way. Different games are
used for training general managers and the middle management and functional heads –
executive Games and functional heads.
(b) Case Study:
Case studies are complex examples which give an insight into the context of a problem
as well as illustrating the main point. Case Studies are trainee centered activities based
on topics that demonstrate theoretical concepts in an applied setting.
A case study allows the application of theoretical concepts to be demonstrated, thus

bridging the gap between theory and practice, encourage active learning, provides an
opportunity for the development of key skills such as communication, group working
and problem solving, and increases the trainees” enjoyment of the topic and hence
their desire to learn.
(c) Role Playing:
Each trainee takes the role of a person affected by an issue and studies the impacts of
the issues on human life and/or the effects of human activities on the world around us
from the perspective of that person.
It emphasizes the “real- world” side of science and challenges students to deal with
complex problems with no single “right” answer and to use a variety of skills beyond
those employed in a typical research project.
In particular, role-playing presents the student a valuable opportunity to learn not just
the course content, but other perspectives on it. The steps involved in role playing
include defining objectives, choose context & roles, introducing the exercise, trainee
preparation/research, the role-play, concluding discussion, and assessment. Types of
role play may be multiple role play, single role play, role rotation, and spontaneous
role play.

(d) In-basket training:
In-basket exercise, also known as in-tray training, consists of a set of business papers
which may include e-mail SMSs, reports, memos, and other items. Now the trainer is
asked to priorities the decisions to be made immediately and the ones that can be
delayed.
4. Sensitivity Training:
Sensitivity training is also known as laboratory or T-group training. This training is

about making people understand about themselves and others reasonably, which is
done by developing in them social sensitivity and behavioral flexibility. It is ability of
an individual to sense what others feel and think from their own point of view.
It reveals information about his or her own personal qualities, concerns, emotional
issues, and things that he or she has in common with other members of the group. It is
the ability to behave suitably in light of understanding.
A group’s trainer refrains from acting as a group leader or lecturer, attempting instead
to clarify the group processes using incidents as examples to clarify general points or
provide feedback. The group action, overall, is the goal as well as the process.
Sensitivity training Program comprises three steps (see Figure 18.7)
5. Transactional Analysis:
It provides trainees with a realistic and useful method for analyzing and understanding
the behavior of others. In every social interaction, there is a motivation provided by
one person and a reaction to that motivation given by another person.

This motivation reaction relationship between two persons is known as a transaction.
Transactional analysis can be done by the ego (system of feelings accompanied by a
related set of behaviors states of an individual).
Child:
It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses which come to him/her naturally from his/her own understanding as a child.
The characteristics of this ego are to be spontaneous, intense, unconfident, reliant,
probing, anxious, etc. Verbal clues that a person is operating from its child state are the
use of words like “I guess”, “I suppose”, etc. and non verbal clues like, giggling,
coyness, silent, attention seeking etc.
Parent:
It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses imposed on her in her childhood from various sources such as, social,
parents, friends, etc.
The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc.
Verbal clues that a person is operating from its parent states are the use of words like,
always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an
accusing finger at somebody, etc.
Adult:
It is a collection of reality testing, rational behavior, decision making, etc. A person in

this ego state verifies, updates the reaction which she has received from the other two
states. It is a shift from the taught and felt concepts to tested concepts.
All of us show behavior from one ego state which is responded to by the other person
from any of these three states.

The Training Process:
Assessing Training Needs
Preparing the Training Plan
Specifying Training Objectives
Designing the Training Programs
Selecting the Instructional Methods
Completing the Training Plan
Conducting the Training
Evaluating the Training
Planning Further Training

CHAPTER-FOUR
HR Practice in JOCL
4.1 Personnel Department of JOCL

4.2 Functions of PD in JOCL
4.3 Manpower planning in JOCL
4.4 Recruitment in JOCL
4.5 Selection in JOCL
4.6 Training & Development in JOCL

4.1 Personnel Department of JOCL:
Personnel department of JOCL engaged in personnel management. Personnel
department engage in planning and job analysis to determine company's current and
future labor needs. They recruit employees with knowledge, skills and abilities that the
JOCL needs. Personnel Depart of JOCL also helps current employees through
employee appraisal and training. JOCL's personnel department also helps to ensure
safe and healthy workplaces by making sure the organization complies will all
occupational health and safety regulations. They also helps develop a compensation
systems, including pay and fringe benefits and develop policies that ensure JOCL
complies with state employment low (labor code 2006).
JOCL has designed their personnel department under the supervisions of AGM -
Personnel who is responsible for the different managerial issues of human resources of
organizations. Sometime these issues are monitoring by the top management at the
time of any crisis moments. JOCL's personnel department is often the primary
intermediaries between CBA and the organization. They manage many aspects of the
employee - employer relationship.
4.2 Functions of PD at JOCL:

This Company has engaged a group of efficient human resources to perform its
country-wide distribution and marketing functions as well as ensuring handling,
storing, safety & security of lubricants and other petroleum products. With a view to
further development of this human resource, necessary steps have been taken for new
recruitment, arranged for training at home and abroad, participation at workshop, etc.
Besides, in post victory period, the demand for fuel was 8.5 lacs MT but the demand
increased significantly. Now the demand for fuel is approximately 55 lacs MT. So,
Fuel plays an important role to our socio-economic development and by considering
this importance of fuel government impose the highest priority on fuel safety. To
accomplish this goals personnel department of JOCL must enable its employee to
contribute effectively and productively to the overall company direction. Thus
Personnel department has to perform some managerial and operative functions along
with some advisory functions in relation to personnel management. Personnel
Department performs following task to accomplish its goals:

4.3 Manpower planning in JOCL:
The personnel department of JOCL forecasts future personnel need based on
departmental requirement and organization growth plan. First, the concerned
departments send their personnel requirement to DGM (personnel), he shortens the
requirement by consulting with the department head of the concerned department and
the personnel officer. The top management of the organization approves and allocates
budget for new hires in the beginning of a year. JOCL has been conducting regular
manpower planning.
JOCL forecasting human resources needs by the use of managerial estimates also use
the statistical methods which in productivity ratio
Workload
P = ---------------------------------------
Number of people
Through the above JOCL anticipate the future needs of human resources
4.3 Recruitment in JOCL:

JOCL is recruiting new employees and workers whenever they need them to recruit.
From 2005 to till now, JOCL has recruited approximately 3450 workers and
employees. Among them 2938 workers and employees are now still giving their
service for the company. The sources that JOCL use is given below:
Internal Search:
First of all, the HR department of JOCLs searches for the capable person for any
vacant or newly created position within the organization. It means that, they promote
or transfer existing employees within the organization. But for this transfer or
promotion every employee has to have some qualifications and these are
a) The employee must have eligibility in terms of education requirement.
b) She/he must have to serve the organization for at least for a fixed period of
time. This period is a variable for different position. Such as, for promotion in

the same department one worker only needs to work one year. but for
managerial position promotion one need to show the capability and skill of team
management beside three years of working experience within the organization
Employee referrals/ recommendations:

If the above process does not meet the requirement, the organization then goes for
Employee Referrals or Recommendations. They suggest their employees to
recommend some eligible persons for vacant positions and then test those persons and
if they pass, give them the opportunity to work in the organization. Usually, lower
level employment is done through this process.
Advertisement:
When the organization requires quite a large number of workers at one time, they go
for advertisement. The advertisement media are
Website: JOCLs Ltd. usually, they go for advertisement in reputed job portals
like BDJOBS, PROTHOM-ALOJOBS to attract the eligible employees.
Daily newspaper: Beside web site the company also goes for vacancy
announcement in prominent national daily newspaper.
Training:
JOCL provides a good number training to the graduating students to work in the
organization as they are the potential employees of an organization. After completing
the training if the company finds any eligible candidate from the interns, they recruit
as an employee.
Contractual Employees
Sometimes JOCLs need some people for a specific period of time such as DGM, GM
and sometimes merchandiser. Sometimes they also need to hire additional workers to

finish their shipment in proper time. In these cases they made contract with the
employee for a specific period.
4.4 Selection in JOCL :

JOCL always look for eligible employees who will be an asset for them. When they go
for vacancy announcement and receive applications, they sort out the application
according to company need like academic qualification, experience etc. After the
initial screening they call those candidates for next step of selection process who has
passed in the initial screening.
Employee Selection Process
Employee Selection is the process of putting right men on right job. It is a procedure
of matching organizational requirements with the skills and qualifications of people.
Effective selection can be done only when there is effective matching. By selecting
best candidate for the required job, the organization will get quality performance of
employees. Moreover, organization will face less of absenteeism and employee
turnover problems. By selecting right candidate for the required job, organization will
also save time and money. Proper screening of candidates takes place during selection
procedure. All the potential candidates who apply for the given job are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates
more of candidates to apply for the job. It creates a pool of applicants. It is just
sourcing of data. While selection is a negative process as the inappropriate candidates
are rejected here. Recruitment precedes selection in staffing process. Selection
involves choosing the best candidate with best abilities, skills and knowledge for the
required job.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not

meet the minimum eligiblity criteria laid down by the organization. The skills,
academic and family background, competencies and interests of the candidate
are examined during preliminary interview. Preliminary interviews are less
formalized and planned than the final interviews. The candidates are given a
brief up about the company and the job profile; and it is also examined how
much the candidate knows about the company. Preliminary interviews are also
called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are
required to fill application blank. It contains data record of the candidates such

as details about age, qualifications, reason for leaving previous job, experience,
etc.
3. Written Tests- Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests
are used to objectively assess the potential candidate. They should not be
biased.
4. Employment Interviews- It is a one to one interaction between the interviewer
and the potential candidate. It is used to find whether the candidate is best
suited for the required job or not. But such interviews consume time and money
both. Moreover the competencies of the candidate cannot be judged. Such
interviews may be biased at times. Such interviews should be conducted
properly. No distractions should be there in room. There should be an honest
communication between candidate and interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of
the potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected
and then finally he is appointed by giving a formal appointment letter.
Techniques of interview
1. Do Your Research
Researching the company before the interview and learning as much as possible
about its services, products, customers and competition will give you an edge in
understanding and addressing the company's needs. The more you know about
the company and what it stands for, the better chance you have of selling
yourself in the interview. You also should find out about the company's culture
to gain insight into your potential happiness on the job.
2. Look Sharp
Select what to wear to the interview. Depending on the industry and position,
get out your best interview clothes and check them over for spots and wrinkles.
Even if the company has a casual environment, you don't want to look like you
slept in your outfit. Above all, dress for confidence. If you feel good, others will
respond to you accordingly.
3. Be Prepared
Bring along a folder containing extra copies of your resume, a copy of your
references and paper to take notes. You should also have questions prepared to
ask at the end of the interview. For extra assurance, print a copy of Monster's
handy interview take-along checklist.

4. Be on Time
Never arrive late to an interview. Allow extra time to arrive early in the vicinity,
allowing for factors like getting lost. Enter the building 10 to 15 minutes before
the interview.
5. Show Enthusiasm
A firm handshake and plenty of eye contact demonstrate confidence. Speak

distinctly in a confident voice, even though you may feel shaky.
6. Listen
One of the most neglected interview skills is listening. Make sure you are not
only listening, but also reading between the lines. Sometimes what is not said is
just as important as what is said.
7. Answer the Question Asked
Candidates often don't think about whether they are actually answering the
questions their interviewers ask. Make sure you understand what is being asked,
and get further clarification if you are unsure.
8. Give Specific Examples
One specific example of your background is worth 50 vague stories. Prepare

your stories before the interview. Give examples that highlight your successes
and uniqueness. Your past behavior can indicate your future performance.
9. Ask Questions
Many interviewees don't ask questions and miss the opportunity to find out
valuable information. The questions you ask indicate your interest in the
company or job.

10. Follow Up
Whether it's through email or regular mail, the interview follow-up is one more
chance to remind the interviewer of all the valuable traits you bring to the job
and company. Don't miss this last chance to market yourself.
It is important to appear confident and cool for the interview. One way to do
that is to be prepared to the best of your ability. There is no way to predict what
an interview holds, but by following these important rules you will feel less
anxious and will be ready to positively present yourself.
Structured Interview at JOCL:

JOCL frequently use structured interview method to select the employees. There
always be a panel for interviewing the candidate, be it a managerial position or an
executive position. The company does it as the management believes that interview is
such a selection device by which in-depth information about the candidates can be
obtained. The panel of interviewers includes senior managers, the departmental head in
which the candidate will be employed if he gets the job. The company management
believes that of the entire selection device interview in the most effective and cost
effective. Along with the structured interview, the panel of interviewer provides a
realistic job preview to the candidates that allow job applicants to team positive as well
as negative information about the job and the organization. After the interview those
who are at the top of the final list get the opportunity to serve in the organization. The
background checking is done at the time and through bio-data the candidate submits.
In case of factory workers employment test the management use work sample test
beside interview. In the work sample test the factory manager looks for how the
candidate performs the basic tasks. This is applicable for workers who have experience
in the field of machine operation.

4.5 Training and Management Development in JOCL:
Benefits of Employee Training and Management Development
“Benefits of Employee Training and Development” is the third article in our

series on performance management. Below we address a key question in
performance based management. How do you optimize the benefits of training
and development, and therefore the resources used to improve performance?
The best place to start is by being clear about what results you want to achieve. Then
finish with an assessment of the results that are actually being achieved. It’s also
important to remember that the real benefits of employee training should be seen as a
progression. That is, where performance improvements in individuals progress to
performance improvements throughout the entire organization.
The article below is part of our series on How to Motivate Employees to PERFORM.
Knowing how to motivate employees is one of the most important aspects of a
manager’s job. But as important is the need to manage the factors that contribute to
that motivation, and to create the conditions for people to perform and realise their
potential. Our tool to help you achieve these management skills is the
Apex PERFORM model. It stands for:
 P - Potential
 E - Expertise
 R - Results
 F - Focus
 O - Opportunities
 R - Resources
 M - Motivation

What are the benefits of employee training and development?
The first thing to remember is that effective employee development is based on a

progression of benefits. These start with improvements in an individual’s performance,
which then transfer to his or her localized workplace, which then ultimately result in a
positive impact on the whole organization. The size or scale of that impact is not
necessarily important. So long as it is positive and significant.
The next thing to consider is that resources used in the development activity must be
used wisely. So, assessing the benefits of employee training is not just about feedback
from a training exercise. Such feedback may indicate that people enjoyed the activity
or felt it was useful, but managers must look beyond that. Ultimately, the real benefits
of employee training lie in the transfer of learning into the workplace. So feedback
must also assess such things as: what has been learned; how it is being used; what
impact it is having at work.
So what are the benefits of employee training?
 New skills and knowledge can be acquired.
 Existing skills and knowledge can be enhanced or updated, enabling people to
further improve proven strengths.
 Weaknesses can be addressed or mechanisms put in place to compensate.
 Improvements in confidence, capability and competence.
 Employees feel supported and enabled in their work.
 Learning is progressed to practice in the workplace.
 Learning is used to improve performance at work.
 Learning is shared, enhancing team performance.
 Wider impact in the organization through performance improvements and the
dissemination of information, ideas and networking.

Results
How does this relate to the PERFORM model? Performance is about contribution:
what an employee contributes that delivers results for the individual, for their teams
and for their organizations. So any answer to the question “how to motivate employees
to perform?” must include a focus on results. The results that are being achieved, and
those that are being targeted.
In order to perform, employees need to be clear on what is expected of them. Agree
with them what goals they are working towards, give them regular feedback on how
they are doing, and show them the results their efforts are achieving. Results aren’t
necessarily just about money and financial targets. They are the outcomes of whatever
goals have been set. These can be improvements in process, time-keeping, customer
satisfaction, employee satisfaction. Results provide the measure of success, answering
the question: how do we know if performance has improved? Only then will we gain
clarity about the benefits of employee training.
Results = Development + Performance
Placing an emphasis on results helps to connect Training and Management
Development activities to performance. Of course, effective managers will want to
know how well a particular workshop or course has been delivered. However, it’s far
more important to assess how the skills and knowledge gained from those activities
have been applied. Then, perhaps more importantly, assess the impact they’ve had.
The real benefits of employee training are not necessarily what people learn, but what
they do with what they have learnt. The results!
The management of JOCL thinks that training is very essential and it is not just waste
of money. Usually, the company goes for on the job training method, as by using this
method the company can get the works done besides training. The immediate
supervisor is responsible for training. The departmental or regional head of that
department also looks after whether the training is going alright or not. The Personnel
officer of JOCL gave us an example of overseas training they provided to a factory
manager whose name is Mr. Pronob. He was sent to China and Korea for training
purpose. JOCL also provide apprenticeship training. Apprenticeship training provides
beginning worker with comprehensive training in the practical and theoretical expect
of work required in a highly skilled occupation. Apprenticeship program combined of
the job and classroom training to prepare worker for its employees.

In order to analyze the training needs of the existing employees the management
performance analysis approach. In this process the management verifies if there is any
performance deficiency and determines if such should be corrected through training or
some other manner.
• Development of personnel in JOCL

The long term development of human resources as distinct from training for a specific
job is of growing concern to HR departments of JOCL. Through the development of
current employees, the department reduces the company's dependents on hiring new
workers .if employees are developed properly the job openings found throw HR
planning are more likely to be filled internally promotions and transfers also show
employees that they have a career not just a job. The employee benefits from increased
continuity in operations and from employees who fail a greater commitment.
HR department is also an effective way to meets several challenges including
employee obsolescence, international and domestic diversity, technical challenges.
Affirmative action and employee turnover. By meeting these challenges the
department can, maintain an effective workforce.
Take a look below at 10 top benefits of ongoing staff development:
 Keep up with industry changes

Industries are constantly changing and so it is important for a business to
develop to avoid being left behind. It’s also important to make sure your
business is complying with any industry regulations, which can be achieved
through ongoing training, making sure your staff’s skills and knowledge are
up-to-date.
 Be in touch with all the latest technology developments
New technology is being developed all the time and so it is not sufficient to
run a one-off training session. Regular training needs to take place to ensure
that staff are using all the latest technology comfortably and to its full
potential. This can be achieved through implementing a customized staff IT
training program, and by integrating employee training with IT support.

 Stay ahead of competitors
Standing still can kill your business, so by making sure your staff are
constantly advancing, you will continue to move forward are remain
competitive within the marketplace.
 Be able to see weaknesses and skill gaps
With regular training, a business can more easily identify any gaps in the
market and skill gaps within the existing workforce. By identifying these
gaps early, there is time to train staff in these required areas so they can
fulfill the role effectively.
 Maintain knowledge and skill
Although one off training may be provided to new starters, or other
employees, it’s important that training schemes are put in place to help
develop skills throughout their job. To retain knowledge, skills need to be
practiced and refreshed on a regular basis so elements aren’t forgotten.
 Advance employee skills
Once a business has spent money on providing basic level skills, these can
easily be built upon and improved to provide much more benefit to the
business. Staff that know more can bring more to the table, and your
business will reap the rewards.
 Provide an incentive to learn
If training is provided as part of a longer development pathway, employees
will have much more incentive to learn, participate in the session and put
their new skills into practice.
 Increase job satisfaction levels
Through continued investment from the business, staff can have a much
higher sense of job satisfaction, which can improve their motivation towards
their work. This reduces employee turnover and increases productivity,
which directly improves the profitability. It also prevents competitors from
taking away your best employees by offering training incentives.
 Provide internal promotion opportunities
Employing new staff involves high recruitment costs and hiring fees.
However, with ongoing training, your existing staff can become more
eligible for internal promotions. Unlike new staff, you can guarantee they

have a complete knowledge of your business; the correct skill set and is
people that you know and trust.
 Attract new talent
All businesses want to have the best employees and so with ongoing
training, this will not only mean better staff retention, but the business may
also attract better talent from the start, as this gives the business a good
image and is a key feature many people look for within their job search.
As you can see, ongoing training is important not just to employee development, but it
also affects the success of your business.
 Skills – Make sure you take your time to find out what skills your staff
would like to develop and why, as well as working out where you want to be
in the industry and what skills are needed to get you there. Any training you
provide should be transferable and relevant to your employee’s current job,
to keep them engaged in the overall process.
 Frequency – You should also consider the frequency of training, to achieve
the medium and long-term improvements. It is a careful balance, to make
sure there is enough training, but not too much that staff lose interest or
struggle to keep up with their daily work tasks.
 Delivery – You should also look at the many different types of training that
are available, to decide what is best for your specific business. As well as
one-to-one training, you could also have group sessions, or eLearning which
is now a very popular route and requires less time away from the business.

CHAPTER – FIVE
Findings, Recommendation & Conclusion
5.1 Findings
5.2 Recommendation
5.3 Conclusion

5.1 Findings:
* JOCL has no established manpower planning.
* Bureaucracy found everywhere in JOCL.
* I found the recruitment process of the company is quite satisfactory.
* But in case of selection the company is totally corrupted.
* Nepotism is too much in action at the time of selection and performance
appraisal.
* Fresh workers orientation program do not exist.
* Training and Management Development facilities for workers are provided by
Bangladesh Petroleum Corporation. The company itself barely provides training
facilities for the workers.
* Increment of the workers is not given according to the performance of the
workers.
* Arrangement of food of the workers and employees are provided by the
company at a subsidies rate of tk. 0.50.
* Career development opportunity is very poor.
* Remuneration and wages of the workers are very good.
* Grievance handling procedure is very good in JOCL Ltd.
* Employee welfare in JOCL is always up to the mark.

5.2 Recommendation:
* A specific manpower planning should be established.
* Corruption and nepotism during selection process should be abolished.
* Orientation and placement program of workers should be introduced.
* Company should provide Training and Management Development program to the
workers.
* Career development opportunity should be provided equally to all the workers
and employees.
* Nepotism must be wide out as far as possible.
* Performance appraisal should be properly implemented and discrimination in this
field must be abolished.
* Increment should be made in accordance with the performance of the workers.
Those who work hard for the company should be given more increment than
that of the seniors.
* Contractual employees don't get confirmation though they are skilled and eligible
to get confirmation.

5.3 Conclusion
In an effort to explore the practice and distinctive features of HRM of JOCL, this
paper has analyzed and compared the strategic HR practices deployed by the company.
Basically, one organization's success depends on the overall employees' performance
and their awareness of their job responsibilities. JOCL's market share increases
tremendously very recently than the initial stage and lead them at the top competitive
position in petroleum sector. JOCL's estimation is, within few years it will be almost
double their sales of Petroleum Products. This success is basically brought by the
Personnel department because if their recruiting and selection process, induction and
training process, compensation process and long term employee career development
strategy. This paper also demonstrated that while a focus on competitive pay packages
to attract and retain talented employees is clearly effective in manifesting job
motivation, complimentary strategic HR practices are profoundly important in
reducing staff turnover. After all the discussion we can conclude that JOCL is a well-
organized Personnel Department. JOCL is one of the biggest oil marketing companies
in Bangladesh. In HR department, JOCL's compensation part is very effective and
efficient. That is why, the employees always get highly motivated and once they are
highly motivated, they would love to give the maximum effort to their job. At the
initial stage, they had very few sells of their food products but their numbers of sales
increases tremendously very recently. JOCL's estimation is, within few years it will be
almost double their sales. This success is basically brought by the HR department
because if their recruiting and selection process, induction and training process,
compensation process and long term employee career development strategy.
By completing this report we have learned Training & Management Development in

Bangladesh and gather knowledge and experiences. JOCL basically follows the
updated process in their every activity. They always search for talents. Their
remuneration package is also attractive. They, actually motivate young people to enter
into decision making process. HRM is a broad issue. There are a lot of issues involved
in HRM. JOCL emphasizes all the activities of HRM.

Books:
1. The Bangladesh Labor Code, 2006 (Third Edition) By
2. Md. Abdul Halim & Masum Saifur Rahman.
3. Fundamentals Human Resource Management By Stephen P. Robbins
4. Human Resource Management & Industrial Relations by M.A Taher
5. Strategic Management of Human Resources by Mello
Print Media:
1. Annual Report of Jamuna Oil Company Limited.
Internet Sources:
1. www.google.com
2. www.jamunaoil.gov.bd
3. www.wikipedia.com
4. www.citehr.com
5. www.chron.com
6. www.lectersheet.com
7. www.scribebd.com
8. Google Scholar


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CHAPTER-ONE

1.1 Background of the Study

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1.2 Objectives of the Study

More specifically, the objectives of the training were as under:

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1.3 Methodology of the Study

1.4 Scope of the study:

1.5 Limitations of the study:

* Time is the major constraint of this research.

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An Overview of the Company

2.1 About the Organization

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Jamuna Petroleum Company Limited as an oil marketing company is contributing

2.2 Brief History of JOCL :

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There is a Board of Directors constituting of 9 members to run the Company. The

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2.4 Organizational Structure :

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RESIDENT COMMERCIAL OPERATIONS SALES PR PERSONNEL ENGINEERING AUDIT FINANCE

2.4.2 Total Staff and Employees:

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Comilla Sales Office

Total 278 211 3 20 31 16 29 13 11 7 1 1 521

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2.6 Vision of JOCL :

For our Customers

For our Employees

For our Shareholders

For our Community

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DIVISION FILLING PACKED CONSUMER DISTRIBUT LPG DIRECTOR CUSTOMER

CHITTAGO 107 112 7 336 373

RAJSHAHI 75 9 1 153 138

TOTAL 560 248 20 1067 767

2.10 Distribution Network of JOCL:

3.3 Training & Development

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Factors Governing Recruitment:

External Forces Internal Forces

Fig: Factors influencing recruitment

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Fig: Recruitment Process

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1. Reputation of the Enterprise:

An enterprise may get bad reputation on account of undesirable attitude of the

4. Trade Union Requirements:

Government policies may also act as constraints on recruitment policy. Government

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Situational interviews are somewhat related to behavioural interviews except that

Group interviews are a cost-efficient method of interviewing candidates while also

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Employment tests are an objective method of evaluating whether candidates possess

Sources of Recruitment of Employees: Internal and External Sources (with its

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Methods of Internal Sources:

The Internal Sources Are Given Below:

Promotions refer to shifting of persons to positions carrying better prestige, higher