Chapter One: Introduction

1.1.1 Origin of the report

The report has prepared as a term paper for Human Resource Management which opportunity is provided by our honorable course teacher in EMBA program under Faculty of Business Studies (FBS), Bangladesh University of Professionals (BUP). The term paper has been prepared based on Human Resource Management Practices and how we can consider it as a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organizations effectiveness. We have prepared this report based on the present service organization HUAWEI Technologies (BD) Ltd..

1.1.2 Objective of the report

Basically the report has two types of objectives & these are
Broad Objective Specific Objective

In broad scenario the main objective is to know about the practice of Total Human Resource Management Practices that is Staffing, Training& Development, Motivation and Maintenance in Huawei. And in second way as it is concerned specifically with Organizing, somebody should not be surprised to find that it emphasizes organizational behavior as related to concerns such as jobs, work, absenteeism, employment turnover, productivity, human performance and management. Understanding organizational behavior has never been more important for

managers. Because, there are lots of challenges and opportunities for the managers to use Organizational Behavior concepts and it offers solutions or at least some meaningful insights toward solutions for the critical issues like Responding to Globalization, Managing Workforce Diversity, Improving Quality and Productivity, Responding to the Labor Shortage, Improving Customer Service, Improving People Skills, Empowering People, Coping with Temporariness, Stimulating Innovation and Change, Helping Employees Balance Work / Life Conflicts, Improving Ethical Behavior etc.

1.1.3 Methodology
To prepare this report the following thing has been done Data were collected from Huaweis office. Help from Huawei website (huawei.com) has been taken The book Management by Ricky W. Griffin was used Management topics from various web sites of Internet.

1.1.4 Limitation of the report

In the report, we have tried to cover the major things in management practice to analyze that actually how an organization implies the principles of Organizational Behavior to maximize the output of the employees. But as Huawei is a foreign private organization, its not possible for me to collect 100 percent accurate information regarding their view of organizational behavior towards the employee.

1.1.5 Brief history about HUAWEI TECHNOLOGY (BD) LTD.

Huawei Technologies is a private high-tech enterprise which specializes in research and development, production and marketing of communication and networking equipment. Huawei Technologies was established in 1988 by Mr. Ren Zhengfei with its headquarter in Shenzhen, China. Currently Huaweis products and solutions are deployed in over 100 countries and serve over one billion users worldwide. Currently, Huawei serves 35 of the worlds top 50 operators and is the strategic partner of British Telecom, Vodafone, and Telefonica etc. Right now, Huawei has set up more than 100 branch offices worldwide with 8 regional headquarters in order to provide quick services to its customers. Huawei provides 3-level customer service system (HQ, regional, local) to ensure effective and efficient services to its customers. Till now Huawei has established 12 R&D centers around the world such as in the Silicon Valley and Dallas of the United States, Bangalore in India, Stockholm in Sweden and Moscow in Russia to ensure global R&D with outstanding people. In addition, Huawei has 28 training centers worldwide to help its customers and local people to study advanced management, technologies and so on. Huawei has about 70,000 staff members of which 48% are involved in R&D. By 31 December 2007, Huawei had filed 26,880 patent applications, of which 4,256 had been approved.

Huawei Technologies started its journey in Bangladesh in 2002 as Huawei Technologies, (Bangladesh) Ltd. Till then it has been growing very fast and now is the market leader in terms of market share and number of projects. In Bangladesh, Huawei is well known for its excellent customer services and solutions. Right now there are about 600 employees working in Huawei Technologies (Bangladesh) Ltd. Huawei servers telecom operators like Robi, Banglalink, Grameen Phone, Citycell, Teletalk etc. It also servers PSTN operators like BTCL, Rankstel, Peoples Tel, Dhaka Telephone Company Ltd etc.

Chapter Two: Staffing Functions

2.1.0 Staffing Functions
The Staffing functions in HUAWEI are related to the following areas: Human Resource Planning, Recruiting, and Selection.

2.1.1 Human Resource Planning (HRP):

HRP is one of the most important elements in a successful HRM program. HRP is like navigating a ship, it decides on a course and speeds toward destinations with the constant need to take further readings and make necessary adjustments in order to reach the destination. The purpose of HRP is to try ensuring that organizational objectives are met through the effective utilization of the human resources of the organization. HRP is essentially an ongoing process, focused on the long-term, but cognizant of contemporary changes in both the internal and external environments in which the organization operate. By HRP process HUAWEI ensures that it has the right number and kinds of people at the right places, at the right time and capable of effectively and efficiently completing their tasks that will help the organization (HUAWEI) to achieve its overall objectives. HUAWEIs HRP is about man power planning, organizing, coordinating, controlling, motivating and counseling.
3

2.1.1.1 Job Analysis Methods of HUAWEI:

The basic methods that HUAWEIs HRM use to determine job elements and the essential knowledge, skills and abilities for successful performance include the following:

2.2.2.1 Observation Method:

Using this method, a job analyst watches employees directly or reviews films of employees on the job. This technique provides firsthand information to the job analyst.

2.2.2.2 Technical Conference Method:

This technique involves extensive input from the employees supervisor.

2.2.2.3 Diary Method:

This method requiring job incumbents to record their daily activities.

2.1.2 Recruiting Process in HUAWEI:

Recruiting is the process of discovering potential job candidates for actual or anticipated organizational vacancies. The recruitment process typically yields a number of applicants whose qualifications must be assessed against the recruitments of the job. HUAWEIs HRD believes, recruitment is the Process of attracting qualified job applicants. The appropriate use of internal, employee referrals and external sources. Process of finding and attempting to attract job candidates who are capable of effectively filling job vacancies.

2.1.2.1 Internal Search:

Internal search is the process of finding internal candidates and encouraging them to apply for and be willing to accept organizational jobs opening. HUAWEIs internal search is one of following things: Promotion, Demotion, Transfer, and Separation.
4

2.1.2.2 Employee Referral:

HUAWEIs HRD also consider employee referral system for recruitment because recommendation from current employees is a best source to find a potential job applicant who will do the job effectively and efficiently.

2.1.2.3 External Searches:

External recruitment is the process of finding potential external candidates and encouraging them to apply for and be willing to accept the organizational job openings. HUAWEIs external searches include: Advertisements (News papers and Internet), Blind Box, Professional organizations, Educational institutions (Universities).

2.1.3 Selection Process of HUAWEI:

HUAWEI provides equal employment opportunity. Job candidates are selected based upon their quality rather than religion, race, color, and social status.

Application (Advertisement in newspaper)

Application (Collected from Web-site)

No Written Test (if enough qualified)

Written Test (To justify the quality)

Interview Interview (For 1st Time) (For 2nd time) Interview (For 3rd time or more)

SELECTION
Fig: Selection procedure in Huawei 5

Chapter Three: Training and Development

3.3.1 Training
Most organization has some type of systematic training program. The Huawei is following the training process which is similar to the Social Learning Theory. This theory tells that training should offer a model to grab the trainees attention. The organization does not follow this theory exactly. They actually provide training to those employees who need it and only if the

organization feels that the training will improve the quality of the employees and thus it will improve the productivity. Huawei does not provide any training to its leaders (directors, managers, leaders, supervisors etc.). This is because; every leader is from different organizations. They have work experience and they have gained knowledge about leadership from the previous organizations.

HUAWEI follows both the on-the-job training and off-the-job training. These approaches are describing below-

3.3.1.1 On-the-Job Training:

HUAWEI provides this training to its employees conducted by designated supervisors and training personnel. This training places the employees in actual work situations and makes them appear to be immediately productive. Job Instruction Training (JIT) of HUAWEI consists of following steps:

Preparing the trainees by telling them about the job responsibilities and overcoming their uncertainties. Presenting the instruction, giving essential information in a clear manner. Having the trainees try out the job to demonstrate their understanding. Placing the workers in the job, on their own, with a designated resource person to call upon should they need assistance.
6

3.3.1.2 Off-the-Job Training:

In addition to on-the-job training, HUAWEI also provides off-the-job-training to its nonmanagerial employees. HUAWEI arranges the number of techniques such as classroom lectures, simulation exercise, vestibule training and programmed instruction.

3.3.2 Career Developments

Carrier development is basically a two way object. Both the employee and the employer have their part. Todays employees should manage their own careers like entrepreneurs managing a small business. They should have think of themselves as self employed. Besides the quality and qualification of the employee, to develop carrier of the employee, the organization has to give some supports. Huawei is providing the following supports: a) They are clearly communicating the organizations goals and future strategies. b) There are growth opportunities for the employees like they have the opportunity to get new, interesting and professionally challenging work experience. c) The organization is always offering financial assistance for tuition but it actually depends on, if the organization feels that any employee needs or deserves it. d) The organization is providing enough time for employees to learn. During the

probation period the employees do not have much work load so they are getting enough time to learn.

Chapter Four: Motivation

4.4.1 Motivating Employee Performances
Motivation is the process that account for an individuals intensity, direction and persistence of effort toward attaining a goal. There are various theories of motivation. Based on our analysis we have found that two motivation theories are there. One is used by the top management. That is the Goal Setting Theory of motivation. According to this theory goals tell an employee what needs to be done and how much effort will need to be expended. Top management of Huawei set goals to achieve. Such as launching a new package or giving any value added services to the customers. How the customers will respond, it actually depends

on how the package or the service facilitates the customer. To bring the maximum satisfaction of the customers, the employees are trying to attain the goals set by the top management. As Huawei is a new organization in telecommunication sector of Bangladesh thats why each time they are launching a package or giving extra facilities, each departments of the organization are in a tremendous pressure, that whether the package or the services will be a successful one or not. According to the theory, the employees are performing better when they are in pressure and actually the employees of Huawei are performing well. Their achievement of one million subscribers just within ten months shows the performance of the employees and as a whole, it actually shows the performance of the organization. We have found that the top management is following the Goal Setting Theory. They are also following the Victor Rooms Expectancy Theory. Expectancy Theory says that an employee will be motivated to exert a high level of effort when he or she believes that effort will lead to a good performance appraisal and a good appraisal will lead to organizational rewards such as a bonus, a salary increase or a promotion and the rewards will satisfy the employees personal goals. So, the organization set a specific goal, the employees are giving their best efforts to achieve the goal and after achieving it, the organization usually announce performance bonus, appraisal certificates etc.

4.4.2 Performance Evaluation

The organization does the Performance Evaluation of the all the Employee after each six months. Each employee does a Personal Business Commitment (PBC) at the beginning of the January and July of each. In PBC the employee mention the work that will completed by them next six months and process that they will follow to complete it. The completion of the work will be related with the goal that is given by the Supervisors. After each six months the supervisor evaluates the performance by giving grades to each PBC.

4.4.2.1 Reward
The organizations reward system influences the decision makers and as well as the employees. Huawei has the rewarding policies such as; within their ten months in operation, they have

organized four big reward giving ceremonies. Employees of all departments have been rewarded. They also have the policies to reward the employees according to the departments or the braches they have in different areas of the country. Employee recognition programs consist of personal attention, expressing interest, approval and appreciation for a job well done. Huawei has employee recognition programs but it is in a limited form. Till now they have done the recognition and rewarding programs together in a same ceremony.

4.4.3 Employee Satisfaction

A persons job is more than just the obvious activities of shuffling papers, writing programming code, waiting on customers or driving a vehicle. Jobs require interaction with co-workers and bosses, following organizational rules and policies, meeting performance standards, living with working conditions that are often less than ideal. Employee satisfaction varies in the organization. Some departments employees are satisfied enough and some are not enough satisfied. If the top management found any employee dissatisfied then they are trying to

minimize it by negotiating. But employee dissatisfaction does not reach to any level which actually can reduce the employees productivity.

Chapter Five: Maintenance Function

5.5.1 Benefits
The organization provides different types of benefits to the employees. Such as, the employees have the health insurance facilities. This covers full medical expenses of the employee and his or her spouses. In case of sudden death of an employee, the family will get a great amount of money from the insurance company. They also have provident fund. The employees are also getting transportation, house rent allowance etc. These all are based on the employees service length and their level.

5.5.2 Employee Involvement

Huawei follows chain of command very effectively. So decisions come from the top

management to the lower level where all the employees are not involved. Only those employees who have the authority to participate are the part of decision making. But the scenario is not actually so that none has the right or none of the employees is discouraged to give suggestions. He who wants to suggest can follow the following process. Any suggestion from any employee goes to the management by the following the process:

Top Management

Department Hea

Manager

Team Leader

Employees

Fig: 2.1.6.2 Suggestion going to top management

Chapter Six: Findings & Recommendations

It is not the antique true that management never hears the employee. They take and analysis the suggestion and approve if that suggestion is being found beneficial for the organization.

6.1 Findings of the Report

Based on our survey we have found few things, which can be mentioned as negative things. These are actually problems that we have found. They are as follows: The number of employees is not sufficient. Thats why most of the employees need to work more than their expectation. Though the organization has very strict and good policy about overtime payment, but sometimes employee does not want to work for extra times. When the organization has started their operation, there was not any policy about overtime payment. But few months ago they have prepared the policy. After that, employees need to submit a form where they have to mention that why they need to work for extra times, why they
10

cant finish their work in schedule time etc. They have to submit it to their supervisor or to the manager. The whole process is embarrassing. The organization didnt evaluate the employee properly. Though they have done employee evaluation but it is in a minimized form. After the evaluation, most of the employees are not satisfied, especially who are already serving for one year. And, as they do not evaluate the employees properly there are problems also in employee recognition. Most of the top management, like their managers, directors is foreigner. This is a demoralized factor for the employee as most of the employees are Bangladeshi.

6.2 Recommendation
Each organization has problems. Sometimes they are major problems that can cause an end of an organization. Sometimes they are minor problems which can affect the productivity of the employee. Huawei has minor problems. These recommendations are based on the findings. They should increase the number of employee. Every department requires some more trained employees. Overtime system should be more flexible. But if there is not enough control over it then the organization may lose money because some employee will make pending their work and do it after their office time. So there should be control but in a flexible manner. Through proper selection process, some Bangladeshi managers can be employed. This will motivate the employees and on the other hand as a Bangladeshi the manager will easily understand the employees as they are Bangladeshi. Training facilities should be developed. According to our survey, we have found some employees who are in technical departments, need some training.

Chapter Seven: Conclusion

Huawei has a pool of dedicated employees who are working for organizational success in the market. It gives a lot of importance on employees level of satisfaction and opinions on expectation. Organizational recognition such as accelerated promotion, Travel packages both in local and abroad, fixing compensation and benefits, ensuring equal employment opportunity, initiating different socio-cultural programs, and employee satisfaction survey would be certainly
11

extreme level of motivated programs which can positively effect on the employees of this organization. In the end, we should say that the organization can be considered as a very good example where HRM is in practice.

Chapter Eight: Bibliography

Supportive Websites: www.huawai.com www.google.com www.bing.com Supportive Books: Mullins, L.J. (2005) Management and Organizational Behaviour, 7th ed. Harlow: Prentice Hall. Kolb, D., Osland, J.S., Rubin, I.M. and Turner M.E. (1995) Organizational Behavior; An experiential approach. Prentice Hall: NJ. Stephen Robbins (2010) Human Resource Management, Prentice Hall: NJ.

Supportive Handbooks: AGM Report of Huawai Technology Ltd. HR Manual of Huawai Technology (BD) Ltd.

12