Report on BRAC part 2

Recommendations:

From the above research found some drawbacks of BRAC. For those some recommendations are as follows:

1. BRAC must help the employees to build employees’ competence and self-confidence through training, feedback and recognition. “There is a very close relationship between high job satisfaction and feelings of effectiveness on the job.
2. Communicate the value of the organization’s products and services, and the role the organization plays in the marketplaces where it operates. “People with high job satisfaction also report an extraordinarily high sense of mission, vision and passion for their work.
3.  Encourage and reward thoughtful risk-taking. “People with high job satisfaction also score high on the desire to try novel approaches, face challenges and perform problem-solving both individually and in groups.
4. Encourage positive workplace relations. “People who are highly satisfied in their jobs report good feelings about their bosses, peers and coworkers.
5. Encourage meaningful rest breaks and light diversion. “High job satisfaction correlates strongly with the feeling of having fun at work.
6.  Interpersonal relations is part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). This will help them develop a sense of camaraderie and teamwork.
7. Most employees are looking for advancement opportunities within their own company. BRAC must help employee to find out the exact career path for them. Work with each of them to develop a career growth plan that takes into consideration both their current skills and future goals. If employees become excited about what’s down the road, they will become more engaged in their present work.
8. BRAC should show the difference in employee morale simply by taking the time to recognize each employee’s contributions and accomplishments, large or small. Be generous with praise.
9.   BRAC can improve employee motivation by improving employee confidence. Assign individuals with tasks you know they will enjoy or will be particularly good at. An employee who is successful at one thing will have the self-confidence to tackle other projects with renewed energy and excitement.
10. BRAC must make their questions in a way that has relation to the position as well as the job.
11. BRAC must follow person-job fit strategy (selecting based on knowledge and abilities to perform a particular job well without a lot of formal training) because it increases the productivity as well as reduces the cost.
12. Career advancement opportunities must be communicated during the recruitment process so that candidates can understand how to map his or her career path with the organizations’ plan and program. When organizations set some career advancement opportunities for the employees and it is communicated during the recruitment process, then the employee feel well, which make them loyal, productive and efficient.
13. During the selection process, the candidates who are disqualified have some negative feelings for the company. In that case the company may create a public relation who communicate with those people and clarify as to why they were not taken and also where the candidates have lacking. It also promotes a positive image towards the candidates.

Conclusions:

The expression, Human Resource Management (HRM) is a relatively recent title for all aspects of managing people in an organization.  It represents a broad based understanding of the problems of people and their management in an organizational context for overall development.  Growth in business, competition, size of operation, etc. led to the need for attracting talented people with the view to reach the organizational objectives.  This resulted formulation of policies on HR planning, recruitment, selection, training, development, performance appraisal, compensation management, etc. became pertinent.  In addition, government legislation, change in production and distribution methodologies, information technology, etc. became relevant.  As a consequence, the HR management functions can be seen as an amalgamation of organizational behavior, human resource management (known as personnel management in the recent past) and industrial relations and labor/workers legislations.

In BRAC over 60,000 employees involve with their operation all over the Bangladesh and also in foreign assignment. In my research most of time I found that BRAC is very much careful about their employee and also in their policy and procedure. As my research segmented into four. In every segment most of my respondent satisfy with their position, environment, supervisor, salary, policy etc. But I also found some lacking in some area like job security, they don’t have written job description including qualifications, duties, reporting relationship and key indicators, dropout candidate cannot get feed back regarding their weakness and future suggestion etc. But I think BRAC must concentrate on their weakness and make their policy very effective for the employee.

Bibliography:

1. Anderson, H. Hossain, N. and Sahota, G.S (1991), The Effect of Labor Laws and Labor Protection on Employment and Industrialization in Bangladesh, The Bangladesh Development Studies, Vol. 19. No. 1, March_June, Dhaka.

2. Drucker, P. F (1994). The Practice of Management, Harper and Brothers, New York.

3. Griffin, R. W (1998), Management, McGraw-Hill, Singapore, PP. 23-30.

4. Luthans, F (2000), Organizational Behavior, McGraw –Hill Inc, NJ, P.  100.

5. Kreitner, R (1998), Competitive Advantages through People, Academy of Management Review, Vol. 23, No.2.

6. Weihrich, H (1996), Management Excellence- Productivity through Cooperation, McGraw-Hill Book Company, New York,

7. Strategic Human Resource Management by Charles R Greer

8. Human Resource Management by Raymond A Noel

9. Strategic Human Resource Management by Alan R. Nankervis, Robert L Compton, Terence E McCarthy.

Publication and BRAC’s Records:

At a glance of BRAC, June 2008

BRAC Annual Report, 2006

BRAC Human Resources Policies and Procedure, 2006

BRAC Human Resources Unit office and Staff Position under Human Resources Field Office

Appendices

1. Questionnaires:

Dear Respondent:

The questionnaire survey has been designed for an internship project of MBA program of American International University-Bangladesh, not for this organization. Your anonymity will be highly maintained as I have not asked for your name here. This information will not be used anywhere else. I appreciate your participation. Thank you so much.

Questionnaire

Part A: Employee Information:

Part B: Questionnaire for Employees (On Job Satisfaction):

Please put a tick ( √ ) mark on the numbers at the right margin using the following scale.

Dear Respondent:

The questionnaire survey has been designed for an internship project of MBA program of American International University-Bangladesh, not for this organization. Your confidentiality will be highly maintained as I have not asked any personal information here. This information will not be used anywhere else. I appreciate your participation. Thank you so much.

Questionnaire on Recruitment and Selection Process for HR Department

Please put a tick ( √ ) mark on the numbers at the right margin using the following scale.

Dear Respondent:

The questionnaire survey has been designed for an internship project of MBA program of American International University-Bangladesh, not for this organization. Your confidentiality will be highly maintained as I have not asked any personal information here. This information will not be used anywhere else. I appreciate your participation. Thank you so much.

Questionnaire on Employee Motivation (for Employees):

Please put a tick ( √ ) mark on the numbers at the right margin using the following scale.

Dear Respondent:

The questionnaire survey has been designed for an internship project of MBA program of American International University-Bangladesh, not for this organization. Your confidentiality will be highly maintained as I have not asked any personal information here. This information will not be used anywhere else. I appreciate your participation. Thank you so much.

Questionnaire on HR Policy (for HR Department):

Please put a tick ( √ ) mark on the numbers at the right margin using the following scale.

1.   SPSS Output:

Employee Job Satisfaction

  I am satisfied with my present salary

 Fringe benefits (traveling and medical allowance, bonus etc) are adequate:

  Retirement benefit (provident fund, gratuity, pension etc) is satisfactory:

  Provision of getting higher scale is satisfactory:

 Opportunity for promotion is satisfactory:

  My career prospect is satisfactory:

    I am satisfied with my working environment:

 My office timing is suitable for me:

 Weekly holiday is satisfactory:

I am satisfied with my canteen, sanitation and other facilities:

 I have opportunity express my grievances:

 Co-operation from my colleagues is available:

 I am happy with my supervisor:

My supervisor is happy with my works:

 I have role in decision-making at my workplace:

  The method of performance appraisal is appropriate:

  Reward and recognition are based on performance:

  I am satisfied with my present position:

 I am satisfied with my job security:

  I am satisfied with my present welfare activities:

 I am satisfied with my organizational recreational facilities:

Employee Motivation

  Primary aim of our organization is well communicated to the employees

The performance appraisal system is satisfactory:

  There are obstacles which stop employees performing to best effect:

  Employees feel empowered within the organization:

  Recent changes in the organization have affected employee motivation:

 Employee goals and organization goals are aligned:

 Employees feel safe, loyal, valued and taken care of:

  Employees are involved in organizational development process:

 Organizations internal image is consistent with its external one:

 There is a pattern of employee motivation existing in the organization:

HR Policy

BRAC has a written personnel handbook/ policy that is regularly reviewed and updated.

 BRAC follows nondiscriminatory hiring practices:

BRAC provides a copy of or access to the written HR policy to all members of the board:

Q4. BRAC has job descriptions including qualifications, duties, reporting relationships and key indicators

 BRAC Board of Directors conducts an annual review of the HR policy:

BRAC requires employee performance appraisals to be conducted and documented at least annually:

BRAC has compensation plan and periodic review of salary ranges and benefits is conducted:

BRAC has a timely process for filling vacant positions to prevent an interruption of program services or disruption to organization operations:

BRAC has process for reviewing and responding to ideas, suggestions, comments and perceptions from all staff members:

BRAC provides opportunities for employees’ professional development and training with their job skill area and also in such areas a cultural sensitivity and personal development:

BRAC maintains contemporaneous records documenting staff time in program allocations:

Recruitment and Selection Process

 BRAC programs communicate properly about the recruitment with HRD

BRAC clearly mentions the job specifications while recruiting employees:

 BRAC has formalized job description for every position:

The questions in the written test/ viva voice are strongly related to job position:

  The examiner / interviewers are fair to all candidates:

 Getting through all the recruitment steps and selection is very easy:

 The recruitment and selection process itself results high employee turnover:

Systematic recruitment process influences people to accept job offer in BRAC:

BRAC probation period is accurate for the employee to eligible for the position:

High turnover makes the repetitive recruitment of staffs costly:

  The candidates are treated equally in the selection process:

  BRAC follows the person – job fit strategy:

Orientation program offered to the selected candidates is satisfactory:

Career advancement opportunities are communicated in the recruitment process:

Candidates who drop out at the final selection round get feedback regarding their weakness and future suggestion: