Human Resource Management

Report on HRM Practices at Dhaka Bank Limited

Report on HRM Practices at Dhaka Bank Limited

1.1 Introduction:

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Employees are the core resources of any organization, without them, one cannot run their organization and human resource is conducted with the growth of development of people toward higher level of competency, creativity and fulfillment. It keep employees become better more responsible person and then it tries to create a climate in which they contribute to the limits of their improved abilities. It assumes that expanded capabilities and opportunities for people with lead directly to improvement in operating effectiveness. Essentially, the human resource approach means that people better result.

Dhaka Bank Limited always determine what jobs need to be done, and how many and types of workers will be required. So, establishing the structure of the bank assists in determining the skills, knowledge and abilities of job holders. To ensure appropriate personnel are available to meet the requirements set during the strategic planning process.

This effort is to determine what HRM requirements exists for current and future supplies and demands for workers. Because this bank believes that the quality work comes from quality workers who are well motivated and ready to take challenge to provide better service.

1.2 Origin of the Report:

Internship program is a pre-requisite for acquiring BBA degree. Before completion of the degree a student must undergo the internship program. Every student under the internship program has to prepare a report based on the project or particular matching with the Intern’s area of specialization and organizational requirement.

The report writing consists of Intern’s analysis, findings, and achievements. This report titled HUMAN RESOURCE MANAGEMENT PRACTICE ON DHAKA BANK LIMITED is prepared as internship report under the supervision and guidance of Mr. Shahinur Sobhan, Assistant Professor, Department of Business Administration (BBA) and Mr. Mostaque  Koushik, Principal Officer, Mr.Shofiul Islam, Principal Officer, Mr.Saiful Islam, Principal Officer & Mr. Sadequr Rahman  Dhaka Bank Limited, to meet the requirement of the internship program.

1.3  Scope of the Report:

The scope of this report is mostly limited to Dhaka Bank Limited, as the report is based on practical observations, and also limited to the related departments of this report. There was no scope of doing outside surveys except getting some help from secondary data of other banks. The report scope was narrowed to the branch operations and practices. As I was sent to Dhaka Bank Limited, Head Office, Human Resources Division. The scope of the study is only limited to the Human Resources Division of Dhaka Bank Limited. The report mainly covers on Human Resources Management of Dhaka Bank Limited.

1.4  Objective of the Report:

There had been some objectives set forward in doing this report so that it can be determined what tasks have to done. The objectives of the report are:

  • To familiarize with the DBL, its operation and activities, management style and attempt to realized the gap between the theoretical knowledge with the real business world.
  • Analyze the current performance appraisal format & compensation.
  • Identifying inherent problems associated with the format.
  • Propose changes mainly in the guidelines, format and management philosophy by keeping relevance with other processes.
  • Employee Personnel practices.
  • Developing Employees practices.

 1.5 Sources of information:

All the information incorporated in this report has been collected from primary sources as well as secondary sources.

  • Primary sources:

Interview   with   branch   manager,  operations   manager and some other employees of HRD, Discussion sessions with HR officials in Head Office.

  • Secondary Sources:
  • Dhaka Bank Limited Annual Report 2009
  • Job description for each employees of Dhaka Bank Limited, HR Division.
  • Performance   appraisal format.
  • Performance appraisal guideline provided by the Human Resources division

1.6  Limitations

It was very much difficult and inconvenient to prepare a report on human resources management topic without being attached to the HR department.

  • Limitation of employment   personal.
  • Lack of practices in human resource management.
  • Human resources department was reluctant to provide information, because of Difficulty in accessing sensitive data and information.
  • Non-availability of some preceding year’s statistical data.
  • The tenure of the internship period is three month. Since Human Resources     Division is a vast area, after doing the regular office works from 10 AM to 6 PM it is not possible to go through in depth within this short span of time.
  • Last three months the division has conducted huge recruitment that limits my involvement in other working areas of the division.
  • The secondary source of information was not enough to complete the report.
  • Confidentiality.

Chapter: 2

Organization Profile

2.1 Background:

Bangladesh economy has been experiencing a rapid growth since the ‘90s. Industrial and agricultural development, international trade, inflow of expatriate Bangladeshi Workers’ remittance, local and foreign investment in construction, communication, power, food processing and service enterprises ushered in an era of economic activities. Urbanization and lifestyle changes concurrent with the economic development created a demand for banking products and services to support the new initiatives as well as to make channel consumer investments in a profitable manner. A group of highly acclaimed businessmen of the country grouped together to respond to this need and established Dhaka Bank Limited in the year 1995.

The bank was incorporated as a public limited company under the Companies Act. 1994. The Bank started its commercial operation on July 05, 1995 with an authorized capital of TK. 1,000 million and paid up capital of TK. 100 million. The paid up capital of the Bank stood at TK. 1289.50 million as on 31 December 2006. The total equity (capital and reserves) of the bank as on 31 December, 2001 stood at 1,209.97 million including the sponsor’s capital of TK. 338 million.

The Bank has 45 branches across the country and a wide network of correspondents all over the world. The bank has plans to open more branches in the current fiscal year to expand the network. The Bank offers the full ranges of banking and investment services for personal and corporate customer, backed by the latest technology and a term of highly motivated officer’s and staff.

Dhaka Bank Ltd. is the preferred choice in banking for friendly and personalized services, cutting edge technology, tailored solutions for business needs, global reach in trade and commerce and yield on investments.

2.2 Key facts about Dhaka Bank Limited:

The Banks that were given license during the mid 90’s are called the 2nd Generation private Commercial Banks. Dhaka Bank Limited (DBL) is one of them that incorporated as a public limited company under the Companies Act in 1994 and is governed by banking Companies Act, 1991. The Bank started its commercial operation on July 05, 1995. Since its incorporation, DBL has proved itself as a true development partner of the Government in developing the national economy providing efficient banking services to different sectors of the economy. Some important facts about Dhaka Bank Limited are given below:

Name of the Company Dhaka Bank Limited
Legal Form                         A public limited company incorporated in Bangladesh on   April 06, 1995 under the Companies Act 1994 and listed in   Dhaka Stock Exchange Limited & Chittagong Stock   Exchange Limited.
Date of CommencementJuly 05, 1995
Registered OfficeBimanBhaban (1stFloor), 100Motijheel C/A,                                         Dhaka-1000, Bangladesh
Managing Director Mr.Khandaker Mohammad Fazle Rashid
Company Secretary  Mr. Arham Masdul Huq
Capital Structure at Formation: 


Authorized capital          BDT 100 Crore 

Paid up capital                BDT 10 Crore


Capital Structure as on June, 2010:Authorized capital          BDT 600 CrorePaid up capital                BDT 266 Crore

2.3 The Mission:

Its mission statement is-

“To be the premier financial institution in the country providing high quality products and services backed by latest technology and a term of highly motivated personnel to deliver Excellence in banking”.

2.4 The Vision:

There vision statement is-

“At Dhaka Bank we draw our inspiration from the distance stars. Our team is committed to assure a standard that makes every banking transaction a pleasurable experience. Our endeavor is to offer you razor sharp sparkle through accuracy, reliability, timely delivery, cutting edge technology, and tailored solution for business needs, global reach in trade and commerce and high yield on your investment.

Our People, products and –processes are aligned to meet demand of our discerning customers. Our goal is to achieve a distinction like the luminaries in the sky. Our prime objective is to deliver a quality that demonstrates a true reflection of our vision- Excellence in Banking.”

2.5 Goal of DBL:

The people, products and processes of Dhaka Bank are aligned to meet the demand of the discerning customers. Their goal is to achieve a distinction in the sky. Their Prime Objective is to deliver a quality that demonstrates a true reflection of our vision-Excellence in Banking.

 2.6 The values:

  • Customer Focus
  • Integrity
  • Teamwork
  • Respect for individual
  • Quality
  • Responsible Citizenship

2.7 Strategic objectives of DBL

  • Dhaka Bank’s objectives are to conduct transparent and high quality business operation based on market mechanism within the legal and social framework spelt in their mission and reflected in their vision.
  • Their greatest with qualitative business as a sustainable ever growing organization and enhance fair returns to their shareholders.
  • They are committed to their community as a corporate citizen and contributing towards the progress of the nation as their corporate social responsibility.
  • Their employees are their backbone. DBL promote employees well being through attractive compensation package, promoting staff morale through training, development and career planning.
  • DBL strive for fulfillment of their responsibility to the government through paying entire range of taxes and duties and abiding the other rules.
  • They are cautious about environment & climate change & dutiful to make their homeland a green and clean soil.

2.8 Customer charter

DBL seek to build long- term, sustainable beneficial relationship with all the customers based on the service-commitments and on their underlying values of mutual respect, the pursuit of excellence and integrity in all their dealings.

  • Primary concern is to understand and satisfy customer’s needs and expectations. Promise to use all means open to establish and understand these needs which are both mutually beneficial and respect the values and principles in all aspects.
  • Promise to deal quickly, courteously and accurately with all correspondence.
  • Should disagreement arise between customer and bank they undertake to seek a speedy and equitable solution, which takes account of the rights and obligations, both parties and is framed in the context of a long term and enduring relationship.
  • Believe in openness, integrity, transparency and accountability and provide high standard of services to the valued customers.
  • Create customer value, loyalty and equity, which create customer delight over a lifetime of patronage.

2.9 Recognition

Dhaka Bank Limited was rated by Credit Rating Agency of Bangladesh limited (CRAB) on the basis of Audited Financial Statements as on December 31, 2009. CRAB has assigned “A1” (pronounced as single A One) rating in the long term and “ST-2” in the short term to Dhaka Bank Limited. A1 level of rating indicates strong capacity for timely payment of financial remittance, with low likeliness of being adversely affected by foreseeable events. Banks rated ST-2 category are characterized with commendable position in terms of liquidity, internal and generation and access to alternative sources of funds of outstanding.

Moreover, Dhaka Bank won the prestigious “Certificate of Merit “of ICAB National awards 2008 and Bangladesh Awards 2009 for the outstanding performance in the field of remittance collection through banking channel. It also got Best Bank Award and CSR in 2009.

 2.10 Management Hierarchy of Dhaka Bank Ltd.

 The Managing director heads the management team of Dhaka Bank Limited.  Several management committees have been formed to handle the banking operation and identifying and managing risk. The committees are MANCOM, ALCO. As per Bangladesh Bank’s instruction “BASEL II Implementation team” has been formed which will be responsible for proper implementation of BASEL II capital adequacy guidelines in the Bank. The guidelines have been issued Bangladesh Bank recently but the target date for the implementation was 31st November, 2009.     


2.11 Organizational structure of Dhaka Bank Limited

Organizational hierarchy and Designations are in ascending order:

 Top ManagementChairman

Board of Directors

Executive Committee

Managing Director

Additional Managing Director

  Executive Level Management Deputy Managing Directors

Senior Executive Vice President

Executive Vice President

Senior Vice President

Vice President

Senior Assistant Vice President

First Assistant Vice President

 Mid Level ManagementAssistant Vice President

Senior Principal Officer

Principal Officer

 Junior Level Management


Senior Officer


Probationary Officer

Junior Officer

Assistant Officer




2.12 Economic value Added (EVA) statement for the year ended 31 Dec-2009:

Economic Value Added (EVA) indicates the true economic profit of the company. EVA is an estimate of the amount by which earnings exceed or fall short of required minimum return for shareholders at comparable risks. Shareholders/Equity providers are always conscious about their return on capital invested. As a commercial banking company DBL deeply concern for delivery of value to all of its Shareholders/Equity providers.

BDT in Million


2.13 Sources of Fund (2009)


2.14 Uses of Fund (2009)


2.15 Income & Revenue:

Interest Income increased by 4% from tk. 7,171 million in 2008 to Tk.7, 466 million in 2009. The growth of advance result this growth of interest income. Average yield on advance was 14.32% during 2009

Income from investments increased by 38% from Tk.664 million in 2008 to Tk. 920 million in 2009 mainly due to the income from five and ten years Government Bonds at higher rate of interest which was maintained of SLR purpose.

Commission and Exchange earnings decreased by 1% from Tk.1,077 million in 2008 to Tk.1,061 million in 2009 due to the income from five and ten years Government Bonds at higher rate of interest which was maintained of SLR purpose. The Net Interest Margin (NIM), which is derived by net interest income divided by average assets, was 4.56% in 2009 as compared to 4.60% in 2008. The decrease of Net Interest Margin was mainly because of increase of earning assets but lower rate of return from advance which results the lower spread.

Net Interest Income increased by 14% from Tk.2,622 million in 2008 to Tk.2980 million in 2009 mainly due to increase of interest income from both advances and investments.

2.16 Expenses:

Interest expense increased by 4% from Tk.5, 214 million in 2008 to Tk. 5,407 million in 2009.This rise in interest expense is mainly attributing to the overall increase in deposit base of the bank.

Salary & Allowance increased by Tk. 68 million as compared to 2008 mainly because of increase of office Rent, Insurance of Banks assets, printing stationery, legal expenses, opening of some new branches, depreciation of assets, repair & maintenance, direct sales agents remuneration, contractual agency charges etc.

Earning base in Assets of the Bank remains unchanged in 2009, which was 8% in 2008. The ratio indicates efficient utilization of resources to earn revenues.

2.17 Future Plan:

Dhaka Bank has celebrated its 15 year anniversary on 5th July, 2010. In year 15 years of journey, Dhaka Bank presents itself as a modern and innovative Bank. The workforce is a brilliant one and the work environment is very congenial. Though it has a strong brand image among the corporate clients, retail division of the bank is not that strong brand image among the corporate clients, retail division of the bank is not that strong as corporate division. One of the problems in retail banking is dearth of ATM booths. To improve this situation, Dhaka Bank plans have own ATM network. Furthermore, it signed a deal with OMNIBUS and Dutch-Bangla Bank Ltd to have withdrawal facility for the clients of Dhaka Bank in those networks. Dhaka Bank is planning to modernize its IT infrastructure to provide the branch network a happy time then serving the customers.

Chapter: 3

Overview of HR Division

3.1 Introduction:

Human Resource Management (HRM) is the function within an organization that focuses on Recruitment of, management of, and providing direction for the people who work in the Organization.  Human Resource Management can also be performed by line managers. It is the organizational function that deals with issues related to people such as compensation, Hiring, performance management, organization development, safety, wellness, benefits, Employee motivation, communication, administration, and training.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies.

Usually small businesses have to carry out these activities themselves because they can’t yet afford part or full-time help. However, they should always ensure that employees have their own rights and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’,

Product/ process/ organization knowledge and experience for new staff members. Human resource management does this job.

3.2 Functions of HR:

The functions of human resource management are:

        i.            Staffing

      ii.            Training and Development

    iii.            Motivation

    iv.            Maintenance.

By doing all these functions Human resource management does its job. Staffing in HRM:

Activities in HRM concerned with seeking and hiring qualified employees is Staffing.

A company needs a well defined reason for needing individuals who posses specific skills, knowledge and abilities to specify the job. Employee referrals can produce the best applicants for two reasons. First, current employees screen applicants before referring them. Second, current employees believe that their reputations with the firm will be reflected in the candidates that they recommend.

Activities in HRM concerned with seeking and hiring qualified employees is Staffing.

A company needs a well defined reason for needing individuals who posses specific skills, knowledge and abilities to specify the job. Employee referrals can produce the best applicants for two reasons. First, current employees screen applicants before referring them. Second, current employees believe that their reputations with the firm will be reflected in the candidates that they recommend.

Recruiting is the initial step of staffing. Recruiting is the process of locating, identifying, and attracting capable employees. Many companies are finding new employees on the World Wide Web. The source that is used should reflect the local labor market, the type or level of position, and the size of the organization. Now the second step of Staffing, that is strategic HR planning. For that a company plans strategically. They set goals and objectives, these goals and objectives may lead to the structural changes in the company.

Third step is selection. This process is attracting qualified applicators and discouraging the unqualified applicants. By this a company can get its desired employees of requirement. It has dual focus, attempting thin out the large set of applications that arrived during the recruiting phase and to select an applicant who will be successful on the job.

To achieve this goal, companies can use a variety of steps. The employees who are able to do all the steps and ensure good performance they get the job. HRM must communicate a variety of information to the applicants, such as the organization culture.

Under the selection process there are some steps:

selection process

The company can use these steps to select the employees. With this process their Staffing job is done. The completed selection process ends the staffing functions.

The company can use these steps to select the employees. With this process their Staffing job is done. The completed selection process ends the staffing functions.

 ii.                                                          Training and Development:

Training is one of the important activities of human resource management. In the training process companies try to motivate and train the employees in a manner so that they can work more effectively in the future. Under the training process there are some steps they are given below:

  • Employee orientation: Employee orientation provides new employees with the basic background information they need to perform their jobs satisfactorily. Companies arrange an orientation program for the employees.

In an orientation program the employees should feel-

  • feel welcome
  • understand the organization in a broad sense
  • be clear about what the firm expects in terms of work and behavior
  • begin the process of socialization
  • Employee training:  

There is some process, method and techniques of employee training. A company follows the all the steps of training to provide the employees a good look on their work.

  • Employee development:

 Employee development is like the output of training. In development stage employees are motivated after their proper training. The development of an employee can be organizational. Organization development aims to change the attitudes, values, and beliefs of employees so that the employees can identify and implement changes.

  • Career development:

The career development stage is given below

  • Pre transition: Is simply looking for a job and preparing oneself for a career.
  • Transition:  An individual is already having a job and developing oneself for future career or moving to another career.
  • Preferred area: An individual prefers a specific sector of the career.
  • Early stage: First 1-5 years of career is called early career.
  • Mid career: 5-20 years after the career starts.
  • Late career: Late career starts after 20 years of job life.
  • Retirement: And finally after completing the stages of career and individual decides to retired.

 iii.                                                       Motivation in HRM

Motivation is concerned with getting someone to do something one want or, on an individual basis, wanting to do something for own self for a particular reason. For many businesses, the most expensive asset they possess is their human resources. These resources are hired for the value that they add to a business – as a result it makes sense to ensure that the business gets the best out of those resources.

On other words Motivation is to inspire people to work, individuals in such as to produce best results. It is the willingness to exert high level of effort towards organizational goals, conditioned by the efforts and ability to satisfy some individual needs.

An important part of the retention of staff, reducing staff turnover and minimizing absenteeism at work is ensuring that staff are properly motivated. The wage should be increased, the facilities should be insured and social security should be confirmed. These are the types of common motivational ways.

Staff motivation is the cornerstone of open, flexible and caring management culture, which the Government aims to establish through HRM.

To put it into practice, “open” means not only to listen to staff suggestions and opinions, but also to empower staff, accept their constructive criticisms and use their suggestions.

To be “flexible”, we may need to change the traditional ways of doing things. As far as staff motivation is concerned, the biggest challenge perhaps is to stop focusing on problems and the guilty party (police behavior) and start looking for those responsible for things gone right (coach behavior).

“Caring” calls for a human leader who would give emotional support to individuals and at the same time attend to the overall emotional needs of team members – which include treating them all in a fair and impartial manner.

Today’s employees want a respect that can be seen as involvedness in decision that will affect them. Listening to the employees is a way of Motivation. All the motivation functions focus on one primary goal, to have some competent and adapted employees with up-to-date skills, knowledge and abilities, exerting high energy levels.

 That’s how we belief that “people are our most important asset”. The basic principle underpinning motivation is that if employees are led effectively, they will seek to give of their best voluntarily without the need for control through rules and sanctions — they will eventually be self-motivating.

 iv.                                                          Maintenance of employees:

           To maintain the employees of a company must look after the employee-

a.      Health and safety: For employees health and safety then there is an act called OSHA (Occupational Safety and Health Act) which assures Assure so far as possible every working man and woman in the nation safe and healthful working conditions and to preserve our human resources.

The basic purpose of OSHA is to administer the act and to set and enforce the safety and health standards and responsible for promulgating legally enforceable standards. It is said that Employers with 11 or more employees must maintain records of occupational injuries and illnesses, and report both occupational injuries and occupational illnesses.

  1. Communication: The communication between the employees and top level management should be clear and transparent. There should no gap between top level management and low level management.
  1. Employee’s relation: Employees should be committed to their companies and the companies also should understand the needs and wants of the employees. In some companies employees and labors create labor union for better relationship among the workers and employees.

Chapter: 4

HRM of Dhaka Bank Ltd.


4.1 Introduction:

 Employees are the core resources of any organization, without them, one cannot run their organization and human resource is conducted with the growth of development of people toward higher level of competency, creativity and fulfillment. It keep employees become better more responsible person and then it tries to create a climate in which they contribute to the limits of their improved abilities. It assumes that expanded capabilities and opportunities for people with lead directly to improvement in operating effectiveness.

Essentially, the human resource approach means that people better result. Dhaka Bank Limited always determine what jobs need to be done, and how many and types of workers will be required.

So, establishing the structure of the bank assists in determining the skills, knowledge and abilities of job holders. To ensure appropriate personnel are available to meet the requirements set during the strategic planning process. The banks believes that the quality work comes from quality workers who are well motivated and ready to take challenge to provide better service.

4.2 Units in HR division:

There are three units in Human Resource Division of DBL:

  HR Staffing

  HR Operation

  Training & Development.

Units in HR Division

4.2.1 HR Staffing:

The staffing process- putting the right people in the right positions at the right times- is one of the most critical tasks any organization faces. The quality of the work performed can be only as high as the capabilities of the people performing it.

Three officers are working in HR staffing unit. They perform the following activities-

        i.            Recruitment

      ii.            Selection

    iii.            Leave Management

    iv.            Personal Dossier Management

  i.            Recruitment:  

Recruitment is the process by which a firm finds its employees, are perhaps the most critical tasks any organization faces.  Without the right people, no firm can function effectively. For a recruitment program to be successful, managers should cooperate with the human resources staff to define needs and predict vacancies. This recruiting may be done by internal or external.

 A.    Types of Recruitment:

 a.      For Internal Recruitment:

      The principal methods are-

  • Job posting
  • Use of computerized skills inventories
  • Referrals from other departments

 b.      For External Recruitment:

Organizations rely on-

  • Advertisements
  • Public or private placement agencies
  • Field recruiting
  • Including campus recruiting
  • Internships

 B.     Point of Recruitment:

There are two level of recruitment.

  1. Entry level
  2. Lateral entry ( Recruitment of experienced person)

 Entry level:

There are two entry level post for recruiting fresh graduates and post graduates.

These are:

  1. Probationary officer Level
  2. Trainee Assistant Officer (TAO) Level

 1.      Probationary officer:

Probationary officers are confirmed as officer after successful completion of one year probation period. Probationary Officers are recruited throw completive written exam which is taken by IBA. After taking exam top scorers are invited to appear the interview of management committee. After appearing the interview they have to face an interview in front of Board of Directors.

 For recruiting Probationary Officers advertisement are given in daily newspaper and web site also. Only online applications are acceptable for Probationary Officers (PO). They have to apply throw bdjobs supplies the database of CVs or resume to DBL HR. HR team then short lists the resume of the candidates. Only short listed candidates are invited for appearing the written exam. Short-listing criteria’s are given in the circulars. There are some subjects, which are preferred for short listing.

These subjects are:

  • MBA (Major in Accounting, Finance, Marketing, HRM, MIS etc.)
  • English
  • Statistics
  • Economics
  • Mathematics
  • CSE
  • Development studies

 2.      Trainee Assistant Officer (TAO) Level:

 TAOs are confirmed as assistant officer (AO). TAOs are recruiting from walking CVs. Usually, one written exam is managed by DBL management has taken for recruiting TAOs followed by one Viva.

  1. Lateral entry (recruitment of experienced person):

There are recruitments for experienced bankers, which is called lateral entry. Length of services, job responsibilities, revolutionary background etc. is taken into consideration for the lateral entry. 

ii.            Selection:

Selection standards should be chosen carefully to predict a candidate’s success on the job. For many organizations these standards must also comply with legal requirements. The critical criteria in this regard are job relatedness, reliability, and viability.

For selection of candidates following things are considered-

  • Appearance
  • Attitudes
  • Knowledge
  • Personal ability & mental ability
  • Physical ability
  • Qualification
  • Communication skill
  • Job knowledge (for lateral entry)

iii.            Leave management:

Leave is earned by duty. Leave cannot be claimed as a matter of right, and leave admissible under the service rule of Dhaka Bank Ltd. may be granted by the Managing Director or his authorized person, who may refuse leave, grant leave for a shorter period than applied for, revoke leave of any description and recall an employee before the expiry of the leave.

One Principal Officer is looking after the leave matter of employees and keeping leave records. Employees of Dhaka Bank Ltd. are enjoying following kinds of leaves-

Earned Leave:30 days in a year as per service rule of DBL.
Casual Leave:10 days in a year.
Sick Leave:          15 days in a year + conditional additional sick leave allowed by the mgt.  as per service rule of DBL.
Maternity Leave:90 days for each issue up to two children.
Quarantine Leave14 days in case of diseases this may be spread out in office.
Pilgrimage Leave14 days once during the service life.
Extraordinary LeaveAs per the rule of the bank.
Study Leave:As per the rule of the bank.

 Personal Dossier Management:

All employees’ history and records are keeping in personal file of each employee. Employee related data are also stored throw HR software SCALED (Skill set Competency Assessment for Logical Evaluation of Development).

4.2.2 HR Operations:

HR operations unit mainly work in the area of short term and long-term benefits of the employees of DBL, like salary, bonus, provident fund, gratuity, super annulations fund, etc.

  • Monthly Salary Disbursement
  • Preparation and disbursement of Festival Bonus and Performance Bonus
  • Employees Final Settlement.
  • Staff House Building Loan
  • Maintain liaison with different hospitals, which are under the corporate agreement with Dhaka Bank Limited.
  • Submission of various Salary related MIS report to the Management & Regulatory bodies.
  • SBS Reporting
  • Work as System Admin in HR department
  • Assist in Appraisal Management
  • PF Loan disbursement
  • LFA disbursement
  • Investment with the gratuity and PF fund
  • Employee Tax processing, etc.

4.2.3 Training & Development:

Human Resource is the key to success of a service oriented business organization. The famous quotes from some renowned business leaders are:

  • Take our 20 best people and virtually we become a mediocre company.
    • -Bill Gates, Chairman, Microsoft Corporation.
  • Take my assets, leave my people and within 5 years I will have it all back.
    • -Alfred Sloan, Chairman, General Motors.

The mission of Dhaka Bank is to be the premier financial institution in the country providing high quality products and services backed by latest technology and a team of highly motivated personnel to deliver Excellence in Banking.

 Steps of training program

A typical training program can be classified into 5 steps

        i.            Need Analysis

      ii.            Instruction Design

    iii.            Validation

    iv.            Implementation

      v.            Evaluation and Follow-up

 i.                    Need Analysis:

Identify the specific job performance skills needed to improve performance and productivity

Analyze the skills and needs of the prospective trainees and to develop specific measurable knowledge to perform their job.

To ensure that the program will be suited to the trainees specific levels of education, experience and skills.

Use study report to develop specific measurable knowledge and performance objective

  • Technique to identify Training Needs:
  • Task analysis and performance analysis are two main techniques for identifying training needs.
  • Task analysis:

The first step in training is to determine what training, if any, is required. The main task in assessing the training needs of new employees is to determine what the job entails and break it down into subtasks, each of which is then taught to the new employee.

So, task analysis is a detailed study of a job to identify skills required so that an appropriate training program may be instituted.

Task Analysis form contains six types of information-

  • Task list
  • How often performed
  • Quantity, Quality Standards
  • Performance Conditions
  • Skills Required
  • Where best learned
  • Performance Analysis:

Verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or some other means (such as transferring the employee).

 ii.                  Instructional Design:

Gather instructional objectives, methods, media, description of and sequence of content, examples, exercise and activities.

Make sure all materials such as video scripts, leader’s guides and participant’s workbooks, complement each other are written clearly and blend into unified training geared directly to the stated learning objectives.

Carefully and professionally handle all program elements-whether reproduced on paper, film or tape to guarantee and effectiveness.

 iii.                Validation:

Introduce and validate the training program before it presented to the trainee.

 iv.                Implementation:

When applicable boost success of training workshop focuses on presentation knowledge and skills in addition to training content.

 v.                  Evaluation and Follow-Up:

             Asses program success according to-

  • Reaction: Document the learner’s immediate reactions to the training.
  • Learning: Use feedback devices or pre and post tests to measure what learners have actually learned.
  • Behavior: Note supervisor’s reactions to learner’s performance following completion of the training. This is one way to the degree to which learners apply new skills and knowledge to their jobs.
  • Results: Determine the level of improvement in job performance and assess needed maintenance
  1. Setting training objective

After training needs have been analyzed, concrete and measurable training objectives should be set. Objectives specify e\what the trainee should be able to accomplish after successfully completing the training program.

  1. Techniques of training program:

After determine employees training needs, set training objectives and designed the program, the training program can be implemented. Most popular training techniques are:

On the job training

Off the job training

 i.                    On the job training:

On the job having a person learn a job by actually performing it. Virtually every employee, from mailroom clerk to company president gets some on the job training when he or she joined the firm.

A useful step by step job instruction approach for giving  a new employee on the job training is as follows-

  • Preparation of learner
  • Presentation of the operation
  • Performance tryout
  • Follow-up

On the job training has several advantages-

  • It is relatively inexpensive
  • Trainees learn while they working
  • There is no need of class-room, programmed learning devices
  • Trainees learn actually doing the job
  • Get quick feed-back about the correctness of their performance.

On the job management development techniques:

On the job training is one of the most popular development methods. Important techniques here include-

  • Job rotation
  • Coaching/ under-study approach
  • Junior boards
  • Action learning

 ii.                           Off the job training:

Listing of each job’s basic task along with the key points in order to provide step by step training to the employee.

ff the job training may be different types:

  • Lectures
  • Audiovisual techniques
  • Tele-training
  • Video conferencing
  • Programmed learning
  • Vestibule or simulated training
  • Computer based training

Off the job management development techniques:

There are many techniques that are use to develop managers off the job, perhaps in a conference room at head quarters or off the premises entirely at a university or special seminar. These techniques are addressed next-

  • The case study method
  • Management games
  • Outside seminars
  • University related programs
  • Role playing
  • Behavior modeling
  • In house development centers.

Chapter: 5

Company Analysis

5.1 SWOT Analysis:


The strengths of a company are the most important building blocks required for growth to take place. Dhaka Bank is a company that has much strength. The following are a few of the most prevalent strengths that Dhaka Bank has at the present time.

 1.      Accountable Corporate Governance is very important for the bank:

Good Corporate Governance is an issue of vital importance to the Board and Management of Dhaka Bank. The Board of Directors, as the apex level of authority, is responsible and accountable for the overall direction and is ultimate answerable to regulatory authorities and shareholders for the activities, strategies and performance of the company. The board now has 13 members, which also includes at least two independent directors.

Dhaka Bank board has a formal schedule of matters especially reserved for its decision including corporate strategy, approval of budgets and balance sheet, annual financial results, Director Appointment, proposal for dividend, approval of major corporate transactions and credit proposals beyond the delegated business power of the management.

 2.      Experienced Senior Management has the responsibility for promoting highest level of business ethics:

The senior management of the bank is responsible for promoting the highest level of business ethics and integrity. Their aim is to create and foster a culture throughout the bank that emphasizes and demonstrates the importance of maintaining high business ethics and close relationship with customers.

In Dhaka Bank, mostly the experienced officers are mostly responsible in promoting business as they have more experienced than the junior ones and they have all the knowledge about the business and about the market. Even though there is a lot of competition in the banking sector as well, but still the higher officials convince its clients on its terms and conditions. The senior officers convince their clients in such a way that there becomes a strong bonding of the officers with the clients, and as a result it eventually helps the bank to bring business as well.

 3.      Dhaka Bank Provides quality services to its customers:

Customers are the focal point of all the banks activities. Dhaka Bank is committed to its customers for excellent, innovative and speedy solutions across all customer segments. The Bank provides a full range of banking services to small and medium size companies and also to private individuals and entrepreneurs. They have expertise corporate banking, retail banking and trade finance and inward remittance facilities as well such as Western Union, Placid Express and National Exchange etc.

4.      The Bank provides compensation package for all its employees irrespective of the gender or designation:

Dhaka Bank maintains an equal opportunity in recruitment, training and promotion of all employees regardless of gender or ethnic origin. The bank tries to pay all its employees the best compensation package. The bank treats all its employees equally without being biased towards anybody due to race, religion or gender. Dhaka Bank provides a good compensation package not only to the senior officers or executive but also to the other staffs at the lower level. The compensation package is though according to their designation.

Accordingly, Dhaka Bank’s salary structure is revised upward on a regular basis. The bank also keeps in employees informed about the progress of the business and their part in it for their constant commitment to the bank. They also encourage the development of the employee involvement in the bank through formal and informal meetings.

5.      Dhaka Bank is maintain a strong position in the share market:

Shares of Dhaka Bank are one of the most actively traded stocks on the Dhaka Stock Exchange (DSE) and Chittagong Stock Exchange (CSE). The continual improvement in the bank’s underlying profitability is the reason for trust and confidence of investors on the bank.

Its reputation and performance attracts the clients towards the bank and make them to invest in its shares Customer is in the core of everything a service-oriented company does. Accuracy, reliability, and timely delivery are the key elements of the Dhaka Bank’s service. Dhaka Bank Limited is manned by well-qualified and experienced officials always prepared to provide efficient, personalized and quality service. They also tailored solutions for business needs, global reach in trade and commerce and high yield on investments backed by state-of-the-art technology for both customers and for internal use have rendered Dhaka Bank a position in the top tier of the industry. The bank also performs according to the needs of its corporate clients and provides a comprehensive range of financial services to national and multinational companies.

 6.      Dhaka Bank is always there for Social Welfare:

 Dhaka Bank has fully commitment towards serving the communities in which it operates. The bank believes that healthy economy and sound banking go together. A chunk of the bank’s annual profit is being given to the Dhaka Bank Foundation for social welfare. The main objective of the foundation was to invest part of the bank’s profit in poverty alleviation and community welfare.

The Dhaka bank foundation and the employees of the bank take part in diverse charitable and voluntary programs. The foundation had made allocations in different areas of poverty alleviation and primary health care programs for the low-income group. Substantial fund had also been allocated for research works on various socio-economic issues confronting the nation. All these strongly reflected strong commitment of the bank to work closely through foundation with the community with which it co-exists.

7.      Dhaka Bank provides online Banking Services:

           Dhaka Bank is among the few banks in Bangladesh, which provides the online banking services to its customers. By using the modern banking services, a Dhaka Bank customer can withdraw or deposit an amount of cash under the Dhaka Bank account no matter in which branch the actual account exist. This service gives its customer huge flexibility. More and more urban customers are becoming attracted to this service day by day.

The customer can not only make transactions through online services but also can check their balances. This online service provides great benefit for the customers, as they do not have to face the hassle of going into the bank and then doing their works, or knowing their balances from the bank, instead they can know it instantly through online service of Dhaka Bank.

8.      Training and development system of Dhaka Bank is a prime reason of their success:

Dhaka Bank has a personnel-training institute with good resources. They give regular training to the officer of both middle and lower levels. Again if there is any strategy or technology change, there will be special training program arranged based on individual needs.

They arrange special training on their software also which they use in the bank to operate their system, which eventually becomes beneficial not only for the employee but also for the bank, because if they do not know the exact procedure of carrying out work in their system then that might affect them both the employee end into making mistake, and as a result the reputation of the bank also might get hamper ed.

9.  Strong financial resources to ensure the growth of the bank:

In the years 2004 Dhaka Bank’s total capital  TK.2, 476.34 million. The bank’s capital surplus in the year 2004 was TK. 401.53 million. Dhaka bank’s total deposits were TK.28, 069.24 million and the total loans and advances were TK 23,219.67 million, which makes the credit deposit ratio stand at 83% for the year 2004.

Dhaka bank’s total assets were TK.32, 361.62 million. Of it TK. 29137.28 million were interested earning assets and the rest TK. 322.34 million was non-interest earning assets. So it seems that it terms of financial resources Dhaka Bank has no lacking. And the bank has adequate resources at its disposal considering the size of the bank and this was a good enough platform to ensure future growth of the bank.


The fault of an organization is the most important internal problems that might hamper the growth rate to take place in a company. Though Dhaka Bank is a company that has many strengths but it also as well has some weakness of its own. The following are a few of the most common weakness that Dhaka Bank has at the present time.

1.      Giving high emphasize on fixed deposits:

Dhaka bank gives high emphasize on fixed deposits every year, which means that they always end up paying high interest expense for their deposit mix. Certainly, this will decrease their dealing spread and keeps them always in pressure. So, their cost of goods sold is very high which is not very good for any company in this competitive market.

Giving high emphasize on fixed deposit might which meant ending up by paying high interest expense for the deposit mix, because if the bank continues like this then there is a high chance for the clients to switch to other banks, so in this way the bank might lose its valuable clients.

2.      No feedback from bottom level employees:

The bottom-level employees and even the mid-level managers at Dhaka Bank don’t take part in the decision-making process. So the information flows one way. The bank do not encourage or even ask the middle level officers to take part in their decision or invite them in the decision making process, as a result there remains a gap between the high officials and the mid level managers or officers. But when any kind of problem arises it is often the middle level managers who has to face the problems or complains from the customers. The higher officials should not also forget that because of these middle level officers their organization has been running so smoothly and successfully.

Though Dhaka Bank do not involve its middle level officers in their decision making process but still Dhaka Bank has some unofficial way to collect information from the bottom level employees, but it is not effective at all.

3.      Less emphasis on advertising through the electronic media:

Dhaka Bank does not promote their brand or products on regular basis. They seem to be over confident over their company’s publicity. They sometimes see it as an extra expenditure. They also don’t do much electronic media advertising, they do not even campaign for their bank for example they could take stalls in private universities and offer attractive packages for the student or for their education.

On the other hand competitors like Dutch Bangle bank, standard chartered bank. Jamuna bank and others do the opposite frequently come up with creative adds for their banks. For example, recently Dutch-bangla bank has set up an ATM booth inside private university , this way they have not only gained popularity but they have also attracted the customers, mostly the students to have a account in their bank. This is a big weakness for Dhaka Bank, which may prove to be very big mistake in the future. To company should concentrate more on its promotional activities.

4.      The bank has a large number of employees making the of organization  ineffective:

Dhaka bank currently has quite a large number of employees compared to its capabilities. Having a higher number of employees is good extent, but in some cases it can also have a negative impact. This decreases the employee’s individual efficiency as well as effectiveness.

If there is too many employees working for the same thing then the effectiveness of the employees’ decreases, there remains no competition and the employees start depending on others, i.e. instead of doing the work by themselves they expect their fellow mates to do it for them. This kind of behavior makes them inefficient and as a result hampers the effectiveness of the organization.

In addition to that, a few of the employees are not too sound and loyal as they are supposed to be. There is a tendency that middle level managers want to avoid their responsibilities and want it to be done by others.

 5.      Agency problem might be there among the employees which effects the customer service:

The front desk employees are often found not to be too keen on taking care of their customers. Though they have a long employee’s line in every branch, their loyalty to the company and their ethics level are not very satisfactory. Most of the employees always think about their own interest, which proves that agency problem is there. Some of them create unofficial groups through which they solve each other’s problem and support each other to achieve their personal goals, not too much concern about their personal interest.                                                


An organization’s opportunities are positive external environmental factors. An organization should explore all possible opportunities available to it. These opportunities are intended to improve the organization. By making improvements, the organization should be able to become more competitive in the market. The following are opportunities available to Dhaka bank in order for it to become more aggressive.

 1.      Dhaka bank can use their good market image to gain business and valued customers:

Dhaka bank has quite a strong market image. Local people know Dhaka Bank as a centered of trust and professional where local expertise use to serve. If they expand their business and utilize this strength as more diversified business opportunities, they can create stronger image in the country.

If Dhaka Bank continues to be productive then they will get more and more business as the customers will be attracted towards their service and towards their product. The chances of Dhaka bank will become much higher if they expand and diversify their business in an effective and creative way not only in the capital city but all over Bangladesh.

2.      Dhaka bank can provide mobile telephone bill collection service through internet banking:

As telecommunication industry is expending with an alarming rate recently, so Dhaka bank could maintain good business relation with those telecommunication companies. They can look forward to make some mutual agreement of responsibility of bill collections. This will give them more liquid money, which will boost up their cash requirement.

3.      Dhaka bank can provide premium service banking so as to satisfy their customers:

Dhaka Bank can improve its customer service but tailoring the individual business needs. This service enhancement collectivity will allow a customer to manage their business finance and cash resources more efficiently and conveniently. The services like-

  • Courier
  • Auto Fax Report
  • Hotline (Your single point of contract)
  • Inward remittance information services
  • Express payments
  • Foreign Exchange and Money market information

If Dhaka bank provides the above mentioned services to its valuable clients then the chances of its 100% success will be confirm, as no other banks is providing such services specially inward remittance, if Dhaka bank provides such type of services then the customers will rush only for Dhaka bank instead of going to other banks.

4.      Dhaka bank can expand their business area by opening new branches in different places:

Dhaka bank could also boost the number of branches to take advantage of increase demand among the existing customer with better services and thus generate more net profit. In recent years the bank has opened a lot of new branches, which is a good sign of improvement and also a commendable strategy. If Dhaka Bank continues to be productive then they will get more and more business as the customers will be attracted towards their service and towards their product.

The chances of Dhaka Bank will become much higher if they expand their business in an effective and creative way not only in the capital city but all over Bangladesh. The bank has not been effective in increasing the number of branches outside Dhaka and Chittagong. Most of Dhaka Bank’s branches are targeted at the city people only; they have not concentrated of the rural people too much. That’s why the company could not capture large portion of the market share. The authority of the bank needs to take this into consideration not only for them but also for the poor rural people. After all there is question of ethics come in every steps of business.

5.      The bank can globalize the business and can gain popularity all over the world:

As the bank has a strong business brand image, it holds a great opportunities to globalize their business more extensively. They can arrange more foreign correspondent banks or by establishing more foreign branches as the foreign branches have better and big business opportunities.

If Dhaka bank continues to be productive then they will get more and more business as the customers will be attracted towards their service and towards their product. The chances of Dhaka Bank will become their much higher if they expand and globalize their business in an effective and creative way not only in the capital city but all over world.

6.      Dhaka bank can upgrading the online banking service to that the services can be availed smoothly:

Dhaka bank’s online banking service is not up the standard of the service the foreign banks provide. They usually serve the service based on the historical data, not real time basis. So, the bank should take initiative to add some additional services for their loyal clients. This will give them better opportunity to acquire more market share.

The on line services of Dhaka Bank is not very standard; they have network problems for which the latest updates are not known not only to the customers but also to their employees as well. The employees cannot login to their system due to the network problem and as a result their works get delayed. But if it continues to happen then the bank might lose its valued customers and business. If the system gets updated then the services they provide through online banking will be very smooth and effective for both the employees and the clients.

7.      Government’s changing attitude towards private sector development can be beneficial for the bank:

The government is favoring private sector investment, which is good for the Dhaka Bank, as they can now expand their business with rules and regulations of government of Bangladesh. This kind of government support will lessen their problems. The Government’s changing attitude can be very beneficial for Dhaka Bank as the government is favoring the private bans, the local public will rush towards the private bank such as Dhaka Bank, and by this the bank will gain more and more customers and will have more business.

8.      Dhaka bank has the opportunity to take market share away from rival firms:

The private local commercial banks of Bangladesh are very similar in the way they operate. This is especially true for the banks same strategic group. So if Dhaka Bank somehow manages to differentiate their financial products and services from the other then there is good chance that it will gain more market share.

If the bank managers to achieve diversified products and wide banking network there is a scope for market penetration. The bank can serve more customers groups if they expand their expanding geographic coverage and service segments. Also Dhaka Bank can portray itself as different by exploiting emerging new technologies and improving services like credit card, telephone banking etc.


An organization’s threats are negative external factors. An organization should explore all possible threats available to it. These threats are intended to diminish the organization. By making improvements and proper monitoring of the threats, the organization should be able to turn more competitive in the market. The following are threats are available to Dhaka Bank in order to threaten its existence.

1.      There is a fierce competition among the banks all over the city to have more valued customers and business

As the banking industry of Bangladesh has promising in, Dhaka Bank is facing strong competition the entrance of new potential competitors. The second generation banks like

  • Dhaka bank
  • Dutch bangle bank
  • Southeast bank

These Banks are the main competitors for Dhaka Bank. There is a tough competition among all the banks for business, if one bank provides better services or more rate of return then the customers switch to that bank wherever they will get better facilities.

Also foreign banks operations in Bangladesh are also taking a big portion of market share. These foreign banks have successfully created better market image than those of local banks in Bangladesh. The competition among all the banks for business is very tough, to complete with one another is very hard in case of business if one bank provides better services or more rate of return then the customers switch to that bank wherever they will get better services.

 2.      Political interference and government regulations creates problem for banks

Dhaka bank facing political interference in big loan sanctioning and also there is to some extent unethical recruitment of employees. Though the government is favoring private sector investment, which is good for the Dhaka Bank, as they can now expand their business with the favoring rules and regulations of government of Bangladesh but still due to political interferences and tight government regulation is creating problems in sanctioning big amount of loan. Also there is 45% tax rate for all financial institutions, which is very high and also a real threat for growth of the company.

 3.      Highly capital reserve requirement imposed by the central bank

If there is liquid money crisis the market, Dhaka Bank will find it has to manage its capital reserve requirement. As banking law act 1991, Bangladesh bank is regulated the capital requirement not less than 9%. And if for some reason the bank fails to meet the reserve requirements then the consequences and sanctions will be serve.

Now a day’s banking businesses are being narrowing down and its services and products are also diversifying in other sector of the financial market. Few banking services are being also done by insurance companies, leasing firms, house building loan companies and so on. So, banks are now surviving by doing general banking, which is already threat and can bigger in future. Dhaka bank management should start to think about this issue more closely and have to take necessary steps.

 4.      The central bank changing the interest rates for which the banks have to maintain their rates

In Bangladesh the central bank decides the interest rates. They give a  arrange and within that range the banks have to maintain the interest rates they offer. So the result is that all the banks end up having very similar interest rates.

Also it is the central government who changes the interest rates. They either increase or decrease it depending on the economy according to the policies they want to implement. And whatever changes the government makes the banks of Bangladesh have to abide by it.

Chapter: 6

Findings and Recommendatons

Findings of the study:

  • Dhaka bank has its own training center. There are on the job and off the job training techniques in which the bank follow some of that technique, but the bank cannot arranges off the job techniques which include video and films show.
  • The bank cannot practice proper Dhaka Bank guideline. The Dhaka bank has some objectives but the bank cannot all those objectives.
  • To evaluate employees performance Dhaka Bank cannot evaluate their employee’s performance properly.
  • Dhaka bank is a truly online bank. Only the case section of the branch is computerized. Hopefully the management decided to provide computers for departments, which will bolster services of the bank.
  • When a join stock comes to open an account, if the company happens to be an existing one, the banker should demand copies of the balance sheet and profit and loss account, which will reflect the financial growth of the company and its soundness.
  • Officers of the bank are competent even though many of them simply know the working procedure of what they are doing but don’t know the philosophy behind doing those.
  • Project loan requires testing the feasibility of the project and judging the marketability of the product. It requires infusion of knowledge of both the fields marketing and banking. But the bank has hardly any officer with this kind of ability.


  • The bank should practice proper Dhaka bank guideline. The purpose of Human Resource Management is to improve the productive contribution of people.
  • To get effective and efficient employee, the bank should arrange proper training and development programs.
  • The entire HR department should be will informed regarding the employment personal.
  • Employee’s development is needed for the own interest of the bank.
  • The bank should provide well direct compensation as well as direct to its staffs. The bank should have job evaluated salary structure, which is most competitive than other banks in the country.
  • To evaluate employee’s performance the bank should follow promotion policy properly.
  • In order to get competitive advantage and to deliver quality service, top management should try to modify the services.
  • Dhaka Bank Limited (DBL) needs to advertise through various Media about
  • Credit Cards
  • ATM Cards
  • Tele Banking &
  • Other Product & Services
  • Letter of Credit opening procedure and Margin requirement may be relaxed to the qualified employees to keep motivating.
  • Periodical performance appraisal and giving recognition and rewards to the qualified employees to keep motivating them.
  • Proper training needed for ensuring efficient performance of the employees.


Dhaka bank has converted all of their system and policy of traditional banking to Islamic banking. I think which a very practical and bold decision is. There are lots of local and foreign banks in Bangladesh. In this competitive market Dhaka Bank Ltd has compete not only the other commercial banks but also with public bank.

Dhaka bank is more capable of contributing towards economic development as compared with other bank. Dhaka bank ltd. Invested more funds in export and import business. It obvious that the right thinking of this bank including establishing a successful network over the country and increasing resources will be able to play a considerable role in the portfolio of development. Success in the banking business largely depends on effective leading. Less the amount of loan losses, the more the income will be form credit operations the more will be profit of the Dhaka bank limited and here lays the success of credit financing.