Management is regarded as the most important of all human activities. It may be called the practice of consciously and continually shaping organizations.

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Basics and Practices of HRM
and HRD in Organization
Dr. Abdullah Al Mamun
Additional Director General
Rural Development Academy (RDA), Bogura

2. 2
Management:
• Management is regarded as the most important of
all human activities. It may be called the practice
of consciously and continually shaping
organizations.
• Management is universal. Every group effort
requires setting objectives, making plans, handling
people, coordinating and controlling activities,
achieving goals and evaluating performance
directed towards organizational goals.
• Management is the process of planning,
organizing, leading and controlling an
organization’s human, financial, physical and
information resources to achieve organizational
goals in an efficient and effective manner.

3. 3
Management skill:
Technical skill
• Technical skill is the ability to use the
specialized knowledge, procedures and
techniques of a field of activities.
• Accountants, engineers, surgeons all
have their technical skills necessary for
their respective professions.

4. 4
Human skill
• Human skill is the ability to work
with understand and motivate other
people as individuals or in groups.
• Managers spend much of their time
interacting with people both inside
and outside their organizations.

5. 5
Conceptual skill
• Conceptual skill is the ability to co-
ordinate and integrates all of an
organization’s interests and
activities.
• Conceptualization requires
imagination, broad knowledge and
mental capacity to conceive
abstract ideas.

6. 6
Human Resource Management:
• Human resource management (HRM) is
concerned with the “people” dimension in
management. Since every organization is
made up of people, acquiring their
services, developing their skills,
motivating them to high levels of
performance and ensuring that they
continue to maintain their commitment to
the organization are essential to
achieving organizational objectives.
• HRM is a process consisting of four
functions-acquisition, development,
motivation and maintenance of human
resources.

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Acquisition function:
• The acquisition function begins with
planning.
• This includes the estimating of
demands and supplies of labor.
• Acquisition also includes the
recruitment, selection and
socialization of employees.

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Development function:
• The development function can be
viewed along three dimensions. The
first is employee training which
emphasizes skill development and
the changing of attitudes among
workers.
• The second is management
development, which concerns itself
primarily with knowledge
acquisition and the enhancement of
an executive’s conceptual abilities.

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Motivation function:
• The motivation function begins with the
recognition that individuals are unique
and that motivation techniques must
reflect the needs of each individual.
• Within the motivation function,
alienation, job satisfaction, performance
appraisal, behavioral and structural
techniques for stimulating worker
performance, the importance of linking
rewards to performance, compensation
and benefits administration and how to
handle problem employees are reviewed.

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Maintenance function:
• The final function is maintenance.
In contrast to the motivation
function, which attempts to
stimulate performance, the
maintenance function is concerned
with providing those working
conditions that employees believe
are necessary in order to maintain
their commitment to the
organization.

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ACOUISITION
• Human Resource
Planning
• Recruiting
-Internal
- External
• Employee
Socialization
DEVELOPMENT
• Employee
training
• Management
Development
• Career
Development
MOTIVATION
• Job Design
• Performance
Evaluation
• Rewards
• Job Evaluation
•Compensation/Benefits
• Discipline
MAINTENANCE
• Safety and Health
• Employee/Labor
Relations
EXTERNAL
INFLUENCES

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Human Resource Areas:
American Society for Training and Development
(ASTD) identified nine human resource areas are
follows:
•Training and Development
•Organization and Development
•Organization/Job Design
•Human Resource Planning
•Selection and Staffing
•Personnel Research and Information Systems
•Compensation/Benefits
•Employee Assistance
•Union/Labor Relations2

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Legal Framework of HRM:
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14. 14
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15. 15
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17. 17
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1979
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HRD: Training and Development in Public Sector
Organizations
 The government, through the Ministry of Public
Administration, selects the trainees and determines training
programmes unilaterally, without any consultation from the
respective ministries.
 The Ministry of Public Administration determines the
contents of the training courses and vests the responsibility in
the Public Administration Training Centre (PATC), which
imparts foundation training to all civil service cadre officers.

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 Most such training institutes only engage in orientation training, or
foundation training, for different categories of employees under the
respective departments.
 The government allocates very little money to employee training
and development programmes in the annual budget.
 Occasionally initiate special training programmes for particular
government officials with the bi-lateral agreement of donor
countries or multi-lateral organizations.
 The top officials of the ministry or departmental heads unilaterally
select the trainees, without conducting any training needs or job
requirements analysis.
 Trainees are identified based on their personal relationship with the
top officials or their links with the political leadership of the
relevant ministry who ultimately decide on the senior officials.

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 In public sector manufacturing organizations, employees have
very few opportunities to undergo any training programmes,
despite the fact that some organizations do have formal
training departments.
 Most training is conducted on an informal and on-the-job
basis, and only a few organizations have well-structured
internal training programmes.
 Public sector organizations organize training programmes for
different levels of workers and supervisors through their own
training centres.
 Whenever any training opportunity arises, employees try to
manipulate the selection process who hold the most power at
the ministry level.

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 Similarly to the situation in government departments, training or
further qualifications do not bring any benefit or career progression
opportunity for the employees.
 Promotion depends on the seniority determined by the entry-level
selection tests for higher-level positions.
 Employees see training as a reward from the higher management,
which may result in extra money or a short break from routine
work.
 These activities seem not to have any impact on their career path
or promotion opportunities.
 In public sector organizations, promotion or career advancement is
not linked with further skill development and qualification
acquisition.
 Employees have no scope to avoid the entry-level seniority list to
obtain promotions and career progression.

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 Its neglected position in private sector organizations in Bangladesh,
which still do not perceive the need for training
and development activities for both employees and managers.
 In an economy with a huge labour surplus, training initiatives are
considered a cost rather than an investment for organizational
development, and in private sector organizations, there are few
systematic training practices for employee development.
 In general, training is considered the responsibility of employees,
although some companies, most notably, pharmaceutical companies,
are beginning to understand its importance.
HRD: Training and Development in Private Sector
Organizations

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 The Bangladesh Public Service Commission (PSC) conducts all
recruitment and selection activities for public sector organizations on
behalf of different government ministries, departments and
divisions, as well as different individual enterprises.
 The competitive examination conducted by the PSC is known as the
Bangladesh Civil Service (BCS) examination and it assesses
applicants’ knowledge on various compulsory and elective subjects, a
psychological test and an interview.
 The recruitment rules formulated by the Ministry of Public
Administration prescribe the method of recruitment, qualification of
candidates, age limit, syllabi for examinations and other aspects of
the selection process of BCS cadre officials.
Current HRM Practices: Practices in Public Sector
Organizations

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 Private sector owners and managers consider the recruitment and
selection of employees a personal matter and use informal
recruitment channels.
 Private sector organizations are not bound by legal requirements to
advertise jobs in the press or to maintain any formal recruitment and
selection process.
 They recruit as and when they feel it necessary, and appoint those
whom they consider suitable after personal consideration.
 Friendship and kinship tend to take precedence over qualifications
and skills as owners/managers fulfil their social obligations to
support relatives and friends.
Current HRM Practices: Practices in Private Sector
Organizations

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 They do need to consider the requests of influential groups/
Person or other affair to run their business well. Failing to do so
can make it difficult to obtain business loans, get necessary
permissions from government offices, maintain the security of
business sites and result in other unnecessary difficulties created
purposely by the aggravated parties.
 Most private sector organizations tend to recruit relatives to top
positions. Thus, practices related to promotion, transfer, and
benefits are manipulated according to social contacts and
personal relationships.
 Private sector organizations do advertise in newspapers, but only
for jobs requiring higher-level technical competencies that cannot
be found among friends and relatives.

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 The influence of social contacts and personal relationships on
recruitment is more open and socially acceptable in private
sector organizations.
 Private sector organization will place an advertisement
ostensibly to recruit managerial employees.
 These advertisements are more company publicity than
genuine recruitment initiatives.

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 About 33 per cent of organizations used internal referral and word of
mouth in the employee recruitment process. Use of social media and
mobile applications are very limited (i.e., less than 10 per cent) in the
recruitment process.
 Around 40 per cent of the organizations use formal background or
reference check in the selection process.
 About one-third of the organizations indicated outsourcing
recruitment process sometimes in the past to recruitment
managerial employees.
 More than 25 per cent of the organizations do not conduct training
need analysis and do not provide training to employees on regular
basis.
HRM in Bangladesh- A Few Highlights

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 Performance appraisals indicators include mostly functional
achievements rather than behavioural aspects of the jobs. However,
IT and telecommunications sectors are leading to introduce
structured performance appraisal system and employee training
need identification process.
 More than 55 per cent of the organizations do not have any defined
employee reward and recognition programme. However, 66 per cent
organizations of first moving consumer goods, pharmaceuticals
sectors and telecommunications sectors reported to have short-term
incentive programmes.
 About 95 per cent of the organizations do not provide long-term
incentives to retain employees.
 About 75 per cent of the organizations have structured mechanisms
to deal with employee grievances.
 About 30 per cent of the organizations reported to have preventive
mechanisms to avoid employee conflicts.

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Thank
You