Effective Job Design with Bangladesh Biman

Premier University | Prepared By Ranu Das
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“Effective Job Design with Bangladesh Biman”
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Faculty of Business Studies
Term Paper Report On
Submitted to,
Ms.Rahima Begum
Lecturer
Department Of Human Recourses Management
Faculty of Business Administration
Premier University
Submitted By,
Ranu Das
ID-1021114399
H.R.M -A
22st Batch
Session: November 2010
Premier University
Date of Submission: 13/07/2015
Premier University
Chittagong City Corporation

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Letter of Transmittal
Ms.Rahima Begum
Supervisor of the term paper
Department Of Human Recourses Management
Faculty of Business studies

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Premier University,Chittagong
Subject: Submission of Term Paper Report.
Dear Madam,
I am very glad to submit a Term Paper Report titled as “Effective Job Design with
Bangladesh Biman” The qualitative report is submitted as a partial fulfilment as a part of
BBA course. the preparation of the report has give me insightful experience and in-depth
knowledge about HRM and Job Design process of Bangladesh Biman.
I have tried my best to gain practical experience in Bangladesh Biman and also tried to
reflect the same in report with my limited scope and knowledge. I have gathered about
realistic awareness throughout this report preparation. I hope that I have been able to fulfil
our academic necessities.
I wish your hearty consideration, if there is any deviation in my report and also thank you for
your friendly cooperation
Yours Sincerely
Ranu Das
ID-102114399
H.R.M-A
22st Batch
Session: November 2010
Premier University
Acknowledgement
I would like to thank my honourable term paper supervisor Ms.Rahima Begum
For providing me such an opportunity to prepare the term paper on “Effective Job
Design with Bangladesh Biman”. Without helpful guidance, the completion of this
project was unthinkable.

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And obviously, the guidance of my faculty member persuaded me to continue the study. At
last, all of my gratitude goes to Allah. Allah has made me successful to complete this study
who is the best planner among the planners.
Then I would like to place my gratitude to the respective officials to give there valuable time
and help me by giving the needed information for my paper. Then I must be thankful to my
classmate and friends who always support me and help me to complete this paper
I am very much thankful to Biman Bangladesh Airlines, its management, especially
employees of Marketing & Sales for their cordial support to prepare this difficult study with
important information and data.
Executive summary
Biman is the national flag carrier, which is fully owned and operated by the Government of
Bangladesh. The corporate body of Biman, namely ‘Bangladesh Biman Corporation’, is doing business as
Biman Bangladesh Airlines under the Ministry of Civil Aviation and Tourism. Biman was established as of
a corporation on 27 October 1972 with a vision to protect Biman Bangladesh Airlines ltd. in the aviation
market as a world-class airline.
Biman has experienced man power that it is really a good strength though the management of Biman
cannot work independently because of government intervention. At the same time considering the
global standard of International Airlines, Biman is lagging behind. The staffs are not provided with
modern technologies like Computer, internet facilities etc. The labor passengers have an extreme
attraction for the national flag carrier for its home like hospitality. The returning residents also prefer
national carrier for home essence. But the free entry of mega carriers like Saudia, Gulf, Etihad etc. is

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creating threat for International market. Even domestic private airlines are chasing with the similar
pace of Biman.
Currently, Biman Bangladesh Airlines offers 16 Domestic and 102 International flights through its 13
local and 28 worldwide branch offices. A two-class service (J and Y) is operated on Biman's wide-body
airliners and a single class service is available on the smaller aircraft. Biman also operates a cargo
service using the cargo holds of its passenger aircraft to ship freight to international destinations. It has
established Cargo Village at Shahjalal International Airport where the cargo is packaged and labeled
before being loaded onto its aircraft. In addition to normal passenger the annual Islamic pilgrimage to
Mecca for the Hajj is undertaken by thousands of Bangladesh’s predominantly Muslim population.
Biman is far away from modern promotional activities. It has been coming up with all traditional
promotional activities such as Tourism Travel Fair, Special Offers, Sponsorship, Media Conference etc.
Distribution of product in airline marketing refers to all aspects of link between the airline and the
passengers. Because of recent development particularly in the area of electronic technology there are
several approaches to reach it’s product to the clients.
In this paper I focused on, Job design of Biman Bangladesh Airlines including the problems that Biman
is facing has been focused. Considering the present conditions, some suggestions have been made. It is
really tough to comment any issue perfectly in this small work. But the strong and active support of my
dissertation supervisor () was my main inspiration to accomplish it. I express my heartfelt gratitude to
her.

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Table of content
Executive summary
Chapter Contents Page No
Chapter 1 Introductory Aspect 1-8
1.1 Introduction 1
1.2 Literature review 3
1.3 Objectives of the study 4
1.4 Methodology 5
1.5 Scope of the study 5
1.6 Limitations 6
Chapter 2 Theoretical Aspects 7-14
2.1 An effective Job Design 7-11
2.2 Management of Biman Bangladesh 11-12
2.3 HR Planning Of Bangladesh Biman 12
Chapter 3 Practical Aspects 14-26
3.1 Biman Bangladesh at a Glance 14-16
3.2 Job Design 17
3.3 Job Design Process of Bangladesh Biman 18
3.3.1 Job Analysis 18
3.3.2 Job Description 18
3.3.3 Job Specification 20
3.4 Benefits of Job Design 21
3.5 Factors affecting Job Design 21
3.6 Findings of analysis 24
3.7 SOWT Analysis of Bangladesh Biman 25
Chapter 4 Conclusionary Aspects 27-28
4.1 Recommendation 27
4.2 Conclusion 28
Chapter 5 Ending Matters 29
5.1 Bibliography 29
5.2 References 29

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Biman is the national flag carrier, which is fully owned and operated by the Government of
Bangladesh. The corporate body of Biman, namely ‘Bangladesh Biman Corporation’, is doing
business as Biman Bangladesh Airlines under the Ministry of Civil Aviation and Tourism.
Biman was established as of a corporation on 27 October 1972 with a vision to protect
Biman Bangladesh Airlines ltd. in the aviation market as a world-class airline.
Biman has experienced man power that it is really a good strength though the management
of Biman cannot work independently because of government intervention. At the same time
considering the global standard of International Airlines, Biman is lagging behind. The staffs
are not provided with modern technologies like Computer, internet facilities etc. The labor
passengers have an extreme attraction for the national flag carrier for its home like
hospitality. The returning residents also prefer national carrier for home essence. But the
free entry of mega carriers like Saudia, Gulf, Etihad etc. is creating threat for International
market. Even domestic private airlines are chasing with the similar pace of Biman.
Currently, Biman Bangladesh Airlines offers 16 Domestic and 102 International flights
through its 13 local and 28 worldwide branch offices. A two-class service (J and Y) is
operated on Biman's wide-body airliners and a single class service is available on the smaller
aircraft. Biman also operates a cargo service using the cargo holds of its passenger aircraft
to ship freight to international destinations. It has established Cargo Village at Shahjalal
International Airport where the cargo is packaged and labeled before being loaded onto its
aircraft. In addition to normal passenger the annual Islamic pilgrimage to Mecca for the Hajj
is undertaken by thousands of Bangladesh’s predominantly Muslim population. Air fare
pricing is a complicated job. Being the member of IATA airlines has to follow the IATA pricing
rules. IATA Tariff Coordinating Conference is the regulatory body of the Air Tariff worldwide
both Passenger fare and cargo rate. Biman is far away from modern promotional activities.
It has been coming up with all traditional promotional activities such as Tourism Travel Fair,
Special Offers, Sponsorship, Media Conference etc. Distribution of product in airline
marketing refers to all aspects of link between the airline and the passengers. Because of
recent development particularly in the area of electronic technology there are several
approaches to reach it’s product to the clients.
Bangladesh has an aviation market of about 3.5 million passengers in respect of passenger
travel and about 10 million tons in respect of cargo .The market is expanding rapidly but due
to the different cause Biman has lost its reputation and carrying less portion of the market.
Biman Airlines is very much bureaucratic which makes delay in providing service to its

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customers. Nepotism is one of the barriers for not getting right resources. It is a good to
mention that the management of Biman has realized the necessity of technological
improvement for smooth operation although it’s too late. The Board is not accountable to a
higher authority because the Minister of Aviation is the Chairman of the Board himself.
Biman has suffered from being politicized in many aspects. Corruption in different sectors of
Biman is another significant barrier that is making it difficult for the organization to break
away from loss making ways. Again, delay in flight has been a common phenomenon for
Biman. To help Biman move out from its old-fashioned way of management, to
accommodate the future opportunities and to avert the current crisis and threats, it is
extremely essential for Biman to undertake some immediate initiatives such as policy revise
modernization, proper planning, experienced and professional manpower and take a
mechanism to stop corruption.
In this paper I focused on, Job design of Biman Bangladesh Airlines including the problems
that Biman is facing has been focused. Considering the present conditions, some
suggestions have been made. It is really tough to comment any issue perfectly in this small
work. But the strong and active support of my dissertation supervisor () was my main
inspiration to accomplish it. I express my heartfelt gratitude to her.
Introduction
Effective job designs with information and documentation on job analysis, job description,
and job evaluation are important pre-requisites for managing organizational behavior. All
these processes help in identifying the job requirements and suitably describing the job and
job-families, skill-sets, skill mapping, and developing skill inventories in an organization.
Traditionally, these critical inputs are used to decide about the manpower requirement in
organizations to meet the present and future needs. However, behavioral dimensions are
critical for effective management of organizational behavior. Work systems encompass such
macro level organizational variables as the personnel sub-system, the technological sub-
system, and the external environment. The analysis of work systems is, therefore,
essentially an effort to understand the allocation of functions between the worker and the
technical outfit and the division of labor between people in a socio-technical environment.

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Such an analysis can assist in making informed decisions to enhance systems safety,
efficiency in work, technological development, and the mental and physical well-being of
workers. Researchers examine work systems according to divergent approaches
(mechanistic, biological, perceptual/motor, and motivational) with corresponding individual
and organizational outcomes (Campion and Thayer 1985). The selection of methods in work
systems and analysis is dictated by “the specific approaches adopted and the particular
objective in view, in the organizational context, the job and human characteristics, and the
technological complexity of the system under study (Drury 1987). Checklists and
questionnaire are the common means of assembling databases for organizational planners
in prioritizing action plans in areas of personnel selection and placement, performance
appraisal, safety and health management, worker-machine design, and work design or
redesign. Inventory methods of checklists, for example, the Position Analysis Questionnaire
or PAQ (McCormick 1979), the Job Components Inventory (Banks and Miller 1984), the Job
Diagnostic Survey (Hackman and Oldham 1975), and the Multi-method Job Design
Questionnaire (Campion 1988) are the more popular instruments and are directed to a
variety of objectives. Job design helps in organizing job tasks and it has a direct impact on
the mental and physical health of the employees as also on their performance levels. The
physical aspects of jobs require organizations to consider ergonomic issues and it helps in
reducing physical strain, fatigue, and even, at times, boredom (which occurs from doing
repetitive tasks).
Mental aspects require organizations to address the behavioural issues such as developing
work systems and cultures, which enable employees to feel relieved from the dehumanizing
effects. Both the compatible physical and mental aspects lead to employee satisfaction and
develop a high performing organization.
For addressing the ergonomic and behavioural issues properly, job design relates to the
organizational structure and style of management. Appropriate management styles and a
structure shift from autocratic to democratic decision-making, delegation, and formation of
autonomous work groups delayer the structure by reducing the number and levels of
managers, increase the span of control, increase the productivity levels and boost
motivation of the employees.

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Thus, the job design principle focuses on the motivational aspects of jobs to make them
more interesting and challenging to employees. In the scientific management era, we have
seen that jobs are broken into small independent elements, so that workers can perform
the same task repetitively. The argument was that in this process jobs become more
scientific and the workers’ performances can be easily identified for the purpose of deciding
their financial incentives. However, with the emergence of the human relations school, this
argument was negated and the addressing of the behavioural issues in job designs started
gaining acceptance. Thus, human aspects of job design now receive more importance in
organizations to synergize productivity and employee satisfaction. The concepts of job
design, therefore, suggest incorporating die elements, variety, responsibility, and control.
Job design ensures that all jobs contain variety; some have responsibility for decision-
making and some have control over die way the jobs are done.
Literature review
Job design refers to breaking down tasks associated with each component in the system has
led to the concept of job design. Job design started getting importance at the turn of the
twentieth century when, with rapid technological advancements, mass production and
assembly line operations emerged. Since jobs continue to become more sophisticated and
specialized, the need for an educated and motivated workforce has become indispensable.
The main purpose of job design (or redesign) is to increase both employee motivation and
productivity (Rush 1971). Increased productivity can manifest itself in various forms. For
example, the focus can be on improving the quality and quantity of goods and services,
reducing operation costs, and/or reducing the turnover and training cost.
‘Job design is the process of putting together a range of tasks, duties and responsibilities to
create a composite for individuals to undertake in their work and to regard as their own. It is
crucial: not only is it the basis of individual satisfaction and achievement at work, it is
necessary to get the job done efficiently, economically, reliably and safely.’ (Torrington et
al., 2011: 84)
Ever since jobs have existed, argue has raged about the best way to design them. F.W.
Taylor’s ‘Scientific Management’ approach developed during the Industrial Revolution
suggested that jobs should be broken down into simple and repetitive tasks in order to
maximise productivity. This encouraged employers to create jobs that allowed individual

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workers very limited scope for innovation, creativity and variety, and inevitably led to
boredom and dissatisfaction.
During the mid-20th Century as the Human Relations movement emerged, there was an
increased realisation that individual motivational needs should be taken into account in the
way work was designed, leading to an emphasis on allowing people scope within their work
for social interaction, personal development, and the realisation of their own ambitions
(Garg and Rastogi, 2006).
Since then, there has been a growing volume of research exploring how to bring these
elements together so that jobs can be designed both to maximise the engagement and
satisfaction of individual workers on the one hand, and maximise the productivity and
performance of organisations on the other. There is now considerable evidence that
individuals’ experience of their day-to-day work directly affects their engagement levels,
and also their personal effectiveness (Morgeson et al., 2011; Shantz et al., 2013). Related
issues include how jobs are embedded within their broader organisational contexts, how
they interrelate with one another, and the design of the wider organisation itself. As well as
being important job design has been shown to be important for the health of workers as
well (Grzywacz and Dooley, 2003). However, job design remains a topic that receives much
less attention from employers and policymakers as a driver of engagement compared with
other aspects of management such as leadership or management style (Truss, 2012). There
is a dearth of information available for employers on the key principles of job design and the
major factors that need to be taken into consideration when designing engaging jobs. This is
a cause for concern, particularly in light of findings such as those from Cerus Consulting
who, in a recent survey of their client group, found that 68% said that the single most
important factor for high levels of engagement was ‘doing a job that is challenging and
varied and which makes a meaningful contribution’.
Methodology
The methodology of the study including sample selection, data collection is being detailed in
below,
 Primary Source: Primary sources of information are-
o Practical desk work.
o Face to face conversation with the officers.
o Direct observations.
o Face to Face conversation with the employees

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 Secondary Sources: In order to make the Report more meaningful and presentable,
mainly secondary source of data and information have been used widely. Secondary sources
are-
o Annual report of Biman Bangladesh
o
. Limitations of the study
There are some limitations in our study. We faced some problems during the study which is
mentioned below
i) Lack of time: The time period of this study is very short. We had only 4 weeks in my hand
to complete this report, which was not enough. So we could not go in depth of the study.
Sometimes the officials were busy and were busy and were not able to give me much time.
ii) Insufficient data: Some desired information could not be collected due to confidentially of
business.
iii) Lack of monitory support: Few officers sometime felt disturbed, as they were busy in
their job. Sometime they didn’t want to supervise me out of their official work.
iv) Others limitation: As we are newcomer, there is a lack of previous experience in this
concern. And many practical matters have been written from my own observation that may
vary from person to person.
Scope of the report
Firstly, the time was to go through all the things. As I was sitting at the Employment Section,
it was comparatively easier to collect information I needed. The employees of Employment
Section were very amicable to help. Their behaviour, attitude and helpful mentality assisted
me to collect the necessary information and complete my study.

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Basically there are many limitations regarding this study. As an intern it is pretty much
difficult to manage all the information as well from such a big organization. The limitations
of the study are-
Time frame is not enough to understand all of the aspects of job design at Employment
Section at Biman Bangladesh Airlines Ltd.
The Human Resource Information System (HRIS) does not exist at Biman Bangladesh Airlines
Ltd. To find a piece of information, employees have to look at many pages. All are done in
Microsoft Excel.
Recruitment and selection are complicated tasks. If it is big organization like Biman
Bangladesh Airlines Ltd, it becomes more difficult to perform the tasks.
Notorious familiarity of Biman Bangladesh Airlines Ltd because of previous corruptions has
made me questioned to many people.
The HRM Department is at transitional point. It is still known as Administrative Sector. So,
modern concepts of HRM are not followed at many sectors of HR.
Broad objective: The broad objective of the study is to know about the Recruitment and
Selection System of Biman Bangladesh Airlines Limited.
Acknowledgement
I would like to thank my honourable term paper supervisor from ()for providing me
such an opportunity to prepare the term paper on “The Growth of Non Banking
Financial Institutions (NBFI) in Bangladesh ". Without helpful guidance, the completion
of this project was unthinkable.
And obviously, the guidance of my faculty member persuaded me to continue the study. At
last, all of my gratitude goes to Allah. Allah has made me successful to complete this study
who is the best planner among the planners.
Then I would like to place my gratitude to the respective officials to give there valuable time
and help me by giving the needed information for my paper. Then I must be thankful to my
classmate and friends who always support me and help me to complete this paper
I am very much thankful to Biman Bangladesh Airlines, its management, especially
employees of Marketing & Sales for their cordial support to prepare this difficult study with
important information and data.

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Objectives of the Study
 To know about HR policies of Biman Bangladesh Airlines Ltd.
 To focus on job designing of Biman.
 To reveal the selection process followed in Biman Bangladesh Airlines Ltd.
 To highlight different tests in the Selection process.
 To know the problem facing to recruit and select people for Biman.
 To provide some suggestions to improve the Job design system
Chapter 2: Theoretical Aspects
An effective Job Design
While planning a job design, the following steps need to be followed:
1. Job Information
Job information is one essential input for effective job analysis. It not only facilitates
job evaluation for compensation designing but also helps in disseminating information to
employees about their duties and responsibilities.
Imperfect knowledge about their duties and responsibilities also affects the
performance of the employees and the overall organizational productivity. Disseminating
job information in the letter of appointment may not be adequate. Proper documentation
and communication during the induction training is the right approach.
Job
Design
Job Information Job Analysis Job Questionnaire

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Objectives of Job Information:
The first objective of job information is to communicate duties and responsibilities
attached to a job to the employees, to help them get a clear understanding. This also helps
the employees to understand organizational expectations from them.
Another objective of job information is organizational analysis. It helps in workflow
analysis with respect to a job and also helps in identification of redundant work elements in
a job. Thus, it facilitates in job restructuring. For organizational behavior, job information
helps in analyzing the individual employee’s behavioral requirements, so that appropriate
action for behavioral improvement can be taken by the organizations for enhancing the
competencies of the people to stay competitive in the market.
Job information also helps organizations to determine the scope of internal hiring
and the requirements of external hiring for staffing various positions in the organization. In
setting performance standards and establishing job objectives, job information is essential
both in qualitative and quantitative terms. This also facilitates in appraising the performance
of an employee against such set standards more scientifically. For other HR- related
decisions such as promotion, transfer, relocation, redundancy and compensation designing,
job information provides critical inputs.
2. Job Analysis:
Job analysis is the process of gathering information about the job and evaluating
such information in terms of what is necessary and relevant. Essentially, job analysis
involves three questions: What is a job? What should be analysed? What methods of
analysis should be used? A job is a group of essentially similar activities or tasks performed
by a person or a group of persons. These activities or tasks together become a job.
Obviously, tasks or activities of jobs need not be identical. It may be performed in different
places, with different equipment’s, in a different sequence.
Also, some employees may perform certain activities in addition to the main job. Or,
some employees may perform a job occasionally or temporarily in place of the persons who

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are absent. This definition of a job is typically used in compensation designing and for other
management practices.
However, a more generic description of a job is used, which is identified by ‘position’
rather than ‘job’. A position is a family of jobs in which specific duties vary, but some
interchangeability of work is possible and the functional nature of the work is similar.
Examples include assemblers, clerk- cum- typists, and book-keepers.
The broader definition of a job facilitates the development of accurate job
information and this accurately reflects the work of each employee. On the other hand, the
more precise the job definition, the more difficult it is to identify the job differences, which
further complicates the management of employees.
Another basic issue for job analysis is whether the organization should measure the
works assigned or the work actually performed. Some compensation-designing experts
argue that unless job analysis considers the work performed, the organization may not give
credit to the employees’ for what they are actually doing.
On the other hand, analysing the work performed may imply that employees have
been given latitude to assign work to them selves; while in reality it is the manager’s
responsibility to assign a job. The role of an analyst is essentially to gather job information
and not to evaluate the logic of work assignments. He is primarily responsible for recording
those responsibilities that a manager has assigned to an employee.
What Needs to Be Analyzed:
What should be the nature of job information for job analysis depends upon a
number of considerations—whether the analysis is required for evaluation purposes or for
other purposes as well; what job level is to be analysed; what type of evaluation plan is to
be used; and what job knowledge is held by the analyst who is going to conduct the
evaluation. Certain basic areas of information may include:
(a) Fundamental purpose of the job

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(b) Work elements in the job—requires study of specific tasks, areas of
responsibility, and examples of work
(c) General importance of each job element and its relationship to the total
operation— the way it is integrated with the total job
(d) Approximate time spent on each task or specific area of responsibility
(e) Scope of the job and its impact on the operation
(f) Inherent authority (not only formal delegation but also latitude of action) and
formal or informal audits of work
(g) Working relationships (including supervision)
(h) Specific methods, equipment’s, or techniques that are required for the job
(i) Job climate, including objectives and work environment
(j) Job conditions such as physical effort, hazards, discomfort, chasing of deadlines,
travel requirement, creativity and innovations required.
What Methods of Analysis Need to Be Used?
Job information can be obtained in various ways either by a staff analyst or by the
individual line manager. It is always better to involve the line managers in compiling job
information because of functional proximity. One relatively simple and inexpensive method
of analysis is collecting job information through the questionnaire response.
Direct observation of the work performed is another important method of job
analysis. Observation of work is essential to understand the job role. However, it is more
costly and time consuming. Valuable job information can also be obtained from organization
manuals, time-study reports, former job descriptions, and method studies.
3. Job Questionnaire:

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A job questionnaire is a special tool for consolidating job information. It is a printed
form in which essential information about the job may be listed either by the employee or
by his supervisors. The major advantage of the job questionnaire is that it uses the
knowledge of those who are close to the job. In addition, it gives each employee an
opportunity to participate and contribute by giving responses to the questionnaire, which
facilitates immediate compilation of job information.
Another important advantage of the job questionnaire is that compiled information
can be used as job descriptions. This, therefore, eliminates the requirement of further
writing of job descriptions. Moreover, by using a job questionnaire, organizations also get
the benefit of communicating up-to- date job information to the employees.
However, the major disadvantages associated with the job questionnaire are that, its
success depends on the understanding and writing ability of the individual employees and
supervisors. For perceptual incongruence, inconsistencies in the response pattern may arise.
Such inconsistencies in the response pattern may multiply further when more cross-
sections of people participate in the questionnaire response/survey. In addition, compiling
job information from the questionnaire response may suffer from the problem of
exaggeration. These are the inherent problems of information quality through job
questionnaire.
To eliminate such inherent disadvantages of compiling job information through job
questionnaire, it is always better to compile the information through a combination of
direct observation and job questionnaire. This approach may be time consuming and involve
huge costs, but it is more scientific as it eliminates the chance of error by accounting the
perceptive differences between what they perceive and what they do.
Management of Biman Bangladesh
Biman Bangladesh Airlines Ltd. was wholly owned by the Bangladesh government through
the Bangladesh Biman Corporation since its launch. In 1977, Biman was converted into a
public sector corporation which afforded Biman limited autonomy, led by a government-
appointed board of directors. Biman Bangladesh Airlines Ltd. has a huge manpower.
Manpower status, as of May 31, 2010 is given below:

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Employee Level Permanent
&
Contractual
Casual Total
MD & CEO 01 - 01
Executive Director 05 - 05
Cockpit Crew 146 - 146
General Manager
& Equivalent
14 - 14
Dy. General
Manager &
Equivalent
33 - 33
Manager/Asst.
Manager/Officer &
Equivalent
724 45 769
Staff 2280 1449 3729
Total 3203 1494 4697
So, a total of 4697 persons are working in Biman in different levels of which 2800 and 400 of
them are working on permanent (holding P numbers) & contractual (holding G numbers)
basis. 1494 persons are working on casual basis (holding C numbers).
So, the MER (Man-Equipment Ratio) is 392:1 which is a matter to be looked at as the
industry standard is 200:1 and the other airlines in Asia has maintained it at around 150:1.
However, there are some reasons behind this high MER. Compared to others Asia airlines
which operate many regional flights by narrow body aircrafts in its fleet. So, number of
aircrafts is poor compared to manpower although number of passengers is quite large. Also,
many functions that other airlines outsource are done in house. For instance, Engineering,
GSE, Ground handling, Motor Transport etc. noncore operations are not outsourced. These
departments could be made subsidiaries that Singapore Airlines did long ago. Even the E-
ticketing is not outsourced too. There would be a significant reduction in manpower if these
services are outsourced and the MER would come within limit.

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HR Planning Of Bangladesh Biman
They have future plan to recruit people for their new aircrafts. The job of HR Planning is
mainly done by the Organization and Method Section. The future recruitment plan is
approved by the Board of Directors. To make future HR demand, Biman has to think of few
factors. At first, they think at which sector they need employees. Is it official, manual or IT
based job? They think the needed people in qualitative and quantitative perspectives. For
example, they must have more pilots in order to run the new aircrafts coming within few
years. Before that, Biman trains some internship cadets at its own training center and who
passes the exam they will recruit them. Because of retirements, firing for less revenue,
Biman will cut their labor force at few sectors but it will again increase workforce to the few
sectors. To fill the vacant positions internally through promotion, The Organization &
Method Section prepares succession planning. The Employment Section only recruits and
selects people. During the labor demand, they think of the budget.
Biman has to think the possible sources where it can find the necessary candidates. If Biman
gives the job vacancy advertisement only on on-line like www.bdjobs.com,
www.A1jobs.com, www.prothomalojobs.com and its own website, it will get fewer
candidates than giving advertisements on daily papers. Because at Upazilla level, there are
many qualified candidates who are not still well acquainted with browsing on internets. So,
Biman has to choose the medium of advertisement and the places from where it will choose
the candidates. Because of Government quota system, Biman has to think of the whole
country.
It has the planning that which types of candidates they will choose. Will they give
preference candidates either from National Universities or Privates Universities? They think
that. They think the labor market position. For filling Junior Traffic Assistant posts, Biman
asks candidates who has at least one 1st division and has no 3rd division. Some years ago, it
did not ask for at least 1st division. At present, people are more educated. So Biman asks for
candidates with higher qualifications.

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Biman makes the future HR demand so that there will be no shortage or surplus of
employees. But sometimes the scenario of shortage or surplus can be seen. It happens
because of the practicing nepotism at Biman. Many times, Biman has to satisfy the request
of Ministers and Member of Parliaments. In that case, HR Department of Biman has to lose
the independence to take decision.
Chapter 3: Practical Aspect
Biman Bangladesh at a Glance:
Biman Bangladesh Airlines Ltd. is the most reputed airlines in Bangladesh. It is popularly
known as Biman. Biman Bangladesh Airlines Ltd is the flag carrier airline of Bangladesh. As a
member of IATA, it flies passengers and cargo to 16 international destinations in Asia and
Europe. It goes to most of the destinations directly or via a stopover. Convenient transfer
connections from Dhaka to regional destinations are easily available. Biman is reputed for
its well-trained and dedicated crew with appreciable safety record.
The airline’s Reservation and Departure Control System and other communication systems
are fully computerized. Biman is now striving to make the airline more attractive to its
valued passengers by fixing priority on providing more comfort. Its main hub is Shahjalal
International Airport in Dhaka and also operates flights from Shah Amanat International
Airport in Chittagong, earning revenue from the connecting service to Osmani International
Airport in Sylhet. Biman provides international passenger and cargo service to Asia and
Europe, as well as major domestic routes. It has air service agreements with 42 countries,
but only flies to 16. The airline was wholly owned and managed by the Government of
Bangladesh until 23 July 2007, when it was transformed into the country’s largest public
limited company by the Caretaker Government of Bangladesh. The airline’s headquarters,
Balaka Bhaban, is located in Kurmitola, Dhaka.
In addition to its own aircraft, Biman’s ground-handling unit also provides support to
Singapore Airlines, Thai Airways, Malaysia Airlines, Qatar Airways, Emirates, Kuwait Airways,

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Oman Air, Saudia, Gulf Air, PIA, Indian Airlines, Dragon Air, Druk Air, etc.at Hazrat Shahjalal
International Airport, Dhaka.
 Vision: To establish Biman Bangladesh Airlines Ltd. in the aviation market as a world-
class airline.
 Mission: To provide safe, reliable, efficient, adequate, economical and properly co-
coordinated air transport services and to satisfy customers’ expectations while
earning sustainable profit and continuing to be a caring employer.
 Main Objectives: To provide and develop safe, efficient, adequate, economical and
properly coordinated air transport services, internal as well as international.
 The core businesses/activities:
o Air transportation of passengers,
o Air transportation of cargo.
 The non-core businesses/activities:
o Ground and cargo handling services for own and foreign airlines
o Engineering services
o Bangladesh Airlines Training Centre (BATC)
o Biman Flight Catering Centre (BFCC)
o Biman Poultry Complex (BPC)
o Motor transport
o Medical services
o Biman Printing Press
o Partnership Business with Abacus (National marketing Company

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Analysis of Job design of Biman Bangladesh
Job Design
Job design aims at outlining and Biman tasks, duties and responsibilities into a single unit of
work for the achievement of certain objectives. It also outlines the methods and
relationships that are essential for the success of Biman. In simpler terms it refers to the
what, how much, how many and the order of the tasks for a job/s.
Job design essentially involves integrating job responsibilities or content and certain
qualifications that are required to perform the same. It outlines the job responsibilities very
clearly and also helps in attracting the right candidates to the right job. Further it also makes
the job look interesting and specialized.
There are various steps involved in job design that follow a logical sequence, those that
were mentioned earlier on. The sequence is as follows:
 What tasks are required to e done or what tasks is part of the job?
 How are the tasks performed?
 What amount are tasks are required to be done?
 What is the sequence of performing these tasks?

All these questions are aimed at arriving upon a clear definition of a specific job and thereby
make it less risky for the one performing the same. A well defined job encourages feeling of
achievement among the employees and a sense of high self esteem.
The whole process of job design is aimed to address various problems within the Biman
setup, those that pertain to ones description of a job and the associated relationships. More
specifically the following areas are fine tuned:
 Checking the work overload.

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 Checking upon the work under load.
 Ensuring tasks are not repetitive in nature.
 Ensuring that employees don not remain isolated.
 Defining working hours clearly.
 Defining the work processes clearly.

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Benefits of Job Design
The following are the benefits of a good job design of Biman Airlines:
Employee Input: A good job design enables a good job feedback. Employees have the
option to vary tasks as per their personal and social needs, habits and circumstances in the
workplace.
Employee Training: Training is an integral part of job design. Contrary to the philosophy of
“leave them alone’ job design lays due emphasis on training people so that are well aware
of what their job demands and how it is to be done.
Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining
the number of hours an individual has to spend in his/her job.
Adjustments: A good job designs allows for adjustments for physically demanding jobs by
minimising the energy spent doing the job and by aligning the manpower requirements for
the same.
Job design is a continuous and ever evolving process that is aimed at helping employees
make adjustments with the changes in the workplace. The end goal is reducing
dissatisfaction, enhancing motivation and employee engagement at the workplace.
Factors affecting Job Design
A well defined job will make the job interesting and satisfying for the employee. The result is
increased performance and productivity. If a job fails to appear compelling or interesting
and leads to employee dissatisfaction, it means the job has to be redesigned based upon the
feedback from the employees.
Broadly speaking the various factors that affect job design of Biman that can classified under three heads. They
are:
1 Organizational Factors
Organizational factors that affect job design can be work nature or characteristics, work flow, organizational
practices and ergonomics.

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 Work Nature: There are various elements of a job and job design is required to classify various
tasks into a job or a coherent set of jobs. The various tasks may be planning, executing, monitoring,
controlling etc and all these are to be taken into consideration while designing a job.
 Ergonomics: Ergonomics aims at designing jobs in such a way that the physical abilities and
individual traits of employees are taken into consideration so as to ensure efficiency and productivity.
 Workflow: Product and service type often determines the sequence of work flow. A balance is
required between various product or service processes and a job design ensures this.
 Culture: Organizational culture determines the way tasks are carried out at the work places.
Practices are methods or standards laid out for carrying out a certain task. These practices often
affect the job design especially when the practices are not aligned to the interests of the unions.
2 Environmental Factors
Environmental factors affect the job design to a considerable extent. These factors include both the internal as
well as external factors. Biman include factors like employee skills and abilities, their availability, and their
socio economic and cultural prospects.
 Employee availability and abilities: Employee skills, abilities and time of availability play a
crucial role while designing of the jobs. The above mentioned factors of employees who will actually
perform the job are taken into consideration. Designing a job that is more demanding and above their
skill set will lead to decreased productivity and employee satisfaction.
 Socio economic and cultural expectations: Jobs are nowadays becoming more employee
centered rather than process centered. They are therefore designed keeping the employees into
consideration. In addition the literacy level among the employees is also on the rise. They now
demand jobs that are to their liking and competency and which they can perform the best.
3 Behavioural Factors
Behavioural factors or human factors are those that pertain to the human need and that need to be satisfied
for ensuring productivity at workplace. Biman include the elements like autonomy, diversity, feedback etc. A
brief explanation of some is given below:
 Autonomy: Employees should work in an open environment rather than one that contains fear. It
promotes creativity, independence and leads to increased efficiency.
 Feedback: Feedback should be an integral part of work. Each employee should receive proper
feedback about his work performance.
 Diversity: Repetitive jobs often make work monotonous which leads to boredom. A job should carry
sufficient diversity and variety so that it remains as interesting with every passing day. Job variety /
diversity should be given due importance while designing a job.

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 Use of Skills and abilities: Jobs should be employee rather than process cantered. Though due
emphasis needs to be given to the latter but jobs should be designed in a manner such that an
employee is able to make full use of his abilities and perform the job effectively.
SOWT analysis of Biman Bangladesh
Strengths:
The experienced manpower that it is really a good strength of Biman to lead the market.
This efficient manpower is mostly experienced in the field rather than the literary experts of
present days. So, if Biman can utilize the potentiality of this force effectively it will be the
emerging tiger of this arena.
Being the National flag carrier, Biman bears the symbol of our independence and
sovereignty which is definitely strength of the marketing of Biman.
All of the departments of Biman Bangladesh Airlines Ltd. are at one building that is Balaka.
This helps to take any important decision quickly.
During work load, employees come to complete the task from other departments
Weaknesses:
The main weakness of Biman is the miss management. The management of Biman could
never work independently since the government owned the organization with having
inevitable governmental influence in almost all sections and there is always pressure from
outside to entertain personal interest.
Governmental quota system makes Employment Section puzzled to recruit and select
people.
Biman Bangladesh Airlines Ltd. does not possess any Human Resource information System
(HRIS) to recruit, select and make employee inventory. The entire database related jobs are
done through Microsoft Excel.
Opportunities:

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Biman Bangladesh Airlines Ltd. is the most reputed airline in Bangladesh. That’s why; people
want to do job at this organization. It can select properly eligible employees from many
numbers of employees. For example, there were130 posts of Junior Traffic Assistance. After
giving advertisement, 15,000 applications were received from candidates. After
securitization, almost 12,000 applicants were selected to take the exam. So, Biman can
choose proper persons from a great number of employees.
Bangladesh government possesses most of the shares of Biman Bangladesh Airlines Ltd. For
this, many people of Bangladesh prefer this job because of high security.
Threats:
People have a negative notion toward Biman Bangladesh Airlines Ltd. Many people think
that it is a place where a person can become millionaire through corruption. So, honest
people can hardly be found during recruitment and selection
Talented persons from these generations always try to find a job which gives handsome
salary with respectable position. In this case, Biman lags behind. Sometimes, eligible
candidates do not want to do the job because of not giving higher salary and frequent
promotion.

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Chapter ONE
Introductory Aspect
1.1 Introduction:
Effective job designs with information and documentation on job analysis, job description,
and job evaluation are important pre-requisites for managing organizational behaviour. All
these processes help in identifying the job requirements and suitably describing the job and
job-families, skill-sets, skill mapping, and developing skill inventories in an organization.
Traditionally, these critical inputs are used to decide about the manpower requirement in
organizations to meet the present and future needs. However, behavioural dimensions are
critical for effective management of organizational behaviour. Work systems encompass
such macro level organizational variables as the personnel sub-system, the technological
sub-system, and the external environment. The analysis of work systems is, therefore,
essentially an effort to understand the allocation of functions between the worker and the
technical outfit and the division of labour between people in a socio-technical environment.
Such an analysis can assist in making informed decisions to enhance systems safety,
efficiency in work, technological development, and the mental and physical well-being of
workers. Researchers examine work systems according to divergent approaches
(mechanistic, biological, perceptual/motor, and motivational) with corresponding individual
and organizational outcomes (Campion and Thayer 1985). The selection of methods in work
systems and analysis is dictated by “the specific approaches adopted and the particular
objective in view, in the organizational context, the job and human characteristics, and the
technological complexity of the system under study (Drury 1987). Checklists and
questionnaire are the common means of assembling databases for organizational planners
in prioritizing action plans in areas of personnel selection and placement, performance
appraisal, safety and health management, worker-machine design, and work design or
redesign. Inventory methods of checklists, for example, the Position Analysis Questionnaire
or PAQ (McCormick 1979), the Job Components Inventory (Banks and Miller 1984), the Job
Diagnostic Survey (Hackman and Oldham 1975), and the Multi-method Job Design
Questionnaire (Campion 1988) are the more popular instruments and are directed to a

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variety of objectives. Job design helps in organizing job tasks and it has a direct impact on
the mental and physical health of the employees as also on their performance levels. The
physical aspects of jobs require organizations to consider ergonomic issues and it helps in
reducing physical strain, fatigue, and even, at times, boredom (which occurs from doing
repetitive tasks).
Mental aspects require organizations to address the behavioural issues such as developing
work systems and cultures, which enable employees to feel relieved from the dehumanizing
effects. Both the compatible physical and mental aspects lead to employee satisfaction and
develop a high performing organization.
For addressing the ergonomic and behavioural issues properly, job design relates to the
organizational structure and style of management. Appropriate management styles and a
structure shift from autocratic to democratic decision-making, delegation, and formation of
autonomous work groups delayer the structure by reducing the number and levels of
managers, increase the span of control, increase the productivity levels and boost
motivation of the employees.
Thus, the job design principle focuses on the motivational aspects of jobs to make them
more interesting and challenging to employees. In the scientific management era, we have
seen that jobs are broken into small independent elements, so that workers can perform
the same task repetitively. The argument was that in this process jobs become more
scientific and the workers’ performances can be easily identified for the purpose of deciding
their financial incentives. However, with the emergence of the human relations school, this
argument was negated and the addressing of the behavioural issues in job designs started
gaining acceptance. Thus, human aspects of job design now receive more importance in
organizations to synergize productivity and employee satisfaction. The concepts of job
design, therefore, suggest incorporating die elements, variety, responsibility, and control.
Job design ensures that all jobs contain variety; some have responsibility for decision-
making and some have control over die way the jobs are done.

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1.2 Literature review
Job design refers to breaking down tasks associated with each component in the system has
led to the concept of job design. Job design started getting importance at the turn of the
twentieth century when, with rapid technological advancements, mass production and
assembly line operations emerged. Since jobs continue to become more sophisticated and
specialized, the need for an educated and motivated workforce has become indispensable.
The main purpose of job design (or redesign) is to increase both employee motivation and
productivity (Rush 1971). Increased productivity can manifest itself in various forms. For
example, the focus can be on improving the quality and quantity of goods and services,
reducing operation costs, and/or reducing the turnover and training cost.
‘Job design is the process of putting together a range of tasks, duties and responsibilities to
create a composite for individuals to undertake in their work and to regard as their own. It is
crucial: not only is it the basis of individual satisfaction and achievement at work, it is
necessary to get the job done efficiently, economically, reliably and safely.’ (Torrington et
al., 2011: 84)
Ever since jobs have existed, argue has raged about the best way to design them. F.W.
Taylor’s ‘Scientific Management’ approach developed during the Industrial Revolution
suggested that jobs should be broken down into simple and repetitive tasks in order to
maximise productivity. This encouraged employers to create jobs that allowed individual
workers very limited scope for innovation, creativity and variety, and inevitably led to
boredom and dissatisfaction.
During the mid-20th Century as the Human Relations movement emerged, there was an
increased realisation that individual motivational needs should be taken into account in the
way work was designed, leading to an emphasis on allowing people scope within their work
for social interaction, personal development, and the realisation of their own ambitions
(Garg and Rastogi, 2006).
Since then, there has been a growing volume of research exploring how to bring these
elements together so that jobs can be designed both to maximise the engagement and
satisfaction of individual workers on the one hand, and maximise the productivity and
performance of organisations on the other. There is now considerable evidence that
individuals’ experience of their day-to-day work directly affects their engagement levels,
and also their personal effectiveness (Morgeson et al., 2011; Shantz et al., 2013). Related

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issues include how jobs are embedded within their broader organisational contexts, how
they interrelate with one another, and the design of the wider organisation itself. As well as
being important job design has been shown to be important for the health of workers as
well (Grzywacz and Dooley, 2003). However, job design remains a topic that receives much
less attention from employers and policymakers as a driver of engagement compared with
other aspects of management such as leadership or management style (Truss, 2012). There
is a dearth of information available for employers on the key principles of job design and the
major factors that need to be taken into consideration when designing engaging jobs. This is
a cause for concern, particularly in light of findings such as those from Cerus Consulting
who, in a recent survey of their client group, found that 68% said that the single most
important factor for high levels of engagement was ‘doing a job that is challenging and
varied and which makes a meaningful contribution’.
1.3 Objective of the Study:
Main Objective: Primary objective of this study is to find the job design process of The
Bangladesh Biman.
Supporting objectives:
1. To know what is job design.
2. To understand the job designing process.
3. To know about Bangladesh Biman.
4. To find the process of Job Designing of Bangladesh Biman.
5. To analyse the effectiveness of Job Designing process of Bangladesh Biman
6. To make some recommendation for increase the effectiveness of Job designing.

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1.4 Methodology
The methodology of the study including sample selection, data collection is being detailed in
below,
 Primary Source: Primary sources of information are-
o Practical desk work.
o Face to face conversation with the officers.
o Direct observations.
o Face to Face conversation with the employees
 Secondary Sources: In order to make the Report more meaningful and presentable,
mainly secondary source of data and information have been used widely. Secondary sources
are-
o Annual report of Biman Bangladesh
o Different Articles .
o Books
o Official Websites etc
1.5 Scope of the Study:
Firstly, the time was to go through all the things. As I was sitting at the Employment Section,
it was comparatively easier to collect information I needed. The employees of Employment
Section were very amicable to help. Their behaviour, attitude and helpful mentality assisted
me to collect the necessary information and complete my study.
Basically there are many limitations regarding this study. As an intern it is pretty much
difficult to manage all the information as well from such a big organization. The limitations
of the study are-
Time frame is not enough to understand all of the aspects of job design at Employment
Section at Biman Bangladesh Airlines Ltd.
The Human Resource Information System (HRIS) does not exist at Biman Bangladesh Airlines
Ltd. To find a piece of information, employees have to look at many pages. All are done in
Microsoft Excel.
Recruitment and selection are complicated tasks. If it is big organization like Biman
Bangladesh Airlines Ltd, it becomes more difficult to perform the tasks.

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Notorious familiarity of Biman Bangladesh Airlines Ltd because of previous corruptions has
made me questioned to many people.
The HRM Department is at transitional point. It is still known as Administrative Sector. So,
modern concepts of HRM are not followed at many sectors of HR.
Broad objective: The broad objective of the study is to know about the Recruitment and
Selection System of Biman Bangladesh Airlines Limited.
1.6 Limitations of the study
There are some limitations in our study. We faced some problems during the study which is
mentioned below
i) Lack of time: The time period of this study is very short. We had only 4 weeks in my hand
to complete this report, which was not enough. So we could not go in depth of the study.
Sometimes the officials were busy and were busy and were not able to give me much time.
ii) Insufficient data: Some desired information could not be collected due to confidentially of
business.
iii) Lack of monitory support: Few officers sometime felt disturbed, as they were busy in
their job. Sometime they didn’t want to supervise me out of their official work.
iv) Others limitation: As we are newcomer, there is a lack of previous experience in this
concern. And many practical matters have been written from my own observation that may
vary from person to person.

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Chapter Tow
Theoretical Aspect
2.1 An effective Job Design
While planning a job design, the following steps need to be followed:
1. Job Information
Job information is one essential input for effective job analysis. It not only facilitates job
evaluation for compensation designing but also helps in disseminating information to
employees about their duties and responsibilities.
Imperfect knowledge about their duties and responsibilities also affects the
performance of the employees and the overall organizational productivity. Disseminating
job information in the letter of appointment may not be adequate. Proper documentation
and communication during the induction training is the right approach.
Objectives of Job Information:
The first objective of job information is to communicate duties and responsibilities
attached to a job to the employees, to help them get a clear understanding. This also helps
the employees to understand organizational expectations from them.
Another objective of job information is organizational analysis. It helps in workflow
analysis with respect to a job and also helps in identification of redundant work elements in
a job. Thus, it facilitates in job restructuring. For organizational behavior, job information
helps in analyzing the individual employee’s behavioral requirements, so that appropriate
Job
Design
Job
Information
Job
Analysis
Job
Questionnaire

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action for behavioral improvement can be taken by the organizations for enhancing the
competencies of the people to stay competitive in the market.
Job information also helps organizations to determine the scope of internal hiring
and the requirements of external hiring for staffing various positions in the organization. In
setting performance standards and establishing job objectives, job information is essential
both in qualitative and quantitative terms. This also facilitates in appraising the performance
of an employee against such set standards more scientifically. For other HR- related
decisions such as promotion, transfer, relocation, redundancy and compensation designing,
job information provides critical inputs.
2. Job Analysis:
Job analysis is the process of gathering information about the job and evaluating
such information in terms of what is necessary and relevant. Essentially, job analysis
involves three questions: What is a job? What should be analysed? What methods of
analysis should be used? A job is a group of essentially similar activities or tasks performed
by a person or a group of persons. These activities or tasks together become a job.
Obviously, tasks or activities of jobs need not be identical. It may be performed in different
places, with different equipment’s, in a different sequence.
Also, some employees may perform certain activities in addition to the main job. Or,
some employees may perform a job occasionally or temporarily in place of the persons who
are absent. This definition of a job is typically used in compensation designing and for other
management practices.
However, a more generic description of a job is used, which is identified by ‘position’
rather than ‘job’. A position is a family of jobs in which specific duties vary, but some
interchangeability of work is possible and the functional nature of the work is similar.
Examples include assemblers, clerk- cum- typists, and book-keepers.
The broader definition of a job facilitates the development of accurate job
information and this accurately reflects the work of each employee. On the other hand, the
more precise the job definition, the more difficult it is to identify the job differences, which
further complicates the management of employees.

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Another basic issue for job analysis is whether the organization should measure the
works assigned or the work actually performed. Some compensation-designing experts
argue that unless job analysis considers the work performed, the organization may not give
credit to the employees’ for what they are actually doing.
On the other hand, analysing the work performed may imply that employees have
been given latitude to assign work to them selves; while in reality it is the manager’s
responsibility to assign a job. The role of an analyst is essentially to gather job information
and not to evaluate the logic of work assignments. He is primarily responsible for recording
those responsibilities that a manager has assigned to an employee.
What Needs to Be Analyzed:
What should be the nature of job information for job analysis depends upon a number of
considerations—whether the analysis is required for evaluation purposes or for other
purposes as well; what job level is to be analysed; what type of evaluation plan is to be
used; and what job knowledge is held by the analyst who is going to conduct the evaluation.
Certain basic areas of information may include:
(a) Fundamental purpose of the job
(b) Work elements in the job—requires study of specific tasks, areas of
responsibility, and examples of work
(c) General importance of each job element and its relationship to the total
operation— the way it is integrated with the total job
(d) Approximate time spent on each task or specific area of responsibility
(e) Scope of the job and its impact on the operation
(f) Inherent authority (not only formal delegation but also latitude of action) and
formal or informal audits of work
(g) Working relationships (including supervision)
(h) Specific methods, equipment’s, or techniques that are required for the job
(i) Job climate, including objectives and work environment

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(j) Job conditions such as physical effort, hazards, discomfort, chasing of deadlines,
travel requirement, creativity and innovations required.
What Methods of Analysis Need to Be Used?
Job information can be obtained in various ways either by a staff analyst or by the individual
line manager. It is always better to involve the line managers in compiling job information
because of functional proximity. One relatively simple and inexpensive method of analysis is
collecting job information through the questionnaire response.
Direct observation of the work performed is another important method of job
analysis. Observation of work is essential to understand the job role. However, it is more
costly and time consuming. Valuable job information can also be obtained from organization
manuals, time-study reports, former job descriptions, and method studies.
3. Job Questionnaire:
A job questionnaire is a special tool for consolidating job information. It is a printed
form in which essential information about the job may be listed either by the employee or
by his supervisors. The major advantage of the job questionnaire is that it uses the
knowledge of those who are close to the job. In addition, it gives each employee an
opportunity to participate and contribute by giving responses to the questionnaire, which
facilitates immediate compilation of job information.
Another important advantage of the job questionnaire is that compiled information
can be used as job descriptions. This, therefore, eliminates the requirement of further
writing of job descriptions. Moreover, by using a job questionnaire, organizations also get
the benefit of communicating up-to- date job information to the employees.
However, the major disadvantages associated with the job questionnaire are that, its
success depends on the understanding and writing ability of the individual employees and
supervisors. For perceptual incongruence, inconsistencies in the response pattern may arise.
Such inconsistencies in the response pattern may multiply further when more cross-
sections of people participate in the questionnaire response/survey. In addition, compiling
job information from the questionnaire response may suffer from the problem of

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exaggeration. These are the inherent problems of information quality through job
questionnaire.
To eliminate such inherent disadvantages of compiling job information through job
questionnaire, it is always better to compile the information through a combination of
direct observation and job questionnaire. This approach may be time consuming and involve
huge costs, but it is more scientific as it eliminates the chance of error by accounting the
perceptive differences between what they perceive and what they do.
2.2Management of Biman Bangladesh
Biman Bangladesh Airlines Ltd. was wholly owned by the Bangladesh government through
the Bangladesh Biman Corporation since its launch. In 1977, Biman was converted into a
public sector corporation which afforded Biman limited autonomy, led by a government-
appointed board of directors. Biman Bangladesh Airlines Ltd. has a huge manpower.
Manpower status, as of May 31, 2010 is given below:
Employee Level Permanent &
Contractual
Casual Total
MD & CEO 01 - 01
Executive Director 05 - 05
Cockpit Crew 146 - 146
General Manager & Equivalent 14 - 14
Dy. General Manager &
Equivalent
33 - 33
Manager/Asst. Manager/Officer
& Equivalent
724 45 769
Staff 2280 1449 3729
Total 3203 1494 4697
So, a total of 4697 persons are working in Biman in different levels of which 2800 and 400 of
them are working on permanent (holding P numbers) & contractual (holding G numbers)
basis. 1494 persons are working on casual basis (holding C numbers).

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So, the MER (Man-Equipment Ratio) is 392:1 which is a matter to be looked at as the
industry standard is 200:1 and the other airlines in Asia has maintained it at around 150:1.
However, there are some reasons behind this high MER. Compared to others Asia airlines
which operate many regional flights by narrow body aircrafts in its fleet. So, number of
aircrafts is poor compared to manpower although number of passengers is quite large. Also,
many functions that other airlines outsource are done in house. For instance, Engineering,
GSE, Ground handling, Motor Transport etc. noncore operations are not outsourced. These
departments could be made subsidiaries that Singapore Airlines did long ago. Even the E-
ticketing is not outsourced too. There would be a significant reduction in manpower if these
services are outsourced and the MER would come within limit.
2.3 HR Planning Of Bangladesh Biman
They have future plan to recruit people for their new aircrafts. The job of HR Planning is
mainly done by the Organization and Method Section. The future recruitment plan is
approved by the Board of Directors. To make future HR demand, Biman has to think of few
factors. At first, they think at which sector they need employees. Is it official, manual or IT
based job? They think the needed people in qualitative and quantitative perspectives. For
example, they must have more pilots in order to run the new aircrafts coming within few
years. Before that, Biman trains some internship cadets at its own training center and who
passes the exam they will recruit them. Because of retirements, firing for less revenue,
Biman will cut their labor force at few sectors but it will again increase workforce to the few
sectors. To fill the vacant positions internally through promotion, The Organization &
Method Section prepares succession planning. The Employment Section only recruits and
selects people. During the labor demand, they think of the budget.
Biman has to think the possible sources where it can find the necessary candidates. If Biman
gives the job vacancy advertisement only on on-line like www.bdjobs.com,
www.A1jobs.com, www.prothomalojobs.com and its own website, it will get fewer
candidates than giving advertisements on daily papers. Because at Upazilla level, there are
many qualified candidates who are not still well acquainted with browsing on internets. So,
Biman has to choose the medium of advertisement and the places from where it will choose

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the candidates. Because of Government quota system, Biman has to think of the whole
country.
It has the planning that which types of candidates they will choose. Will they give
preference candidates either from National Universities or Privates Universities? They think
that. They think the labor market position. For filling Junior Traffic Assistant posts, Biman
asks candidates who has at least one 1st division and has no 3rd division. Some years ago, it
did not ask for at least 1st division. At present, people are more educated. So Biman asks for
candidates with higher qualifications.
Biman makes the future HR demand so that there will be no shortage or surplus of
employees. But sometimes the scenario of shortage or surplus can be seen. It happens
because of the practicing nepotism at Biman. Many times, Biman has to satisfy the request
of Ministers and Member of Parliaments. In that case, HR Department of Biman has to lose
the independence to take decision.

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Chapter 3
Practical Aspect
3.1 Biman Bangladesh at a Glance
Biman Bangladesh Airlines Ltd. is the most reputed airlines in Bangladesh. It is popularly
known as Biman. Biman Bangladesh Airlines Ltd is the flag carrier airline of Bangladesh. As a
member of IATA, it flies passengers and cargo to 16 international destinations in Asia and
Europe. It goes to most of the destinations directly or via a stopover. Convenient transfer
connections from Dhaka to regional destinations are easily available. Biman is reputed for
its well-trained and dedicated crew with appreciable safety record.
The airline’s Reservation and Departure Control System and other communication systems
are fully computerized. Biman is now striving to make the airline more attractive to its
valued passengers by fixing priority on providing more comfort. Its main hub is Shahjalal
International Airport in Dhaka and also operates flights from Shah Amanat International
Airport in Chittagong, earning revenue from the connecting service to Osmani International
Airport in Sylhet. Biman provides international passenger and cargo service to Asia and
Europe, as well as major domestic routes. It has air service agreements with 42 countries,
but only flies to 16. The airline was wholly owned and managed by the Government of
Bangladesh until 23 July 2007, when it was transformed into the country’s largest public
limited company by the Caretaker Government of Bangladesh. The airline’s headquarters,
Balaka Bhaban, is located in Kurmitola, Dhaka.
In addition to its own aircraft, Biman’s ground-handling unit also provides support to
Singapore Airlines, Thai Airways, Malaysia Airlines, Qatar Airways, Emirates, Kuwait Airways,
Oman Air, Saudia, Gulf Air, PIA, Indian Airlines, Dragon Air, Druk Air, etc.at Hazrat Shahjalal
International Airport, Dhaka.
 Vision: To establish Biman Bangladesh Airlines Ltd. in the aviation market as a world-
class airline.

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 Mission: To provide safe, reliable, efficient, adequate, economical and properly co-
coordinated air transport services and to satisfy customers’ expectations while
earning sustainable profit and continuing to be a caring employer.
 Main Objectives: To provide and develop safe, efficient, adequate, economical and
properly coordinated air transport services, internal as well as international.
 The core businesses/activities:
o Air transportation of passengers,
o Air transportation of cargo.
 The non-core businesses/activities:
o Ground and cargo handling services for own and foreign airlines
o Engineering services
o Bangladesh Airlines Training Centre (BATC)
o Biman Flight Catering Centre (BFCC)
o Biman Poultry Complex (BPC)
o Motor transport
o Medical services
o Biman Printing Press
o Partnership Business with Abacus (National marketing Company
 Activities of the Company
Directors would like to highlight some significant achievements during the period and a background
and future plan of the activities of the company.
o All Economy Class
Biman continued to earn additional revenue through all-economy operations of its DC10-30 fleet en
abling to increase its Economy Class capacity by 15 percent. However, with the re-branding initiative
presently under process to enhance Biman’s Image, operation of DC10-30 fleet will be restricted to s
elected routes only in the coming days.
o Hajj Operation
Biman is honored to have to have the opportunity to serve the Hajj pilgrims. During the fiscal year, it
successfully transported 31,700 Hajj pilgrims to Saudi Arabia through operation of 54 Hajj flights and
also 32 scheduled flights from Dhaka and Chittagong. During the previous year, Biman had transport
ed 29,604 Hajj pilgrims through 40 Hajj flights and 34 scheduled flights.

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o Direct Service DAC-LHR-DAC
Biman has introduced dedicated direct flights on DAC-LHR-DAC route since March 2010. It may also
be mentioned that there is no direct flights from DAC-LHR-DAC by other Airlines.
o Network
Biman had 22 destinations in its network including 02 domestic destinations. Due to continuous loss
es, operation on some destination was suspended. This initiative decreased losses. With the inductio
n of additional aircrafts, some of the suspended routes have been revived. Operation to NYC is expec
ted to resume soon.
o New Look of Marketing & Sales Team
As part of the re-organization plan, restructuring of the Marketing Department has been undertaken
to prepare the airline for the highly competitive market environment. The reorganized Marketing ap
proach places emphasis on revenues from income streams of Passenger, Cargo and other Busines
ses.

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Analysis of Job design of Biman Bangladesh
3.2 Job Design
Job design aims at outlining and Biman tasks, duties and responsibilities into a single unit of
work for the achievement of certain objectives. It also outlines the methods and
relationships that are essential for the success of Biman. In simpler terms it refers to the
what, how much, how many and the order of the tasks for a job/s.
Job design essentially involves integrating job responsibilities or content and certain
qualifications that are required to perform the same. It outlines the job responsibilities very
clearly and also helps in attracting the right candidates to the right job. Further it also makes
the job look interesting and specialized.
There are various steps involved in job design that follow a logical sequence, those that
were mentioned earlier on. The sequence is as follows:
 What tasks are required to e done or what tasks is part of the job?
 How are the tasks performed?
 What amount are tasks are required to be done?
 What is the sequence of performing these tasks?

All these questions are aimed at arriving upon a clear definition of a specific job and thereby
make it less risky for the one performing the same. A well defined job encourages feeling of
achievement among the employees and a sense of high self esteem.
The whole process of job design is aimed to address various problems within the Biman
setup, those that pertain to ones description of a job and the associated relationships. More
specifically the following areas are fine tuned:
 Checking the work overload.
 Checking upon the work under load.
 Ensuring tasks are not repetitive in nature.
 Ensuring that employees don not remain isolated.
 Defining working hours clearly.
 Defining the work processes clearly.

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3.3 Job Design Process of Bangladesh Biman
3.3.1 Job Analysis
Job Analysis is a primary tool to collect job-related data. The process results in collecting and
recording two data sets including job description and job specification. Any job vacancy can
not be filled until and unless HR manager has these two sets of data. It is necessary to define
them accurately in order to fit the right person at the right place and at the right time. This
helps both employer and employee understand what exactly needs to be delivered and
how.
Both job description and job specification are essential parts of job analysis information.
Writing them clearly and accurately helps Biman Bangladesh Airline and workers cope with
many challenges while onboard.
Though preparing job description and job specification are not legal requirements of Biman
Bangladesh Airline yet play a vital role in getting the desired outcome. These data sets help
in determining the necessity, worth and scope of a specific job.
3.3.2 Job Description
A job description is a list that a person might use for general tasks, or functions, and
responsibilities of a position. It may often include to whom the position reports,
specifications such as the qualifications or skills needed by the person in the job, or a salary
range. Job descriptions are usually narrative in Biman Bangladesh Airline, but some may
instead comprise a simple list of competencies; for instance, strategic human resource
planning methodologies may be used to develop competency architecture for an
organization, from which job descriptions are built as a shortlist of competencies.
 Creating a job description
A job description is usually developed by conducting a job analysis, which includes
examining the tasks and sequences of tasks necessary to perform the job. The analysis

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considers the areas of knowledge and skills needed for the job. A job usually includes
several roles. The job description might be broadened to form a person specification or may
be known as Terms of Reference
1. Roles and responsibilities
Biman Bangladesh Airline job description may include relationships with other people in the
organization: Supervisory level, managerial requirements, and relationships with other
colleagues.
2. Goals
Biman Bangladesh Airline job description need not be limited to explaining the current
situation, or work that is currently expected; it may also set out goals for what might be
achieved in future.
Biman Bangladesh Airline job description is a written statement of what the jobholder does,
how it is done, under what condition and why. Biman has job descriptions for its every
designation. I have included two job descriptions in my Appendix. Before recruiting any
employee, Biman outlines the activities of that particular job. For example, on the
advertisement of a vacancy post of Manger at Employment Section, Biman says that the
Manager has to regulate all activities related to recruit and select employees. The Manger
has to ensure proper implementation of recruitment procedures adopted by the
Management from time to time. He/she has to integrate the purpose of Employment
Section with the overall mission of the Biman Bangladesh Airlines Limited.
3. Limitations
Prescriptive job descriptions may be seen as a hindrance in certain circumstances:
 Job descriptions may not be suitable for some senior managers as
they should have the freedom to take the initiative and find fruitful new directions;
 Job descriptions may be too inflexible in a rapidly-changing
organization, for instance in an area subject to rapid technological change;
 Other changes in job content may lead to the job description being
out of date;
The process that an organization uses to create job descriptions may not be optimal

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 Purpose of Job Description
 The main purpose of job description is to collect job-related data in order to
advertise for a particular job. It helps in attracting, targeting, recruiting and selecting the
right candidate for the right job.
 It is done to determine what needs to be delivered in a particular job. It
clarifies what employees are supposed to do if selected for that particular job opening.
 It gives recruiting staff a clear view what kind of candidate is required by a
particular department or division to perform a specific task or job.
 It also clarifies who will report to whom.
3.3.3 Job Specification
Also known as employee specifications, a job specification is a written statement of
educational qualifications, specific qualities, level of experience, physical, emotional,
technical and communication skills required to perform a job, responsibilities involved in a
job and other unusual sensory demands. It also includes general health, mental health,
intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability,
flexibility, values and ethics, manners and creativity, etc.
 Purpose of Job Specification
 Described on the basis of job description, job specification helps candidates
analyze whether are eligible to apply for a particular job vacancy or not.
 It helps recruiting team of an organization understand what level of
qualifications, qualities and set of characteristics should be present in a candidate to make
him or her eligible for the job opening.
 Job Specification gives detailed information about any job including job
responsibilities, desired technical and physical skills, conversational ability and much more.
 It helps in selecting the most appropriate candidate for a particular job.
 Job description and job specification are two integral parts of job analysis of
Biman. They define a job fully and guide both employer and employee on how to go about
the whole process of recruitment and selection. Both data sets are extremely relevant for
creating a right fit between job and talent, evaluate performance and analyze training needs
and measuring the worth of a particular job.

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3.4 Benefits of Job Design
The following are the benefits of a good job design of Biman Airlines:
Employee Input: A good job design enables a good job feedback. Employees have the
option to vary tasks as per their personal and social needs, habits and circumstances in the
workplace.
Employee Training: Training is an integral part of job design. Contrary to the philosophy of
“leave them alone’ job design lays due emphasis on training people so that are well aware
of what their job demands and how it is to be done.
Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining
the number of hours an individual has to spend in his/her job.
Adjustments: A good job designs allows for adjustments for physically demanding jobs by
minimising the energy spent doing the job and by aligning the manpower requirements for
the same.
Job design is a continuous and ever evolving process that is aimed at helping employees
make adjustments with the changes in the workplace. The end goal is reducing
dissatisfaction, enhancing motivation and employee engagement at the workplace.
3.5 Factors affecting Job Design
A well defined job will make the job interesting and satisfying for the employee. The result is
increased performance and productivity. If a job fails to appear compelling or interesting
and leads to employee dissatisfaction, it means the job has to be redesigned based upon the
feedback from the employees.
Broadly speaking the various factors that affect job design of Biman that can classified under
three heads. They are:

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1 Organizational Factors
Organizational factors that affect job design can be work nature or characteristics, work
flow, organizational practices and ergonomics.
 Work Nature: There are various elements of a job and job design is required to
classify various tasks into a job or a coherent set of jobs. The various tasks may be
planning, executing, monitoring, controlling etc and all these are to be taken into
consideration while designing a job.
 Ergonomics: Ergonomics aims at designing jobs in such a way that the physical
abilities and individual traits of employees are taken into consideration so as to
ensure efficiency and productivity.
 Workflow: Product and service type often determines the sequence of work flow. A
balance is required between various product or service processes and a job design
ensures this.
 Culture: Organizational culture determines the way tasks are carried out at the work
places. Practices are methods or standards laid out for carrying out a certain task.
These practices often affect the job design especially when the practices are not
aligned to the interests of the unions.
2 Environmental Factors
Environmental factors affect the job design to a considerable extent. These factors include
both the internal as well as external factors. Biman include factors like employee skills and
abilities, their availability, and their socio economic and cultural prospects.
 Employee availability and abilities: Employee skills, abilities and time of availability
play a crucial role while designing of the jobs. The above mentioned factors of
employees who will actually perform the job are taken into consideration. Designing
a job that is more demanding and above their skill set will lead to decreased
productivity and employee satisfaction.
 Socio economic and cultural expectations: Jobs are nowadays becoming more
employee centered rather than process centered. They are therefore designed

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keeping the employees into consideration. In addition the literacy level among the
employees is also on the rise. They now demand jobs that are to their liking and
competency and which they can perform the best.
3 Behavioural Factors
Behavioural factors or human factors are those that pertain to the human need and that
need to be satisfied for ensuring productivity at workplace. Biman include the elements like
autonomy, diversity, feedback etc. A brief explanation of some is given below:
 Autonomy: Employees should work in an open environment rather than one that
contains fear. It promotes creativity, independence and leads to increased efficiency.
 Feedback: Feedback should be an integral part of work. Each employee should
receive proper feedback about his work performance.
 Diversity: Repetitive jobs often make work monotonous which leads to boredom. A
job should carry sufficient diversity and variety so that it remains as interesting with
every passing day. Job variety / diversity should be given due importance while
designing a job.
 Use of Skills and abilities: Jobs should be employee rather than process cantered.
Though due emphasis needs to be given to the latter but jobs should be designed in
a manner such that an employee is able to make full use of his abilities and perform
the job effectively.

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3.6 Findings of analysis
From the overall output from my study work it is clearly stated that the Job design process
of Bangladesh Biman is so much effective. I have found in my study that there are several
important things that need to focus on for better performances.
It has been pointing out some focusing area from the respondent’s view according to my
objectives that shows below:
Positive Aspect
Transitional form of HR Department: The Human Resource Department of Biman
Bangladesh Airlines Limited is in transitional form because it was fully Bangladesh
Government controlled organization previously and government had autonomy on this
organization.
Internal Policy: Biman has no obligatory policy to recruit and select from internal or external
sources.
Skilled Manpower: The employees of Employment Section are highly educated from IBA,
AIUB, Dhaka University and Jahangirnagar University and skilled people who do all Job
design related task proficiently.
Proper coordination: To do the Job design task, there needs a proper coordination among
various departments of HR. Biman has a proper coordination among Employment Section,
Organization & Method Section, Personnel Section etc. Employees from other departments
help Employment Section during heavy workloads.
Negative Aspect
Lack of HRIS System: Biman is lagging behind in the IT Section compared to other
multinational companies. The CMIS Department of Biman which is also known as IT
Department has not still developed a HRIS system. That’s why, all of the Job design related
tasks are done only through Microsoft Excel. Biman has not still launched on-line application
system.
Hard Copy Based Database: All of the information about employees which is known as
employees’ inventory is in hard copies. It has no soft copy in computer. So if any information
is need, they have to look at those hard copies. It kills their valuable times.
Image of Biman: Some people has positive where others have negative attitude toward
Biman Bangladesh Airlines Ltd because of its corruption and nepotism.

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3.7 SOWT Analysis of Bangladesh Biman
Strengths:
The experienced manpower that it is really a good strength of Biman to lead the market.
This efficient manpower is mostly experienced in the field rather than the literary experts of
present days. So, if Biman can utilize the potentiality of this force effectively it will be the
emerging tiger of this arena.
Being the National flag carrier, Biman bears the symbol of our independence and
sovereignty which is definitely strength of the marketing of Biman.
All of the departments of Biman Bangladesh Airlines Ltd. are at one building that is Balaka.
This helps to take any important decision quickly.
During work load, employees come to complete the task from other departments
Weaknesses:
The main weakness of Biman is the miss management. The management of Biman could
never work independently since the government owned the organization with having
inevitable governmental influence in almost all sections and there is always pressure from
outside to entertain personal interest.
Governmental quota system makes Employment Section puzzled to recruit and select
people.
Biman Bangladesh Airlines Ltd. does not possess any Human Resource information System
(HRIS) to recruit, select and make employee inventory. The entire database related jobs are
done through Microsoft Excel.
Opportunities:
Biman Bangladesh Airlines Ltd. is the most reputed airline in Bangladesh. That’s why; people
want to do job at this organization. It can select properly eligible employees from many
numbers of employees. For example, there were130 posts of Junior Traffic Assistance. After
giving advertisement, 15,000 applications were received from candidates. After
securitization, almost 12,000 applicants were selected to take the exam. So, Biman can
choose proper persons from a great number of employees.
Bangladesh government possesses most of the shares of Biman Bangladesh Airlines Ltd. For
this, many people of Bangladesh prefer this job because of high security.

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Threats:
People have a negative notion toward Biman Bangladesh Airlines Ltd. Many people think
that it is a place where a person can become millionaire through corruption. So, honest
people can hardly be found during recruitment and selection
Talented persons from these generations always try to find a job which gives handsome
salary with respectable position. In this case, Biman lags behind. Sometimes, eligible
candidates do not want to do the job because of not giving higher salary and frequent
promotion.

Effective Job Design with Bangladesh Biman

Effective Job Design with Bangladesh Biman

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