HR Practice in BBS Cables LTD.Final

HR Practices in Bangladesh: A Study of BBS Cables Ltd. 2015
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Chapter-1
Prefatory Part

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1.1: Introduction
This report is prepared for fulfilling the course requirement of MBA (Evening)
Program. As the classroom discussion alone cannot give proper picture of real
business situation, therefore it is an opportunity for the students to know about
real life situation through this program. Dissertation program is very essential
for every student, especially for the students of business administration, which
helps them to know real existing situation. For this reason a student takes the
dissertation program at the last stage of the MBA degree, to launch a career
with some practical experience. I have made this dissertation report on HR
practices in Bangladesh. This report is about “Human Resource practices of
Bangladesh: A Study of BBS Cable Ltd.” I wanted to work on this topic
because, Human Resource Management is very important in business
organization. No business organization can be a successful one without a sound
HRM practice. On the other hand BBS Cables is one of the large power cable
producers in Bangladesh. So definitely their HRM practice is strong & different
from the competitors. For all of these reasons I have made this report on
"Human Resource Practices in Bangladesh: A Study of BBS Cables Ltd”

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1.2: Background of the Report
There is no doubt that the world of work is rapidly changing. As part of an organization
then, HRM must be equipped to deal with the effects of the changing world of work. For
them this means understanding the implications of globalization, technology changes,
workforce diversity. Changing skill requirements, continuous improvement initiatives
contingent workforce, decentralized work sites and employee involvement are the issue
for confront. Now it is a big challenge for the HRM to support the organization by
providing the best personnel for the suitable position in shortest possible time. Starting
with recognizing the vacancies and planning for them is a great task. Moreover selecting
attracting the suitable candidates and selecting the best person in time is a challenge.
The cost of the recruitment is significant. So, proper planning and formulate those plan is
the task that require more focus and improved. Equal opportunity and sourcing is also a vital
part. Realizing this need we tried to find the difference and similarities between theoretical
aspects with the practical steps taken by the company. We took an attempt to demonstrate
the feature for the further improvement.
1.3: Objectives of the report
The objectives of the proposed study “Overall HR Practices of BBS Cables Ltd.” are as
follow:
o To acquire practical knowledge on HRM practice
o To identify the HRM practices of BBS Cables Ltd.
o To know the functions of various departments of HRM
o To be familiar with the recruitment and selection process
o To know the system of attendance & leave management.
o To know the training policy of BBS Cables Ltd.
o To know the performance management of BBS Cables Ltd.
o To acquire practical experience except institutional knowledge.
o And more on HRM practices.

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1.4: Scopes of the Report
In this report I am trying to introduce how Human Resources Management is practicing in
Bangladesh. For this reason I will study the HR practices in BBS Cables Ltd. The report
deals with the HRM practice including recruitment and selection process, training &
development process, compensation management, performance management, employee
relation & separation, etc. in terms of theoretical point of view and the practical use.
This report has been prepared through extensive discussion with the employees of BBS
Cables Ltd.
1.5: Methodology of the Report
To make this report meaningful and presentable, Data has been collected from both
primary and secondary sources. Most of the data came from my critical observation.
 Primary Sources of Information: The primary data collected from the following
sources:
 Face to face discussion.
 Group discussion with the company’s high officials.
 By discussion with different employee.
 By visiting this Company.
 Practical experience gained by visiting factory.
 Met with responsible executives
 Secondary Sources of Information: The secondary data collected from the
following sources:
 Websites of BBS Cables Ltd.
 HR policy of BBS Cables Ltd.
 Data from ERP.
 Library and different textbook.
 Data from Internet.

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1.6: Limitations of the Report
This dissertation report is my first assignment outside of course curriculum in the practical
life. As a student of BBA program I am just one stage behind of completing my formal
studies. The institutional experience Practical performances in the formal stage become
difficult. So in performing this report lack of my proper practical knowledge is greatly
influenced in this performance. Besides above have to face some other limitations are:
 Time is the major limitation that would mostly with stands a
comprehensive study on the topic selected.
 Various confidential matters, forms, report, were not disclosed to me from
HRD.

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Chapter-2
Overview of BBS Cables Ltd.

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2.1: History of BBS Cables Ltd.
BBS Cables LTD., a sister concern of Bangladesh Building Systems LTD. (BBSL) which is
a leading pre-Engineered Steel Building Manufacturing in Bangladesh, has been
incorporated in 2009. BBS Cables LTD. is looking forward to managing expertise and
obtaining technology to provide better engineering solutions trough suplying quality
electrical cables, wires, conductors and better customer service. Now at the eve of the 21st
century globalization, electric power has become an integral part for infrastructural
development.
There factory is loceted at Sreepur, Gazipur, Bangladesh which equipped with state of the
art technology machineries to manufacture and test all types of quality cables, wires and
conductores in conformity with the letest version of national and international standards e.g
International Eletro-technical Comission (IEC), German Standard (VDE), British Standard
(BS), Bangladesh Standard (BDS), Australian Standard (AS), Indian Standard (IS) and also
meet up the spacific requirments of the customer.
2.2: Vision
A wining industrial leader creating superior values for business and community beyond the
boundary.
2.3: Mission
BBS Cables Ltd. Achieve their vision through honesty & integrity, business ethics, global
reach technological expertise, quality, and building long term relationship with all our
associates, customers, partners and employees.
2.4: Values
 A promise to fulfil customer expectations.
 A promise to continuous improvement of the teams, services and products as well to
become the best.
 A promise to be ethical, sincere, honest and transparent.
 A promise to create standards in the business and transactions through mutual trust.

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2.5: Business Slogan
The Business slogan of BBS Cables Ltd. is “More Than Safety”
2.6: Product
 PVC Insulated/Skin Coated Copper/Aluminium House Wiring/Domestic
Cables:
These cables are suitable for wiring in surface mounted or concealed steel
conduits or trunking, field protected installations and appliances etc.
 PVC/XLPE Insulated, PVC Sheathed Power and Control Cables with or
without Amour: These cables are suitable for dry or damp premise clipped
direct to a surface or a cable tray, laying in non-metallic conduits, indoors,
outdoors, underground etc.
 XLPE Insulated, PVC Sheathed Power Cables up to 33 kV:
These cables are suitable for dry or damp premise clipped direct to a surface or a
cable tray, laying in non-metallic conduits, indoors, outdoors, underground etc.
 Various Types of FR, FRLS, LSHF Cables:
These cables are suitable for special cases where fire spreading out should be
come to an end within a shortest possible time, high density public building,
hospitals, medical equipment wiring, control panel wiring etc.
 Various Types of PE insulated Telecommunication Cables, Co-axial Cables,
Drop Wires: These cables are suitable for telecommunications, signal circuits
etc.
 Copper Wire Braided, Al-Mylar Tape Shielded, Pair Shielded and Overall
Shielded Cables: These cables are suitable for special cases where electric

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fields need to be shielded for data cables or control cables of instruments or
sensitive equipment.
 Pre-Assembled Insulated Aluminium Cables with ACSR messenger wire:
These cables and conductors are suitable for electric power connection,
distribution line etc.
 Bare Aluminium & Copper Conductors and Wires with or without
Annealing: These conductors are suitable for transformer connection,
distribution line etc.
 Insulated or Bare Aluminium Stranded Conductors (AAC):
These conductors are suitable for transformer connection, distribution line etc.
 Aluminium Conductor Steel Re-In forced (ACSR):
These conductors are suitable for transformer connection, medium and high
voltage transmission & distribution line etc.
 All Aluminium Alloy Conductors (AAAC):
These conductors are suitable for transformer connection, distribution line etc.
 Customized Cables, Wires and Conductors as per Customer Requirements:
These are suitable for special cases as per necessity.
 New/Up Coming Products:
For the first time in Bangladesh BBS Cables Ltd. is going to introduce.
. Skin Coated Cables
. LSHF/LSOH/LSZH Cables (Low Smoke Halogen Free Cables)
 Customize Cables:
BBS Cables also produce cables according to the demand of their customer.

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2.7: Quality policy
BBS Cables Ltd. (BBSCL) is committed to produce dependable and reliable Wires, Cables
& Conductors and related services at all times that fully meets, satisfies or exceeds the
expectations and specific requirements of customers.
At BBSCL we never compromise with our quality and all the employees of BBS
CABLES are committed to provide quality services promptly and accurately to all the
current end users and future prospective customers.
To this end BBS CABLES is committed to establish, document, implement, maintain and
continually improve the effectiveness of the QMS based on the requirements of ISO
9001:2008. BBS CABLES is also committed to review the QMS for continuing suitability
All members of BBS CABLES are responsible for familiarizing themselves with the
company's quality manual and following the established and adopted means of achieving the
declared objectives.
The company for personal development will ably support all employees by proper training
and improve work methods through teamwork and active participation.
Total Quality Management shall be applied to every aspect of their activity and quality.
 Lab Facilities:
At BBS Cables Ltd., our lab is equipped with the state of the art technology and
equipment’s to carry out the full range of Routine Tests and Type Tests as per
BDS, BS, IEC, VDE and other National and International Standards to assure
quality, safety, reliability and peace of mind.
 Health-Safety& Environment:
To maintain health and safety standards, regular training is provided to all of our
employees that covers special hazards, how to protect oneself, causes of
accidents at work, preventing slips and falls and how to use tools and machine
safely. BBS Cables Ltd. uses only tried and tested materials and follow the

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processes in full compliance with all relevant National and International
Standards to protect and preserve the environment.
 BBS Cables followed some standard to manufacture the cable, which are given
below:
 British Standard (BS)
 German Standard (VED)
 Bangladesh Standard (BS)
 International Electro-technical Commission (IEC)
 American Society for Testing and Material (ASTM)

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2.8: Organogram of BBS Cables Ltd.
BBS CABLES LTD.
Company Organogram (Head Office)
Figure: Company Organogram of BBS Cables (H.O)

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BBS Cables Ltd.
Organogram (Factory)
Figure: Company Organogram of BBS Cables (Factory)

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Chapter-3
Human Resource Management

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3.1: Management
Management is the process of planning, organizing, staffing, leading and controlling an
organization’s human, financial, physical and informational resources to achieve the goals
of the organization in an efficient and effective manner.
3.2: Human Resource Management
Human resource management is the process of acquiring, retraining, terminating,
developing and properly using the human resources in an organization.
According to Cynthia D. Fisher, Lyle F. Schoenfeldt & James B. Shaw “Human Resource
Management (HRM) involves all management decisions and practices that directly affect or
influence the people, or human resources, who work for the organization.”
3.3: Functions of Human Resource Management
There have some important functions of HRM. These are follows:
 Planning for organizations, jobs & people.
 Strategic HRM
 Human resource planning
 Job analysis
 Acquiring human resources
 EEO
 Recruiting
 Selection
 Building performance and motivating performance
 Human resource development
 Performance assessment and management
 Compensation system development
 Incentive compensation
 Maintaining human resources
 Benefits
 Safety and health
 Labour relations and collective bargaining
 Employment transition
 Managing multinational HRM

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3.4: Human Resource Management of BBS Cables Ltd.
Human Resource Management is very important in business organization. No business
organization can be a successful one without a sound HRM practice. On the other hand BBS
Cables is one of the large power cable producers in Bangladesh. So definitely their HRM
practice is strong & different from the competitors. The name of HR department is HR &
Admin. In BBSCL HR department also maintain the administration. HR & Admin
department try to practice standard level of HRM of Bangladesh.
15 ways to make a great impression (Expectation of BBSC from an employee):
1. Arrive early, Stay late 2. Derss the part
3. Show up with a posetive
attitude
4. Ask for help
5. Take initiative
6. Check your personal life at the
door
7. Socialize with your co-worker 8. Avoid office politics & gossip
9. Stay out of the lime light 10. Say "thank you" ofetn
11. Own up your mistakes 12. Be organized
13. Have lunch with different
people
14. Get to know the company
15. Finally celebrate the positive first
impression you have made

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Chapter-4
Job Analysis
Job Description & Job Specification

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4.1: Job Analysis
Job analysis is a systematic exploration of the activities within a job. It is a technical
procedure used to define the duties, responsibilities and account abilities of a job. This
analysis involves the identification and description of what is happening on the job
accurately and precisely identifying the required tasks, knowledge and skills necessary for
performing them, and the conditions under they must be performed.
There are two outcomes of job analysis:
1. Job Description
2. Job Specification.
4.2: Job Description
Job Description is a formal statement of duties, qualifications, and responsibilities
associated with a job. A document that tells employees where their position fits within the
department and within the organization
The major components of a job description:
 Job Title: A brief description (1-3 words) of the job which reflects the content,
purpose, and scope of the job, and is consistent with job titles of similar jobs at the
Company.
 Position Summary: Defines the purpose of the job and summarizes the duties and
responsibilities of the job.
 Job Requirements & Qualifications :
 Education Required – Designates the minimum level and type of education
needed to be successful at the job as well as any acceptable substitutions (i.e.
additional experience in lieu of the required degree).
 Experience Required – Designates the minimum level and type of
experience needed to be successful at the job as well as any acceptable
substitutions (i.e. additional education in lieu of the required experience).

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 License/Certification Required - Designates any licenses or certifications
necessary to do the job (i.e. Bus Driver must have a valid Texas Driver’s
License).
 Other Skills Required - List any skills, abilities, or knowledge that an
incumbent must have to be successful in the job.
 Supervisory Responsibilities :
o The supervision exercised by the position
o The number, type, and titles of employees supervised
o The hire/fire authority of the job incumbent
o The supervision or guidance the position typically receives (general
direction, close supervision, etc.)
 Fiscal Responsibilities: Describes the level and type of budgetary or financial
responsibilities of the position.
 Internal/ External Contacts: Describes the nature of contact, the people contacted,
and the extent to which the incumbent has / makes contact with others within and
outside of the Company.
 Physical Demands: Describes the type, intensity (how much), frequency (how
often), and duration (how long) of physical demands or mental capabilities required
by the job.
 Working Conditions/ Environment: Describes irregular or unusual work
schedules and any conditions of the physical environment that an employee may
find unpleasant or hazardous.
 Job Duties/ Responsibilities: Conveys the job expectations, role, and scope by
describing the essential tasks, duties, and responsibilities of the job.
4.3: Job Specification
Job Specification is the statement of the qualifications and traits required of the workers so
that he may perform the job properly. It is the statement of the qualifications and traits
required of the workers so that he may perform the job properly.it specifies the type of
employee which the job for in terms of skills, experience, training and other special
qualifications.

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The major components of a job description:
 Designation of job location in the concern
 The nature of duties and operations to be performed in that job.
 The nature of authority- responsibility relationship.
 Necessary qualification those are required for job.
 Relationship of that job with others jobs in concern.
4.4: Job Description & Job Specification of BBS Cables
 Job Description: Each and every Employee must have a printed job description
which is handed over to the employee after joining in the company. A format of the
job description is enclosed as Annexure-01.
 Job Specification: Each and every Employee must have a job specification on the
basis of which a vacant position is recruited. A format of job specification is enclosed
as Annexure-02.

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Chapter-5
Recruitment
&
Selection Process

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5.1: Recruitment and Selection
“Recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organization”. Recruitment is the activity that links the
employers and the job seekers.
Selection is the process by which an organization chooses the right candidates who will
perform the job well. This process helps to collect information about the candidate and
evaluating those information, organization can make decision to select the right candidate.
5.2: Relationship Between Recruitment and
Organizational goal
As the recruitment process is the integral part of the HRM department and the company
depends on the position of the recruited position so they need to make sure about the
various recruitment philosophy which should match with the organizational and the
cultural goals the company has to recruit those kinds of people who will adjust himself
with the environment of the company. That’s why there is a strong relationship with the
organizational goals and objectives with the various recruitment processes.
If the company hires the employees who are not efficient enough and they will not bring
anything productive to the organization. Rather than that they will be the source of extra
burden to the assigned position and the related working environment, so the company
will have to recruit the employees again after firing that persona and go through a newly
oriented recruitment process to recruit from that position which is the wastage of time,
energy and money of the company. So the recruitment should achieve the organizational
and also the departmental goals and objectives and in order to get it efficiently we have
to hire skilful, experienced and trained employees to make sure about the proper
recruitment process to go through the strict assessment and get the best applicant in the
job fort the assigned position.
The company and the Human resource Department need to make all the necessary
arrangements to make sure that the right people are in the right place and to be assigned for
the right responsibilities or job. As if the recruitment process is not up to the mark then there
might be ripple effect in each and every part of the functions of the organizations and that’s
why the companies will have to go through the assigned recruitment process which is tested
previously by the company. So there is always strong relationship between the HRM
strategies and the recruitment process of the company. So the HRM is going to play a very

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important role to keep the relationship an on-going process. The HRM should take all the
initiatives to make sure that the employees who are recruited are really productive and
skilful enough to make all the important decisions in the organization. So the relationship is
very important and helpful for the both the parties.
5.3: Recruitment Sources of BBS Cables Ltd.
BBS Cables Limited recruitment process comprises of various recruitment sources
which are primarily divide into two categories: the Internal and the External sources.
BBSCL seeks for candidates from both the External and Internal sources. They promote
or transfer present existing employers based on performance. The recruitment sources of
BBS Cables Limited are:
1. Internal Sources
2. External Sources
i. Employee Referrals
ii. Advertisement
a) Newspaper
b) Online (Internet)
iii. Internship Students
 Internal Recruitment:
The Company goes for the internal recruitment when they need employees to fulfil the
vacant positions internally. The company usually requires these recruitment sources to
make sure about the mid-level and the top level management recruitments which needs
more experience in the company itself and to maintain a high knowledge about the own
company.
 External Recruitment:
The Company also goes for the external recruitments whenever they need to go for the
hiring of the line management or the entry level managerial and executive positions. The
company invites a various groups of people to make them choose from the pool and then
to make they go for the final selection or recruitment.

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5.4: Recruitment process of Bangladesh
Recruitment process of Bangladesh carried out in several steps. These are following.
1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the responses
5. Screening & Short-listing
Applicant tracking systems provide following Tips:
a. Resume Writing: Applicant tracking systems work best with text and resume
should be designed accordingly.
b. Use Online Job Applications.
c. Resume Font: There are a few reasons important to keep resume simple.
d. Format of Cover Letter: Depending on the hiring organization either it viewed
on not.
e. Resume File Format: The file format may vary based on the company’s
applicant system.
6. Arrange interviews
Types of Interview:
a. Open Interview
b. Screening Interview
c. Phone Interview
d. Dining Interview
7. Decision making
Privet firms usually promotes from within the organization. But it also recruits from
external sources. The external sources are:
 Competitors and other organizations
 Unsolicited applicants
The HR Division will need to take a decision regarding the source of external recruiting
considering variables like –
 Available spread of candidates
 Cost impact
 Time needed

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And the external recruitment methods include:
 Advertising in newspapers, company website etc.
 Employee referrals
 Internships
Recruitment Process of Bangladesh:
Figure: Recruitment Process of Bangladesh
5.5: Selection process of Bangladesh
Selection is the process by which an organization chooses the right candidates who will
perform the job well. This process helps to collect information about the candidate and
evaluating those information, organization can make decision to select the right candidate.
Rec
• Advertisement and application collection
• Strong out applications
ruit
• Preparing preliminary list and issuing interview card
• Announcement of written test
ment
• Commencement of written test
• Listing of applicants allowed for interview
Pro
• Taking interview
• Background investigation
ce
• Preparing desirable candidates list
• Final approach by management
SS
• Appointment and placement

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The selection process is the utilization of step by step selection devices to gather
information about applicants. Candidates must have to do well on an earlier selection device
to remain in the running and be assessed by later devices. Steps of selection process are as
follows:
Figure: Selection Process of Bangladesh
Selc
• Application blank  Reject some candidates
• Screening  Reject some candidates
tion
• Tests (MCQ, Written)  Reject some candidates
• Interview  Reject some candidates
Pro
• Reference Cheeks  Reject some candidates
• Conditional offers  Offer reject by some candidates
cess
• Physical examination
• Hire

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5.6: Recruitment & Selection process of BBS Cables
Ltd.
Recruitment and selection process of BBS Cables Ltd Carried out in several steps. These are
following.
Figure: Recruitment Process of BBS Cables LTD.
1. Identifying vacancy and evaluate employee needs: The recruitment process beings
with the human resources department receiving requisitions for requirement for any
department of the company. These follows:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
A format of the short document of Manpower Requisition Form as Annexure-03
2. Developing the job description and person specification: Job description is not a
legal requirement but it will help to decide what type of person is looking for and to
write the job advert. The person specification includes a person essential and
desirable knowledge, experience and skills for successful applicant to have in job
advert.
Rec
• Step-1: Identifying the vacancy and evaluate employee needs
• Step-2: Developing the job discription
ruit
• Step-3: Job Circuler
• Step-4: Collecting the resume/CV
ment
• Step-5: Screening & Short-listing
• Step-6: Preparation for interview (Time, Date)
Pro
• Step-7: Arrange interviewer board panel and providing short
document of all applicants who are selected for interview
ce
• Step-8: Select employee according to the specific process
• Step-9: Provide him/her appointment letter
SS
• Step-10: Recieve a joining letter and making a personal profile
• Step-11: Set up online document

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A job description should include:
 the job title
 the main duties and purpose of the role
 information about the company and what it does
 the job location
3. Job Circuler/Advertising the vacancy: Job openings can be advertised by job
posting, that is a strategy of placing notices on newspaper, internet (online). Referrals
are usually word-of-mouth advertisements that are a low-cost-per-hire way of
recruiting.
Traditionally, advertising is seen as a person specification; Advertising helps the HR
professionals of the organizations to concentrate on the strategic functions and
processes of human resource management routing work.
Using the Internet is faster and cheaper than many traditional methods of recruiting.
Jobs can be posted on Internet sites for a modest amount (less than in the print
media), remain there for periods of thirty or sixty days or more at no additional cost
and are available twenty-four hours a day. Candidates can view detailed information
about the job and the organization and then respond electronically.
4. Collecting the resume/CV:
According to the recruitment advertisement, interested candidate apply to the post
before deadline. After deadline HR department collect the application/CV for short
listing.
5. Screening and Short-listing: BBS Cables LTD. Justify all application for against
job description to identify who will be able to qualify.
6. Preparation for interviews:
HR department select a date & time schedule for getting interview according to the
agreement of interviewer board panel. Then the massage inform to the candidate,
concern department and board of director.
7. Arrange interviewer board panel and providing short document of all
applicants who are selected for interview:
Generally HR manager, head of concern department and executive director, for the
selection of top level management managing director presence in the interviewer
board panel. HR department also prepare a short data of selected candidates for
interviewer board member. As a result board member can understand easily about a
candidate and the same time it’s lower time consuming. A format of the short
candidate list Form is enclosed as Annexure-04

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8. Select employee by conducting interview :
Finally, for selecting right type of a person, HR department organize a job interview.
Job interview is typically a one-on-one interview between the applicant and a hiring
manager. The interviewer will ask questions about the applicant’s experience and
skills, work history, availability, and the qualifications the company is seeking in the
optimal candidate for the job. Interview can be a more in-depth one-on-one interview
with the person; it can be a day-long interview that includes meetings with company
staff. The interview is the single most important step in the selection process. It is the
opportunity for the employer and prospective employee to learn more about each
other and validate information provided by both. By following these interviewing
guidelines, you will ensure you have conducted a thorough interview process and
have all necessary data to properly evaluate skills and abilities. A format of the short
document of Interview Assessment Form is enclosed as Annexure-05
A format of the short document of Interview Status Report Form is enclosed as
Annexure-06
9. Provide him/her appointment letter:
Interviewer board panel select the right person who is/are perfect for the post. Then
HR department send an appointment letter to the current address of selected person.
In the appointment letter, there mentioned the joining date & time, his/her placement,
job location & condition, his/her salary and other benefits.
10. Receive a joining letter and making a personal profile:
According to the direction of appointment letter, selected person join his/her post
with a joining letter. HR department accept his/her joining letter and place him/her to
his/her post. HR manager make a personal profile of the new employee/personnel. In
next time his/her all document will be keep in the personal profile.
11. Set up online document:
BBS Cables Ltd. has online server. They maintain all information & communication
via online. So they also make a personal profile on the online. Then his/her leave,
attendance, salary and performance report set up on the online profile.

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5.7: Activity with new employee
1. Six months will be probationary period: From the joining date first 6 months will
be probationary period. HRD reviews his/her performance of probationary period and
it will be affected on the yearly evaluation sheet.
2. Providing him/her an ID card: After receiving joining letter and place him/her then
HRD provide him/her an ID card.
3. Monthly attendance Preview: Within his probationary period HRD observe his/her
activity, specially attendance and evaluate his/her performance. In the probationary
period he/she won’t get any leave and cut down his/her salary for leave.
4. Provid him/her salary according to his/her attendance: Already said that In the
probationary period he/she won’t get any leave and cut down his/her salary for leave.
So end of the month he/she will get salary according to his attendance.
5. Provid tools like mobile, sim card, notebook, PC etc.: HRD provide him/her some
essential tools like mobile, Sim card, notebook, PC etc. from the company.

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Chapter-6
Training and Development

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6.1: Training
Training is the acquisition of knowledge, skills, and competencies as a result of the
teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. Training has specific goals of improving one's capability,
capacity, productivity and performance.
Training usually refers to the teaching operational or technical employees how to do
the job for which they were hired.—Ricky W. Griffin
Programs that are more present oriented, focuses on individual`s current jobs,
enhancing specific skills and abilities to immediately perform their jobs called
training.—DeCenzo & Robbins
6.2: Development
Development is the systematic use of scientific and technical knowledge to meet
specific objectives or requirements.
Development is the process of economic and social transformation that is based
on complex cultural and environmental factors and their interactions.
Any attempt to improve current or future management performance by imparting
knowledge, changing attitude or increasing skills.—Gray Dessler
6.3: Employee development
Employee development involves learning that will aid the organization and employee
later in the employee`s career.
6.4: Management development
Management development is a process of increasing efficiency and changing
behaviour pattern or mentally toward particular issues for the achievement of
organizational objectives. It mean for executive levels officers only.

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6.5: Relationship among education, training and
development
6.6: Strategic issue for organization
1. Rapid technological changes:
Rapid changes in technology continue to cause increasing rates of skills
obsolescence. In order to remain competitive, organizations need to continue
training their employees to use the best and latest technologies available.
2. Redesign of work:
The redesign of work into jobs having broader responsibilities requires employee to
assume more responsibility, take initiative and further develop interpersonal skills
to ensure their performance and success.
3. Mergers and acquisition:
Mergers and acquisitions have rapidly increased. These activities require integrating
employees of one organization into another having vastly different culture.
4. Movement of employees:
Employees are moving from one employer to another with far more frequency that
they did in the past. With less loyalty to a particular employer and more the
employees` own careers, more time must be sent on integrating new hires into the
workplace.
5. Globalization of business:
The globalization of business operations requires managers to acquire knowledge
and skill related language and cultural differences.

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6.7: Benefits of Training & Development:
1. Help in addressing employee weaknesses:
Most workers have certain weaknesses in their workplace, which hinder them from
giving the best services. Training assists in eliminating these weaknesses, by
strengthening workers skills. A well-organized development program helps employees
gain similar skills and knowledge, thus bringing them all to a higher uniform level.
This simply means that the whole workforce is reliable, so the company or
organization doesn’t have to rely only on specific employees.
2. Improvement in workers performance:
A properly trained employee becomes more informed about procedures for various
tasks. The worker confidence is also boosted by training and development. This
confidence comes from the fact that the employee is fully aware of his/her roles and
responsibilities. It helps the worker carry out the duties in better way and even find
new ideas to incorporate in the daily execution of duty.
3. Consistency in duty performance:
A well-organized training and development program gives the
workers constant knowledge and experience. Consistency is very vital when it comes
to an organization or company’s procedures and policies. This mostly includes
administrative procedures and ethics during execution of duty.
4. Ensuring worker satisfaction:
Training and development makes the employee also feel satisfied with the role they
play in the company or organization. This is driven by the great ability they gain to
execute their duties. They feel they belong to the company or the organization that
they work for and the only way to reward it is giving the best services they can.
5. Increased productivity:
Through training and development the employee acquires all the knowledge and
skills needed in their day to day tasks. Workers can perform at a faster rate and with
efficiency thus increasing overall productivity of the company. They also gain new
tactics of overcoming challenges when they face them.
6. Improved quality of services and products:
Employees gain standard methods to use in their tasks. They are also able to maintain
uniformity in the output they give. This results with a company that gives satisfying
services or goods.
7. Reduced cost:

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ORGANISATIONAL OBJECTIVES AND STRATEGIES
ASSESSMENT OF TRAINING NEEDS
ESTABLISHMENT OF TRAINING AND DEVELOPMENT
GOALS
DEVISING TRAINING AND DEVELOPMENT PROGRAMME
IMPLEMENTATION OF TRAINING AND DEVELOPMENT
PROGRAMME
EVALUATION OF RESULTS
As a results of training and development optimal utilization of resources in a company
or organization. There is no wastage of resources, which may cause extra expenses.
Accidents are also reduced during working. All the machines and resources are used
economically, reducing expenditure.
8. Reduction in supervision:
The moment they gain the necessary skills and knowledge, employees will become
more confident. They will become self-reliant and require only little guidance as they
perform their tasks. The supervisor can depend on the employee’s decision to give
quality output. This relieves supervisors the burden of constantly having to give
directives on what should be done.
6.8: Training and Development Process
Process of training and development is a well-planned process. The following graph
represents this in a graphical manner:
Figure: Training and Development Process

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6.9: How to develop a successful training programs in
an organization?
There are two keys to developing successful training programs in organization:
1. Planning and strategizing training:
The first key to developing successful training programs in organization is the
planning and strategizing training. This involves four distinct steps:
1. Assessment
2. The Establishment of Objectives and Measures
3. Design and Delivery
4. Evaluation
Figure: Planning and strategizing training
i. Needs Assessment:
 Organizational level:
 How does the training relate to organizational objectives?
 How does training impact day to day workplace dynamics?
 What are the costs and expected benefits of the training?
 Task level:
 What responsibilities are assigned to the job?
 What skills or knowledge are needed for successful performance?
 Should the learning settings be the actual job settings?
Training
Program Key
Planning and strategizing training Integrating training with performance
management system and compensations
Assessment
Organization
Task
Individual
The Establishment
of Objectives &
Measures
Design & Delivery
Interference
Transfer
On the Job
Off the Job
Online
Evaluation

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 What are the implications of mistakes?
 How can the job provide the employee with direct feedback?
 How similar to or different from the training needs of other jobs and
needs of this jobs?
 Individual level:
 What knowledge, skills and abilities do trainees already have?
 What are the trainees learning styles?
 What special needs do the trainees have?
ii. The establishment of objectives and measures:
After training needs have been assessed, objectives for the training activities
must be developed. These objectives should follow directly from the assessed
needs and be described in specific measurable terms. Measures should be stated
terms of both employee behaviours as well as the results that are expected to
follow such behaviour.
iii. Design and delivery of the job:
 Interference: Interference occurs when prior training, learning, or
established habits act as a block or obstacle in the learning process.
 Transfer: Transfer refers to whether the trainee or learner can actually
perform the new skills or use the new knowledge on the job. Transfer can be
facilitated by delivering the training in an environment that simulates the
actual job conditions as much as possible. In some cases, it may be feasible to
provide directly.
 On the job training: Where the employee is trained under the exact working
conditions in which he or she will be expected to perform. However in other
cases, it may not be feasible, and the delivery of the training should then
replicate exact working conditions as much as possible.
 Off the job training: Off the job training allows learners to focus on their
learning by minimizing interruptions or distractions that might take place in
the actual work environment.
 Online: Online computer based instruction provides a number of benefits. It
is self-paced allowing different individuals to learn and absorb material at
their own level of comfort and understanding.

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iv. Evaluation:
Evaluation should be an integral part of overall training program. It provides
feedback on effectiveness of training program. Evaluation criteria should be
established in cycle with and parallel to training objectives.
Four levels of training evaluation:
Level Questions being asked Measures
Results
Behaviour
Learning
Reaction
Figure: Four levels of training evaluation
Is the organization or unit
better because of the
training?
Are trainees behaving differently on the
job after training?
Are they using the skills and knowledge
which learned in the training?
To what extent do trainees have greater
knowledge or skill after the training
program than they did before?
Did the trainees like the program, the trainers, and the
facilities?
Do they think the course was useful?
What improvements can they suggest?
Accidents
Qualities
Productivity
Turnover, Morale
Costs, Profits
Performance
appraisal by
superior, peer, client,
subordinate
Written tests
Performance tests
Graded simulations
Questionnaires

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6.10: How to Develop an Effective Training Strategy
An effective training strategy is vital for the success of your company; it can serve as a
means to develop your people and can also become an effective recruiting and retention
tool. Developing a strategy for training gives your company a competitive advantage and
helps propel you into the future. The plan needs to be comprehensive, and every employee
needs to understand it so that everyone gets the appropriate training at the right time.
Step 1
Meet with your company leaders and determine your organization's business strategy and
mission statement. Discuss the goals and objectives of your company, including its human
resource needs. Meet with your human resource leaders and discuss their employee
development needs. Review previous training files and documentation. Discuss overall
training needs with operational and human resource managers.
Step 2
Identify training needs by comparing company goals and human resource needs. Discover
gaps between company goals and employee development needs. Create training objectives
to meet performance gaps. Formulate specific learning strategies to overcome performance
gaps. Distinguish between training needs and other performance issues.
Step 3
Develop your training plan to narrow performance gaps. Establish learning objectives for
each training program. Identify programs that employees need to attend. Ensure that training
is included in all employee evaluations. Establish a learning management system, or LMS,
that allows for registration, administration and tracking for all employee training programs.
Step 4
Obtain management support and agreement before you implement your plan. Review your
plan with your leaders and obtain buy-in for its execution. Answer all questions and resolve
any remaining issues with your training strategy. Prepare all materials and finalize your
plan.
Step 5
Schedule and implement your plan. Identify resources for your training. Select and train
instructors, and reserve training facilities. Distribute the training schedule, and review it
with all managers and leaders. Assign students to programs using your learning
management system. Implement your training strategy, and monitor progress at least
monthly.

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6.11: Training and Development Process of BBS Cables
Limited.
After all the assessment they found that if they provide some facilities they the staffs
could be very efficient and those facilities are:
 On-the job training: it’s a training which is operated at the sight of the company
or training is carried out the working is running, it is really an effective process
played by various well leading company and this system also played by the
Nestle, but it is also a unavoidable risk because all new staffs can make a mistake
or cause a loss to the company, therefore company plays that system when it’s
right to do so. It is effective, when a major levelled employee do a mistake by
mistakenly then, for making an improvement Nestle company plays that system.
 Local training: these trainings are carried out within the country by reputed
training institution from, Bangladesh slavery and labour training institute and
consultant from foreign training institutes are invited to conduct training. These
trainings are usually take place at a different venue other that the office.
 In- house training: these trainings are basically held within the office premises
and usually get conducted by the senior managers who are specialist in different
field.
 Training about the market survey: company plays a vital role in the market
survey by sending their staff at market and operate a project by management to get
the fluency and efficiency of the staffs.
 Diversification training: it’s a process of training where staffs work at the
different level and post of the management and identify the efficiency and
effectiveness of their work ability.
 Off-the job training: this process is also an effective training for internal staffs
but it can be painful and fluctuate staff’s confidence and motivation, because it is
quiet time consuming and costly which bared by company, but in may stages of
the efficiency of a company or to make an efficient staff company may play this
training. Where any temporary staff may work for the company with or without

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wages and this is actually not a job but binding for the staff to be full time staff,
which is also depends on the performance of the staff.
 Apprenticeship training: it is a process by which people become skilled worked
through a combination of classroom instruction and on the job training. It is
widely used to train individuals for many occupations. It traditionally involves
having the learner apprentice study under the tutelage of a master craftsperson.
 Computer based training: now a day all most all companies provide training to
their staffs by computers and projectors, this system is so much effective and time
saving device. By this, companies can express their plans, training, what to do and
what is restricted by company and other authorities; it is a total pack of direct
communication and training process

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Chapter-7
Attendance
&
Punctuality Management

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7.1: Attendance & Punctuality policy
Timely and regular attendance is an expectation of performance for all Vanderbilt
employees. To ensure adequate staffing, positive employee morale, and to meet expected
productivity standards throughout the organization, employees will be held accountable for
adhering to their workplace schedule. In the event an employee is unable to meet this
expectation, he/she must obtain approval from their supervisor in advance of any requested
schedule changes. This approval includes requests to use appropriate accruals, as well as
late arrivals to or early departures from work. Departments have discretion to evaluate
extraordinary circumstances of a tardy, absence or failure to clock-in or clock-out and
determine whether or not to count the incident as an occurrence. HR Consultants are
available to advise supervisors regarding the evaluation of extenuating circumstances.
7.2: Purpose of Attendance & Punctuality Management
The purpose of attendance management is to develop a willingness on the part of all
employees to attend work regularly and to assist them in motivating their co-workers to
attend work regularly. This can be done through
 Addressing the physical and emotional needs of employees
 Communicating the attendance goals of the organization so employees can
understand and identify with them
 Dealing with cases of excessive absenteeism effectively and fairly to produce
deterrence.
 Successful administration of an attendance management program requires managers
and supervisors to be aware of, and to create work environments in which the
following can be actualized;
 The greater the extent to which individuals identify with the goals of the organization
and care what happens to it, the greater their motivation to be regular in attendance.
 The more that people find their jobs meaningful to them, the greater their motivation
to be regular in attendance.

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 As employees’ workloads increase due to the absence of a co-worker, peer pressure
is exerted on the absent co-worker to attend work on a regular basis.
 The more people like working for the organization, the higher their motivation to
attend regularly. Recognition of good employee attendance helps improve
attendance.
 Employees will have a lower absence ratio if they feel free to discuss their on-the-job
problems with their immediate supervisor.
 Employees with a low absence ratio feel confidence and have supportive
relationships in their workplace. Low absence ratio employees are found to be more
satisfied with their opportunity for promotion and upgrading.
7.3: Committed to Attendance
This paper provides the information necessary to begin an effective attendance management
program, which will yield long-term results. This paper is intended to be a guide rather than
an instruction manual or policy. To make an attendance management program truly
successful, it will require insight into the special dynamics present in your work place. It
will require two-way communication, as both the needs of the employees and of
management must be met if good attendance is to be achieved. Attendance is the
responsibility of everyone, especially those who directly manage the human resources of
your organization.
Attendance is not only an expectation; employers have the right to receive good attendance.
Each and every employee has a contractual obligation to attend work regularly. All levels of
management must believe in, be committed to, and communicate their expectations of good
attendance. If a specific number of sick days are considered acceptable per employee, at
best that will be the result. Employees will live up to the expectations that you set for them.
Expectations must be clear to both management and employees in order for an attendance
management program to get maximum results. Goals must be tangible. Attendance
expectations must be clearly communicated and followed.

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7.4: Working Days and Times of BBS Cables LTD.
 Working Days in a week : 6 Days.
 Working Time : 09:00am To 05:30pm
HR Department consider up to 15 minutes late for specific reason as like traffic jam, strikes
and other natural disaster. If anyone practices it’s every day it isn’t considerable. 15 minutes
after 9.00 AM consider as grace timing for due attendance. But attendance after 9.15 PM
treats as late attendance.
7.5: Disciplinary action for late attendance in BBS
Cables Limited
For every three days late attendance one day’s leave is deducted. First the casual leave is
adjusted, then earned leave and after that salary of one day is deducted for every three day’s
late attendance in office.

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Chapter-8
Leave Management:

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8.1: Leave Management
Leave Management is a program that is administered by the Department of Human
Resources. Leave is granted to eligible full-time, part-time, time-limited and trainee
employees.
Employees Leave Management helps Finance and HR Departments sleep better at night
knowing that their leave programs are efficiently managed and accurately tracked.
8.2: Yearly Leave of BBS Cables Ltd.
Yearly leave
SL. No. Type of Leave Days Remark
01 Government holidays -- According to declare by Government
02 Earning leave 15 Days If not will be paid
03 Casual leave 8 Days --------
04 Maternity leave 3 Months Maximum 2 times
05 Paternity leave 3 Days Maximum 2 times
06 Medical leave -- According to the proper document
All employees of BBS Cables Ltd. Enjoy leave facility according to company’s policy.
However, the management of the company has accepted following leave policy for its
employees while they are in the service of the company.
 Government Holidays: BBS Cables Ltd. Maintain all compulsory holidays
according to the government declaration. But they don’t allow the leave of
optional holidays.
 Earned Leave: An employee can enjoy maximum 15 days leave as earned leave
in a calendar year. If not enjoyed or the remaining balance of Earned Leave can
be on-cashed at the end of the year, for which the basis of calculation is done on
last drawn basic pay of the concerned employee. Earn leave can consume after 3
months of joining date.
 Casual Leave: An employee can enjoy maximum eight days leave in a calendar
year. If not enjoyed or the remaining balance of Casual Leave can’t be en-cashed
or not be carried forward to the next year. At the end of the year remaining

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balance of the Casual Leave will be lapsed. Casual leave can consume after 6
months of joining date.
 Maternity Leave: Female employees can enjoy maternity leave due to her
pregnancy. One can take maximum 3 month leave for the reason of her physical
condition. Maternity leave can consume only for 2 times.
 Paternity Leave: An employee can take 3 days paternity leave for the reason of
his wife pregnancy and newly born child. Paternity leave also can consume
maximum 2 times.
 Special Leave: For the different kind of terms and policy an employee can enjoy
some special leave.
 Sick Leave/ Medical Leave: An employee can enjoy maximum 14 days leave as
sick /medical leave in a calendar year. For that leave, employee must have to
submit medical certificate.
8.3: Terms and Condition for enjoying Leave
BBS Cables Limited has some Terms and Conditions in case of considering any leave.
Those terms and conditions are mentioned below:
 Leave cannot be claimed as a matter of right.
 All leave application (shown as Annexure-7) has a process which approved by
the management.
 The management may grant or reject the leave application.
 All leave except sick leave should have prior permission from the management.
 No leave shall be carried forward to the next year.
 Casual leave can’t be taken for more than three days at an instance.
 Only remaining balance of Earned Leave can be en-cashed at the end of the end
of the year.
8.4: Leave System of BBS Cables Ltd.
 First of all employee need to fill up the leaving form and then submit to the HRD. A
format of leave application is enclosed as Annexure-7
 HRD justify the leaving option.
 Then HRD grant the leave application and forward to the authority to sign.

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8.5: Attendance sheet prepared by HRD
Every employee has a Leave Record file of his total leave record. HRD have to prepare and
update the attendance list of whole branches of employee for a month. And then HRD send
the documents of attendance to the accounts. The record card is enclosed as Annexure-8
N.B: It must input on the online server of BBS Cables LTD.
8.6: Benefit of Leave Management
Leave Management is a program that is administered by the Department of Human
Resources. Leave is granted to eligible full-time, part-time, time-limited and trainee
employees.
Employees Leave Management helps Finance and HR Departments sleep better at night
knowing that their leave programs are efficiently managed and accurately tracked.
 Using Leave Management, Employees can:
a. View time earned, time taken and remaining balance for each policy
assigned
b. Model available time balance as of a specific date to get a real time snap
shot of balance information
c. Enter and request time off
d. Carryover accrued time
e. View time off transaction history
 Using Leave Management, HR Professionals can:
a. Perform all of the functions that employees and managers can perform
b. Edit leave records
c. Delete leave records
d. Manage leave policy assignments
e. Edit the employee's service date
f. Assign leave policies during the hire process
g. Report on aggregate data for leave policies

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Chapter-9
Performance Management

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9.1: Performance management (PM)
Performance management (PM) includes activities which ensure that goals are
consistently being met in an effective and efficient manner. Performance management can
focus on the performance of an organization, a department, employee, or even the processes
to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and
employees to strategic objectives and priorities.
Armstrong and Baron (1998) defined it as a “strategic and integrated approach to increase
the effectiveness of companies by improving the performance of the people who work in
them and by developing the capabilities of teams and individual contributors.”
--Wikipedia
9.2: Performance Appraisal
It may be possible to get all employees to reconcile personal goals with organizational goals
and increase productivity and profitability of an organization using this process. It can be
applied by organizations or a single department or section inside an organization, as well as
an individual person.
“It is a systematic evaluation of an individual with respect to performance on the job and
individual’s potential for development.”
Performance Appraisals is the assessment of individual’s performance in a systematic way.
It is a developmental tool used for all round development of the employee and the
organization. The performance is measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility and health. Assessment should be confined to past as well as
potential performance also. The second definition is more focused on behaviours as a part of
assessment because behaviours do affect job results.

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9.3: Goals/Objectives of Performance Appraisal
General Goals Specific Goals
Developmental Use  Individual needs
 Performance feedback
 Transfers and Placements
 Strengths and Development needs
Administrative Decisions / Uses  Salary
 Promotion
 Retention / Termination
 Recognition
 Lay offs
 Poor Performers identification
Organizational Maintenance  HR Planning
 Training Needs
 Organizational Goal achievements
 Goal Identification
 HR Systems Evaluation
 Reinforcement of organizational
needs
Documentation  Validation Research
 For HR Decisions
 Legal Requirements
Additional objectives of Performance
appraisal:
 To review the performance of the
employees over a given period of
time
 To judge the gap between the
actual and the desired
performance.
 To help the management in
exercising organizational control.
 Helps to strengthen the
relationship and communication
between superior – subordinates
and management – employees.

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 To provide feedback to the
employees regarding their past
performance.
 Provide information to assist in the
other personal decisions in the
organization.
 Provide clarity of the expectations
and responsibilities of the functions
to be performed by the employees.
 To judge the effectiveness of the
other human resource functions of
the organization such as
recruitment, selection, training and
development.
 To reduce the grievances of the
employees.
9.4: Criteria for good appraisal system
There are four desirable criteria that must be fulfilled by a good appraisal system
a. Validity: A performance appraisal system must be valid. It will be valid if the
performance is measured by covering all relevant factors that influence
performance.
b. Reliability: Reliability of performance depends on performance ratters. It will be
reliable if the performance of an employee is measured by two rates that have a
similar background.
c. Freedom from bias: Freedom from bias has two components. These are-
a. Legal issue of fairness: An appraisal system is free from bias if it is fair to
all employees regardless of their race, sex, national origin, colour, and so
on.
b. Freedom from rating errors: A performance appraisal will be free from
bias if the system is free from rating error. This rating is totally happened
by the ratter.
d. Practicality: A good appraisal system should have benefit comparing to coast, it
takes time, effort and money to develop, implement and use a performance
appraisal system. So, if the benefits the performance appraisal systems aren’t
satisfactory then it won’t be usable.

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9.5: Methods of appraising performance
Numerous methods have been devised to measure the quantity and quality of performance
appraisals. Each of the methods is effective for some purposes for some organizations only.
None should be dismissed or accepted as appropriate except as they relate to the particular
needs of the organization or an employee.
All methods of appraisals can be divided into two different categories.
 Past Oriented Methods
 Future Oriented Methods
Past Oriented Methods:
 Rating Scales: Rating scales consists of several numerical scales representing job
related performance criterions such as dependability, initiative, output, attendance,
attitude etc. Each scales ranges from excellent to poor. The total numerical scores are
computed and final conclusions are derived. Advantages – Adaptability, easy to use,
low cost, every type of job can be evaluated, large number of employees covered, no
formal training required. Disadvantages – Ratter’s biases
 Checklist: Under this method, checklist of statements of traits of employee in the
form of Yes or No based questions is prepared. Here the ratter only does the
reporting or checking and HR department does the actual evaluation. Advantages –
economy, ease of administration, limited training required, standardization.
Disadvantages – Ratters biases, use of improper weighs by HR, does not allow ratter
to give relative ratings
 Forced Choice Method: The series of statements arranged in the blocks of two or
more are given and the ratter indicates which statement is true or false. The ratter is
forced to make a choice. HR department does actual assessment. Advantages –
Absence of personal biases because of forced choice. Disadvantages – Statements
may be wrongly framed.
 Forced Distribution Method: here employees are clustered around a high point on a
rating scale. Ratter is compelled to distribute the employees on all points on the
scale. It is assumed that the performance is conformed to normal distribution.
Advantages – Eliminates Disadvantages – Assumption of normal distribution,
unrealistic, errors of central tendency.
 Critical Incidents Method: The approach is focused on certain critical behaviours
of employee that makes all the difference in the performance. Supervisors as and
when they occur record such incidents. Advantages – Evaluations are based on actual
job behaviours, ratings are supported by descriptions, feedback is easy, reduces
regency biases, chances of subordinate improvement are high. Disadvantages –

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Negative incidents can be prioritized, forgetting incidents, overly close supervision;
feedback may be too much and may appear to be punishment.
 Behaviourally Anchored Rating Scales: statements of effective and ineffective
behaviours determine the points. They are said to be behaviourally anchored. The
ratter is supposed to say, which behaviour describes the employee performance.
Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
 Field Review Method: This is an appraisal done by someone outside employees’
own department usually from corporate or HR department. Advantages – Useful for
managerial level promotions, when comparable information is needed,
Disadvantages – Outsider is generally not familiar with employees work
environment, Observation of actual behaviours not possible.
 Performance Tests & Observations: This is based on the test of knowledge or
skills. The tests may be written or an actual presentation of skills. Tests must be
reliable and validated to be useful. Advantage – Tests may be apt to measure
potential more than actual performance. Disadvantages – Tests may suffer if costs of
test development or administration are high.
 Confidential Records: Mostly used by government departments, however its
application in industry is not ruled out. Here the report is given in the form of Annual
Confidentiality Report (ACR) and may record ratings with respect to following
items; attendance, self-expression, team work, leadership, initiative, technical ability,
reasoning ability, originality and resourcefulness etc. The system is highly secretive
and confidential. Feedback to the assessment is given only in case of an adverse
entry. Disadvantage is that it is highly subjective and ratings can be manipulated
because the evaluations are linked to HR actions like promotions etc.
 Essay Method: In this method the ratter writes down the employee description in
detail within a number of broad categories like, overall impression of performance,
promote ability of employee, existing capabilities and qualifications of performing
jobs, strengths and weaknesses and training needs of the employee. Advantage – It is
extremely useful in filing information gaps about the employees that often occur in a
better-structured checklist. Disadvantages – It its highly dependent upon the writing
skills of ratter and most of them are not good writers. They may get confused success
depends on the memory power of ratters.
 Cost Accounting Method: Here performance is evaluated from the monetary returns
yields to his or her organization. Cost to keep employee, and benefit the organization
derives is ascertained. Hence it is more dependent upon cost and benefit analysis.
 Comparative Evaluation Method (Ranking & Paired Comparisons): These are
collection of different methods that compare performance with that of other co-

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workers. The usual techniques used may be ranking methods and paired comparison
method.
 Ranking Methods: Superior ranks his worker based on merit, from best to worst.
However how best and why best are not elaborated in this method. It is easy to
administer and explanation.
 Paired Comparison Methods: In this method each employee is rated with another
employee in the form of pairs. The number of comparisons may be calculated with
the help of a formula as under.
Future Oriented Methods
 Management by Objectives: It means management by objectives and the
performance is rated against the achievement of objectives stated by the
management.
 Psychological Appraisals: These appraisals are more directed to assess employees’
potential for future performance rather than the past one. It is done in the form of in-
depth interviews, psychological tests, and discussion with supervisors and review of
other evaluations. It is more focused on employees emotional, intellectual, and
motivational and other personal characteristics affecting his performance. This
approach is slow and costly and may be useful for bright young members who may
have considerable potential. However quality of these appraisals largely depends
upon the skills of psychologists who perform the evaluation.
 Assessment Centres: This technique was first developed in USA and UK in 1943.
An assessment centre is a central location where managers may come together to
have their participation in job related exercises evaluated by trained observers. It is
more focused on observation of behaviours across a series of select exercises or work
samples. Assesses are requested to participate in in-basket exercises, work groups,
computer simulations, role playing and other similar activities which require same
attributes for successful performance in actual job. The characteristics assessed in
assessment centre can be assertiveness, persuasive ability, communicating ability,
planning and organizational ability, self-confidence, resistance to stress, energy level,
decision making, sensitivity to feelings, administrative ability, creativity and mental
alertness etc. Disadvantages – Costs of employees traveling and lodging,
psychologists, ratings strongly influenced by assassin’s inter-personal skills. Solid
performers may feel suffocated in simulated situations. Those who are not selected
for this also may get affected.
 360-Degree Feedback: It is a technique which is systematic collection of
performance data on an individual group, derived from a number of stakeholders like
immediate supervisors, team members, customers, peers and self. In fact anyone who

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has useful information on how an employee does a job may be one of the appraisers.
This technique is highly useful in terms of broader perspective, greater self-
development and multi-source feedback is useful. 360-degree appraisals are useful to
measure inter-personal skills, customer satisfaction and team building skills.
However on the negative side, receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple ratters may be less adept at providing balanced
and objective feedback.
9.6: Performance appraising system of BBS Cables
Limited
To evaluate the employees of BBS Cables throughout the year “Performance Appraisal
System” is used. Performance of the employee is measured by at least 10 key performance
indicators which is determined by the Management. Total marks for performance appraisal
is 100. Mark wise promotion and increment is mentioned below:
Rating Status Appraisal
01 Outstanding (Marks above 80) 14% to 15% increment on gross
salary.
02 Superior (Marks 61to79) 11% to 13% increment on gross
salary.
03 Satisfactory (Marks 45 to 60) 8% to 10% increment on gross salary.
04 Under Performer (Marks 30 to
45)
5% increment on gross salary.
05 Exit Category (Marks below30) Can be asked for resignation or
termination.
A format of performance apprising form enclose as Annexer-09

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Chapter-10
Compensation Management:
Salary, Benefits & Motivation

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10.1: Compensation
Compensation Management is more than just the means to attract and retain talented
employees. In today’s competitive labour market, organizations need to fully leverage their
human capital to sustain a competitive position. This requires integrating employee
processes, information and programs with organizational processes and strategies to achieve
optimal organizational results.
Compensation is the remuneration received by an employee in return for his/her
contribution to the organization. It is an organized practice that involves balancing the
work-employee relation by providing monetary and non-monetary benefits to employees.
10.2: How to Develop a Compensaton Plan
A compensation plan should be an incentive for the employee to full fill company's goals. It
should also benefit the employer. Therefore, a compensation plan is typically a win-win for
all parties involved. If you are looking for steps to develop a compensation plan, consider
the following recommendations.
1. Determine your company's vision and how your benefits package can reflect
this:
If you are an employee orientated business that wants to nurture staff in order to keep them
for many years, then your compensation plan should reflect this. A strong retirement plan
with a generous matching system would entice employees to stay, as would a tuition
reimbursement plan or a substantial commission for a sales position.
2. Recognize that your compensation plan needs to fit into your budget, especially
if you are a start-up business.
Even if your profit is doing well currently, your compensation plan needs to stay consistent,
even during the off years. At the same time, you don't want to offer a meagre compensation
plan if profits are high, simply because profit may not be high one year. For this reason,
your compensation plan can include a flexible option. You could offer bonuses based on
production or sales. This would be an incentive for staff to work harder to achieve bonus
status.
3. Research the options:
There are many benefits that you can include in your compensation plan in addition to
bonuses and other merit incentives.

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4. Offer a compensation plan that includes a mix of benefits:
 Include both short and long term options in your compensation plan. Ideally, your
plan should have benefits that reward employees in the short run, such as bonuses
and commissions. It should also have long term benefits, such as healthy retirement
plans.
 Provide a health plan and possibly a dental plan, if it's in the budget. You may also
want to include a flexible spending benefit.
 Consider opportunities to excel with tuition reimbursement or promotions and pay
raises.
 Provide family orientated benefits, such as an onsite childcare or day care
reimbursement.
5. Don't be too generous with your compensation plan.
If your business does not do well, you will likely have to pull expenses from your benefits,
and this may cause resentment among your staff. It is always easier to add a benefit then
take one away. So be realistic when designing compensation plans.
6. Be clear when putting your compensation plan into your company policy book.
You may want to involve your lawyer to ensure that nothing is left vague. When hiring new
employees, you may want to go over your benefits plan so that if there are any questions,
the new employee can have you address them immediately.
10.3: Importance of Good Compensation Package
 A good compensation package is important to motivate the employees to increase the
organizational productivity.
 Unless compensation is provided no one will come and work for the organization.
Thus, compensation helps in running an organization effectively and accomplishing
its goals.
 Salary is just a part of the compensation system, the employees have other
psychological and self-actualization needs to full fill. Thus, compensation serves the
purpose.
 The most competitive compensation will help the organization to attract and sustain
the best talent. The compensation package should be as per industry standards.
10.4
Salary Distribution System of BBS Cables Ltd.
HRD justify the attendance of all employee of a month.
Then HRD grant employee salary payments which is given by accounts.

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10.5: Employee Benefits
Employee benefits are optional, non-wage compensation provided to employees in addition
to their normal wages or salaries. These types of benefits may include group insurance
(health, dental, vision, life etc.), disability income protection, retirement benefits, day care,
tuition reimbursement, sick leave, vacation (paid and non-paid), funding of education, as
well as flexible and alternative work arrangements.
10.6: Advantages of offering benefits to employees
 By providing increased access and flexibility in employee benefits, employers can not
only recruit but retain qualified employees.
 Providing benefits to employees is seen as managing high-risk coverage at low costs
and easing the company's financial burden.
 Employee benefits have been proven to improve productivity because employees are
more effective with they are assured of security for themselves and their families.
 Employees can experience a peace of mind which leads to increased productivity and
satisfaction by being assured that they are their families are protected in any mishap.
 Employees can feel a sense of pride in their employer if they are satisfied with the
coverage they receive.
10.7: Motivation of Employee
Motivation is the willingness to exert high levels of effort toward organizational goals
conditioned by the effort's ability to satisfy some individual need.
Motivation is not a simple concept; instead, motivation pertains to various drives, desires,
needs, wishes and other forces. Managers motivate by providing an environment that
induces organization members to contribute.

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10.8: Beneficiary Services of BBS Cables to Motivate
Employees
Motivational tools used in BBS Cables Ltd.
Non-financial Benefits Financial Benefits
 Job security  Salary
 Praise, recognition and reward  Bonus (2 Eid Festivals)
 Feedback  Incentive
 Competition  Production bonus
 Participation in management  Yearly Increment
 Autonomy in work Fringe Benefits:
 Opportunity for promotion  Medical allowances
 Delegation of authority and
responsibility
 Travel allowances
 Goodwill  Dearness allowances
 Training facilities  Housing facilities
 Good working environment  Food benefits
 Cafeteria  Retirement related benefits Upcoming
 Transport facilities  Earn leave (if not will pay)
 Dealer Conference  Casual leave
 Corporate Night  Maternity leave
 Iftar Party  Paternity leave
 Picnic  Insurance Upcoming
 Internet facilities  Mobile handset
  Mobile bill
  Lunch allowance S & M
  Tiffin Factory
  Loan facilities
  Welfare fund

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Chapter-11
Employee Satisfaction

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11.1: Employee satisfaction
Employee satisfaction or job satisfaction is, quite simply, how content or satisfied
employees are with their jobs. Employee satisfaction is typically measured using an
employee satisfaction survey. These surveys address topics such as compensation,
workload, perceptions of management, flexibility, teamwork, resources, etc.
These things are all important to companies who want to keep their employees happy and
reduce turnover, but employee satisfaction is only a part of the overall solution. In fact, for
some organizations, satisfied employees are people the organization might be better off
without.
11.2: Benefits of Employee satisfaction
Employers are faced with the task of motivating employees and creating high job
satisfaction among their staff. Creating programs and policies that develop job satisfaction
and serve to motivate employees takes time and money to create. When the employer
understands the benefits of job satisfaction and motivation in the workplace, though, the
investment in employee-related policies can be justified.
 Job Duties
Employees who are satisfied with their jobs and motivated by the company to succeed
will also work to create more efficient job processes. Managers should meet at least
monthly with employees to discuss the efficiency of their job duties and how they can be
improved to increase productivity. The company that sets out to create a satisfying
workplace will be privy to feedback from employees who would like to increase the
level of job satisfaction they experience, resulting in open communication between
management personnel and workers. Employees will want to maintain that satisfying
work environment, and they will regularly supply opinions and feedback that they feel is
necessary to preserve the positive workplace atmosphere.
 Volunteering
When staff members are unmotivated and dissatisfied with their jobs, they tend to not
pursue additional tasks that may help the company succeed. For example, dissatisfied
employees will generally not offer to volunteer for committees that plan the annual
company picnic or help move departments from one part of the office to another. When
the company creates an atmosphere of job satisfaction and properly motivates
employees, it can be easier to find volunteers to complete outside projects that are
necessary for improving company morale or the operation of the organization.

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 Customer Service
Job satisfaction among the entire staff creates a positive experience for customers as
well. Motivated warehouse employees work harder to speed up order fulfilment while
maintaining accuracy, building maintenance workers keep the office clean and
operational, and product repair personnel take it upon themselves to address customer
concerns directly rather than funnelling the customer through a sales or service associate.
 Patience
One of the benefits to a company that has a motivated and satisfied staff is patience.
When a new policy is put into effect or major changes are made to the way the company
does business, the entire company is affected. Employees who are satisfied in their jobs
are more apt to offer suggestions to make a transition smoother than disgruntled
employees. Additionally, as changes are made, motivated employees work as a team to
implement those changes as quickly and efficiently as possible.
11.3: Departments of BBS Cables Ltd.
SL No. Department Name
01 HR & Admin
02 Sales & Marketing
03 Distribution
04 Accounting & Finance
05 Audit
06 Procurement
07 Brand
08 IT
09 Customer Service
10 Vat & Tax
11 Commercial
12 Distribution
13 Transport
Factory
14 Administration
15 Accounts
16 Production
17 PVC Compound
18 Maintenance
19 Store
20 QC, Design & R&D
21 Operation

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11.4: Number of Employee in BBS Cables Ltd.
SL No. Sales Center Name HR S & M Acc. Dist. Audit Brand. IT Proc. Com.
01 Barishal 1 3 1
02 Bogra 3 7 1 1
03 Chittagong 5 18 1
04 Chowmuhni 1 2 1
05 Comilla 1 3 1
06 Feni 1
07 Faridpur 1
08 Gazipur 1 3 1
09 Jessore 1 2 1
10 Kaptan Bazar 1 2 1
11 Khulna 1 2 1
12 Moulovi Bazar 1
13 Mymansingh 1 4 1
14 Narayangonj 1 1 1
15 Nawabpur 1 2 1
16 Rajshahi 1 3 1 1
17 Rangpur 3 3 1
18 Savar 1 2 1
19 Sylhet 2 8 1
20 Tangail 1
21 Uttara 2 3 1 2
Head Office
22 HR & Admin 24
23 Sales & Marketing 66
24 Accounts & Finance 13
25 Audit 6
26 Brand 2
27 IT 2
28 Distribution 3
29 Procurement 2
30 Commercial 3
Total 51 137 31 7 6 2 2 2 3
241
Factory 465
Total Employee 706

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11.5: Employee satisfaction report of BBSCL
I asked them (employees) 12 questions in the questioner. Questions are:
1. Working Environment.
2. Salary range.
3. Bonus facilities
4. Incentives
5. Satisfaction on your Supervisor (HR, Sales & Marketing, Distribution etc.)
6. Satisfaction on the management.
7. Satisfaction on the board of director.
8. Goodwill of company.
9. Job security.
10.Opportunity for promotion.
11.Training facilities
12.Appreciation for good work.
A format of questioner attach in Appendix-2. The report is below against data those given
by employees of BBSCL.
The pie chart shows that the working environment is very good according to 19%
employees, 41% said it’s good, 22% said it’s fair, 7% said it’s poor and 11% employee said
it’s very poor. According to this report employees are satisfied on working environment and
at the same time some employees also dissatisfied. So management should develop working
environment to remove the little dissatisfaction.
11%
7%
22%
41%
19%
1. Working Environment
Very Poor Poor Fair Good Very Good

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Salary range of BBSCL is very good according to 7% employees, 19% said it’s good, 37%
said it’s fair, 22% said it’s poor and 15% employee said it’s very poor. According to this
report salary range isn’t well in BBSCL. So management should develop salary structure to
increase employee satisfaction.
Bonus facilities of BBSCL is very good according to 22% employees, 33% said it’s good,
37% said it’s fair and 8% employee said it’s very poor. Overall employees are satisfied on
bonus facilities.
15%
22%
37%
19%
7%
2. Salary Range
8%
0%
37%
33%
22%
3. Bonus Facilities

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Incentives of BBSCL is very good according to 4% employees, 26% said it’s good, 33%
said it’s fair, 30% said it’s poor and 7% employee said it’s very poor. Employees are highly
dissatisfied on incentives. So management should develop incentive facilities to increase
employee satisfaction.
Satisfaction on supervisor means satisfaction on departmental head who supervised the
department. Such as Sr. Manger is the head of HR department, GM of sales & marketing
etc. Employee satisfaction on their supervisor is very good according to 22% employee,
22% said it’s good, 34% said it’s fair, and 22% employee said it’s poor. I think supervisor
of all departments should revaluate their self to make a sound industrial relation.
7%
30%
33%
26%
4%
4. Incentives
0%
22%
34%
22%
22%
5. Satisfaction on Supervisor

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Employee satisfaction on overall management is very good according to 11% employee,
59% said it’s good, 22% said it’s fair and 8% employee said its poor. Undoubtedly this is a
successful management. Just keep it up to continue growth of BBSCL.
Employee satisfaction on the board of director of BBSCL is very good according to 22%
employee, 59% said it’s good, 15% said its fair and 4% employee said it’s very poor. After
all the board of directors are successful to earn satisfaction of their employees. To increase
the growth of this company board of director should concern overall factor of employee
satisfaction.
0%
8%
22%
59%
11%
6. Satisfaction on the Management
4% 0%
15%
59%
22%
7. Satisfaction on the Board of director

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There 21% employee said that goodwill of BBSCL is very good, 47% employee said it’s
good, 25% said it’s fair and 7% employee said it’s poor. That’s good for BBSCL.
According to 26% employee of BBSCL job security is very good there, 44% said it’s good,
19% said it’s fair, 7% said it’s poor and 4% employee said it’s very poor. Job security is
most important to motivate employee of a company which present here.
0%
7%
25%
47%
21%
8. Goodwill of Company
4% 7%
19%
44%
26%
9. Job Security

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According to 26% employee of BBSCL that opportunity for promotion is good there, 30%
said it’s fair, 33% said it’s poor and 11% employee said it’s very poor. Opportunity for
promotion is most important to motivate employee of a company. But this is poor in
BBSCL. The HR department should develop the opportunity of promotion to motivate their
employee.
15% employee of BBSCL said that training facilities is good there, 11% said it’s fair, 44%
said it’s poor and 30% employee said it’s very poor. Training is a part of developing an
employee but unfortunately training facilities so much poor in BBSCL. Employees of
BBSCL want to take part in training program to achieve organizational goals. So HRD
should take proper step to develop training program.
11%
33%
30%
26%
0%
10. Opportunity for Promotion
30%
44%
11%
15%
0%
11. Training Facilities

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7% employee of BBSCL said that appreciation for good work is very good here, 19% said
it’s good, 33% said it’s fair, 19% said it’s poor and 22% employee said it’s very poor.
Everyone wants recognition of their work. This is non-financial motivational factor to
motivate employee. But the result of appreciation for good work in BBSCL isn’t optimal.
So HRD should take proper step to develop appreciation for good work in BBSCL.
22%
19%
33%
19%
7%
12. Appreciation for Good Work

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Chapter-12
Wind-Up Part

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12.1: Findings
During my internship period I observed some problems in BBS Cables, Which are given
below:
1. Some sales executive work by standing for unavailable of his desk and computer.
They share desk and computer with other. So working environment of marketing
isn’t suitable for sales executive in corporate office.
2. There is no despatcher. As a result latter and any other documents haven’t sent and
receive properly.
3. There is no store keeper to distribute stationary & other equipment to the department
and employees.
4. Customer care department hasn’t sufficient manpower.
5. Different departments are situated in different building. This is the reason of
increasing cost and lack of communication.
6. Brand department weren’t successful to advertise its name to all over the country.
Unless the position of BBS Cables Ltd is 2nd
in cables industry. They hire new idea
for greetings card, calendar etc. from outsourcing. So what’s the activity and need of
Brand department?
7. IT department isn’t enough strong. They can’t solve IT related problem in time.
8. BBS Cables Ltd unable to supply cables to the dealer and customer according to the
market demand.
9. They wishes their customer, employee, well-wisher and others with a nice greetings
card but in late on special days. Like as New Year. They also gifted calendar in late.
10. Distribution department of BBS Cables Ltd use online system (ERP) to process
delivery order (DO). But sales persons can’t use to entry details of their sales.
12.2: Recommendations
The recommendations for the above problems are given below:
1. BBS Cables Ltd should develop working environment by ensuring desk and
computer for all employee.
2. They should recruit a despatcher to avoid missing of latter and document.
3. BBSCL should recruit a store keeper to store and distribute stationary and other
equipment.
4. BBSCL should recruit sufficient manpower in customer care department for giving
proper service to their customer. BBS Cables already reach the higher level of the
market. So they have a lot of customer. So its need to increase the Customer Care
department to serve the customer continuously.

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5. All department of BBSCL should work together in one building. Which will be
decrease cost and increase cooperate with each department.
6. BBSCL should hire talent and creative person for brand department, who will
develop brand image and speared its name to all over the country.
7. In IT department also should hire talent, co-operative minded and skilful person to
develop IT department, who can ensure the safe technological process, which one is
best for the company. And concuss about the safety of ERP.
8. BBSCL already establish a new plant to fulfil market demand. They should also
produce more products to capture whole market of the country. For capturing more
attention of the customer and to increase the profit margin of BBS Cables should
open more showrooms in important market.
9. BBSCL should wish their customer, employee, well-wisher and others on time.
10. There should have scope to entry details of sales & delivery order in ERP by sales
person. Then it will be approved by distribution department and higher authority. I
think there is no need to involve account department. If it will apply then distribution
channel will be smooth and avoid wastage of time & work.
11. HR and management should physical contact with late comer.
12.3: Conclusion
“Human Resources management is the part of management function which is
concern with people at work and with their relationship within an enterprise”. HRM
is the part of the organization that is concerned with the ‘people’ dimension. HRM deals
with human relations of an organization starting from recruitment to management. It is a
process of acquisition, development, motivation, and maintenance of human resources of
an organization.
In this age of modern technology and inventions it is very hard to stay competitive for
the organization. Thought concept of organizations less than a hundred year old, it is
ruling all over the world. Sometimes organization determines the nature of rules and
regulations. This organization is a single entity but included many human beings into its
arena. Thus organization is the combined effort a group of human being.
Organization really does not do anything, man or woman dose it. As a result
organization becomes profitable, share of the companies get higher price in the market.
Behind everything, there is human being.
So, people are the main assets. They are current which runs the organization. Human
Resource works with these assets, which is more valuable than other product like
service, money or any other thing.

HR Practice in BBS Cables LTD.Final

HR Practice in BBS Cables LTD.Final

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