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CITY BANK
Term Paper
on
HUMAN RESOURCE MANAGEMENT PRACTICE IN CITY BANK
Prepared for:
Associate Prof: Dr. Sumayya Begum
Course Instructor: Human Resource Management
Prepared by:
Md. NorulBasor
ID No.
M1516031
Batch
MBA-16 (A)
Session
2014-15
Dear Mam:
SUBMISSION OF TERM PAPER
I have the pleasure to submit the term paper on Human Resource Management
Practice in City Bankfor your kind perusal and evaluation.
It is a matter of immense pleasure for me to have the opportunity to analyze the Human
Resource Management Practice in City Bank one of the dynamic process of HRM in
everysector of education. I am grateful to you for allowing me to carry out such term paper. I am
also grateful to you for necessary co-operation and assistance from you during my term paper. I
believe that the knowledge and experiences acquired while conducting this study will help me in
many ways and the readers as well in future.
I tried my best to accommodate my ideas and findings as specifically as you asked about within
the time frame and resources available. I hope that the idea presented in the assignment will
provide a clear picture about Human Resource Management Practice in City Bank.
I would like to mention that there might be some errors in the assignment that is totally
unintentional and due to professional hazard. I believe that you will consider such short comings
while you evaluate the term paper.
Sincerely Yours,
Md. NorulBasor
MBA -16(A).
Executive Summary
In the present situation of the banking sector is walking with competitive advantage, inspired
way, just like a panorama of a race to reach the leading position of the banking. Most of the bank
now concentrates of marketing feasibility to earn and generate opportunity to hold existing to
keep loyal customers, in the business humanity believed that loyal customers increase the
forthcoming gainful revenue. In this report I am trying to focus about the wide consumer
expectation, perception and its implementation possibility for the CBL to overcome the all kinds
of customer objections for the service failure and weakness.
First part of this report is based on the introduction which includes topics like origin, objective,
background, methodology, limitation of the study. Basically it defines the way and background
of the study to prepare the report. In the next part of the report highlights a brief background of
City Bank Limited, with their mission, vision, objective, business strategies. And also providing
a brief summary of all retail product and services offered by the City Bank.
Next part is basically about the tasks done by me during the internship. This report is also
consists of highlighting the general banking procedure by describing the entire departments
associated with general banking. This report is also consists of all the findings of the report
provided with some recommendation in order to improve customer service quality as well as
customer satisfaction level based on the observation and work experience during internship
period.
ACRONYMS
CBL
BB
SME
ATM
HR
HRM
Table of Contents
6
Description
Page no.
Prefatory part
Title Fly
Title Page
ii
Letter of Transmittal
iii
Executive Summary
iv
Acronyms
v
CHAPTER ONE
Body part
GENERAL INTRODUCTION
1.1 Introduction
CHAPTER TWO
LITERATURE REVIEW
2. LITERATURE REVIEW
2.2.1 Planning
2.2.3 Training
2.2.6 Compensation
CHAPTER THREE
MATERIALS AND METHODS
3.1 Location
10
11
3.2.1 Methodology
11
11
11
CHAPTER FOUR
INTRODUCTION OF THE COMPANY
4. Company Profile
12
4.1 Vision
13
4.2 Mission
13
4.3 Values
13
CHAPTER FIVE
14
14
14
15
16
16
17
5.6.1.1Advantages
17
5.6.1.2 Disadvantages
17
19
5.6.2.1 Advantages
19
5.6.2.2 Disadvantages
20
5.6.3
Results
Method
Management
by
Objectives (MBO)
20
20
20
21
5.6.3.4 Advantages
5.6.3.5 Disadvantages
5.6.3 Performance Appraisal System (PAS) of
City Bank Limited
22
23
24
24
25
25-26
CHAPTER SIX
FINDINGS AND RECOMMENDATIONS
6. FINDINGS
27
6.1 Recommendations
27
6.3 Conclusion
Appended Part
10
28-29
References
Questionnaire
vi
3132
References:
The City Bank [online] www.thecitybank.com
The City Bank Ltd. Annual Report 20102012 [online] Available at:
https://www.thecitybank.com.bd/annual_reports.php
The City Bank Ltd.: https://www.thecitybank.com.bd/news_details_2013.php?code=14 Bank
Account. (n.d.). Retrieved from immihelp:
http://www.immihelp.com/newcomer/bankaccount.html Cheque. (n.d.). Retrieved from.
Griffin, R. W. (2010) Management (10th Edition) SouthWestern Publishing Co.
Human Resource Management (HRM). [Online]
Availablehttp://www.managementstudyguide.com/humanresourcemanagement.htm at:<>
[Accessed 12 December 2012]
11
City Batra: Inhouse Newsletter for City Bank Staff ( 3rd issue) [online] Available at:<
https://www.thecitybank.com.bd/city_barta/City%20Barta.pdf AccessedDecember 2010]. Wiley,
John & Sons Publishing Co.
CHAPTER ONE
GENERAL INTRODUCTION
1.1 Introduction
With the increase in the size and complexity of business organization, man has become the most
important factor in business. Business needs people as owners, employees, and consumers.
Organizations need people to make them operated. An organization is nothing without human
resource. Of all the resources, the most important one is human resource, because human beings
play a dual role- as resource, as well as a motive force for all other resources by manipulating
them, by the way of developing, utilizing, commanding and controlling. So human resource
management (HRM) functions include recruitment, selection, training and development,
12
Specific objective
nature, so that I tried to construct this term paper with the help of available information.
1.4 Significance of the study
Knowledge and learning become perfect when it is associated with theory and practice.
Theoretical knowledge gets its perfection with practical application. As our educational system
predominantly text based, inclusion of practical orientation program, as an academic component
is as exception to the norm.
1.5 Scope of the study
As I am a MBA student, my scope was very much limited and restricted. I had maintained some
official formality for the collection of data of my term paper. This term paper mainly
encompassesthe Human Resource Practices of the City Bank Limited.
CHAPTER TWO
LITERATURE REVIEW
2. LITERATURE REVIEW
2.1Human Resource Management
In a rapid competitive business environment, the procedures of outlining the role, function and
process of Human Resource Management (HRM) within a dynamic and uncertain environment
are ongoing for many decades. In the early 1980s numerous books and articles were published
14
by American Business Schools professors to support the widely recognition of HRM concept,
and the environmental volatility in todays contemporary business that specifically identify
conflict and heterogeneity (Soderlund and Bredin, 2005). Due to its diverse origins and many
influences, HRM covers essential aspects of central concern in organizations such as individual,
practice, educational theory, social and organizational psychology, sociology, industrial relations,
and organizational theory (Soderlund and Bredin, 2005)..
To date there is no widely acceptable definition for HRM and what it entirely involves in our
daily business world (Brewster and Larsen, 2000). Fewer satisfactory definitions have been
propounded by different writer such as (Soderlund and Bredin, 2005), whom perceived HRM as
1) an executive personnel responsibility, that mainly concern with management activities; 2)
classified HRM as management philosophy that concerns with people treatment and, finally 3)
discerned HRM as interaction management between the firm and its people.
Due the conflicting theoretical conception and hypothetical disagreement about the general
acceptance of the definition, Price (2007) definition would be used to in this literature because it
better explained and cover huge areas of the study. According to Price (2007):
A philosophy of people management based on the belief that human resources are uniquely
important to sustained business success. An organization gains competitive advantage by using
its people effectively, drawing on their expertise and ingenuity to meet clearly defined objectives.
Human resource management is aimed at recruiting capable, flexible and committed people,
managing and rewarding their performance and developing key competencies.
The dynamic and uncertainty in HR contemporary organizations are tremendously moving
towards a radical dimension (Analoui, 2007). Recent debate by many researchers have laid more
emphasis about matching and incorporating the HR-department with other strategic functioning
departments within organization (Soderlund and Bredin, (2005); Analoui, (2007); Price, (2007).
2.2.1 Planning
Planning in Human Resource has been discussed in different HRM contexts for many years
(Wren, 1994). HR planning was initially an important aspect of job analyses and was often used
as bases for determining strengths and weaknesses among the employees and to develop the
skills and competences they needed (Gallagher, 2000). As individual career plans started to gain
more popularity, companies gradually started to pay more attention to the certain skills and
competences among individual employees as a way of aligning and dealing with the companies
succession planning (Kuratko and Morris (2002).
As this aspect been scrutinized rigorously by many researchers, HR planning is still a
complicating and complex issue of debate within the HR practices (Schuler, 1986). In 1978,
McBeath addressed his view of HR planning by highlighting a set of issues that he regarded as
being important with respect to the HR planning. These were;
An estimation of how many people the organization needed for the future
A determination of what ability, skills, and knowledge requires to compete
An evaluation of employees ability, skills and existing knowledge
A determination of how the company could fill the identified competence gaps
Storey (1995) argues that HR planning today is a very important task of every contemporary
organizations HR department. According to him, HR planning mainly involves the identification
of skills and competence within the organization, the filling of identified competence gaps, and
the facilitation of movements of employees within the organization. An essential part of the HR
planning is the succession planning which aims to ensure the supply of individuals and filling of
gaps on senior key positions when they become vacant and replenish competences to areas where
they are most valued (Wolfe, 1996).
The process of selecting and retaining potential employees is the greatest organizational
competitive battle in modern days (Pfeffer, 1994). Having the greatest talent simply implies that
the firm will be able to compete aggressively in the market. This phenomenon are quit prevalent
in our daily business life and has also pushes organizations to gain a niche by employing the
most renowned managers to lead the thriving future.
2.2.3 Training
In todays contemporary organization, employees skills and knowledge can make a positive
impact on the firms productivity (Guzzo, Jette&Katzell, 1985). Organizations have to counter
some difficulties while training a single or more employees (Ostroff& Kozlowski, 1992).
Previous literatures argue the affordability of some organizations that deprive themselves for a
single individual employee particularly when human resources are limited: this can hinder the
productivity on the short term and destabilize the organization (Bishop, 2003). He continues to
stress that such perception about training implies that organization should embark on a cost
reduction strategies and focuses on in-house or on-job-training (OJT).
Formal training is just one of the possibilities for organizations to enhance the personnel
performance level, as important roles are covered also by organizational socialization (Chao,
1997) and multitasking (May, 1997). It was suggested in the early 1990s that
organizationalsocialization is a fine process for newcomers to source out informations about the
organization, learn about the necessary tasks and how to perform their responsibility; clarifying
their roles and relate with others inside the organization (Ostroff& Kozlowski, 1992). This
philosophy was also supported by Rollag&Cardon (2003) as they indicated that the process of
socialization within a firm enhance newcomer to incorporate and learn in a well conducive
atmosphere.
17
2.2.6 Compensation
18
19
CHAPTER THREE
MATERIALS AND METHODS
This chapter of the term paper illustrated the materials and methods used in this piece of
preparing term paper. However, description of the studiedorganization also described to
introduce the HRM practice of that organization. Moreover, materials used to prepare this term
paper and the methods used are described subsequently.
3.1 Location
The interviewed location is inGulshan area, Dhaka. It is located atCity Bank Center136,Gulshan
Avenue, Gulshan-2, Dhaka-1212, Bangladesh.
21
Secondary Data
CHAPTER FOUR
INTRODUCTION OF THE COMPANY
4. Company Profile
City Bank is one of the oldest private Commercial Banks operating in Bangladesh. It is a top
bank among the oldest five Commercial Banks in the country which started their operations in
1983. The Bank started its journey on 27th March 1983 through opening its first branch at B. B.
Avenue Branch in the capital, Dhaka city. It was the visionary entrepreneurship of around 13
23
local businessmen who braved the immense uncertainties and risks with courage and zeal that
made the establishment & forward march of the bank possible. Those sponsor directors
commenced the journey with only Taka 3.4 crore worth of Capital, which now is a respectable
Taka 2311.78 crore as capital & reserve.
City Bank is among the very few local banks which do not follow the traditional, decentralized,
geographically managed, branch based business or profit model. Instead the bank manages its
business and operation vertically from the head office through 5 distinct Units namely
Business Unit
Branch Banking
Risk Unit
Operations Unit
Support
Under a real-time online banking platform, these 5 distinct Units are supported at the back by a
robust service delivery or operations setup and also a smart IT Backbone. Such centralized
business segment based business & operating model ensure specialized treatment and services to
the bank's different customer segments.
The bank currently has total 112 branches which includes 99 online branches, 1 full-fledged
Islamic Banking branch, 1 SME service center and 11 SME/Agri branches spread across the
length & breadth of the country. Besides these traditional delivery points, the bank is also very
active in the alternative delivery area. It currently has 253 ATMs of its own; and ATM sharing
arrangement with partner banks that has more than 1150 ATMs in place; SMS Banking; Interest
Banking and so on. It already started its Customer Call Center operation.
4.1 Vision
The Financial Supermarket with a Winning Culture Offering Enjoyable Experiences
4.2 Mission
Offer wide array of products and services that differentiate and excite all customer
segments
Be the Employer of choice by offering an environment where people excel and leaders
are created
Continuously challenge processes and platforms to enhance effectiveness and efficiency
Promote innovation and automation with a view to guaranteeing and enhancing
excellence in service
Ensure respect for community, good governance and compliance in everything we do
24
4.3 Values
Result Driven
Accountable & Transparent
Courageous & Respectful
Engaged & Inspired
Focused on Customer Delight
CHAPTER FIVE
PERFORMANCE APPRAISAL PROCESS OF
CIY BANK
5.1 Performance appraisal
According to Flippo, a prominent personality in the field of Human resources, "performance
appraisal is the systematic, periodic and an impartial rating of an employees excellence in the
matters pertaining to his present job and his potential for a better job."
25
26
Now the CBL is trying to apply all sorts of modern HR activities related to their organization in
order to achieve its mission.
Vice President-HR
AVP/Director Recruitment
& Employment
AVP/Director&Training
AVP/Director
& Development
Employee
AVP/Director
Relation
Labor
AVP/Director
Compensation
Benefits
27
Relation
Human
Resource
planning
Recruitmen
t
&
Selection
Grievance
Manageme
nt
HRM
Proce
ss
Promotion
Compensati
on
&
Benefits
Training
&
Developme
nt
Performanc
e Appraisal
Traditional Methods
Modern Methods
traits selected by some organizations have been unwise and have resulted in legal action on the
ground of discrimination (Torre, 1996)
5.6.1.1Advantages
The greatest advantage of rating scales is that they are structured and standardized. This allows
ratings to be easily compared and contrasted - even for entire workforces.
Each employee is subjected to the same basic appraisal process and rating criteria, with the same
range of responses
5.6.1.2 Disadvantages
Trait Relevance
It is inevitable that with a standardized and fixed system of appraisal that certain traits will have
a greater relevance in some jobs than in others. For example, the trait "initiative" might not be
very important in a job that is tightly defined and rigidly structured. In such cases, a low
appraisal rating for initiative may not mean that an employee lacks initiative. Rather, it may
reflect that fact that an employee has few opportunities to use and display that particular traits
( Mckellin , 1993) . This relevance of rating scales is therefore said to be context sensitive. Job
and workplace circumstances must be taken into account.
Systemic Disadvantage
Rating scales, and the traits they purport to measure, generally attempt to encapsulate all the
relevant indicators of employee performance. There is an assumption that all the true and best
indicators of performance are included, and all false and irrelevant indicators are excluded
(Torre, 1996). This is an assumption very difficult to prove in practice. It is possible that an
employees performance may depend on factors that have not been included in the selected traits.
Such employees may end up with rating that do not truly or fairly reflect their effort or value to
the organization. Employees in this class are systemically disadvantaged by the rating scale
method.
29
Perceptual Errors
This includes various well-known problems of selective perception (such as the horns and halos
effect) as well as problems of perceived meaning. Selective perception is the human tendency to
make private and highly subjective assessments of what a person is "really like and then seek
evidence to support that view (while ignoring or downplaying evidence that might contradict it).
This is a common and normal psychological phenomenon (Torre, 1996). All human beings are
affected by it. In other words, we see in others what we want to see in them. An example is the
supervisor who believes that an employee is inherently good (halo effect) and so ignores
evidence that might suggest otherwise.
Instead of correcting the slackening employee, the supervisor covers for them and may even
offer excuses for their declining performance. On the other hand, a supervisor may have formed
the impression that an employee is bad (horns effect).
The supervisor becomes unreasonably harsh in their assessment of the employee, and always
ready to criticize and undermine those (Sanches, 1996). The horns and halo effect is rarely seen
in its extreme and obvious forms. But in its more subtle manifestation, it can be a significant
threat to the effectiveness and credibility of performance appraisal.
Perceived Meaning
Problems of perceived meaning occur when appraisers do not share the same opinion about the
meaning of the selected traits and the language used on the rating scales. For example, to one
appraiser, an employee may demonstrate the trait of initiative by reporting work problems to a
supervisor. To another appraiser, this might suggest an excessive dependence on supervisory
assistance - and thus a lack of initiative. As well, the language and terms used to construct a scale
as Performance exceeds expectations or below average Skill may mean different things to
different appraisers (De La Torre, 1996).
Rating Errors
The problem here is not so much errors in perception as errors in appraiser judgment and motive.
Unlike perceptual errors, these errors may be (at times deliberate. The most common rating error
30
is central tendency. Busy appraisers, or those wary of confrontations and repercussions, may be
tempted to dole out too many passive, middle-of-the-road ratings (e.g., "satisfactory" or
"adequate"), regardless of the actual performance of a subordinate. Thus the spread of ratings
tends to clump excessively around the middle of the scale (Sanches, 1996). This problem is
worsened in organizations where the appraisers do not feel confident with the task of appraisal.
5.7.2.1
Advantages
The essay method is far less structured and confining than the rating scale method. It permits the
appraiser to examine almost any relevant issue or attribute of performance. This contrasts sharply
with methods where the appraisal criteria are rigidly defined (Harry, 2007).
Appraisers may place whatever degree of emphasis on issues or attributes that they feel
appropriate. Thus the process is open-ended and very flexible.
The appraiser is not locked into an appraisal system the limits expression or assumes that
employee traits can be nearly dissected and scaled.
5.6.2.2 Disadvantages
Essay methods are time consuming and difficult to administer. Appraisers often find the essay
technique more demanding then methods such as rating scales.
The techniques greatest advantage freedom of expression is also its greatest handicap. The
varying writing skills of appraisers can upset and distort the whole process .The pricess is
31
subjective and in consequence, it is difficult to compare and contrast the result of individuals or
to draw any broad conclusion about organizational needs (Christopher, 2006).
5.7.3.1
Core Concepts
According to Drucker managers should "avoid the activity trap", getting so involved in their day
to day activities that they forget their main purpose or objective. Instead of just a few top
management, all managers should:
Participate in the strategic planning process, in order to improve the implement ability of the plan
and implement a range of performance systems, designed to help the organization stay on the
right track.
5.7.3.2
Managerial Focus
MBO managers focus on the result, not the activity. They delegate tasks by negotiating a
contract of goals with their subordinates without dictating a detailed roadmap for
implementation .Management by objectives (MBO) is about setting yourself objectives and then
breaking there down into more specific goals or key results
5.7.3.3
Main Principle
32
The principle behind Management by Objectives (MBO) is to make sure that everybody within
the organization has a clear understanding of the aims, or objectives, of that organization, as well
as awareness of their own roles and responsibilities in achieving those aims. The complete MBO
system is to get managers and empowered employee acting to implement and achieve their plans.
Which automatically achieved those of the organization?
5.6.3.4 Advantages
The MBO approach overcomes some of the problems that arise as a result of assuming that the
employee traits needed for job success can be reliably identified and measured. Instead of
assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or
exceeds the set objectives, then he or she has demonstrated an acceptable level of job
performance .Employees are judged according to real outcomes and not on their potential for
success, or on someones subjective opinion of their abilities. The guiding principle of the MBO
approach is that direct results can be observed, whereas the traits and attributes of employees
(which may or may not contribute to performance) must be guessed at or inferred. The MBO
method recognizes the fact that it is difficult to neatly dissect all the complex and varied
elements that go to make up employee performance. MBO advocates claim that the performance
of employees cannot be broken up into so many constituent parts as one might take apart an
engine to study it. But put all the part together and the performance may be directly observed and
measured.
5.6.3.5 Disadvantages
MBO methods of performance appraisal can give employees a satisfying sense of autonomy and
achievement. But on the downside, they can lead to unrealistic expectations about what can and
cannot be reasonably accomplished.
Supervisors and subordinates must have very good "reality checking" skills to use MBO
appraisal methods. They will need these skills during the initial stage of objective setting, and for
the purposes of self-auditing and self-monitoring. Unfortunately, research studies have shown
repeatedly that human beings tend to lack the skills needed to do their own "reality checking".
Nor are these skills easily conveyed by training. Reality itself is an intensely personal
experience, prone to all forms of perceptual bias.
33
One of the strengths of the MBO method is the clarity of purpose that flows from as also. It has
become very apparent that the modern organization must be flexible to survive. Objectives, by
their very nature, tend to impose certain rigidity.
Of course, the obvious answer is to make the objectives more fluid and yielding. But the penalty
for fluidity is loss of clarity. Variable objectives may cause employee confusion. It is also
possible that fluid objectives may be distorted to disguise or justify failures in performance.
34
Definition
performance
of
different Standard
grades
of Rating
(Five) Performance/Definition
Performance Categories
Exceptionally exceeded performance
EXCELLENT (EX)
100% ++ ACHIEVER
exceeded
performance
100% + ACHIEVER
above expectation.
Met performance standard /targets
GOOD (G)
TARGET ACHIEVER
expectations.
Closely Met performance Standard
AVERAGE (AVG)
fully satisfactory
Performance far below the Standard
POOR
A poor performer.
35
Gaining Acceptance
Constituting Job evaluation Committee
selecting Jobs to be evaluated
Describing the jobs
Selecting the method of job evaluation
Weighting job factors
Assigning money values
Periodic review
1. Halo effect
In this case the superior appraises the person on certain positive qualities only. The negative
traits are not considered. Such an appraisal will no give a true picture about the employee. And in
some cases employees who do not deserve promotions may get it.
2. Horn effect
In this case only the negative qualities of the employee are considered and based on this
appraisal is done. This again will not help the organization because such appraisal may not
present a true picture about the employee.
3. Central tendency
In this case the superior gives an appraisal by giving central values. This prevents a really
talented employee from getting promotions he deserves and some employees who do not deserve
any thing may get promotion.
4. Leniency and strictness
Some bosses are lenient in grading their employees while some are very strict. Employee who
really deserves promotions may loose the opportunity due to strict bosses while those who may
not deserve may get benefits due to lenient boss.
5. Spill over effect
37
In this case the employee is judged positively or negatively by the boss depending upon the past
performance. Therefore although the employee may have improved performance, he may still
not get the benefit.
6. Fear of loosing subordinates and spoiling relations
Many bosses do not wish to spoil their relations with their subordinates. Therefore when they
appraise the employee they may end up giving higher grades which are not required. This is a n
injustice to really deserving employees.
7. Goodwill and techniques to be used
Sometimes a very strict appraisal may affect the goodwill between senior and junior. Similarly
when different departments in the same company use different methods of appraisal it becomes
very difficult to compare employees.
CHAPTER SIX
FINDINGS AND RECOMMENDATIONS
As I have gone through all the departments under Human Resources Management. I have come
up with some points, which can improve the efficiency as well as quality of the work. Though
the bank was found as a productive concern, the study reveals that the bank could do much more
if it was handled more efficiently. Also sonic problems of the Bank were given above. However,
some steps may be taken to improve the efficiency and to increase the performance of the Bank
in future which are given below
6. FINDINGS
The findings existing in CBL are many and explained as follows:
The Head of Human Resource along with the other stuffs do all the HR
Both traditional and modern methods are being used and modern methods are used
mainly for performance appraisal.
The environment inside the bank are significantly improved for efficient and pleasant
banking activities both for the employees and customers.
Existing PAS helps the management to identify potentiality of the employees
Current PAS practicing in CBL is complex and complicated towards many employees.
Miss match between employees expectation and current PAS practicing in CBL.
6.1 Recommendations
Based on objectives, findings and analysis some recommendations have been developed. It
would be valuable for the HR to follow these:
The Human Resource need identification should be done by HR department rather than
divisional Head. It will facilitate the proper control of HR on different Branches and it
will be possible to procure the actual number of employees.
The CVs of applicants should be sorted on the basis of degree or skill as early as possible
which will save valuable time to internal CV sourcing.
Employees are needed to give adequate training to work and handle clients under
pressure. In this case both the branch authorities and higher authorities can persuade each
other to train the employees.
CBL should recruit more capable & experiences employees to speared the products all
over the country.
Appraising method should be unbiased and real performer should be appreciated based
on his or her performance evaluation.
Promotion should be based on performance rather than seniority or other.
The aims and Objectives of performance appraisal need to be well communicated from
top level to bottom level management.
A well and friendly corporate atmosphere should create among HRD and various
department of the organization so that confliction and complexity about appraising
procedure could be reduced and minimized.
6.2 Conclusion
39
The City Bank is one the oldest private commercial bank in the banking sectors of Bangladesh. It
has 112 branches the bank has huge potentiality to strengthen its position through its
2424employees over the country. The efficient handling of these Human Resources can do this.
The bank has its own style of HR practices. Through efficient handling of this practice the bank
can successfully continue its operation. The analysis of the report shows some positive practices
and negative practices which are need to improve for conducting the employees successfully. If
the bank considers this analysis, this will really help to improve its condition. Human resources
Division of city bank consists of 12 efficient members of HR professionals. This division has
departments in it. These are Recruitment and selection department, Compensation department,
Risk management department, Training department, training institute and HR operation and
services department. These department working so fast that they were able to bring the change
for employee development, management development, organizational development.
Since the banking service especially the private Banks are doing an outstanding business, so it is
clear that the modern people are more concerned about securing their valuable assets and get
high-quality and timely services. For this reason lot of new commercial bank has been
established in last few years and these banks have made this banking sector very competitive. So,
now banks have to organize their operation and do their operations according to the need of the
market. Banking sectors no more depends on a traditional method of banking. In this competitive
world this sector has trenched its wings wide enough to cover any kind of financial services
anywhere in this world. The major task for banks, to survive in this competitive environment is
by managing its assets and liabilities in an efficient way. City Bank is the most promising bank in
Bangladesh. Every day City Bank endeavor to increase their product and services although they
provide a wide range of product of services to their customers. City Bank is helping the economy
of Bangladesh by remitting of funds both local and foreign. For helping the people the bank
provides bridge financing loan, working capital loan to its corporate clients. As modern function
City Banks provides credit card facility, ATM card facility and any branch banking facility to its
customers. This term paper mostly on the performance appraisal of the Mirpur branch and
identified some valuable information that could make the services more attractive and also
enhance the banks reputation among the customers. With the current performance of the Bank
and with little improvement here and there will certainly make City Bank one of the best Private
Bank in Bangladesh in the near future.
40
Date: 2/8/2015
Designation: HR Manager
Cell: 58814375
f. Retail Division
Supervisors
Subordinates
Peers
Clients / Customers
Self-appraisal
180/360 degree approach
6. What are the problems City Bank is facing during performance appraisal?
Centralization, lack of Proper supervision.
7. Which motivational theory is used by the supervisors of City Bank?
Both intrinsic and Extrinsic motivational theory are practiced in The City Bank.
8. What steps does CBL follow for training and development of an employee?
The training and development starts from the joining date with induction programs to
acclimatize the new hires to CBL. All staff have their career development plans which is
a formal document filled up after discussing with line manager and agreeing on career
goals. The plan is refreshed from time to time and serves as a reference for future training
programs. We have talent management process in place to gauge the potential of an
employee and tailor our training offerings to their needs.
Besides, HR seats with each department at the beginning of the year to finalize an annual
training plan. Based on this plan, local and overseas trainings are offered.
9. How many times in a year, training is given to an employee?
42
43