1.

0 Executive Summery:
Human Resource Management (HRM) is the function within an organization that focuses
onrecruitment of, management of, and providing direction for the people who work in
theorganization. Actually HRD deals with the human being and it has no specific
explanationsbecause human is a complex being so the problem related to the employees are
alsocomplicated. But HRD tries to explain the problem related to the employees and solve
theproblem. Actually at present world, no organization can make their employees totally
utilizedwithout HRD. However, the basic task of HRD is to find out the problem and solution of
employees into the organization. Actually, HRD works with the challenges of human beingand
study to solve it in a very logical manner. HRD solve the problem by practicingWorkforce
planning, Recruitment(Attraction & Selection), Career development, Induction,Orientation, Skill
Management, Training, Development, Personnel administration, Power andinfluence,
Compensation in wage or salary, Time Management, Travel Management, Payroll,Employee
benefits administration, Personnel cost planning, Performance appraisal & laborrelation. The
basic motive of HRD is to develop employee’s performance and decreaseturnover. There are a lot
of problem related HRD such as recruitment, turnover, performancesetc. Actually HRD solve
their problem by maintaining some strategy. When they get theproblem of performance they
arrange training facilities in BIBM or change the department of the employees. When they get
any unethical practice they maintain a punishment processboth financially & non-financially as
per their rules and regulations. The main task of HRD isquality management to improve the
company’s performance, maintain low cost, and inducemore output. In a sort Human Resource
Department is one of the most discussed & influentialdepartment in the organization

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 2.1 Human resource management Summary

2.1.1 What is Human resource

The division of a company that is focused on activities relating to employees. These activities
normally include recruiting and hiring of new employees, orientation and training of current
employees, employee benefits, and retention. Formerly called personnel.

The process of hiring and developing employees so that they become more valuable to the
organization.

Human Resource Management includes conducting job analyses, planning personnel needs,
recruiting the right people for the job, orienting and training, managing wages and salaries,
providing benefits and incentives, evaluating performance, resolving disputes, and
communicating with all employees at all levels. Examples of core qualities of HR management
are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly
called personnel management.

2.1.2 What is Human resource management

Human resource management is the management of an organization's workforce, or human

resources. It is responsible for the attraction, selection, training, assessment, and rewarding of
employees, while also overseeing organizational leadership and culture and ensuring compliance
with employment.

Human resource management (HRM, or simply HR) is the management process of an

organization's workforce, or human resources. It is responsible for the attraction, selection,
training, assessment, and rewarding of employees, while also overseeing organizational
leadership and culture and ensuring compliance with employment and labor laws. In
circumstances where employees desire and are legally authorized to hold a collective bargaining
agreement, HR will also serve as the company's primary liaison with the employees'
representatives (usually a labor union).

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HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce. The function was initially dominated by transactional work, such as payroll and
benefits administration, but due to globalization, company consolidation, technological
advancement, and further research, HR now focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor relations, and
diversity and inclusion.

In startup companies, HR's duties may be performed by trained professionals. In larger

companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision making
across the business. To train practitioners for the profession, institutions of higher education,
professional associations, and companies themselves have created programs of study dedicated
explicitly to the duties of the function. Academic and practitioner organizations likewise seek to
engage and further the field of HR, as evidenced by several field-specific publications.

2.1.3 Functions of Human Resource Management

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Human resources functions deal with the management and organization of employees. Human
resources management is responsible for recruiting, hiring, firing, and training employees. It also
develops and implements company policy.

All departments of a company rely on human resources, as it is concerned with all of the people
that work for the business. Human resources functions include creating and implementing
management policies that comply with government regulations and laws. For example, company
payment policies must coordinate with minimum wage laws. Business pay and time structures
also have to support laws requiring that employees take a set amount of breaks during the
workday.

Making sure a business upholds government safety requirements, such as requiring the wearing
of steel-toed work boots in a warehouse, is another responsibility of human resources. Human
resources directors must also ensure that all employees have the required credentials and training
for their jobs. For instance, some truck drivers and warehouse staff need hazardous materials
training or certificates if they work with certain chemicals.
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Human resources functions also include making decisions about staffing in different departments
according to company needs. For example, some departments may require temporary personnel,
while others need full-time employees. Human resources directors make decisions about
outsourcing, or hiring independent contractors, for short-term work projects. A company may
hire a freelance writer to write a product brochure, for example.

Hiring and firing staff are two of the main human resources functions. The required paperwork
must be filled out according to the law. Records must be kept for income tax purposes. The
human resources department has to ensure all of the needed forms are properly filled out each
time an employee is hired or leaves the company. Human resources departments keep track of
each employee's work hours, sick days, and vacation time.

When company departments are hiring new staff, human resources functions offer support. For
instance, a human resources director may conduct telephone interviews with a list of job
applicants as a way of screening each applicant before the in-person interview stage. A short list
of suitable applicants is then contacted for in-person interviews by the department managers.

Recruiting is one of the constant human resources functions. Many human resources departments
regularly place employment ads, either online or in local newspapers, to ensure they have a fresh
supply of job applicants. Human resources managers recruit, contact, and screen applicants for
current positions that need filling, as well as keep resumes from qualified applicants on file for
future possible jobs in the company.

2.1.4 Importance of Human resource management:

An organisation cannot build a good team of working professionals without good Human
Resources. The key functions of the Human Resources Management (HRM) team include
recruiting people, training them, performance appraisals, motivating employees as well as
workplace communication, workplace safety, and much more. The beneficial effects of these
functions are discussed here:

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Recruitment and Training

This is one of the major responsibilities of the human resource team. The HR managers come up
with plans and strategies for hiring the right kind of people. They design the criteria which is best
suited for a specific job description. Their other tasks related to recruitment include formulating
the obligations of an employee and the scope of tasks assigned to him or her. Based on these two
factors, the contract of an employee with the company is prepared. When needed, they also
provide training to the employees according to the requirements of the organisation. Thus, the
staff members get the opportunity to sharpen their existing skills or develop specialised skills
which in turn, will help them to take up some new roles.

Performance Appraisals

HRM encourages the people working in an organisation, to work according to their potential and
gives them suggestions that can help them to bring about improvement in it. The team
communicates with the staff individually from time to time and provides all the necessary
information regarding their performances and also defines their respective roles. This is
beneficial as it enables them to form an outline of their anticipated goals in much clearer terms
and thereby, helps them execute the goals with best possible efforts. Performance appraisals,
when taken on a regular basis, motivate the employees.

Maintaining Work Atmosphere

This is a vital aspect of HRM because the performance of an individual in an organisation is

largely driven by the work atmosphere or work culture that prevails at the workplace. A good
working condition is one of the benefits that the employees can expect from an efficient human
resource team. A safe, clean and healthy environment can bring out the best in an employee. A
friendly atmosphere gives the staff members job satisfaction as well.

Managing Disputes

In an organisation, there are several issues on which disputes may arise between the employees
and the employers. You can say conflicts are almost inevitable. In such a scenario, it is the
human resource department which acts as a consultant and mediator to sort out those issues in an
effective manner. They first hear the grievances of the employees.
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Then they come up with suitable solutions to sort them out. In other words, they take timely
action and prevent things from going out of hands.

Developing Public Relations

The responsibility of establishing good public relations lies with the HRM to a great extent.
They organise business meetings, seminars and various official gatherings on behalf of the
company in order to build up relationships with other business sectors. Sometimes, the HR
department plays an active role in preparing the business and marketing plans for the
organisation too.

Any organisation, without a proper setup for HRM is bound to suffer from serious problems
while managing its regular activities. For this reason, today, companies must put a lot of effort
and energy into setting up a strong and effective HRM.

2.1.5 Benefits of Human resource management

Research into Human Resource Management indicates that the factors that really motivate
employees are intrinsic ones which are based on meeting the personal needs of an individual.
Human beings have a number of key psychological needs including:

 The need to feel that you can do something well.

 The need to be part of a group.

 The need for respect and encouragement from others.

These needs are typically met from non-financial rewards, for example, by providing
opportunities:

 for promotion

 to make decisions

 to contribute to a team

 to do a variety of tasks.

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Harrods recognises these intrinsic needs and encourages job rotation, job enlargement and job
enrichment to provide career development opportunities. Job rotation involves periodically
changing jobs and work areas to develop new skills in different areas of the business.

Cross departmental experience is viewed as important for personal development. Harrods offers
a range of many different types of job opportunity including face-to-face customer operations,
merchandising, recording and reporting of sales and online customer communications.

Job enlargement involves encouraging and supporting staff to take on new and more challenging
tasks. Job enrichment involves building existing job roles by enabling employees to engage in a
wider variety of interesting tasks, for example, taking on some team leadership responsibility and
removing unnecessary supervision.

An informed and engaged workforce

Having an informed and engaged workforce has resulted in many tangible benefits. There have
now been four employee surveys. Each survey has seen a higher return from employees and an
improvement in the indicators of employee engagement. Significantly, 91% of employees have
stated in the most recent survey that they are proud to work for Harrods and employee turnover
has halved in the last five years.

The ultimate proof of the success of an employee engagement exercise is that it needs to be lived
by employees. They need to feel that the culture has changed and that they have played a part in
the improvements. Harrods places a high importance on brand values so it is essential that these
values are reflected in how employees behave. Employees have to live up to the Harrods brand
because customers are aware of it and expect excellence. Engaged employees are committed
ones who help the organisation to achieve its targets and to live its values. Harrods recognise that
this is a democratic process. Employees are not just a key part of the visual representation of the
organisation - they are the organisation.

The engagement of employees is admirably reflected in the following quote from Jennifer Glyn,
a Creative Team Project Manager at Harrods:

‘I like being part of a big brand, it is stable but exciting – I feel pride coming in on a Monday
Morning. I enjoy telling people what I do and where I work.’
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Similarly Laura Gorse who works in Learning and Development states:

‘I never dread coming in to work, I actually look forward to coming in – you don’t want to miss
out on what’s going on. The values come from what we do.'

2.2 Human resource management in Bangladesh

HR practice in Bangladesh is better than the past. In the past, HR role was concentrated to

hiring firing and letter issuance-dispatching-filing stage. Now it has started to perform more

than that. Such as Employee motivation, Employee development, employee retention,

facilitating organizational development initiatives etc. and thus contributes to the

achievement of organizational goals. These value added job has just begun in BD. For a good

tomorrow, this is a starting point.

Employers have started to understand that the more they invest in human resources they more

output is likely which lead them to emphasize on employee capability development. As such

in many organizations, employee development is viewed as part of business plan. In these

organizations, training budget is calculated as a percentage of total budgets of the

organization.

Employer-Employee relationships are better than the past. Employers now recognize the

importance of employee¡¦s participation in business planning, major decision making and

organizational change process. Many organizations now conduct employee opinion surveys

for collecting employee feedback and improve employer- employee relationships.

Some HR actions have legal implications. But in the country context legal explanation does

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not seem to be adequate. There is lack of uniformity of the interpretation of law that lead to

practice by organizations in different way. There is also ambiguity of existing legal policy or

detailed policy framework on HR actions seems to be incomplete.

 In future the overall HR practice is expected to be brighter in Bangladesh because

more are feeling the necessity of an established HR department in the organizational

structure.

 Employer-employee relationship is expected to improve,

 IT will be part of HR practices which will make HR actions, decision making process

faster and accurate.

Bangladesh Institute of Human Resource Management Foundation is the premier & international
standard H.R.M/Management/SCM professional education & training institute of Bangladesh,
Established in 2003. BIHRM is a non political, non profitable and charitable autonomous
foundation which is registered by the Government of Bangladesh, Ministry of Commerce,
Registrar of Joint stock companies & firms under society registration Act, 1860.

BIHRM is run by University teachers, H.R specialists, High ranking H.R Official of various
esteemed organizations. It Maintains close relation with similar International Institutions and
Associations specially Asia Pacific, UK & USA based H.R/Management organizations.

2.2.1 Nature of Human Resource Management in Bangladesh:

true of Human Resource Management in business and non organizations in

Bangladesh can be discounted by some points. Though these points may not be the final but

still these can be kept in mind to group the nature of Human resource Management of a

developing country like Bangladesh.

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1.Management is more or less efficient.

2.Employees are more or less committed.

3.They are more or less skilled.

4.Government pressure is high.

5.Decision (most of the company) comes from the government.

6.High degree of irregularities.

7. Lack of sense of accountability.

8.Lack of human resource policy.

9.Heavy pressure of trade unions.

10.Undue political pressure.

11.Lack of quick decision.

12.Improper utilization of all resources.

In conclusion we can say that, Bangladeshi human resource managers belongs to special type

of mentality as regards, recruitment, selection, promotion, training and many other human

resource management functions. Bangladeshi organizations should try to avoid these

characteristics and develop modern fair policies very soon.

2.2.2 public sector human resource management in Bangladesh

In today’s globalized world, for any country to attain and ensure good governance in support
of enhanced development, the issues of efficiency, effectiveness, capacity and quality of public
administration system is of utmost value. At the beginning of the millennia, the World Public
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Sector Report 2001 asserted that countries with the most developed and comprehensive public
sectors, compared to the weak, inefficient and sluggish ones, have been more successful in
reaping the benefits of globalization (United Nations, 2001). But public service efficiency is of
diverse nature in developed and developing countries because of different attributes of public
administrative systems (Jreisat, 2002). While these attributes led to negative citizens’ perception
of the bureaucracy with subsequent delivery of unsatisfactory services in most of the developing
countries, the case is different in the developed world. For this reason, public administration
system in general and public sector human resource management (PHRM) in particular in the
context of a developing country like Bangladesh is the focal point of this paper.
People, coordinated by institutions to deliver public services efficiently, are considered the most
integral part of human resource management (HRM) in effective public administration (United
Nations, 2005). However, due to lack of appropriate HRM framework1, public administration
systems in the developing countries are believed to develop negative attributes (table 1) that the
citizens dislike. In this paper, it is thus hypothesized that the weaker the human resource
management framework in a country, the less efficient, effective, impartial, capable, and
responsive is the public administration system in the country. The significance of appropriate
human resource management framework does not need to be exaggerated in the face of the
changing role of public administration in recent decades due to external and internal pressures
that have forced governments worldwide to redefine the role of the state and recalibrate public
administration capacities (Keuleers, 2004). It is well understood that without an efficient, capable
and service oriented public administration, it would be impossible to attain the Millennium
Development Goals (MDGs). The Millennium Declaration also recognizes good governance, of
which public administration is a central part, as the means for achieving the goals of the
Declaration (Alam, 2006). Thus, the connection among effective public administration, good
governance and development are comprehensible and need no further elaboration. Against this
backdrop, the essay focuses on Bangladesh which is still one of the least developed countries
striving towards good governance and development despite well-claimed range of weaknesses in
its public administration system (World Bank, 1996; 2002). The essay thus explores whether
Bangladesh has the appropriate PHRM framework for sustainable high performance from the
public servants for efficient public administration

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 Table 1: Attributes of Developed & Developing Countries’ Administrative Systems
Common Attributes of Administrative Systems of Developing Countries
Fred Riggs Ferrel Heady Others
Overlap Imitation rather Overstaffed public
Heterogeneity than indigenous organizations
Formalism Deficiency of Underpaid public
Diffusion skills employees
Particularism Nonproduction- Low productivity
Ascription oriented Lack of innovative and
bureaucracies skilled public managers
Formalism Excessively centralized
Autonomy decision-making
Corruption that regularly
impedes reform
Administrative structures
that mirror the political context

The paper primarily aims to (a) survey the challenges of the structural and management
aspects of PHRM of Bangladesh and (b) explore whether the theoretical framework proposed by
the World Public Sector Report (WPSR) 2005 is applicable and implementable in Bangladeshi
perspective. In doing so, the paper has been divided into few sections. After the introductory
discussions, the paper focuses on the theoretical perspective and associated themes derived from
the United Nations Department of Economic and Social Affairs’ (UN/DESA) WPSR 2005 titled
Unlocking the Human Potential for Public Sector Performance. The paper then sheds light on
the PHRM framework of Bangladesh in terms of selected structural and management issues
followed by an analysis of where Bangladesh stands in terms of the WPSR 2005 theoretical
framework and what sort of reforms are necessary in Bangladesh. It then concludes with
identifying a broad range of recommendations which will, if considered, enhance the efficiency,
effectiveness, responsiveness and quality of public administration system.
PHRM in the Public Sector: WPSR 2005 and the
Theoretical Perspective

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The theoretical framework of this paper is borrowed from the WPSR 2005 which outlines the
contents and reform measures required in the PHRM – especially in developing and transitional
countries. In constructing the theoretical framework, the WPSR 2005 first distinguishes among
three models of public administration and management underlining the fact that they are
chronological but overlap in both historical time and substance (United Nations, 2005).
Understanding the characteristics of these public administration models, outlined in table 2, is
thus important as the theoretical framework of the WPSR includes important attributes from all
these models:
PUBLIC SECTOR HUMAN RESOURCE MANAGEMENT IN BANGLADESH
Table 2: Three Traditional Public Responsive Governance
models of public Public Management
administration Administrati
Paradigm on
Key element
Citizen-state Obedienc Entitleme Empowerment
relationship e nt
Accountability of Politician Customer Citizens and stakeholders
senior officials s s
Guiding Complian Efficienc Accountability,
principles ce y & results transparency & participation
Criteria for Output Outcome Process
success
Key attribute Impartial Professio Responsiveness
ity nalism
Nature of state Unitary Disaggre Plural and pluralist
gated
Focus Policy Intra- Inter-organizational
system organizationa governance
l
management
Theoretical roots Political Rational/ Organizational sociology
science and public choice and network theory
public policy theory and

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 management
studies
Governance Hierarch The Trust or relational
mechanism y market and
classical/neo-
classical
contracts

2.2.3 Internship Report on Human Resource Management of Bangladesh

Human resource department is an essential part of the Bangladesh Bank. An organization is

valueless without its manpower/human resource. Human resource is, the most powerful
element/key of an organization. An organization without human resource is like a ship without
engine. That is, human resource department is the heart of an organization.

From the last 151 September 2004, the whole organizational structure of the Bangladesh Bank
would be changed. All the functions were included in the Human Resource Department. It deals
all the business of the bank by the employees classified into several grades on the basis of the
responsibilities. As a whole, the human resource department of the Bangladesh Bank is followed
the best management system of the banking factors of Bangladesh.

Human Resource Management Model in Bangladesh: In recent years there has been relative
agreement among Human Resource Management specialists as to what constitute this field of
Human Resource Management. The American Society for training and Development (ASTD)
developed the model that provides the focus for Training and Development of human resources.
In its study, ASTD identified (nine)human areas. In the context of Bangladesh we can propose a
separate model for Human Resource Management consisting of fifteen areas. The components of
the model can be discussed briefly as follows:

1.Human resource Planning: Human resource planning focuses arranging the

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organizations major human resource needs, strategies and philosophies.

2.Recruitment & selection: through recruitment & selection, Human Resource

Management procures and selects only skilled and efficient employees. These are the first
level functions of Human Resource Management process or model. After job design or
recruitment, most appropriate persons are chosen from available candidates. Selection and
staffing needs focus matching people and their career needs and capabilities with job and
career paths.

3.Promotion and transfer: Human Resource Management promotes and transfers people
following the established rules or procedures of the organization.

4.Job design and analysis: Organizational job design focuses on defining how tasks
authority and systems will be organized and integrated across organization units and in
individual jobs.

5.Training and development: Human Resource Management tries to train and develop its
employees considering individual, organization and training institute needs.

6.Job evaluation: It is a process of systematic assessment of employees jobs for the

establishment of a well conceived pay plans.

7.Rewards and benefits: Compensation refers to all the extrinsic and intrinsic rewards for
employees. It includes benefits also. Its focus assuring compensation benefits, fairness and
consistency.

7.Merit rating: It is a systematic evolution of the nature of performs of finally selected and
posted employees at the right place. The main purpose is to offer them benefits packages.

8.Career development: Career development is the personal improvements employee

understands to achieve a personal career plan. It is offered by the organization for its
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member to increase their awareness. Career development policy attracts committed
employees and relation them in the organization.

9.Grievance handling: Grievance handling is another important task of Human Resource

Management through which dissatisfaction toward the job employment can be solved or
removed. Otherwise, employee can not deploy his effort for the organization.

10.Disciplinary action: Indiscipline can hamper organizational performance to a great

extant. Therefore, Human Resource Management is to take or adopt either hot stove
approach or progressive approach for disciplinary purpose.

2.2.3 Report on Human Resource Practices of Singer Bangladesh Limite

SINGER began its operation in Bangladesh in 1905 when the country was a part of the Indian
sub continent. Five years later in 1910, two shops were set up in Dhaka and Chittagong.

In December 16, 1971, Bangladesh emerged as a sovereign state, and the East Pakistan branch
office was elevated to a Country Office. Sewing Machines were made available from different
SINGER overseas sources. The number of shops was squeezed to only 23 because of low
volume of business.

In 1983 SINGER Bangladesh listed itself with Dhaka Stock Exchange (DSE) by offering 20% of
its total capitalization – 2,565 ordinary shares of Taka 100 each. It was also listed with the
Chittagong Stock Exchange in 2001.
In 1980 SINGER Bangladesh established a sewing machine factory in Chittagong with
production capacity of 10,000 units per year, which was raised to 25,000 units in 1984.
Since its inception in Bangladesh, the name SINGER has been synonymous with the sewing
machine. Although SINGER Corporation started diversifying its product range in the early
sixties, SINGER Bangladesh Limited was a company with a single product – the sewing

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machine — till 1985 when the Management realized that this product alone could not
substantiate growth for longer periods and increased its product range.
Today, the product mix consists of the following items: Air Conditioner
Black and White Television
 Colour Television
 Fan
 Instant Power Supply
 Iron
 Kitchen Appliances
 Microwave Oven
 Motor Cycle
 Radio Cassette Recorder
 Refrigerator
 Sewing Machine
 Washing Machine

Today SINGER Bangladesh is a household name. It has earned the trust and confidence of
consumers and is one of the leading manufacturing and marketing companies of consumer
durables in the electronics and home appliance sector of the country.
Introduction to Human Resource

In 1987, SINGER Bangladesh inaugurated their Human Resource Department for the first time
in their organization. During that time, only one Personnel Manager used to carry out all the
activities of the HR department. Since then, the HR department has been improving day-by-day.
HR Mission & Vision -
Intensive integration of the corporate divisions and professional knowledge management
Professional HR development tools and qualification concepts
Efficient processes and services e.g. in training and recruiting.
HR Organogram :

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HR Management :

After interviewing the HR manager of SINGER, we got an organogram of the entire Human
Resource department that is shown above. According to the organogram, the chain of command
goes through gradually from the Chairman, Managing Director & CEO who are responsible for
all the activities of the company.

Then the Director and the Chief Operating Officer receives the commands and distributes
it to the person designated by the post of Director of Human Resources. The Director of HR is
the Head of HR department and he is liable for all the activities of Human Resource. He
distributes the delegation of authority among two respective positions and those positions are
designated by the post of Manager, Personnel Services and Personnel Officer (LAW).
The next and very important phase of HR is Manager, Personnel Service. The duty of this
particular position is to look over all the benefits and incentives that are offered by the company
and inform the director whether the employees are being benefited by it or not.

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The other important position is the Personnel Officer (LAW), who is responsible for all the
legislative activities, the bureaucratic rules and regulations of the Government and does
negotiation among the employees.
Recruitment & Selection
Recruiting refers to the process of attracting potential job applicants from the external or internal
labor force. Recruitment is a business, and it is big business. It demands serious attention from
management, for any business strategy will falter without the talent to execute it. Certainly, the
range of recruitment needs is broad. Both small and big firms need talent, although different
types of talent, to be successful in their respective markets. Regardless of the size of a firm or
what industry it is in, recruitment and selection of people with strategically relevant abilities is
more important than ever.
Selection decisions are important to the business strategy of an organization. Success depends
on having good people who possess the right skills and motivation to make the organization
succeed. Employee selection is so important to organizational effectiveness, organization’s right
to make careful, informed choices.

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Training and Development
Training and development are important activities in all aspects of life. Each day, people are
faced with new situations and are forced to respond appropriately to them. Training and
development are important activities in all organizations, large or small. Every organization,
regardless of size, needs to have well trained employees who are prepared to perform their jobs.
Even those who have been trained in professional and technical fields require orientation training
to help them understand their specific roles in an organization. Present employees also need
training. Because of the rapidly expanding technology and the growth of new knowledge, there is
a need for continual retraining of experienced workers to perform new and changed jobs.

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3.0 Problem & Prospect in HRM in Bangladesh

3.1 problem

Tools of interviews
1.How do you solve the problem regarding hiring a wrong person for the post in the
organization?
2.How do you solve the problem of bureaucracy in the organization?
3.How do you motivate your subordinates non-financially (psychologically) in the
organization?
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4.What types of challenges do you face in punishment process? How do you determine
intensity of that?
5.How do you improve employees outside Dhaka?
6.Do you face any challenges regarding age or religion? What are those?
7.What types of challenges do you face during distribution of work among the
employees?
8.What types of challenges do you face in case of firing during recession?
9.What types of challenges do you face regarding high turnover?
10.Do you face any challenges regarding salary? What are those and how you solve it?
11.What types of challenges do you face in promotion process or reward?
12.What types of challenges do you face when you recruit freshers and top level
management?
13.How do you avoid conflict among sub-ordinates?
14.Which method do you use for quality management for your employees?

15.What type of challenges do you face regarding job performance of employees?

16.Do you face any problems regarding wasting time of employees by conducting
unnecessary interviews with outsiders as well as internal persons

3.2 prospect

Basic Education refers to a whole range of educational activities that take place in
different settings and that aim to meet basic learning needs as defined in the World
Declaration on Education for All (Jomtien, Thailand, 1990). It thus comprises both
formal schooling (primary and sometimes lower secondary) as well as a wide variety of
non-formal and informal public and private educational activities offered to meet the
defined basic learning needs of groups of people of all ages .

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Basic Learning Needs comprise both essential learning tools (such as literacy, oral
expression, numeracy, and problem solving) and the basic learning contents (such as the
knowledge, skills, values, and attitudes) required by human beings to survive, to develop
their full capacities, to live and work in dignity, to participate fully in development, to
improve the quality of their lives, to make informed decisions, and to continue learning.
Buddhist Toll is a Centre for religious education in Pail language, especially for
Buddhists.
Coefficient of Efficiency is a measure of the internal efficiency of an education system
obtained by dividing the ideal number of pupil-years required for a pupil cohort to
complete a level or cycle of education (e.g. the primary level) by the estimated total
number of pupil-years actually spent by the same pupil cohort. The reciprocal of the
coefficient of efficiency is the input-output ratio.
Compulsory Education refers to the number of years of the age-span Suring which
children and youth are legally obliged to attend school.
Early Childhood Development (ECD) programmers offer a structured and purposeful set
of learning activities either in a formal institution (pre-school) or as part of a non-formal
childcare programmed. ECD programmers generally focus on children from three years
of age and include organized learning activities that constitute not less than 30 per cent of
the overall programmed of care. For the purposes of this Assessment, ECD programmers
involve children for at least two hours per day and 100 days in a year. This would
include, for instance, all pre-school programmers.
Educational Institution has as its sole or main purpose the provision of education. Such
institutions are normally accredited, or sanctioned, by some public authority.
Grade is a stage of instruction usually covered in one school year.
Gross Enrollment Ratio (GER) is the total enrollment of pupils in a grade or cycle or
level of education, regardless of age, expressed as percentage of the corresponding
eligible official age-group population is a given school-year.
Hindus Tol is a Centre for religious education in Sanskrit language for Hindus.

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Literacy is the ability to read and write with understanding a simple statement related to
one’s daily life. It involves a continuum of reading and writing skills, and often includes
also basic arithmetic skills (numeracy).
Literacy Rate is the number of literate adults expressed as a percentage of the total adult
population, 15 years of age or older.
Mass Education in Bangladesh refers to Non-Formal education for the out of school
children, youth and adults in basic literacy, simple numeracy and life skills.
Net Enrollment Ratio (NER) is the number of pupils in the officials school-age group
expressed as a percentage of the total population in that age-group.
New Entrant is a pupil who enters primary education for the first time.
Non-formal education refers to any organized and sustained educational activities that do
not correspond exactly to the above definition of formal education. Non-formal education
may take place both within and outside educational institutions, and may cater to persons
of all ages, Depending on country contexts, it may cover educational programmers to
impart adult literacy, basic education for our-of-school children, life-skills, work-skills,
and general culture. Non-formal education programmers do not necessarily follow the
‘ladder’ system, may have varying duration, and may or may not confer certification of
the learning achieved.
Pre-primary Education refers to programmers at the initial stage of organized instruction,
which are designed mainly to introduce groups of very young children, usually from age
three or so, to a school-type environment, i.e. to provide a bridge between the home and
the school. Such programmers are variously referred to as infant education, nursery
education, pre-school education, or early childhood education. See also early childhood
development programmers. In determining the boundary between simple child care and
pre-primary education or between pre-primary and primary education, the following

Means to success of HRM in Bangladesh:

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 There are various means to success of Human resource Management. All these means
have
been classified into 6 types al follows:

1.Proper policy: Human resource Management should have proper policy regarding
recruitment, selection, promotion, remuneration etc. as sources of success.

2.Acceptability of policies: All policies formulated must be accepted by the employees

and then they should come forwards to execute the policies.

3.Capability: Every Human Resource Management must be capable to formulate

effective policies and at the same time these must have implemented though
employees.

4.Top management support: If Human Resource Management receives support from

top management, they can easily formulate policies without any fear and implement
them without discrimination.

5.Trade union support: For implementation and acceptability of plane and programs,
trade union support is also must. Because their support can only excuse the plans.

6.Impartiality: Impartial implementation can motivate people to work more for future
benefits; Human Resource Management must show impartial treatment to all levels of
employees.

Conclusion:

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At last, I say HRM sector is vary vary important for Bangladeshi People and Economic . HRM
Sector is vary important for any country .Mainly HRM sector depends on develop country like
as UK, USA, and other European country . HRM Sector is vary important for a developing
country. HRM sector can change a country economy & manpower. so HRM Sector need every
country for develop her own economy & manpower.

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