HR Practice in Bangladesh

Topics: Human resource management, Human resources, Management Pages: 12 (3294 words) Published: August 1, 2015

An employee might more knowledgeable and skilful by training and development program or process that maintaining an effective level job performance. So it acts an important role in HR department. As a part of BBA program, our Introduction to HRM course instructor Ramjanul Ahsan assigned us to prepare a report on HR Practices in Bangladesh. We have selected two companies to show the scenarios of Human Resource practice in our Bangladesh. They are “Nestle Bangladesh Ltd.” and “Square Textile. Ltd.” We have focused more on Recruitment Process of Square and have focused lot on Training and Development of Nestle. This combination shows the basic scenarios of HR practice in our country. It was easy for us to study and collect adequate information on these two company. These are the reason behind choosing these two. We hope this report will create a complete reflection of Human Resource Management practice in Bangladesh.

About Human Resource Management

The term human resource management (HRM) has relatively adopted in business organizations in place of personnel management. HRM can be defined as” the management of activities under taken to attract, develop, motivate, and maintain high performing workforce within the organization” HRM involves following characteristics. First, it focuses on horizontal authority and reduced hierarchy. The second characteristic is that the role of human resource professionals is to support and facilitate line managers who have the direct responsibility of managing personnel. Thirdly, HRM is proactive and fused with corporate level planning. The fourth characteristic is that employees are seen as subjects who have potential to develop and grow. The purpose of HRM is to specify employee’s potential and develop it in line with the needs of the organization.

Finally, HRM holds the view that the management and non-management have a common interest in the success of the organization. The development of HRM in the 1980s is reflective of an increased realization of the importance of human element in organizations. During the1970s and the early 1980s the US and the UK industries became incompetent at international markets because of increasing domination of Japanese manufacturers.

Therefore, Western managers began to analyze the Japanese industry and concluded that Japanese organizations value people as the key asset of business. In short, this conclusion opened the way for the development of HRM.

Today’s HRM and Scopes of HRM

Poole (1990) started that today’s HRM could be described as broad and strategic, involving all managerial personnel, valuing employees as important assets of organizations, and being proactive in its responsibilities. Moreover, today human resource functions refer to those tasks and duties performed in both large and small organizations to coordinate human resources (Byars & Rue, 1991). These functions of human resource management activities can be listed as follows:

To conduct job analysis to specify different requirements of jobs in an organization. •To identify personnel requirements that led the organization to achieve its objectives. •To develop and implement a plan that meet personnel and job requirements. •To recruit employees needed by the organization in order to achieve its objectives. •To select personnel in order to fill vacant positions within an organization. •To provide orientation and training to the employees.

To design and implement management and organizational development programs. •To assist employees in developing career plans.
To design and implement compensation systems for employees. •To mediate the relationship between organizations and its units. •To design systems for discipline and grievance handling. •To develop employee communication systems.

To develop employee health and safety programs
The present study aim to cover all of the HRM activities mentioned above.

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