Chapter: 01

Introduction
Page 1 of 42
1.1 Introduction:
Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.
mployees are the core resources of any organization, without them, one cannot run their
organization and human resource is conducted with the growth of development of people
toward higher level of competency, creativity and fulfillment. !t keep employees become
better more responsible person and then it tries to create a climate in which they contribute to
the limits of their improved abilities. !t assumes that e"panded capabilities and opportunities
for people with lead directly to improvement in operating effectiveness. ssentially, the
human resource approach means that people better result.
Madina #roup always determine what $obs need to be done, and how many and types of
workers will be re%uired. &o, establishing the structure of the organization assists in
determining the skills, knowledge and abilities of $ob holders. 'o ensure appropriate
personnel are available to meet the re%uirements set during the strategic planning process.
'his effort is to determine what HRM re%uirements e"ists for current and future supplies and
demands for workers. (ecause this company believes that the %uality work comes from
%uality workers who are well motivated and ready to take challenge to provide better service.
1.2 Background of the Study:
)s a partial fulfillment of the (() program, internship is a re%uirement for (() students at
the end of the completion of all the credit courses. *nder internship program students are
placed in an organization or a financial for undergoing an internship for a period of +(three)
months in order to make us familiar with the real world situation and practical e"perience in
a business firm.
)s a (() student and as per re%uirement of this institution, ! also attached with an
organization to do my internship program for three months. ! have completed my internship
from ,Madina #roup-, a commercial and service oriented financial institution. .uring that
Page 2 of 42
time ! have worked in various sectors in Human Resource .ivision and tried to obtain
practical knowledge so far ! could from my overall observation.
1.3 The Topic & its Important:
! was asked to work on Exploring Human Resource Practices of Madina Group at
Head /ffice. Madina #roup plays an important role in the business sectors and in the
industrialization of a country.
1.4 Origin of the eport:
!nternship program is a pre0re%uisite for ac%uiring (() degree. (efore completion of the
degree a student must undergo the internship program. very student under the internship
program has to prepare a report based on the pro$ect or particular matching with the !ntern1s
area of specialization and organizational re%uirement.
'he report writing consists of !ntern1s analysis, findings, and achievements. 'his report titled
Exploring Human Resource Practices of Madina Group is prepared as internship
report under the supervision and guidance of Ms. !asnu"a Ra#man$ )ssistant 2rofessor,
.epartment of (usiness )dministration ((()) and Mr. Mamun %#an, &enior HR /fficer,
Madina #roup, to meet the re%uirement of the internship program.
1.& O!"ecti#es of the Study:
Everyone has a goal, to full fill that goal we need to setup ob$ectives. 'he ob$ectives can
help as person to become successful in any work. 'his study also has some ob$ectives for
completing this research report. 'he main purpose is to be familiar with the real world
situation and practical e"perience in a business firm. 'raditional system of study is totally
obsolete in current world. !f ! have no practical knowledge with theoretical knowledge, !
cannot compete in the $ob market. 3or that reason ! have some ob$ectives of my study. 'he
study mainly conducted with following ob$ective.
'he ob$ectives are divided in two part0 (road /b$ectives 4 specific /b$ectives.
Page ' of 42
1.&.1 !#e (road )(*ecti"e:
'he broad ob$ective of the report is to e"plore the human resource practices of Madina
#roup.
1.&.2 !#e specific )(*ecti"es:
'o identify the sources of recruitment of Madina #roup.
'o analyze the current performance appraisal system of Madina #roup.
'o know the training method that is used by Madina #roup.
1.$ Scope of the eport:
'he scope of this report is mostly limited to Madina #roup, as the report is based on
practical observations, and also limited to the related departments of this report. 'here was
no scope of doing outside surveys e"cept getting some help from secondary data of other
organizations. 'he report scope was narrowed to the head office operations and practices. )s
! was sent to Madina #roup, Head /ffice, Human Resources .ivision. 'he scope of the
study is only limited to the Human Resources .ivision of Madina #roup. 'he report mainly
covers on Human Resources Management of Madina #roup.
Page 4 of 42
1.% &ethodo'ogy of the study:
'o make the Report more meaningful and presentable, two sources of data and information1s
have been used widely.
(oth primary and secondary data sources were used to generate the report.
1.( )ata *o''ection
(oth the primary and secondary forms of data are used to make the report more valuable and
informative.
'he details of these sources are gives below5
Primar+ ,ources
.iscussion with the officers working in the HR /perations of Madina #roup.
2ersonal /bservation
2ractical work e"perience.
,econdar+ ,ources
(rochure, brand book, yearbook of Madina #roup and Madina #roup portal.
6arious books, articles, 7ewspaper etc.
8ebsites of the Madina #roup.
7ewspapers and magazines regarding group of companies.
mployee Handbook of Madina #roup.
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1.+ Study ,eriod:
'he internship with Madina #roup at Head /ffice is part of my (() program that duration
is 9:
th
3ebruary 9;<+ to 9:
th
May, 9;<+ by the decision of university. 'his attentively three0
month internship helps me to achieve ob$ective of the study.
1.1- .imitations:
'he !nternship was only for twelve weeks, of which first four weeks have been spent in
orientation to the organization and concerned department. !t was very difficult to collect all
the re%uired information in such a short period. .ue to some legal obligation and business
secrecy organizations are reluctant to provide data. 3or this reason, the study limits only on
the available published data and certain degree of formal and informal interview. )lthough
the particular study is e"tremely e"tensive in nature, hard effort was given to make the study
worthwhile and meaningful even then there e"ists some limitations. 'hese are as follows5
=imitation of employment personal.
=ack of practices in human resource management.
Human resources department was reluctant to provide information, because of
.ifficulty in accessing sensitive data and information.
7on0availability of some preceding year1s statistical data.
'he tenure of the internship period is three month. &ince Human Resources .ivision
is a vast area, after doing the regular office works from <; )M to > 2M it is not
possible to go through in depth within this short span of time.
=ast three months the division has conducted huge recruitment that limits my
involvement in other working areas of the division.
'he secondary source of information was not enough to complete the report.
?onfidentiality.
&ometime data collection from the customers is also very hard.
Page - of 42
Chapter: 02
.ac/ground of Madina Group
Page 0 of 42
2.1 ,reface:
Madina #roup, a leading private sector business conglomerate in the country, commenced
business in the year of <@:A in the name and style of Madina 'rading ?orporation. !nitially
it was engaged in marketing of cement after purchasing from the local importers. !n <@A9 it
started importing %uality cement from !ndonesia, ?hina, &outh Borea and other countries. !t
emerged as a private limited company in <@A:.
3rom the very inception, the company never looked back. !t diversified its business following
a successful operation over the last two decades which resulted in Madina 'rading
?orporation to take the shape of Madina #roup.
'he Madina #roup now comprises the following concerns5 0
Madina 'rading ?orporation (2vt.) =td.
Madina ?ement !ndustries =td.
Madina 2oly 3ibre =td.
Madina ?ement Mills =td.
Madina Maritime =td.
Madina .evelopments =td.
Madina 2olymer !ndustries =td.
Madina Heemagar =id.
Madina 3ruits =td.
3leet !nternational =td.
(ismillah 7avigation.
MMR ((angladesh) .
ach and every business concern has proved a very successful in its respective areas. 'hey
are making steady progress either in manufacturing %uality products or providing better
services. Madina #roup has become a well known name in the business arena of the
country.
Page 1 of 42
2.2 O!"ecti#es of &adina /roup:
/ur main ob$ectives are to get engaged efficiently and responsibly in ?ement, 2olycon,
&hipping, Real state and other business and to participate in the search for the development
path in the country to ensure a sustainable growth.
!n our $ourney we intend to be the market leader in the domestic economy by offering valued
customers better products and services. )s we are e"pressing such an intention, we are not
ignoring the fact that the demands of consumers will change substantially in the new
millennium which also brings some daunting challenges in all fields, particularly in
technology on which the business depends immensely. Beeping it in mind, we are
continuously monitoring markets of various products to enrich ourselves with feedback.
8e also want to save foreign e"change by introducing local products as the substitutes for
foreign goods. /ut of this thinking, we have already set up industrial units in various sectors
such as cement, polycon, polyfibre etc.
/ur ob$ectives are not only to do business but also to serve the nation. 8e desire to generate
more and more employment because unemployment has become one of the countryCs main
problems creating a setback to our development efforts. 8e are proud to announce that
around 9;;; skilled manpower is involved with Madina #roup
2.3 /roup &anagement:
Page 2 of 42
2.4 SO0T 1na'ysis of &adina /roup:
&8/' is a short form that is used to describe the particular strengths, weakness,
opportunities and threats that are strategies factors for a specific company. 3or the
Madina #roup ! found it as follows5
Strength
&trong employee bonding
fficient performance
mpowered workforce
3riendly environment
Modern e%uipment 4 technology
/utstanding 2roduct Duality
?apability to (ring !nnovation 4
product differentiation
Weakness
High cost for maintaining an account
!nsufficient 8orking ?apital
=ack of employees
Opportunity
.istinct operating procedures
)bility to Retain #rowth 4 Market
3ocus in difficult /perating &ituations
"perienced managers
Threat
&trong ?ompetitors in .omestic
4!nternational Market
2olitical !nstability
#overnment 4 !nternational
Regulations
Rising 'rend of Material 2rice
Page 13 of 42
Chapter 3:
)"er"ie4 of HR 5i"ision
Page 11 of 42
3.- e#ie2 of .iterature:
'here are number of HR practices that could be tested in connection with employee
performance. ) number of research articles had already been published.
'he !mpact of Human Resource Management and 8ork ?limate on /rganizational
2erformance by #arry ). #elade and Mark !very.
'he ffect of Human Resource Management 2ractices on M7? &ubsidiary
2erformance in Russia by ?)R= 3. 3E.
'he !mpact of Human Resource Management 2ractices on 'urnover, 2roductivity and
?orporate 3inancial 2erformance by Mark ). Huselid.
How HR 4 'raining 2ractices ?an (oost 8orker 2erformance (!/M)1s Report on
Managing 'raining and .evelopment).
Human Resource 2ractices and /rganizational 2erformance5 ?an the HRM0
performance linkage be e"plained by the cooperative behaviors of employeesF (y .r.
Matti$s =ambooi$.
'he impact of HR practices on the performance of business units by 2atrick M.
8right, 'imothy M. #ardner and =isa M. Moynihan.
'he !mpact of Human Resource Management 2ractices on the 2erformance of
uropean 3irms by 2aul #ooderham, Bristen Ringdal and mma 2arry.
Human Resource &trategy to !mprove /rganizational 2erformance5 ) Route for
(ritish 3irms by 3ang =ee ?ooke.
Human Resource Management, /rganizational 2erformance and mployee 8ell0
(eing by .avid #uest.
2erformance appraisal systems5 determinants and change by (rown M and Heywood
G.
%uity0based compensation for employees5 firm performance and determinants by
3rye M. (.
Page 12 of 42
'he importance of HR practices and workplace trust in achieving superior
performance5 a study of public0sector organizations by #ould 8illiams G.

Human Resource Management, ?orporate 2erformance and mployee 8ellbeing5
(uilding the 8orker into HRM by #uest ..

3.1 Introduction:
Human Resource Management (HRM) is the function within an organization that focuses on
Recruitment of, management of, and providing direction for the people who work in the
/rganization. Human Resource Management can also be performed by line managers. !t is
the organizational function that deals with issues related to people such as compensation,
Hiring, performance management, organization development, safety, wellness, benefits,
mployee motivation, communication, administration, and training.
'he Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring your
personnel and management practices conform to various regulations. )ctivities also include
managing your approach to employee benefits and compensation, employee records and
personnel policies.
*sually small businesses have to carry out these activities themselves because they can1t yet
afford part or full0time help. However, they should always ensure that employees have their
own rights and are aware of personnel policies which conform to current regulations. 'hese
policies are often in the form of employee manuals, which all employees have. 'he market
place for talented, skilled people is competitive and e"pensive. 'aking on new staff can be
disruptive to e"isting employees. )lso, it takes time to develop Hcultural awareness1,
2roductI processI organization knowledge and e"perience for new staff members. Human
resource management does this $ob.
Page 1' of 42
3.2 3unctions of 4:
'he functions of human resource management are5
&taffing
'raining and .evelopment
Motivation
Maintenance.
(y doing all these functions Human resource management does its $ob.
,taffing in HRM:
)ctivities in HRM concerned with seeking and hiring %ualified employees is &taffing.
) company needs a well defined reason for needing individuals who posses specific skills,
knowledge and abilities to specify the $ob. mployee referrals can produce the best
applicants for two reasons. 3irst, current employees screen applicants before referring them.
&econd, current employees believe that their reputations with the firm will be reflected in the
candidates that they recommend.
Recruiting is the initial step of staffing. Recruiting is the process of locating, identifying, and
attracting capable employees. Many companies are finding new employees on the 8orld
8ide 8eb. 'he source that is used should reflect the local labor market, the type or level of
position, and the size of the organization. 7ow the second step of &taffing, that is strategic
HR planning. 3or that a company plans strategically. 'hey set goals and ob$ectives, these
goals and ob$ectives may lead to the structural changes in the company.
Page 14 of 42
'hird step is selection. 'his process is attracting %ualified applicators and discouraging the
un%ualified applicants. (y this a company can get its desired employees of re%uirement. !t
has dual focus, attempting thin out the large set of applications that arrived during the
recruiting phase and to select an applicant who will be successful on the $ob.
'o achieve this goal, companies can use a variety of steps. 'he employees who are able to do
all the steps and ensure good performance they get the $ob. HRM must communicate a
variety of information to the applicants, such as the organization culture.
*nder the selection process there are some steps5
'he company can use these steps to select the employees. 8ith this process their &taffing $ob
is done. 'he completed selection process ends the staffing functions.
Page 1& of 42
!raining and 5e"elopment:
'raining is one of the important activities of human resource management. !n the training
process companies try to motivate and train the employees in a manner so that they can work
more effectively in the future. *nder the training process there are some steps they are given
below5
Emplo+ee orientation: mployee orientation provides new employees with the basic
background information they need to perform their $obs satisfactorily. ?ompanies
arrange an orientation program for the employees.
!n an orientation program the employees should feel0
feel welcome
understand the organization in a broad sense
be clear about what the firm e"pects in terms of work and behavior
begin the process of socializationJJ
Emplo+ee training:
'here is some process, method and techni%ues of employee training. ) company follows the
all the steps of training to provide the employees a good look on their work.
Emplo+ee de"elopment5
mployee development is like the output of training. !n development stage employees are
motivated after their proper training. 'he development of an employee can be organizational.
Page 1- of 42
/rganization development aims to change the attitudes, values, and beliefs of employees so
that the employees can identify and implement changes.
6areer de"elopment5
'he career development stage is given below5
Pre transition: !s simply looking for a $ob and preparing oneself for a career.
!ransition: )n individual is already having a $ob and developing oneself for future
career or moving to another career.
Preferred area: )n individual prefers a specific sector of the career.
Earl+ stage: 3irst <0K years of career is called early career.
Mid career: K09; years after the career starts.
7ate career: =ate career starts after 9; years of $ob life.
Retirement: )nd finally after completing the stages of career and individual decides
to retired.
Moti"ation in HRM:
Motivation is concerned with getting someone to do something one want or, on an individual
basis, wanting to do something for own self for a particular reason. 3or many businesses, the
most e"pensive asset they possess is their human resources. 'hese resources are hired for the
value that they add to a business L as a result it makes sense to ensure that the business gets
the best out of those resources.
/n other words Motivation is to inspire people to work, individuals in such as to produce
best results. !t is the willingness to e"ert high level of effort towards organizational goals,
conditioned by the efforts and ability to satisfy some individual needs.
)n important part of the retention of staff, reducing staff turnover and minimizing
absenteeism at work is ensuring that staff are properly motivated. 'he wage should be
increased, the facilities should be insured and social security should be confirmed. 'hese are
the types of common motivational ways.
Page 10 of 42
&taff motivation is the cornerstone of open, fle"ible and caring management culture, which
the #overnment aims to establish through HRM.
'o put it into practice, open means not only to listen to staff suggestions and opinions, but
also to empower staff, accept their constructive criticisms and use their suggestions.
'o be flexi(le, we may need to change the traditional ways of doing things. )s far as staff
motivation is concerned, the biggest challenge perhaps is to stop focusing on problems and
the guilty party (police behavior) and start looking for those responsible for things gone right
(coach behavior).
6aring calls for a human leader who would give emotional support to individuals and at
the same time attend to the overall emotional needs of team members L which include
treating them all in a fair and impartial manner.
'oday1s employees want a respect that can be seen as involvedness in decision that will affect
them. =istening to the employees is a way of Motivation. )ll the motivation functions focus
on one primary goal, to have some competent and adapted employees with up0to0date skills,
knowledge and abilities, e"erting high energy levels.
'hat1s how we belief that ,people are our most important asset-. 'he basic principle
underpinning motivation is that if employees are led effectively, they will seek to give of
their best voluntarily without the need for control through rules and sanctions M they will
eventually be self0motivating.
Maintenance of emplo+ees:
'o maintain the employees of a company must look after the employee0
Healt# and safet+5 3or employees health and safety then there is an act called /&H)
(/ccupational &afety and Health )ct) which assures )ssure so far as possible every
working man and woman in the nation safe and healthful working conditions and to
preserve our human resources.
Page 11 of 42
'he basic purpose of /&H) is to administer the act and to set and enforce the safety and
health standards and responsible for promulgating legally enforceable standards. !t is said
that mployers with << or more employees must maintain records of occupational in$uries
and illnesses, and report both occupational in$uries and occupational illnesses.
6ommunication: 'he communication between the employees and top level
management should be clear and transparent. 'here should no gap between top level
management and low level management.
Emplo+ee8s relation: mployees should be committed to their companies and the
companies also should understand the needs and wants of the employees. !n some
companies1 employees and labors create labor union for better relationship among the
workers and employees.
Page 12 of 42
Chapter: 4
Human Resource Practices of Madina Group
Page 23 of 42
4.1 Introduction:
mployees are the core resources of any organization, without them, one cannot run their
organization and human resource is conducted with the growth of development of people
toward higher level of competency, creativity and fulfillment. !t keep employees become
better more responsible person and then it tries to create a climate in which they contribute to
the limits of their improved abilities. !t assumes that e"panded capabilities and opportunities
for people with lead directly to improvement in operating effectiveness.
ssentially, the human resource approach means that people better result. Madina #roup
always determine what $obs need to be done, and how many and types of workers will be
re%uired.
&o, establishing the structure of the company assists in determining the skills, knowledge and
abilities of $ob holders. 'o ensure appropriate personnel are available to meet the
re%uirements set during the strategic planning process. 'he company believes that the %uality
work comes from %uality workers who are well motivated and ready to take challenge to
provide better service.
4.2 5nits in 4 di#ision:
'here are four units in Human Resource .ivision of Madina #roup5
HR &taffing
HR /peration
'raining 4 .evelopment.
Page 21 of 42
2erformance appraisal
4.2.1 HR ,taffing:
'he staffing process0 putting the right people in the right positions at the right times0 is one
of the most critical tasks any organization faces. 'he %uality of the work performed can be
only as high as the capabilities of the people performing it.
'hree officers are working in HR staffing unit. 'hey perform the following activities
Recruitment
&election
=eave Management
2ersonal .ossier Management
Recruitment:
Page 22 of 42
2erformanc
e appraisal
Recruitment is the process by which a firm finds its employees, are perhaps the most critical
tasks any organization faces. 8ithout the right people, no firm can function effectively. 3or a
recruitment program to be successful, managers should cooperate with the human resources
staff to define needs and predict vacancies. 'his recruiting may be done by internal or
e"ternal.
!+pes of Recruitment:
a) 9or Internal Recruitment5
'he principal methods are0
Gob posting
*se of computerized skills inventories
Referrals from other departments
(: 9or External Recruitment:
/rganizations rely on0
)dvertisements
2ublic or private placement agencies
3ield recruiting
!nternships
c: Point of Recruitment:
'here are two level of recruitment.
<. ntry level
9. =ateral entry ( Recruitment of e"perienced person)
Page 2' of 42
Entr+ le"el:
'here are two entry level post for recruiting fresh graduates and post graduates.
'hese are5
<. 2robationary officer =evel
9. 'rainee )ssistant /fficer (')/) =evel
1. Pro(ationar+ officer:
2robationary officers are confirmed as officer after successful completion of one year
probation period. 2robationary /fficers are recruited throw completive written e"am. )fter
taking e"am top scorers are invited to appear the interview of management committee. )fter
appearing the interview they have to face an interview in front of (oard of .irectors.
3or recruiting 2robationary /fficers advertisement are given in daily newspaper and web
site also. /nly online applications are acceptable for 2robationary /fficers (2/). 'hey have
to apply throw bd$obs.com. (d$obs supplies the database of ?6s or resume to Madina #roup
HR. HR team then short lists the resume of the candidates. /nly short listed candidates are
invited for appearing the written e"am. &hort0listing criteria1s are given in the circulars.
'here are some sub$ects, which are preferred for short listing.
'hese sub$ects are5
Page 24 of 42
M() (Ma$or in )ccounting, 3inance, Marketing, HRM, M!& etc.)
nglish
&tatistics
conomics
Mathematics
?&
.evelopment studies
2. !rainee ;ssistant )fficer <!;): 7e"el:
')/s are confirmed as assistant officer ()/). ')/s are recruiting from walking ?6s.
*sually, one written e"am is managed by Madina #roup management has taken for
recruiting ')/s followed by one 6iva.
7ateral entr+ <recruitment of experienced person::
'here are recruitments for e"perienced employees, which is called lateral entry. =ength of
services, $ob responsibilities, revolutionary background etc. is taken into consideration for the
lateral entry.
,election:
&election standards should be chosen carefully to predict a candidate1s success on the $ob.
3or many organizations these standards must also comply with legal re%uirements. 'he
critical criteria in this regard are $ob relatedness, reliability, and viability.
3or selection of candidates following things are considered0
)ppearance
)ttitudes
Bnowledge
2ersonal ability 4 mental ability
2hysical ability
Page 2& of 42
Dualification
?ommunication skill
Gob knowledge (for lateral entry)
7ea"e management:
=eave is earned by duty. =eave cannot be claimed as a matter of right, and leave admissible
under the service rule of Madina #roup may be granted by the Managing .irector or his
authorized person, who may refuse leave, grant leave for a shorter period than applied for,
revoke leave of any description and recall an employee before the e"piry of the leave.
/ne 2rincipal /fficer is looking after the leave matter of employees and keeping leave
records. mployees of Madina #roup are en$oying following kinds of leaves0
Earned 7ea"e: +; days in a year as per service rule of Madina #roup.
6asual 7ea"e: <; days in a year.
,ic/ 7ea"e: <K days in a year N conditional additional sick leave allowed by the
mgt. as per service rule of .(=.
Maternit+ 7ea"e: @; days for each issue up to two children.
=uarantine
7ea"e
<O days in case of diseases this may be spread out in office.
Pilgrimage 7ea"e<O days once during the service life.
Extraordinar+
7ea"e
)s per the rule of the ?ompany.
,tud+ 7ea"e: )s per the rule of the ?ompany.
Personal 5ossier Management:
)ll employees1 history and records are keeping in personal file of each employee. mployee
related data are also stored throw HR software &?)=. (&kill set ?ompetency )ssessment
for =ogical valuation of .evelopment).
4.2.2 HR )perations:
Page 2- of 42
HR operations unit mainly work in the area of short term and long0term benefits of the
employees of Madina #roup, like salary, bonus, provident fund, gratuity, super annulations
fund, etc.
Monthly &alary .isbursement
2reparation and disbursement of 3estival (onus and 2erformance (onus
mployees 3inal &ettlement.
&taff House (uilding =oan
&ubmission of various &alary related M!& report to the Management 4 Regulatory
bodies.
8ork as &ystem )dmin in HR department
)ssist in )ppraisal Management
mployee 'a" processing, etc.
4.2.' !raining > 5e"elopment:
Human Resource is the key to success of a service oriented business organization. 'he
famous %uotes from some renowned business leaders are5
'ake our 9; best people and virtually we become a mediocre company.
o 0(ill #ates, ?hairman, Microsoft ?orporation.
'ake my assets, leave my people and within K years ! will have it all back.
o 0)lfred &loan, ?hairman, #eneral Motors.
,teps of training program
) typical training program can be classified into K steps
i. 7eed )nalysis
ii. !nstruction .esign
iii. 6alidation
Page 20 of 42
iv. !mplementation
v. valuation and 3ollow0up
i. ?eed ;nal+sis:
!dentify the specific $ob performance skills needed to improve performance and productivity.
)nalyze the skills and needs of the prospective trainees and to develop specific measurable
knowledge to perform their $ob.
'o ensure that the program will be suited to the trainees specific levels of education,
e"perience and skills.
*se study report to develop specific measurable knowledge and performance ob$ective
!ec#ni@ue to identif+ !raining ?eeds: 'ask analysis and performance analysis are
two main techni%ues for identifying training needs.
!as/ anal+sis:
'he first step in training is to determine what training, if any, is re%uired. 'he main task in
assessing the training needs of new employees is to determine what the $ob entails and break
it down into subtasks, each of which is then taught to the new employee.
&o, task analysis is a detailed study of a $ob to identify skills re%uired so that an appropriate
training program may be instituted.
'ask )nalysis form contains si" types of information0
'ask list
How often performed
Duantity, Duality &tandards
2erformance ?onditions
&kills Re%uired
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8here best learned
Performance ;nal+sis:
6erifying that there is a performance deficiency and determining whether that deficiency
should be rectified through training or some other means (such as transferring the employee).
ii. Instructional 5esign:
#ather instructional ob$ectives, methods, media, description of and se%uence of content,
e"amples, e"ercise and activities.
Make sure all materials such as video scripts, leader1s guides and participant1s workbooks,
complement each other are written clearly and blend into unified training geared directly to
the stated learning ob$ectives.
?arefully and professionally handle all program elements0whether reproduced on paper, film
or tape to guarantee and effectiveness.
iii. Aalidation:
!ntroduce and validate the training program before it presented to the trainee.
i". Implementation:
8hen applicable boost success of training workshop focuses on presentation knowledge and
skills in addition to training content.
". E"aluation and 9ollo4BCp:
)sses program success according to0
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Reaction: .ocument the learner1s immediate reactions to the training.
7earning: *se feedback devices or pre and post tests to measure what learners have
actually learned.
.e#a"ior: 7ote supervisor1s reactions to learner1s performance following completion
of the training. 'his is one way to the degree to which learners apply new skills and
knowledge to their $obs.
Results: .etermine the level of improvement in $ob performance and assess needed
maintenance
,etting training o(*ecti"e
)fter training needs have been analyzed, concrete and measurable training ob$ectives should
be set. /b$ectives specify eJwhat the trainee should be able to accomplish after successfully
completing the training program.
!ec#ni@ues of training program:
)fter determine employees training needs, set training ob$ectives and designed the program,
the training program can be implemented. Most popular training techni%ues are5
/n the $ob training
/ff the $ob training
)n t#e *o( training:
/n the $ob having a person learn a $ob by actually performing it. 6irtually every employee,
from mailroom clerk to company president gets some on the $ob training when he or she
$oined the firm.
) useful step by step $ob instruction approach for giving a new employee on the $ob training
is as follows0
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2reparation of learner
2resentation of the operation
2erformance tryout
3ollow0up
)n t#e *o( training #as se"eral ad"antagesB
!t is relatively ine"pensive
'rainees learn while they working
'here is no need of class0room, programmed learning devices
'rainees learn actually doing the $ob
#et %uick feed0back about the correctness of their performance.
)n t#e *o( management de"elopment tec#ni@ues:
/n the $ob training is one of the most popular development methods. !mportant techni%ues
here include0
Gob rotation
?oachingI under0study approach
Gunior boards
)ction learning
)ff t#e *o( training:
=isting of each $ob1s basic task along with the key points in order to provide step by step
training to the employee.
)ff t#e *o( training ma+ (e different t+pes:
=ectures
)udiovisual techni%ues
'ele0training
6ideo conferencing
Page '1 of 42
2rogrammed learning
6estibule or simulated training
?omputer based training
)ff t#e *o( management de"elopment tec#ni@ues:
'here are many techni%ues that are use to develop managers off the $ob, perhaps in a
conference room at head %uarters or off the premises entirely at a university or special
seminar. 'hese techni%ues are addressed ne"t0
'he case study method
Management games
/utside seminars
*niversity related programs
Role playing
(ehavior modeling
!n house development centers.
4.2.4 Performance ;ppraisal
2erformance appraisal is a method by which the $ob performance of an employee is
evaluated. 2erformance appraisals are a part of career development and consist of regular
reviews of employee performance within organizations.
4.2.& Met#od of performance appraisal:
!raditional met#od:B
'raditional method of performance appraisal has been used by companies for very long time.
) common feature of these methods is they are all relatively simple and involve appraisal by
one senior.
6#ec/ list met#od:B
!n this method the senior, the boss is given a list of %uestion about the $unior. 'hese %uestions
are followed by check bo"es. 'he superior has to put a tick mark in any one of the bo"es
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Ran/ing met#od:B
!n this method ranks are given to employees based on their performance. 'here are
different methods of ranking employees.
&imple ranking method
)lternate ranking method
2aired comparison method
Modern met#ods:B
Modern methods of appraisal are being increasingly used by companies. 7ow days one of the
striving feature that appraisal involves is, the opinion of many people about the employee
and in some cases psychological test are used to analyze the ability of employee. 'hese
methods are as follows
Role anal+sis:B
!n this method of appraisal the person who is being apprised is called the focal point and the
members of his group who are appraising him are called role set members.
;ssessment centers:B
)ssessment centers ()?) are places where the employee1s are assessed on certain %ualities
talents and skills which they possess. 'his method is used for selection as well as for
appraisal
.e#a"ioral anc#ored rating scale:B
!n this method the appraisal is done to test the attitude of the employee towards his $ob.
Ps+c#ological testing:B
!n this method clinically approved psychological test are conducted to identify and appraise
the employee. ) feedback is given to the employee and areas of improvement are identified.
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4.2.- Process of performance appraisal:
2rocesses of performance appraisal followed by Madina #roup are5
2rocess of performance appraisal5
,etting performance standards:B
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!mplementation and review
.iscussing result
?ollective action
?ommunication standard set to
the employee
?omparing performance with
standard
&etting performance standards
Measuring performance
!n this very first step in performance appraisal the HR department decides the standards of
performance i.e. they decide what e"actly is e"pected from the employee for each and every
$ob.
6ommunication standard set to t#e emplo+ee:B
&tandards of performance appraisal decided in <
st
step are now conveyed to the employee so
that the employee will know what is e"pected from him and will be able to improve his
performance.
Measuring performance:B
'he performance of the employee is now measure by the HR department, different methods
can be used to measure performance i.e. traditional and modern method. 'he method used
depends upon the company1s convenience.
6omparing performance 4it# standard:B
'he performance of the employee is now $udged against the standard. 'o understand the
score achieved by him. )ccordingly we come to know which category of performance the
employee falls into i.e. e"cellent, very good, good, satisfactory etc.
5iscussing result:B
'he results obtained by the employee after performance appraisal are informed or conveyed
to him by the HR department. ) feedback is given to the employee asking him to change
certain aspects of his performance and improve them.
6ollecti"e action:B
'he employee is given a chance or opportunity to improve himself in the areas specified by
the HR department. 'he HR department constantly receives or keeps a check on the
employee1s performance and notes down improvements in performance.
Implementation and re"ie4:B
'he performance appraisal policy is to be implemented on a regular basis. ) review must be
done from time to time to check whether any change in policy is re%uired. 7ecessary changes
are made from time to time.
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Chapter: 05

&.1 9indings:
&.2 Recommendations:
&.' 6onclusion:
Page '- of 42
6.1 3indings of the study:
Madina #roup uses both !nternal and "ternal recruitment policy, but they highly
emphasis on internal sources of recruitment.
Madina #roup has its own training center and they use some on the $ob and off the $ob
training methods to train their employees effectively.
'he management of Madina #roup does not use performance appraisal form and
evaluate employees1 performance properly.
6.2 ecommendations:
Madina #roup should focus on e"ternal sources of recruitment to get fresh and %ualified
employees.
'he management of Madina #roup should use performance appraisal form properly to
evaluate employee1s performance.
'he management should provide 2eriodical performance feedback and proper recognition
and rewards to the %ualified employees to keep motivating them.
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6.3 *onc'usion:
Madina #roup has converted all of their system and policy of traditional /rganizations in
(angladesh. ! think which a very practical and bold decision is. 'here are lots of local and
foreign companies in (angladesh. !n this competitive market Madina #roup has compete not
only the other local industries but also with others industries.
Madina #roup is more capable of contributing towards economic development as compared
with other industries. Madina #roup !nvested more funds in e"port and import business. !t
obvious that the right thinking of this company including establishing a successful network
over the country and increasing resources will be able to play a considerable role in the
industry development. &uccess in the industries largely depends on effective leading.
Page '1 of 42
Chapter: 06
$.1 Internship 78perience
Page '2 of 42
$.1 Internship 78perience:
My practical training (internship period) started on 9:
th
of 3ebruary 9;<+ and it1s was in one
of the popular /rganization which is Madina #roup. ! $oined as an intern of its main
branch, .haka. !1m not the only one that did my practical there. 'here are + students
from various universities and all us are known as , !nternee-. !1m gladly welcomed to
the company. .uring internship period ! have learned so many things such as different
task activities, how to behave with colleagues, maintaining relationship with customer,
communication with customer and organizations managers and supervisors.
Human Resource 5i"ision in a pro$ect under the supervision of Mamun Bhan, &enior HR
/fficer, Human Resource .ivision.
'he key responsibilities of the $ob as written below5
/bserving and look after overall the interns enlisted in Madina #roup in all
.ivisions.
&orting out ?61s and reporting to the supervisor.
?all candidates for interview for the allocated times schedules.
?ollecting the attendance sheets of the interns and submit to the finance division.
Page 43 of 42

Capter: 07
Page 41 of 42
0.1 Reference and .i(liograp#+
%.1 eference and Bi!'iography:
.oo/s:
Human Resource Management$,. %leiman 7a4rence.
Management,8. #riffin Ricky.
De(sites:
#ttp:EE444.madinagroup.com.(d
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