Table of Contents

Topic
1. EXECUTIVE SUMMARY
2. INTRODUCTION 3. OBJECTIVES 4. COMPANY INTRODUCTION

Page
2 3 3 4

5. ORGANIZATIONAL CHART OF CITYCELL

6. WHY IS HR MANAGEMT IMPORTANT

7. LITERATURE REVIEW

8. METHODOLOGY

9 10 10 11

9. LIMITATIONS 10. MEASURES 11. ANALYSIS

1|Page

12. RECOMMENDATION 13. CONCLUSION 14. BIBLIOGRAPHY

19 19 20

EXECUTIVE SUMMARY
HUMAN RESOURCE MANAGEMENT (HRM) is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. By using different methodology like observation, discussion, interview and secondary data we tried to compile all the information relating HUMAN RESOURCE MANAGEMENT (HRM). Gathered informations are explained in table, charts, and comparative description. We surveyed distinct organization to collect actual information about HUMAN RESOURCE MANAGEMENT (HRM). This surveyed has reflected the HUMAN RESOURCE MANAGEMENT (HRM) is an important issue which needs important attention from the managerial part. In a nutshell it is gleaned from primary and secondary data that HUMAN RESOURCE MANAGEMENT (HRM) cannot be ignored from the managerial

2|Page

part to keep the working environment favorable to achieve the organizational goals and to protect the image or goodwill of the particular organization.

INTRODUCTION
These are interesting times for human resource (HR) managers. Globalized production and sales mean more competition and more competition means more pressure to improve- to lower costs, to make workers more productive, and to do things better and less expensively. For employers around the world, the human resource function is a key player in helping companies achieves these strategic aims. For example, more than a third of all firms now rely on computerized HR technology to more efficiently track, test, and/or select job applicants. Forty-one percent of large firms (and 24% of firms overall) have human resource call centers, or intranet-enabled processes that let employees service their own HR needs (changes in benefits, for instance).

OBJECTIVES
3|Page

The objectives of this project paper are followings To find out the actual meaning of HUMAN RESOURCE MANAGEMENT (HRM) To identify the roots of HUMAN RESOURCE MANAGEMENT (HRM) To show that HUMAN RESOURCE

MANAGEMENT (HRM) is a important issue in ensuring a companys successful future.

COMPANY INTRODUCTION
Citycell (Pacific Bangladesh Telecom Limited) is Bangladeshs pioneering mobile communications company and the only CDMA mobile operator in the country. Citycell is a customer-driven organization whose mission is to deliver the latest in advanced telecommunication services to Bangladesh. The company offers a full array of fixed and mobile services for consumers and businesses that are focused on the unique needs of the Bangladeshi community. Citycells growth strategy is to integrate superior customer service, highest standard technology and choice of packages at affordable rates. The company operates a 24-hour call centre with well trained operators to respond to customer queries. Citycells customer services are open 7 days a week to ensure customers can access Citycell at any convenient time.

4|Page

Citycell is focused on innovation and creating new ways for customers to stay in touch and to do business. Citycell is offering a wide range of competitive pre-paid and post-paid mobile packages as well as Value Added Services such as SMS and information based services. Citycell (Pacific Bangladesh Telecom Limited) has been converted into a Public Limited Company with effect from 28 March, 2008 in compliance with the Notification No. SEC/CMRRCD/2006-159/Admin-03/23 of Securities and Exchange Commission of Bangladesh.

Following lists the shareholders of the company:

Pacific Motors Limited Pacific Traders Limited Pacific Industries Limited Far East Telecom Limited SingTel Asia Pacific Investments Pte Ltd SingTel Consultancy Pte Ltd Singapore Telecom Paging Pte Ltd

ORGANIZATIONAL CHART OF CITYCELL

5|Page

WHY IS HR MANAGEMT IMPORTANT

Why are these concepts and techniques important to all managers? Perhaps its easier to answer this by listing some of the personnel mistakes everyone dont want to make while managing. For example Hire the wrong person for the job Experience high turnover Have your people not doing their best Waste time with useless interviews

6|Page

Have your company taken to court because of discriminatory actions

Have your company cited under federal occupational safety laws for unsafe practices

Have some employees think their salaries are unfair and inequitable relative to others in the organization

Allow a lack of training to undermine your departments effectiveness

Commit any unfair labor practices

LITERATURE REVIEW
RECRUITMENT AND SELECTION POLICIES
7|Page

In order to meet our organizational and operational objectives and achieve our full potential, we need to ensure that on each and every occasion we recruit the right person to fill every vacancy. Mistakes in recruitment and selection are costly to correct., so it makes sound business sense to ensure that effort and consideration does into making well informed recruitment and selection decisions. The policy is a framework for recruitment in the Authority and is supported by Guidance Notes that give clear guidelines relating to the duties and responsibilities of all individuals involved in the recruitment and selection process. All such individuals have a duty to become familiar with the requirements of the policy and the Guidance Notes and to seek advice as and when necessary on their correct use. Advice and support will be readily available from a range of specialist staff within the business Support Unit. It is essential to ensure that statutory obligations places on the Council by legislation are strictly adhered to with particular reference to.

DECISION DECENTRALIZATION Decision Decentralized making is any process where the decision making authority is distributed throughout a larger group. It also connotes a relatively higher authority given to lower level functionarys executives, and workers. This can be in any organization of any size from a government authority to a corporation. However, the context is in which the term is used is generally that of larger organizations. The decisions arising form a process of decentralized decision making are the functional result of group intelligence and crowd wisdom.

TRAINING AND DEVELOPMENT

8|Page

It is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names including employee development, human resource development and learning development. CAREER DEVELOPMENT The lifelong series of activities that contribute to a persons career exploration, establishment, success, and fulfillment. PROMOTION POLICIES Promotions traditionally refer to advancements to positions of increased responsibility; transfers are reassignments to similar positions in other parts of the firm. For employers, promotions can provide opportunities to reward exceptional performance, and to fill open positions with tested and loyal employees. PERFORMANCE APPRAISAL Evaluating an employees current and or past performance relative to his or her performance standards. WORK ENVIRONMENT It makes sense that people that are happy within their working environment will work far more effectively and happily that those who are uncomfortable. It therefore makes sense to consider certain aspects of your employees workspace quite carefully.

FINANCIAL PERFORMANCE

9|Page

A subjective measure of how well a firm can use assets from its primary mode of business and generate revenues. This term is also used as a general measure of a firms overall financial health over a given period of time, and can be used to compare similar firms across the same industry to compare industries or sectors in aggregation PAY FOR PERFORMANCE: INCENTIVE REWARDS It is a motivation concept in human resources, in which employees receive increased compensation for their work if their team, department or company reaches certain targets.

METHODOLOGY
The service company that we selected in order to verify the hypothesis that we made was CITYCELL Group. When we contracted the company we initially talked to the senior officers. We had brought our questionnaire with us which we requested them to fill up for us. Questionnaire

Other sources Company reports by different departments. Companys background objective and vision were collected from various trusted sources like internet website, other official documents of the company etc. We used technical instruments like Microsoft Word, SPSS (statistical software). We also use Human Resource management book by Gary Dessler.

10 | P a g e

Measures:
Variables such as recruiting & selection policies, decision decentralization, training & development, career development, promotion policies, performance appraisal, work environment, financial performance, managing compensation, pay for performance: incentive rewards were measured using a 1 to 5 scale (5 = highly agree, 4 = moderately agree, 3 = agree, 2 = moderately disagree, 1 =highly disagree). The value of each statement enabled us to measure the data for our hypothesis.

ANALYSIS
Initially to analyze the data that we have gathered from our respondents, we carried out reliability test. In the reliability test our standard alpha value gain is 0.4. So any observation giving us less than 0.4 had to be excluded using factor analysis. Finally after ensuring the reliability of our data we used curve regression to test our hypothesis. We performed our calculations holding (recruiting & selection policies, decision decentralization, training & development, career development,
promotion policies, performance appraisal, work environment, financial performance, managing compensation, pay for performance: incentive rewards ) as independent variables and dependent

variables.

11 | P a g e

HYPOTHESIS:
H = negatively relationship between two variables Ha= positively relationship between two variables In hypothesis 1, we predict that recruiting and selection policies are positively related to career development. In hypothesis 2, we predict that recruiting and selection policies are positively related to performance appraisal. In hypothesis 3, we predict that, decision decentralization is positively related to work environment. In hypothesis 4, we predict that, training and development are positively related to career development. In hypothesis 5, we predict that, training and development are positively related to promotion policies. In hypothesis 6, we predict that, career development is positively related to pay for performance: incentive rewards. In hypothesis 7, we predict that, work environment is positively related to financial performance.

CURVE REGRESSION:
In curve regression we get b0 & b1 values. The b1 value tell us to what extent Y changes when X changes by 1 assuming Y is the dependent variable and X is the independent variable.

12 | P a g e

RECRUITING & SELECTION POLICIES VS CAREER DEVELOPMENT:

MODEL: _ Independent: RSP Rsq .256 d.f. 13 F 4.48 Sigf .054 b0 2.1451 b1 .4626 MOD_1.

Dependent Mth CD LIN

CD
4.6 4.4 4.2 4.0 3.8 3.6 3.4 3.2 3.0 2.8 2.5 3.0 3.5 4.0 4.5 5.0 Observed Linear

RSP

Hypothesis 1:

The b1 value for recruiting & selection with career development is 0.4626. This indicates that if recruiting & selection increased 1 than carrier development will increase by 0.4626. So there is a strong positive relationship between recruiting & selection and carrier development. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.
13 | P a g e

RECRUITING & SELECTION POLICIES VS PERFORMANCE APPRAISAL:

MODEL: _ Independent: RSP Rsq .218 d.f. 13 F 3.63 Sigf .079 b0 2.3459 b1 .4594 MOD_2.

Dependent Mth PA LIN

PA
5.0

4.5

4.0

3.5 Observed 3.0 2.5 3.0 3.5 4.0 4.5 5.0 Linear

RSP

Hypothesis 2: The b1 value for recruiting & selection with performance appraisal is 0.4594. This indicates that if recruiting & selection policies increased 1 than performance appraisal will increase by 0.4594. So there is a strong positive relationship between recruiting & selection and performance appraisal. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.

14 | P a g e

DECISION DECENTRALIZATION VS WORK ENVIRONMENT:

MODEL: _ Independent: DD Rsq .198 d.f. 13 F 3.21 Sigf .096 b0 2.0678 b1 .5145 MOD_3.

Dependent Mth WE LIN

WE
5.0

4.5

4.0

3.5

3.0 Observed 2.5 2.8 3.0 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 Linear

DD

Hypothesis 3: The b1 value for decision decentralization with work environment is 0.5145. This indicates that if decision decentralization increased 1 than work environment will increase by 0.5145. So there is a strong positive relationship between decision decentralization and work environment. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.

15 | P a g e

TRAINING & DEVELOPMENT VS CAREER DEVELOPMENT:

MODEL: _ Independent: TD Rsq d.f. F Sigf b0 b1 MOD_4.

Dependent Mth

CD

LIN

.583

13

18.17

.001

.7024

.7974

CD
4.6 4.4 4.2 4.0 3.8 3.6 3.4 3.2 3.0 2.8 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 4.8 Observed Linear

TD

Hypothesis 4: The b1 value for training & development with career development is 0.7974. This indicates that if training & development increased 1 than career development will increase by 0.7974. So there is a very strong positive relationship between training & development and career development. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.

16 | P a g e

TRAINING & DEVELOPMENT VS PROMOTION POLICIES:

MODEL: _ Independent: TD Rsq .497 d.f. 13 F 12.87 Sigf .003 b0 .7843 b1 .8120 MOD_5.

Dependent Mth PP LIN

PP
5.0

4.5

4.0

3.5

3.0 Observed 2.5 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 4.8 Linear

TD

Hypothesis 5: The b1 value for training & development with promotion policies is 0.8120. This indicates that if training & development increased 1 than promotion policies will increase by 0.8120. So there is a very strong positive relationship between training & development and promotion policies. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.

17 | P a g e

CAREER DEVELOPMENT VS PAY FOR PERFORMANCE: INCENTIVE REWARDS:

MODEL: _ Independent: CD Rsq .601 d.f. 13 F 19.55 Sigf .001 b0 1.1190 b1 .7233 MOD_6.

Dependent Mth PFPIR LIN

PFPIR
5.0

4.5

4.0

3.5

3.0 Observed 2.5 2.8 3.0 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 Linear

CD

Hypothesis 6: The b1 value for career development with pay for performance: incentive rewards is 0.7233. This indicates that if career development increased 1 than pay for performance: incentive rewards will increase by 0.7233. So there is a very strong positive relationship between career development and pay for performance: incentive rewards. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.
18 | P a g e

WORK ENVIRONMENT VS FINANCIAL PERFORMANCE:

MODEL: _ Independent: WE Rsq .653 d.f. 13 F 24.49 Sigf .000 b0 2.1138 b1 .5696 MOD_7.

Dependent Mth FP LIN

FP
5.2 5.0 4.8 4.6 4.4 4.2 4.0 3.8 3.6 3.4 2.5 3.0 3.5 4.0 4.5 5.0 Observed Linear

WE

Hypothesis 7: The b1 value for work environment financial performance with is 0.5696. This indicates that if work environment increased 1 than financial performance will increase by 0.5696. So there is a strong positive relationship between work environment and financial performance. Other hand, value of alpha in all of the cases is above than 0.4. That's why we can say that the relationship with this two is reliable. So we select alternative hypothesis.

19 | P a g e

RECOMENDATION
HR MANGEMENT is the responsibility of every manager- not just those in the HR department. The intensely competitive nature of business today means HR managers must always stand ready to defend their plans and contributions in measureable terms. The HR manager must design his or her departments HR system relative to achieving the companys strategic aims. HR managers increasingly rely of information technology to help support companys strategic aims. In the HR issues nowadays globalization and diversity are important.

CONCLUSION
We started our study with five independent variables (Recruitment and selection policies, decision decentralization, training and development, career development, work environment) and one dependent variable (career development, promotion policies, performance appraisal, work environment, financial performance, and pay for performance: incentive rewards). We carried out computation on SPSS based on the data that we have collected from our study. We did our hypothesis in seven different variables. In all the cases we found there is a positive relationship with each other. From the SPSS part we got the reliability test on each and every section more than 0.4 which indicates our data is reliable enough. More organizations need to pay attention and develop HR policies. A carefully designed policy implemented with attention to letter and spirit
20 | P a g e

assures everyone that the organization sets and plays by fair rules, and that those at the top are subject to the rules as much as anyone else.

BIBLIOGRAPHY
www.citycell.com

Company brochure From Employee conversation. Text book

21 | P a g e