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Human Resource Management Practices of United Commercial Bank Limited

1.1. Introduction Today's business market is very complicated, due to diversified business world. Also importance of total quality management put emphasis on competition market. As a result the essence of HRM is introduced in today's organization and we know that. HRM sets up the job by virtue of job evaluation; job analysis & job design and also ensures the HR laws and keeps in organization's mind about government rules and regulations. The HR department of today's organizations deals with total systems of the organization. HR officer's job is to make the HRM system pretty much accurate, in order to ensure that, all other factors related to organization are handled quite effectively. Therefore, HR officer has to concern about dealing with HRM system as well as performance management due to the importance of cost. Furthermore, he has to make the image of the company more attractive, nice working condition, good benefit & compensation. Because, these are the part of HRM system. Some of the constraints have to be follow in the real world while setting up HRM system. We are trying to mention this in the following way•

If the organization needs active employee then the salary should be high to attract the candidate.

If the organization has a better working condition, good applicant will be attracted.

Compensation and benefit should be standardized.

Technically sound people.

Government rules and regulations should be in consideration.

Motivation is always working for the employees.

Economic condition of the overall economy should be in mind of HR officer.

These are the prime constraint or consideration be kept in mind or HR officer while dealing with HRM practice.

1.2 Objectives (I) Broad Objective: To analyze the present "HRM PRACTICE of United Commercial Bank Limited”. (II) Specific objective: •

To determine the steps involved with HRM.

To determine the roles of HRM.

To identify the type of system is in HRM.

To forecast the effectiveness of HRM.

1.3 Methodology For achieving the specific objectives of this study, data were gathered both from primary and secondary data. 1.3.1 Primary Sources •

Direct conversation with the respective officers of the Departments.

Face to face conversation with the employees.

Employee’s opinion collected through Questions.

Observation of the HR activities

1.3.2 Secondary Sources •

Various records of the bank.

Different Types of brochures.

Website of United Commercial Bank Limited.

Different newsletters of United Commercial Bank Limited.

Personal files of the employee.

1.4 Scope of the Study The report covers only human resource practices in United Commercial Bank Limited. It focuses on overview of the bank including a comparative study about HRM and the existing banking practices. The report also investigates the perception of employees of the bank toward employee benefits and development policy. This study helped me to know the effectiveness of training and development.

2.1. History United Commercial Bank Limited was incorporated as a public limited Bank on 26 June 1983 under the Companies Act 1994. The bank obtained permission to commence business with effect from 26 June 1983 and started banking operations on 29 June 1983 with an authorized capital of Tk 100 million divided into 1 million ordinary shares of Tk 100 each. The paid up capital was Tk 35.5 million. Later, both authorized and paid up capital were increased several times and on 31 December 2000, they stood at Tk 1,000 million and Tk 230.16 million respectively. Of the total paid up capital, Tk 101.56 million were paid up by 37 sponsors; Tk 114.54 million by 3,048 members of ordinary shareholders and the remaining Tk 14.06 million were subscribed by the government of the People's Republic of Bangladesh. Reserve funds of the bank comprised statutory reserves and general reserves of Tk 334.78 million in 1999 as against Tk 85.88 million in 1990. The bank is listed with Dhaka and Chittagong Stock Exchanges. The management of the bank is vested in a 20-member board of directors with the managing director as the chief executive. The bank carries out all type of commercial banking activities. On 31 December 2000, the assets of the bank were valued at Tk 15,919.7 million and the off-balance-sheet items amounted to at Tk 19,906.1 million. Total deposits of the bank amounted to Tk 12,158.2 million which comprised savings deposits Tk 3,988.21 million, fixed deposits Tk 2,925.7 million, current deposits Tk 1,654.5 million and other contingency accounts Tk 3,589.8 million. Interest rate offered by the bank on the various types of deposits varied between 7.5% and 10%. Loans and advances made by the bank up to the Reference date totaled Tk 9,443.9 million. These included medium, long term and working capital loans to large, medium and small scale industrial units, housing, export and import financing, and credit to trade and commerce. Lending rates varied between 10% and 16.5%. Of its total loans and advances, 33.79% was classified as per loan classification rule in force in the country. Investments of the bank other than lending at the end of December 2000 were Tk 2,655.14 million which comprised ordinary shares of companies Tk

52.25 million, debenture Tk 87.63 million, prize bonds Tk 5.26 million, 5% 3-years T&T Bonds Tk 50 million, 5% 3-years Biman Bond Tk 50 million, government Treasury Bills Tk 1,160 million, and Grameen Bank Bond Tk 150 million. Foreign exchange business of the bank was confined to export servicing and import financing and the amount during the year 1999 totaled Tk 19,768 million that comprised export servicing Tk 5,616 million and import financing Tk 14,151 million. The bank has correspondent relationships with 130 foreign banks and financial institutions. The bank has a huge amount of its aggregate loans and advances as overdue that turned into non-performing loans. These were classified and the compulsory provisioning for them from its profits affected the earning capacity of the bank's assets, which in turn reduced its profitability. (Reference No 1) 2.2. Corporate Information Name of the Organization Status Date of Incorporation Chairman Managing Director Authorized Capital Paid up Capital Number of Branches Proposed Branches Deposits Investment Number of Employees Registered Office

United Commercial Bank Limited Public Limited Bank 2nd June, 1983 Mr. Md. Jahangir Alam Khan Mr. M. Shah Jahan Bhuiyan Tk. 1200 million Tk. 260.16 million 100 16 44559 million 4877 million 3220 Bulus Center (Level – 5) CWS – (A) – 1, Road No. 34 Gulshan Avenue, Dhaka-1212 Bangladesh. PABX: +88-02-8852500 Fax: +88-02-9560587 E-Mail: Web site: S.W.I.F.T: UCBLBDDH

Table No 1: Corporate Information (Reference No 2) 2.3. Bank’s Mission and Vision Mission

To offer financial solutions that create, manage and increase our clients’ wealth while improving the quality of life in the communities we serve. Vision To be the bank of 1st choice through maximizing value for our clients, shareholders and employees and contributing to the national economy with social commitments. 2.4. Core Values 1. Bank’s put our employees first. 2. Banks emphasize on professional ethics. 3. Banks maintain quality at all levels. 4. Bank’s believed in being a responsible corporate citizen. 5. Bank’s say what we believe in. 6. Bank’s foster participative management.




Diversity Values

Integrity Figure No 1: Core Values (Reference No 3)

2.5. Corporate Culture


The bank has in its management a combination of highly skilled and eminent bankers of the country of varied experience and expertise successfully led by Mr. M. Shah jahan Bhuiyan, a dynamic banker, as its managing director and well educated young, energetic and dedicated officers working with missionary zeal for the growth of the institute. The attention already of the bank is to become a most disciplined bank with distinctive corporate culture. In UCBL we believe in shared meaning, shared understanding shared sense making. Our people see and understand events, activities, objects and situation. In a distinctive way we are able to suit the purpose of the bank and the needs of the employee. 2.6. Management Hierarchy Managing Director Additional Managing Director Deputy Managing Director Senior Executive Vice President Executive Vice President Senior Vice President First Vice President Vice President First Assistant Vice President

Assistance Vice President

Senior Executive Officer

Executive Officer

Senior Officer


Junior Officer

Figure No 2: Management Hierarchy (Reference No 4) 2.7. Basic functions •

The main focus of United Commercial Bank Limited Credit Line/Program is financing business, trade and industrial activities through an effective delivery system.

United Commercial Bank Limited offers credit to almost all sectors of commercial activities having productive purpose.

The loan portfolio of the Bank encompasses a wide range of credit programs.

Credit facilities are offered to individuals, businessmen, small and big business houses, traders, manufactures, corporate bodies, etc.

Loan is provided to the rural people for agricultural production and other off-farm activities.

Loan pricing system is customer friendly.

Prime customers enjoy prime rate in lending and other services.

Quick appreciation, appraisal, decision and disbursement are ensured.

Credit facilities are extended as per guide-lines of Bangladesh Bank (Central Bank of Bangladesh) and operational procedures of the Bank.

2.8. Corporate Governance The following are in place in order to ensure corporate good governance•

A well structure organ-gram assigning duties and responsibilities of the respective department.

An appropriate structure for the board, executive and audit committees.

Strong internal control system in relation to lending, administrative, financial and other operational matters.

An appropriate financial reporting under International Accounting System (IAS) and International Financial Reporting System (IFRS).

Effective internal and external information flows.

Policy-based appointment, promotion, transfer and performance based incentives with strict observance of transparency.

3.1. Introduction Everything accomplished in a company is accomplished by people. It is easy to see why personnel management plays such an important role in all areas of the company. While managers spend much of their time dealing with complexities and organizing the system they work in, they are also leaders for the company, shaping what the company will become through their recruiting, hiring, and educational training. The values that managers stress in their staff will become the values stressed by the entire company. Personnel management is closely bound to every other area of the company, as the individuals they select disperse throughout the company system. As a result, when a company has excellent human resources and personnel management, an excellent company will develop. Good management entails not only recruiting and hiring the best employees but also getting the most out of each employee through effective training and supervision. Managers need to consider if the individuals they hire are the most qualified and effective, as well as if the groups of employees they are creating can work together successfully. But excellent management extends beyond hiring and forming a group of employees. Personnel training and education are the most effective ways to ensure company employees are upholding the standards and values expected of them as standards and procedures in the companies change. Companies must deal with changes in resources, technology, science, and public opinion, as well as with resistance to change. 3.2. Basic Principles of HRM •

Treat people with respect & dignity.

Treat people as adults

Deal with people as complete individuals.

Treat all employees with justice

Make people feel that they are most valuable asset for the organization

Rewards should be earned, not given.

Provide people with all relevant information

(Reference No 5) 3.3. Functional Areas of HRM

Figure No 3: Functional Areas of HRM (Reference No 6)

3.4. Importance of HRM Today, professionals in the human resources area are important elements in the success of any organization. There jobs require a new level of sophistication that is unprecedented in human resource

management. Not surprisingly, their status in the organization has also been elevated. Even the name has changed. Although the terms personal and human resources management are frequently used interchangeably, it is important to note that the two connote quite different aspects. Once a single individual heading the personal function, today the human resource department head may be a vice president sitting on executive boards, and participating in the development of the overall organizational strategy. (Reference No 7) 3.5. Challenges of HRM The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business driven function with a thorough understanding of the organization’s big picture and be able to influence key decisions and policies. In general, the focus of today’s HR Manager is on strategic personnel retention and talents development. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organization’s members and their loyalty. The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity. This will highlight on how a HR manager can meet the challenges of workplace diversity, how to motivate employees•

Workplace Diversity

Management of Workplace Diversity

Planning a Mentoring Program

Organizing Talents Strategically

Control and Measure Results

(Reference No 8)

4.1 Human Resources Planning HR planning is the first step in the recruiting and selection process. “Human resources planning are the process of assessing the organization’s human resources needs in light of organizational goal and making plans to ensure that a competent stable workforce is employed.” – Wendell French. “Personnel planning are the process of deciding what positions the firm will have to fill, and how to fill them.” – Gary Dessler. In the words of Coleman Bruce (1997) HRP consists of the following elements•

Establishing and recognizing the future job requirement

Identifying deficiency in terms of quantity

Identifying deficiency in terms of quality & specification

Identifying the sources of right type of man

Developing the available manpower and

Ensuring the effective utilization of workforce

4.1.1 Steps of HR Planning HR planning is a process involving few stages: •

Integrate HR planning with corporate planning: The first stage of HR planning is to integrate it with corporate planning. All manpower planning stems from business plans in relation to a corporate strategy.

Forecasting internal & external environment : The second stage in HR planning is to forecast of assess the internal and external environmental factors that affect demand and

supply of labor. Environmental factors include government influences economic, geographic and competitive condition. •

Assessment of internal HR capabilities: The next stage is the analysis of internal inventory of HR capabilities. Assessment of internal strengths and weakness as a part of HR planning requires the current job and employees are audited and organizational capabilities are inventoried.

Predicting & forecasting HR demand and supply: The information gathered from external environmental scanning and assessment of internal strengths and weaknesses is used to predict of forecast hr supply and demand in light of organizational objectives and strategies.

To locate the required HR: Once the demand for HR has been forecasted, then their availability must be identified. The fourth stage of HR planning is to locate the sources from where personnel required will be available. The sources may be internal and external.

Allocation of HR: The final stage of HRP is concerned with allocation of human resources within an organization over time.

(Reference No 9) 4.1.2 HR Planning Process Demand for labor Define organization mission

Establish corp. goals & objectives

Asses current HRHRMS: Job analysis

Compare demand for supply of HR Supply of HR



Figure No 4: HR Planning Process (Reference No 10)

Demand exceeds Supply exceeds

4.2 Recruiting Recruiting is the process of discovering potential candidates for actual or anticipated organization vacancies. It involves searching and sourcing for viable job candidates. Recruiting is the process of finding qualified people and encouraging them to apply for work with the firm. (Reference No 11) 4.2.1 Recruiting Process The recruiting process- putting the right people in the right positions at the right times- is one of the most critical tasks any organization faces. Throughout the recruitment process the organization an attempt to “sell” itself to the more promising candidates- that is, to convince them that the organization is a good place to work. The standard recruitment process of a large organization is-

Vacant or new position occurs

Perform job analysis and plan recruitment effort

Generate potential applicant pool

Figure No 5: The Recruiting Process (Reference No 12) 4.2.2 Methods of Recruiting Method for internal recruiting•

Job position: Job position involves announcing job openings to all current employees. The announcement carry information about the nature of the position of the position and the qualification needs and any employee who is interested may did on the job.

Employee referrals: Another way to find applicants is through employee referrals by other departments. Informal communications among managers can lead to the discovery that the best candidate for a job is already working in a different section of the firm.

Skills inventories: Information about every employee’s skills, education, work history and other important factors is stored in a data base, which can then be used to identify employees with the attributes needed for a particular job.

Method for external recruitment•

Advertising: Advertising is one of the most popular methods. The most useful advertisement is one that specifies the exact nature of the job, the qualification required and the salary range.

Employment agencies: There are three types of employment agencies: a. Public Agencies b. Private Employment Agencies c. Management Consulting Firm

Campus recruitment: Sending an employer’s representatives to college campuses to screen potential applicants and create an applicant pool from the recent graduate is called campus recruiting. It is important source of management trainees, promo table candidates and professional and technical employees.

Internship: Many college students get their jobs through college internship. Internship is important manpower source for the organization. Internship can be win-win situation for both students and employers.

Professional organization: Many professional organizations operate placement services for benefits of their members.

Employee leasing: Individuals who are hired by one firm and sent to work for a specific duration of time are called leased employees.

Personal contact: Another means of recruiting is the personal contact. Sometimes personal and good communication can provide an opportunity to get experience manpower as well as better job offer.

(Reference No 13) 4.3 Selection Selection is the process of choosing among those who do apply. Hiring good people is particularly challenging in technology-based organizations because they required a unique brand of technical and professional people. (Reference No 14 ) 4.3.1 The Selection Process Personnel selection is a process of measurement, decision-making and evaluation. The goal of personnel selection system is to bring into organization individuals who will perform well on the job. The standard selection process of large organization typically consists of eight steps-

Initial screening

Completing the application from Employment test

Comprehensive interview

Conditional job offer

Background Investigation

Reject Application Physical examination

Permanent job offer

Figure No 6: The Selection Process. (Reference No 15)

4.4 Application in the Company 4.4.1 Recruitment and Selection of United Commercial Bank Limited There are five types of recruitment1. Direct recruitment: Appointment to the post of officers and other employees shall be made by direct recruitment. The appointment by direct recruitment of an employee, other than an officer, shall be on temporary basis and he shall be eligible for confirmation in the service of bank not earlier than twelve months subject to his satisfactory conduct and performance of duties and availability of a permanent post. 2. Promotion: Promotion cannot be claimed as a matter of right and all promotions shall be made on the merit and no employee shall have a claim to be promoted to any particular post by virtue of his seniority alone. All appointments by promotion shall be on officiating basis and an employee shall be liable to be reverted to the post from which he was promo0ted without giving any notice or assigning any reason within twelve months of such promotion. 3. Lateral appointment: In a lateral appointment, the experienced and specialized candidates are appointed based on their age. 4. Re-appointment: The candidates are appointed based on their knowledge, experience and performance. The retire person can apply. 5. Contractual appointment: The candidates are appointed based on the contract.

4.4.2 Rules of Recruitment and Selection •

No person shall be appointed to any post in the service of the bank unless he is a citizen of Bangladesh.

A candidate shall not be less than twenty- one years and more than twenty- five years of age at the time of appointment by direct recruitment as an officer and not less than eighteen years and more than twenty- five years of age at the time of appointment by direct recruitment as an employee other than an officer in service of the bank.

No person shall be appointed in the service of the bank unless he is declared physically fit by the medical officer of the bank or any other medical authority specified by the bank in this behalf.

The president of Bangladesh may, on an application made to him in this behalf, grant permission to marry, or enter into a promise of marriage with, a foreign national.

All appointments of officers shall be made by the board and of other employees by any authority empowered by the board.

The employees entering the service of the bank shall, at the time of their appointment, sign an agreement in such form as may be specified by the board.

On entering the service of the bank, each employee shall sign the declaration of fidelity and secrecy in the form.

An employee may be assigned such duties as may be determined in each case or a class of cases from time to time.

An employee may be required to serve at any time at any branch of the bank in or outside Bangladesh. An officer appointed by direct recruitment to any post shall be on probation for a period of two years. The board may extend the period of probation by such further period or periods on such terms and conditions as it may decide.

No probationer shall be confirmed unless he successfully completes such training course as the board may decide from time to time.

The news of job is published in the United Commercial Bank website and another popular jobs’ website and also two popular newspapers.

Bank has the right to change the rules.

(Reference No 16)

4.4.3 Recruitment and Selection Process Advertisement HRD, SJIBL, send application in Head office Select the application Reject: lack of primary qualification, mistake in application

Create primary list of the appropriate application Select a time for written test and issue interview card Take and complete the written test Prepare the list for oral test of the selected candidates from written test Issue interview card for oral test Take and complete the oral test Reject: lack of general knowledge Take police verification steps about selected candidates Reject: False personal information Create a list of the final selected candidates

Take the permission of the authorities on selection

Take the medical certificate from the doctor of the selected candidates

Reject: Physical Problem Issue the appointment letter and positioning the candidates

Cancel the appointment: fail to present in appointed date

Figure No 7: Recruitment and Selection Process (Reference No 17)

5.1 Concept of Training Training is a planned effort by an organization to facilitate employee’s learning of job related knowledge and skills for the purpose of improving performance. Training is the processes of teaching new employees the basic skills they need to perform their job. Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job. (Reference No 18) 5.2. Steps of Training Processes The training programs consist of five steps-

Need analysis

Instructional design


Implement the program


Figure No 8: The Basic Training Process. •

Needs analysis: Needs analysis is the first step of the training process. It identifies the specific job performance skills needed, assesses the prospective trainee’s skills, and develops specific measurable knowledge and performance objectives based on any deficiencies.

Industrial design: In the second step instruction design, individuals decide on, compile and produce the training program content, including workbooks, exercises.

Validation: Validation is the third step, in which the bugs are worked out of the training program by presentation it to a small representative audience.

Implement the program: The fourth step is to implement the program, by actually training the targeted employee group.

Evaluation: Fifth is an evaluation step, in which management assesses the programs successes of failures.

(Reference No 19) 5.3. Training Needs Analysis (TNA) Training needs analysis (TNA) is a systematic method for determining what caused performance to be less than expected or required. The focus of training is performance improvement. A TNA is important because it helps to determine whether a deficiency can be corrected through training. In some case the TNA determines that employees lack necessary KSAs to do the job and training is required. In other cases employees have the KSAs to do the job, but road blocks to effective performance are discovered to be removed. Training professionals make sure the right training is provided to the right people by conducting a needs analysis. 5.4. Importance of TNA •

Increase the chances that the time and money spent on training would be spent wisely.

Determine the benchmark for evaluation of training.

Increase the motivation of participants.

Align her training activities with the strategic plan.

A TNA provides a benchmark of the skills trainees possess prior to training. This benchmark can be compared to a measure of the skills acquired in training. With pre- and post-measure, it is possible to demonstrate the cost savings or value added as a result of training. Although some evaluation designs

do not require them, pretests provide a logical benchmark for evaluation. The needs analysis can provide that pretest. 5.5. Methods of Training Once the organization has decided to train employees and have identified their training needs and goals, the organization has to design appropriate training program. The most popular training methods used by the organization are•

On-the-Job Training: The most widely used training methods take place on the job. The popularity of this method can be attributed to their simplicity and the impression that they are less costly to operate. On-the-job training places the employees in actual work situations and makes them appear to be immediately.

Off-the-job: Training covers a number of techniques – •

Classroom lecture

Videos and films

Simulation exercise

Computer based training

Vestibule training

Programmed instruction

Case study method Outside seminars

University- Related programs

(Reference No 20)

5.6. Concept of Development The training function, now popularly called HR development. Employee development, by design is more future oriented and more concentrated with education than employee job – specific training. Development therefore, focuses more on the employee’s personnel growth.

5.7. Employee Development Methods Some development of an individual’s abilities can take place on the job. There are three popular onthe-job techniques and another three off-the-job methods: On-the-Job: 1. Job rotation: Moving employees horizontally or vertically to expand their skills, knowledge and abilities. 2. Assistant-to-positions: Employees with demonstrated potential are sometimes given the opportunity to work under a seasoned and successful manager. 3. Committee assignment:

Committee assignments can provide an opportunity for the

employee to share in decision-making, and to investigate specific organizational problems. Off-the-Job: 1. Lecture course and seminars: Traditional forms of instruction revolved around formal lecture courses and seminars. These offered on opportunity for individuals to acquire knowledge and development their analytical abilities. 2. Simulations: Any artificial environment attempts to closely mirror an actual condition. 3. Outdoor Training: A trend in employee development has been the use of outdoor training. The primary focus of such training is to teach trainees the importance of working together, of gelling as a team. Outdoor training typically involves some major emotional and physical challenge. This could be white- water rafting, mountain climbing, paint ball games, or surviving a week in the jungle. (Reference No 21) 5.8. Application in the company 5.8.1. Training Activities and Skill Development Human resource development is an essential pre-requisite to achieving organizational goals. Continuous training of the employees and executives is aimed at capacity and professional skill building throughout the year. United Commercial Bank Limited has an established resourceful training institute. Experienced bankers work as faculty members under the direct guidance of a director with the rank and status of DGM. Training Institute Training Centre Head Office Dhaka. We

believe that appropriate forms of training contribute to Human Resources development and human resources can be developed by way of upgrading the job knowledge and skills. Training is essentially a planned continuous learning process & effort by management to improve employees competency levels & thus to develop individual ability to perform on the job. In-fact, the more information & education we can give to employees, the better equipped they will be to advance within the Bank. As a part of our training strategy, the HR Training Centre has prepared a training calendar for 2009 based on training needs & requirement focusing on the key areas of banking. The main target group of our training for 2009 is newly recruited officers and mid-level officers. To survive in a competitive environment triggered by globalization and onset of innovative ideas and technology, creation of trained human resources is an imperative necessity. In this regard, United Commercial Bank Limited has vital role in trained up the bank employees with the international best banking practices in different area of banking.

6.1. Meaning of Performance Appraisal Performance appraisal is defined as evaluating an employee’s current or past performance relative to his or her performance standard. The appraisal process therefore involves•

Setting work standard

Assessing the employee’s actual performance relative to these standard and

Providing feedback to the employee with the aim of motivating the person to eliminate performance deficiencies or to continue to perform above per.

(Reference No 22) 6.2. Reasons for Apprise performance There are four reasons for appraise performance•

Appraisals provide information upon which promotion and salary decisions can be made.

Provide opportunity for supervisor and subordinate to review the subordinate’s work-related behavior.

Appraisal is part of the firm’s career planning process, because it provides an opportunity to

review the person’s career plans in light of his or her exhibited strengths and weakness. •

Finally it helps the Manager or the supervisor to better manage and improve organization’s performance.

6.3. Appraisal Methods The appraisal itself is generally conducted using a pre- determine and formal method like one or more of those described in this section. •

Graphic Rating Scale: A scale that lists a number of traits and a range of performance for each. The employee is then rated by identifying the scale that best describes his or her level of performance for each trait.

Alternation Ranking Method: Ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked.

Paired Comparison Method: Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which the better employee of the pair is.

Forced Distribution Method: Similar to grading on a curve; predetermined percentages of rates are placed in various performance categories.

Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employee’s work related behavior and reviewing it with the employee at predetermined times.

Behaviorally Anchored Rating Scale (BARS): An appraisal method that aims at combining the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.

Management by Objectives (MBO): Involves setting specific measurable goals with each employee and then periodically reviewing the progress made.

(Reference No 23)

6.4. Application in Company The organization has their performance appraisal program for measure the rate of performance of their employees. They measure the rate of performance after one year. Appraisal by Immediate Boss


Peer Appraisal Appraisal by Subordinate Rating Committee 360 Feedback

Table No 2: The chart shows the employee’s performance

Notice Board Magazines and Newsletter Consultative Committee Presentations Staff Briefing

The Suggestion Program Any Other (Please Specify)

Table No 3: The chart shows the methods of communication There are three parts for appraising the performance of employees-

Part-1: a. Name: b. Designation: c. Father/ husband’s name:

d. Mother’s name : e. Date of Birth: f.

Present address:

g. Permanent address: h. Education qualification:

Exam name

Passing year




SSC HSC Graduation Higher Graduation

Table No 4: Chart shows the Educational Qualification a. Describe about banking diploma: b. Date of joining in the bank: c. Describe about training: d. Date of promotion of following post:








Table No 5: Chart shows the promotion of the following posts a. Describe the reward for present performance: b. Describe the punishment during five years: c. Describe about job description from joining date to till now: Date of job Post

Pay scale

Name of work place



Table No 6: Chart shows job description from joining date to till now a. Job description during reporting period: b. Goal of 31-12-201‌. based on Performance Planning System: c. If you participate any banking development program for that you disserve any reward, you must mention this: Part-2: Personal Characteristics: Marking- 20; Best- 2.00, Better- 1.50, Good- 1.00, Medium- 0.50, Bad- 0.00 Subject 1.Discipline 2. Personality 3. Talent 4. Responsible 5. Dependability 6. Honesty 7. Behavior 8. Relationship with employers 9. Time maintenance 10. Working ability







Table No 7: Measurement of personal Characteristics Part-3: Work performance: Marking- 25; Best- 2.50, Better- 2.00, Good- 1.25, Medium- 0.60, Bad- 0.00 Subject 1.


Best to




responsibility 2. Knowledge about rules- regulation 3. Ability to work based on plan 4. Skill to make note, report or description 5. Ability to make secrete 6. Skill to take decision 7. Skill to take training 8. Skill to use Bangle language Total

Table No 8: Chart shows Work performance Qualification for promotion (Mark the appropriate one): 1. Rapid promotion:

2. Ready for promotion:

3. Recently get promotion:

4. Not ready for promotion:




5. Reached the highest promotion:

General Comment: Get



for punishment

good Best






bad performance must mention with date

Table No 9: Chart shows General Comment

7.1. Meaning of Compensation and Benefits •

Compensation: Employees compensation refers to all forms of pay or rewards going to employee and arising from their employment, and it has two main components. There are direct financial payments in the form of wages, salaries, incentives, commissions, and bonus and there are indirect payment in the form of financial benefits like employer paid insurance and vacations.


Benefits: Benefits include mandatory protection programs, pay for time not worked, and optional protection programs, private retirement plans and a wide variety of other services.

(Reference No 24) 7.2. Pattern of compensation & Benefits Pattern of compensation Financial •

Basic Salary





Non- Financial •

Housing facilities



Education facilities for children



Table No 10: Pattern of compensation Pattern of Benefit •

Provident fund

Group Insurance

Profit bonus


Figure No 11: Pattern of Benefit 7.3. Application of the Company7.3.1. Regulations of Compensation and Benefit •

The pay and allowances for the employees shall be governed by the services.

The initial pay of an employee appointed by direct recruitment to a post shall be the minimum of the scale of pay laid down for the post.

A person with the minimum qualification is not available for direct recruitment and the available person asks in writing before joining, higher pay than the minimum of applicable scale, the board may, after considering the qualification and experience, and for reasons to be recorded in writing, grant higher initial pay in time scale of the post.

The initial pay of employee promoted for a lower post to a higher post shall be fixed at the minimum scale of the higher post and the pay so fixed shall be his substantive or officiating pay according to his appointment whether it is substantive or officiating.

An employee appointed on promotion shall begin from the date he joins the higher post.

When an increment in pay falls due to an employee, his records shall be submitted to the competent authority and, where the service records are satisfactory, the authority shall sanction the increment. If service records are not satisfactory, the authority may put the employee on special report for a period not exceeding six months.

A probationer shall not be entitled to any increment till he completes his period of probation.

One advance increment may be granted to an officer by the board and to other employees by the managing director, in recognition of his meritorious service, the particulars of which are to be recorded.

The dates of the increment are 1st January and 1st July.

CEO and managing director can give two increment based on the employee’s good work performance.

An employee traveling on duty or on transfer within Bangladesh shall be entitled to traveling allowance, mileage allowance and daily allowance at the same rates and on the same conditions.

7.4. Types of Leave in United Commercial Bank Limited The following kinds of leave may be granted to an employee-

Ordinary Leave: Every employee shall earn ordinary leave on full pay at the rate of oneeleventh of the period spent on duty.

Leave of Half Pay: Leave on half pay shall be earned at the rate of one- twelfth of the period spent on duty and accumulation of such leave shall be without limit.

Advance Leave: Save in the case of leave preparatory to retirement advance leave may be granted to a permanent employee on half pay up to a maximum of twelve months during his whole service if it is on medical certificate or three months during his whole service if it is not on medical certificate.

Leave Salary: Leave salary during leave on full pay shall be equal to the pay which the employee was drawing before proceeding on leave or the average of pay drawn during last twelve complete months preceding the month in which leave is taken, whichever is more favorable.

Maximum Leave: The maximum amount of leave that may be taken at any one time other than in combination with leave without pay shall be one year. If supported by medical certificate, the limit of one year may be extended up to two years.

Leave without Pay: Leave without pay may be granted to an employee in special circumstances when no other leave is admissible under these regulations.

Special Disability Leave: The competent authority may grant special disability leave to an employee who is disabled by injury intentionally inflicted or caused in, or in consequence of, the due performance of his official duties or in consequence of his official position.

Study Leave: Study leave on half pay not debit able to leave account for a maximum period of two years during the whole service, may be granted by the board on the recommendation of the managing director to an employee who is in continuous service for a period of five years or more.

Quarantine Leave: Quarantine leave is a leave of absence from duty necessitated by orders not to attend office in consequence of the presence of infectious disease in the family or household of an employee and such leave may be granted by the competent authority on the

certificate of the authorized medical officer or public health officer for a period not exceeding 21 days, or in exceptional circumstances, 30 days. •

Maternity Leave: The competent authority may grant to a female maternity leave which may extend six months.

Casual Leave: Causal leave means a leave of absence for a very short period granted to an employee who may be unable to attend duty during such period due to sudden illness or urgent private affairs.

(Reference No 25) 7.5. Seniority •

Confirmed employees in each category shall rank senior as a class to probationers and temporary employees and shall take seniority inters according to the date of confirmation.

Employees confirmed in posts of the same scale on the same date shall rank according to the date of confirmation in the next lower post from which they were promoted.

Temporary employees shall rank inters according to the date of joining.

Probationers of earlier batch shall rank senior to that of the later batch and probationers of the same batch shall inters according to the position obtained in the recruitment examination, provided they join within thirty days of the receipt of the letter of appointment.

7.6. Promotion: In UCBL Bank employs promotion depends on performance appraisal. One employees performance is a big factor for promotion. The factors are•

An employee’s performance rate for promotion should be ‘good’ for 3 years consequncely. If the employee’s annual performance is good only for one year he/she will not get any promotion.

If an employs annual performance is good and next annual performance is very good then the employees have to face a written test and a viva.

If an employee’s annual performance is good and next annual performance is outstanding then the employee will get promotion directly.

(Reference No 26)

8.1 . SWOT analysis of United Commercial Bank Limited 1. Strength •

Open HR Manual: The Human Resources Manual of United Commercial Bank Limited is open

to all of its employee give total understanding of the terms and condition of the

organization to its entire employees to assist the benefits and growth they can ever achieve and the role of Human Resources Department with all other departments/divisions of the organization. •

Empowered Work Force: The human resource of United Commercial Bank Limited is extremely well thought and perfectly managed. As from the very first, top management believed in empowered employees, where they refused to put their finger in every part of the pie. This empowered environment makes United Commercial Bank Limited a better place for the employees.

Strong Bonding and Belongingness: Employees are one of the major assets of the company. The employees have a strong sense of commitment towards organization and also feel proud and a sense of belonging towards United Commercial Bank Limited.

This strong

organizational culture of United Commercial Bank Limited is a main strength of the organization. •

Employee Evaluation: Employee evaluation process by Human Resources Department became strength for its fair judgment and put trust among the employees of other departments on Human Resources Department.

Centralized Banking: Centralized banking means the core functions of business coordinated by the head office give an immense effect for reducing the internal conflicts among the branches and Head Office.

Others: •

Satisfactory capital adequacy

Good asset quality

Sound liquidity position

Good financial performance

Satisfactory operating efficiency

Diversified product line

Experienced management team

2. Weakness •

Job Description: Job description is a necessary accomplishment should have for each position for recruiting the most suitable candidate on the basis of skill and experience required. Still hundred percent job descriptions is not prepared or collected by the HR department.

HR Accounting: Human Resource Accounting is a strong tool for matching the benefits of each new recruitment done in the organization, calculating turnover, etc. Hundred percent HR Accounting is not done by the HR department.

3. Opportunity •

MIS: In recent business practices the importance of MIS is unavoidable; Human Resources Department is not out of it. HRD of United Commercial Bank Limited has every potential capability to establish new MIS and use it in various manpower reporting.

HRIS: Human Resource Information System is necessary for a corporate environment. United Commercial Bank Limited is already established HRIS.

Research and Development: Though United Commercial Bank Limited has almost all due capabilities to command extensive research and development activities.

Training & Learning: Training & Learning is the core function for make the executives cope with the new scenario and make them update and knowledgeable. United Commercial Bank Limited is going to utilize its fullest capacity and enthusiasm in this regards by establishing a library, arranging extensive training module etc very soon.

4. Threat •

Competitive Salary and Turnover: The salary package of United Commercial Bank Limited is not as competitive as the market demands, so the turnover of manpower is increasing day by day.

New/multinational companies/Bank policy: New multinational companies and bank policy got as threat to United Commercial Bank Limited in respect of increasing the salary expectation of the employees and new HR practices that turning the existing employees dissatisfied.

9.1 Comparison between Government Bank and Private Bank HR department plays a vital role in the total functioning both private and government sector. It conducts such activities as employee recruitment, selection, transfer, promotion, training, performance appraisal. In our study we have found that every small and big private bank has a complete set of HR activities such as recruitment, selection, interview, medical test, motivation, training, development, and promotion and performance appraisal system. They are well structured, planned and managed. They emphasis highly on their employees rather than money. In some organization they have expatriate employees to maintain and operate internationally. But the scene in government side is totally opposite .We hardly found separate HR department in Government sector and if we found luckily they may don’t have expert HR employees or HR professionals. But scenes are now changing. Government banks are now improving day by day to cope with private sector as well as the present world. 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. From the study of the report I have tried to find out problems about HR. I am inexperienced and it is not easy to find the solution of all problems. I think the following suggestions can increase the performance of both private and government organization in Bangladesh•

A clear long term HR planning should be prepared in the govt. sector.

IT based HR practices can be helpful for handling both private and govt. sector.

The company’s website and annual report should include the HR activities clearly.

To create more employment opportunities for disable people, women and fresh graduate.

For better improvement and achievement they should hire HR professionals from inside and outside the country.

They should hire, train and maintain expatriate employees.

Like private, the government bank should update their website by adding online erecruitment system.

10.1. Findings

Recruitment and selection: First of all the main important thing for an organization is the recruitment, which exists in this bank is well designed. The bank usually recruited people in tradition way.

• Training and Development: From the point of training, it can be said that their training course is well and much practical. They provide training to their employees at their training institute. In this sort of training, they get both theoretical and practical idea. In this case they can also arrange on the job training on the job training which will enables the employees to learn more effectively. •

Performance Appraisal: Performance appraisal system is quite advanced. To get promotion, it does not take too many times. As a result employees got result quickly and smoothly.

Compensation and Benefit: The bank has quite good compensation package

10.2. Conclusion United Commercial Bank Limited is one of the best banks in terms of net worth with 16 branches and 3220 employees. The mission of the bank is to actively participate in the socio-economic development of the nation by operating a commercially sound banking organization. The HR department of United Commercial Bank Limited plays a vital role in retaining its employee’s performance and mental piece. Every year new employees are recruited & selected. The recruitment and selection process is quite fair & effective. To improve the organizational performance it is very important to provide formal

training compensation by which the employees can satisfy

themselves, and


opportunities where every employee can participate. To an extent it is important to select the right kind of employee for increase organizational performance, but the magnitude of transparency and quality United Commercial Bank Limited exerts in its employee selection process renders it sufficient to simply continue the current practice. Therefore, from this study United Commercial Bank Limited can get the indications on which of the issues they have to focus more to increase or improving their performance. Finally, this research will encourage further study and useful guidelines for these types of researches. 10.3. Recommendations After completing the analysis of the studied variables in the context of United Commercial Bank Limited, the following issues were found for recommendation:

Recruitment and selection: They also can do that they can go for campus recruitment, hire institute for helping them recruiting people. Because the institutes are well equipped than the bank.

Training and Development: Training is investment for the organization not a cost. From the analysis,


proved to be a significant factor for organizational performance.

Therefore, United Commercial Bank Limited should emphasize on their training program to a great degree. United Commercial Bank Limited should give proper formal training in different areas to their employees so that they can increase the organization’s performance through increase their individual performance by getting good training. •

Performance Appraisal: Performance appraisal is well designed and much smoother. It does not take long time so it doesn’t hamper other activities and the result of performance is well applied. Employee participation turned out to be a very important factor for United Commercial Bank Limited. Majority of the employees believed that positive participation of employees in different organizational aspects played a strong role in improving the organizations performance. So United Commercial Bank Limited should put more focus on it and needs to create such organizational environment so that to each level employee can participate in their respective areas.

Compensation and Benefit: Compensation played a strong role in improving the organizational performance. Though compensation is good but it should be increased according the performance which will motivates the employees to perform better. United

Commercial Bank Limited should put focus on it and try to give precise remuneration to each level employee. Overall not a single respondent of the interviews had a negative view on questions regarding compensation.

Ref. No. Ref. No.1 Ref. No.2

Topic Name History Corporate information

Reference Annual report, 2010 of UCBL Official web site of UCBL

Page No 8 8

Ref. No.3 Ref. No.4 Ref. No.5

Figure 1 Figure 2 Basic principles of HRM

From office file From office file Gray Dessler,



10 11 14

Figure 3 Importance of HRM

Management, 10th Edition Internet Gray Dessler, Human


15 16

Challenges of HRM

Management, 10th Edition Gray Dessler, Human



Steps of HR planning

Management, 10th Edition Fisher C.D, Schoenfeldt L.F and Shaw 20

Ref. No.6 Ref. No.7 Ref. No.8 Ref. No.9

J.B. (2007-2008) Human Resource Ref. No.10 Ref. No.11 Ref. No.12 Ref. No.13

Figure 4 Recruiting

Management, 15th Edition From office file 21 Wendell L. French, Human Resource 21

Recruiting process Methods of recruiting

Management, 3rd Edition From office file 21 Wendell L. French, Human Resource 22 Management, 3rd Edition 23



Ref. No.15 Ref. No.16

Figure 6 Rules of

Management, 10th Edition From office file From office file

Ref. No.17

selection Figure 7

Ref. No.14

recruiting and



Resource 24 25

Fisher C.D, Schoenfeldt L.F and Shaw 27 J.B. (2007-2008) Human Resource

Ref. No.18 Ref. No.19

Concept of training

Management, 15th Edition Wendell L. French, Human Resource 29

Steps of training

Management, 3rd Edition Wendell L. French, Human Resource 30

Ref. No.20

Management, 3rd Edition Wendell L. French, Human Resource 32

Methods of training

Management, 3rd Edition Ref. No.21


Ref. No.22

methods Meaning

Ref. No.23 Ref. No.24

Ref. No.25 Ref. No.26



Wendell L. French, Human Resource 33


Management, 3rd Edition Gray Dessler, Human

appraisal Performance method Meaning






Management, 10 Edition appraisal Gray Dessler, Human th


Management, 10 Edition compensation Fisher C.D, Schoenfeldt L.F and Shaw 45

and benefits

J.B. (2007-2008) Human Resource

Types of leave of UCBL Promotion policies of UCBL

Management, 15th Edition From office file From office file

48 49

Arthur, J.B. (1992), "The link between business strategy and industrial relations systems in American steel minimills", Industrial and Law or Relations Review, Vol. 45 pp.488-506.

Academy of Management Journal, Vol. 39 No.4, pp.949-69.

Bamberger, P., Meshoulam, I. (2000),

Human Resource Strategy: Formulation,

Implementation, and Impact, Sage Publication, Thousand Oaks, CA. •

Barney, J.B. (1986), "Organizational culture: Can it be a source of sustained competitive Advantage? ´ Academy of Management Review, Vol. 11 pp.802-35.

Barney, J.B. (1991), "Firm resources and sustained competitive advantage", Journal of Management, Vol. 17 pp.99-120.

Barney, J.B. (1995), "Looking inside for competitive advantage", Academy of Management Executive, Vol. 49 pp.49-61.

Batt, R. (2002), "Managing customer services: human resource practices, quit rates, and sales Growth", Academy of Management Journal, Vol. 45 No.3, pp.587-97.

Boselie, P., Dietz, G. (2003), "Commonalities and contradictions in research on human resource management and performance", paper presented at the Academy of Management Meeting in Seattle, August.

Guerrero, S., Barraud-Didier, V. (2004), "High-involvement practices and performance of French firms", International Journal of Human Resource Management, Vol. 15 No.8, pp.1408-23.

13.1. Appendix 1 13.1.1. Lists of Table

SL. No. 1 2 3 4 5 6 7 8 9 10 11

Name of the Table Corporate Information The chart shows the employee’s performance The chart shows the methods of communication Chart shows the Educational Qualification Chart shows the promotion of the following posts Chart shows job description from joining date to till now Measurement of personal Characteristics Chart shows Work performance Chart shows General Comment Pattern of compensation Pattern of Benefit

Page No 8 38 38 39 40 40 41 42 43 45 46

13.2. Appendix 2 13.2.1. Lists of Figure SL. No. 1 2 3 4 5 6

Name of the Figure Core Values Management Hierarchy Functional Areas of HRM HR Planning Process The Recruiting Process The Selection Process

Page No 10 11 15 20 21 24

7 8

Recruitment and Selection Process The Basic Training Process

28 30

13.3. Appendix 3 13.2.1. Lists Abbreviation SL. No. 1 2 3 4 5 6 7 8 9


Full Form Chief Executive Officer First Executive Officer First Assistant Vice President Human Resource Management Human Resource Planning Human Resource Information System Management Information System Training Needs Analysis United Commercial Bank Limited

13.4. Appendix 4 13.4.1. Questionnaires on Recruiting and Selection

1. Name: 2. Age: 3. Qualification: 4. Designation:

1. Kindly mention the sources used by your company for entry / junior level recruitment? Sources Please tick Campus Consultants Walk-ins Advertisements in news paper Job fairs Job portals / websites Others (please specify)

2. Name the source you find most suitable for hiring middle level employees? (Advertisements, referrals, job portals etc) Middle level

3. Do you find e-recruiting a suitable way of recruiting? •




4. How is the performance of online recruitment over response of candidates? Response of candidates Very good Good Bad Very bad

5. Do you have a referral policy in your Organization? Yes

Kindly give details


6. Do you wish to outsource your recruitment needs? Yes

Kindly give reasons


7. Do you think cut-off marks in qualifying exams will help you to find out suitable candidate? Yes

Kindly give reasons


8. What is the average time to get adequate pool of candidates for conducting interviews? Junior level

Middle level

Less than a month One month Two months

9. Rank the following according to importance given while recruiting employees? (Kindly put Rank 1 for the attribute that is considered as most important and so on. Please put ‘NA (Not applicable) for the attribute(s) that are not taken into consideration for that particular level) Junior level

Middle level

Senior level

Qualification Experience Communication Leadership qualities Others (Please specify)

10. How many rounds of interviews are conducted before a candidate is offered offer letter? Give details (Technical/ HR etc)

Junior level One Two Three Others

11. What type tests are conducted for selection of employees? (Please put ‘NA’ if not applicable) Junior level

Middle level

Psychometric test Aptitude test Technical ability test Performance test/ work sample test Others

12. How do you inform the rejected candidates? Mail Phone Not informed Others

13. Do you find background Reference check really help to know about the candidates? Yes No

14. Do you find Bond is compulsory for junior level employees? Junior level Yes


15. The duration of probation period of a new trainee in your organization is? a) 3 months b) 6 months c) 1 year d) others

16. What is your suggestion to improve the effectiveness of recruitment and selection? ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _______________________________________

13.4.2. Questionnaires on Training and Development Name Designation Department Email address Contact no

1. Number of the employees in your organization?

2. How many training days per employee provided in a year?

3. Training provides in your organization a. Planned and systematically administrated b. Provided only when problem occurs c. Spontaneously as a reaction to what competitors are doing Your responses

4. Which target group undergoes must be trained? a. Top managers b. Middle level managers c. Junior staff d. New staff e. Everybody is given equal amount of training Your responses

5. Process followed for TNA? a. Month at which is started b. Calendar rolled out at which month c. For annual training process what is calendar year taken d. Method used in TNA ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ______________________________

6. What are the methods to identify training needs in your organization? (Write yes wherever applicable) Self report questionnaire


Individual interview


Performance appraisal

Technical expert conference

Opinion survey

Critical incident

7. What mode of training method is normally used in your organization? (Rate each from scale 1 to 10. Where 10 means extensively used and 1 means don’t used) Class room/Lecture training

Job rotation

External consultant

Training institute

Role based training

Case studies

Business games

Online training

8. What is the percentage nature of trainers in your esteemed organization? % internal % external % training institute % consultant

9. What are the important parameters considered for selecting of trainers? ___________________________________________________________________________ ___________________________________________________________________________

___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________ 10. How action plan for training is captured and followed upon? ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________

11. Percentage of total employee cost allocated for training and development? (Give a tick) Less than 1% Around 1% and 2% Around 3% and 5% More than 5%

12. Level of effectiveness of training measure in your organization? (write yes or no in applicable box) Reaction




13. What methods your organization adopts to assess training effectiveness of above said levels?

___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________

14. How does your organization evaluate training process in terms of? a. Trainers ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ __________________________________________

b. Quality ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ____________________________________

15. Is there a continuous evaluation of training provided? ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________

13.4.3. Questionnaires on Performance Appraisal Section A Socio Demographics Factors:

1. Name 2. Sex a. Male b. Female 3. Age a. Up to 20 years b. 20 to 30 years c. 30 to 40 years d. Above 40 years 4. Marital status a. Married b. Unmarried 5. Educational qualification a. Honors b. Masters 6. Department a. HRD b. R & D c. Accounts d. Others 7. Year of service a. Up to 2 years b. 2 to 6 years c. 6 to 10 years d. Above 10 years 8. Monthly income a. Below 20000 b. 20000 to 25000 c. 25000 to 30000 d. Above 30000

Section B Study Factors: SA-Strongly Agreed, A-Agree, NN-Neither Agree nor Disagree, DA- Disagree, SDA- Strongly Disagree SL. No 1 2

Factors Performance system is needed in Organization Satisfied with the existing performance appraisal


system The performance appraisal system is assessed by self,


consultant and superior The performance appraisal is helpful to win co-


operation and team work The performance appraisal is helpful to reduce


grievance among the employees Performance appraisal is helpful for improving

7 8 9

personnel skill The performance rating is done periodically Promotion is purely based on performance Performance appraisal is helpful to identify the

10 11

weakness and strength of employees Performance rating help to fix increment Has a separate committee to review the performance






result 12. Suggestion if any __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________ __________________________

Human resource management practices of united commercial bank limited  

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