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According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investigate whether there is any relationship between HRMPs and organizational performance, regarding Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of training, employee participation, and selection with perceived organizational performance in the context of Standard Chartered Bank in Bangladesh. This study is co-relational in nature and it will examine the correlation among these variables. A single set of sample will be considered for this study and that will be the employees of Standard Chartered Bank. A set of structured questionnaire will be distributed among 200 respondents. Regression analysis will be conducted for the purpose of data analysis.
Internship Report: HRMP in Standard Chartered Bank
Origin of the Report
The BBA internship program is a mandatory requirement for the students who are graduating from the BBA program under the School of Business of North South University, Bangladesh. In the internship program, I was attached to a host organization named ‘Standard Chartered Bank’ for 12 weeks. During this period I learned how the host organization works with the help of the internal supervisor. As a result I have decided to write a report on “A universalistic perspective for explaining the relationship between HRM practices and organizational performance – in context of Standard Chartered Bank in Bangladesh”. During the three months of work experience with Standard Chartered Bank on this internship program, I was placed in the Human Resource division of the bank. I joined on September 1st 2007. This department manages recruitment, training, and career progression plan. Standard Chartered Bank highlights the importance of developing its people to create a culture of customer service, innovation, teamwork, and professional excellence.
Internship Report: HRMP in Standard Chartered Bank
The Standard Chartered Group is an unusual banking business. Although its roots are clearly British, its area of operations, its network, and indeed its profit stream are overwhelmingly international. The name Standard Chartered comes from two original banks from which it was founded. One of the banks is the Chartered Bank of India, Australia and China and the other bank is the Standard Bank of British South Africa. In Bangladesh, Standard Chartered Bank is one of the leading multinational banks. To maintain its leading position in the Bangladesh, SCB has always been keen to develop longterm beneficial relationship with trustworthy clients. To achieve this end, they have always upgraded their approaches to achieve top-level performance. This up gradation is especially apparent in its HR activities. There are numerous human resource management principles (or HRMP) that seek to rectify and streamline the HR activities of an organization. Standard Chartered Bank’s HR processes, quality-wise, are one of the top-grades in the country. Among these HRM practices, training, employee participation and employee selection processes are instrumental in aiding a business thrive in its area. This research paper seeks to establish whether these three HRM practices have managed to augment the perceived organizational performance of Standard Chartered Bank (Bangladesh).
Competing through differentiation is increasingly difficult and other banks quickly duplicate any innovative banking service. and the Americas. the banking products offered in Bangladesh are fairly homogeneous in nature due to the tight regulations imposed by the central bank. All local banks must maintain a 4% Cash Reserve Requirement (CRR). All banks and financial institutions are highly governed and controlled under the Banking Companies financial institutions under the banking system include: Currently. the major Act-1993. In addition. competition among the banking products and financial services seems to be growing more intense each day. Bank. The group focuses its activities in Asia. the Bangladesh Bank. With the liberalization of markets. the Bangladeshi banking accommodate only those banks that can transpire as the most competitive and profitable ones industry is characterized by the tight banking rules and regulation s set by the Bangladesh in the future. 5 specialized banks. However. 11 foreign banks.Internship Report: HRMP in Standard Chartered Bank BANKING INDUSTRY-OVERVIEW Of these. the commercial banks and finance companies provide a myriad of banking there are far too many banks for the market to sustain. the market will only products/services to cater to the needs of their customers. Globally. The chief concern is that currently Generally. with its headquarters in London. The Banking Industry in Bangladesh is one characterized by strict regulations and monitoring from the central governing body. South East Asia. the key resources of SCB include: • A network of over 600 offices in 48 countries -4- . Africa and the Middle East and its operation is segmented under six regions: LTK & Europe. there are four nationalized commercial banks (NCB). 26 domestic private banks and 4 Islamic Banks currently operating in Bangladesh. which is non-interest bearing and a 16% Secondary Liquidity Requirement (SLR). The range of banking products and financial services is also limited in scope. Middle East and South Asia (MESA). ORGANIZATIONAL OVERVIEW The Standard Chartered Bank PLC is an international banking group that is incorporated in the UK. As a result.
Board of Directors There is a nineteen-member board. headed by Sir Patrick Gillam as Chairman. Half of the directors are non-executives. while the Standard Bank was founded in the Cape Province of South -5- .the Asia Pacific Region To enhance historical position in the MESA region To concentrate operations in the OECD in those activities that support Standard Chartered Bank's remarkable franchise in newly industrialized and emerging markets. Although its roots are clearly British. BACKGROUND OF STANDARD CHARTERED BANK The Standard Chartered Group is an unusual banking business. Corporate Banking and Standard Chartered Markets are its special strengths The global strategies of Standard Chartered Bank are: • • • To build and grow strong businesses in East and South East Asia .Internship Report: HRMP in Standard Chartered Bank • • A staff of about 25. One of the banks is the Chartered Bank of India. The name Standard Chartered comes from two original banks from which it was founded. its area of operations. etc. British Gas PLC. Australia and China and the other bank is the Standard Bank of British South Africa. The Chartered Bank was founded by James Wilson following the grant of a Royal Charter by Queen Victoria in 1853.000 people managing assets of around 47 billion pounds Standard Chartered Bank's international businesses in Personal Banking. its network and indeed its profit stream are overwhelmingly international. Most of the board members are very eminent persons drawn from the boards of world-renowned multinationals such as Rolls Royce.
Like many British banks. Firstly. Traditional business was in cotton in Bombay. There were also long-term effects for both banks as countries in Asia and Africa gained their independence in the 50s and 60s. Each bank acquired other small banks along the way and spread their networks further. but a hostile takeover bid was made for the Group by Lloyds Bank of UK in 1986. rice in Burma. Both companies were keen to capitalize on the huge expansion of trade and to earn the handsome amount of profits from financing the movement of goods from Europe to the East and to Africa. indigo and tea in Kolkata.Internship Report: HRMP in Standard Chartered Bank Africa in 1862 by John Paterson. the Middle East and Africa using its operations in the UK and North America to -6- . the Standard Bank established a considerable number of branches. tobacco in Sumatra. but were directly affected by the wider conflict of the Second World War in terms of loss of business and closure of branches. They decided to counterbalance their network with expansion in Europe and US. Further expansion also took place in Standard Chartered bank’s traditional markets in Asia and Africa. Standard Chartered Bank would grow and develop its strong franchises in Asia. Standard Chartered Bank entered into a period of change. the decision was made by both the banks to undergo a friendly merger. The Chartered Bank opened its first branches in Bombay (Mumbai). In South Africa. In 1969. With the opening of the Suez Canal in 1869 and the extension of the telegraph to China in 1871. The bank was prominent in financing the development of the diamond fields of Kimberly from 1867 and later extended its network further north to the new town of Johannesburg when gold was discovered there in 1885. Half of the output of the second largest gold field in the world passed through the Standard Bank on its way to London. the Chartered Bank was determined to expand and develop its business. Both the banks. Sir Patrick Gillam became Chairman and he made two points clear. In mid 1993. Both banks were prosperous in those early years. Standard Chartered Bank begun a series of divestments notably in the US and South Africa and entered into a number of asset sales. followed by Hong Kong and Singapore in 1859. hemp in Manila and silk in Yokohama. When the bid was defeated. sugar in Java. although they were separate entities. provisions had to be made against third world debt exposure and loans to corporations and entrepreneurs who could not meet their commitments. All appeared to be going well. Calcutta (Kolkata) and Shanghai in 1858. survived the First World War and the Depression.
as there are advantages of getting out of a strategically peripheral business.Internship Report: HRMP in Standard Chartered Bank provide customers with a bridge between these markets. Secondly. The financial ease is less compelling for ANZ shareholders. The bank has been seeking to expand in the region since the end of the Asian economic crisis. Standard chartered Bank has taken the advantage of the expansion opportunities. -7- . The end result is that Standard Chartered Bank. Singapore and Malaysia. Acquisition of ANZ Grindlays Bank by Standard Chartered Bank In August 2000.34 billion US dollars. corporate and institutional banking. They were acquired by National Provincial bank Limited in 1924. it would focus on customer. with some choice extra footholds in the Middle East. The name was changed to Grindlays Christian and Mathew’s in 1839. Pakistan and Bangladesh and the second largest in Sri Lanka and the United Arab Emirates. which again changed to Grindlays and company in 1853. it is hard to complain that Standard Chartered Bank has overpaid. The acquisition strengthened the Group’s competitive position in Middle East and brought to the group a respected private banking business. Kolkata in 1854 and the other Indian branches autonomous from London were opened by Grindlays and Company in 1864. National bank of India acquired Grindlays and Company in 1858 and begun to operate as National and Grindlays Limited. History of Grindlays Bank Captain Grindlays established Grindlays and Company with partner in 1928. emerges with additional core markets in India and Thailand. At 1. the US$1. Buying Grindlays from ANZ now propels it from number five to number one among international banks in India. The deal has made Standard Chartered Bank the largest foreign bank by assets in India. This acquisition of Grindlays Bank has added 6000 employees and 4 countries to Standard Chartered Bank’s existing network of 7000 employees and 570 offices in 50 countries. The first branch was opened in India at Church Lane. and on the provision of treasury services. This made the Standard Chartered Bank the leading international bank in India and the other countries of South Asia.areas in which the Group had particular strength and expertise.34 billion acquisition of Grindlays Bank was completed. which went into the 1997 Asian crisis with strong business in Hong Kong.
the group agreed to acquire Chase’s Hong Kong consumer banking business for US$1. With over 80 branches in Hong Kong and strong representation in China especially in Shanghai the group is poised to dominate the banking industry there in years to come. There exists a Resident group Executive Director to manage the operations there and also in Singapore. which makes Standard Chartered Bank the leader in Hong Kong cards.32 billion. With effect from September 2002. The primary goal of the integration is to combine the best of both the banks. -8- . Until September 2002. BUSINESS ACTIVITIES OF THE GLOBAL SCB Standard Chartered Bank operates in every Asia pacific Market with exception of North Korea and 60% of the group profit comes from Asia Pacific region. both Standard Chartered and Standard Chartered Grindlays operated under the same management but as separate entities.Internship Report: HRMP in Standard Chartered Bank and has finally become successful in its expansion. Hong Kong continues to be the happy hunting ground for SCB as it contributes around 30% of the group profit. and put right people in right jobs on the basis of fairness and equitability. In September 2000. there was not any Grindlays . At that time it was also announced that the chartered Trust had been sold to Lloyds TSB for 627 million pounds.only Standard Chartered Bank.
This division provides services in 42 countries. Some of the services provided by this division are unsecured personal loans. SCB is the leading multinational bank in the Sub-Saharan Africa with prominent presence in Kenya.000 employees working under this division in 28 countries. 3. Botswana and Ghana. the group has been gaining prominence in Malaysia. credit cards and retail store cards. Custody and Cash Management. Global Custodial Service There are 17 offices under this division and about 900 staff members in this division. Global Personal Banking There are 410 offices/branches with a workforce of 12. etc. vehicle related leases. Global Corporate Banking and Institutional Banking There are 350 branches/offices under this division. card money. Taiwan and Thailand. Standard Chartered Equitor fulfils Standard Chartered Bank's strategic commitment to providing custody and clearing services in greater Asia. Treasury. 2. Some of the services provided by this division are various kinds of insurance and loans. the group acquired 75% stake in Nakornthon. some of which are mentioned below with a brief overview of the major business activities: 1. The group operations of the South Asia and Middle East region are managed from Dubai. Institutional Banking. Global Consumer Finance There are seventy-six branches and finance centers under this division in about ten countries with a workforce of 1615 employees. Zimbabwe. etc. Standard Chartered Bank has one Asia's leading custodians for over 40 years. Bank provides a full range of products and services to its all around the world. Equitor's main focus is on the following: -9- . operates in fourteen countries and is headquartered in Singapore. This division operates on a worldwide basis. Zambia. various types of accounts.Internship Report: HRMP in Standard Chartered Bank In other East Asian countries. The services provided by this division are International Trade Management. travelers' cheques.
Principle services to importers are Import Letters of Credit. Europe. problem solving and renders advice and guidance on local trading conditions. The institutional banking group has network of offices in 25 countries throughout Asia.10 - . 6. It provides Relationship managers who are close to their customers and speak the local language. Bulk Letter of Credit Collection. and offers a comprehensive range of services and liquidity management. This wide network of Institutional Banking facilitates transactions. Standard Chartered Bank recognizes the importance of Cash Management to Corporate and Financial Institutional customers. UK and Japan and the bank’s membership of the clearing systems in those countries. import Bills for Collection and Back-toBack Letters of Credit facilities. Standard Chartered Bank has developed knowledge of trade finance. insurance companies. There are 100 employees working in this division. International Trade Management This division is operational throughout the group and Standard Chartered Bank's core strength is trade finance and services. 5. Global Cash Management This division is operational in all branches where the Group has a Corporate Banking and Institutional Banking division. Global Institutional Banking Through Standard Chartered Bank’s network of more than 600 offices in over 40 countries. Direct Export Bills for Collection. the Middle East.Internship Report: HRMP in Standard Chartered Bank Commitment to quality Dedication to customer needs Sustained investment in people and systems 4. With an experience of over 150 years. merchant and central banks. North America. Africa and the Middle East. Offices in emerging markets of Asia. sub-Saharan Africa. brokers and dealers. it is very well positioned to provide a wide range of services to institutional clients: commercial. and Latin America are complemented by branches in the developed countries such as USA. funds and fund managers. Principle services to exporters include Export Letters of Credit. introductions. Services by this division are provided worldwide with stress on Asian delivery. . Bonds and Guarantees. and others. which is world class.
which operates in 26 countries. 8. sweeping transaction accessories with the provision of reporting features or other special functions. There are 10 offices and 50 employees under this division.11 - . Global Electronic Banking Electronic Banking provides various types of support through a wide range of operating systems.Internship Report: HRMP in Standard Chartered Bank 7. Problem Country Debt Unit There is one office in this division with four employees working in it. Problem Countries Debt Unit is the Group's provisional exposure to countries experiencing temporary external liquidity problems. . when such exposures are not externally secured or advanced on a voluntary short-term basis.
Pakistan.12 - . India. UK and USA: (Includes 4 Countries) Falkland Islads. Sierra Leone. Myanmar. Laos. Zambia and Zimbabwe. Vietnam. Bangladesh. Thailand. 3. These countries are grouped in 5 regions based on their location business core focuses. Oman. . Macao. Peru and Venezuela. 5. Brunei. 4. Iran. South Korea. and United Arab Emirates. Jersey. 2. Malaysia. Asia Pacific: (Includes 17 countries) Australia. South Africa. Africa: (Includes 11 countries) Botswana. Sri lanka. Middle East and South Asia: (Includes 10 countries) Bahrain. Singapore. United Kingdom and USA.Internship Report: HRMP in Standard Chartered Bank The Standard Chartered group is operating in 48 countries in various extents. Cameroon. Gambia. Darussalam. Mexico. Indonesia. Uganda. Cambodia. Latin America: (Includes 6 countries) Argentina. Colombia. Qatar. China. Kenya. Hong Kong. Taiwan. Philippines. Nepal. Tanzania. Japan. 1. Brazil.
It increasingly invested in people. Since the organizational restructuring in 1993. the amount of deposits and loans in 1997 has increased by more than five times. The branch was opened mainly to facilitate the post-war reestablishment and expansion of South and Southeast Asia. and increased by another 2% in1997. Standard Chartered Bank's worldwide network facilitates convenient connections with foreign trade and remittance business. the largest bank in Bangladesh. In 1993. including an offshore branch at the Savar Export Processing Zone. which led to a substantial expansion of the Bank's business. the Standard Chartered Bank took up a program of expansion. . The largest increase of 438% took place in 1991. Standard Chartered Bank's growth in terms of profit and market share depicts an overall positive trend. there was an organizational re-structuring. Today the bank has in total four branches in Dhaka apart from the Chittagong branch. the market share of Standard Chartered Bank increase 16% in 1995 to 18% in 1996. After the merger of the Chartered Bank with the Standard Bank in 1969.13 - . with the controlling office in Dubai. Standard Chartered Bank's branch banking license in Bangladesh allows it to offer a full range of banking services. there is a rise from eight million BDT in 1990 to its highest amount of 750 million BDT in 1998. The Chartered Bank opened another branch in Dhaka in 1966. opening a branch in Chittagong. technology and premises as its business grew in relation to the country's economy. In the case of deposits. In terms of profit before taxes. Bangladesh is under the MESA region. Its correspondent relationship with Sonali Bank.Internship Report: HRMP in Standard Chartered Bank STANDARD CHARTERED BANK IN BANGLADESH The Chartered Bank started operating in Bangladesh in 1948. There is an overall increasing trend of Standard Chartered Bank's market share in terms of deposits and advances. In 1995. where it is still headquartered. gives its customers access to all major centers in the country. Although the growth rate began to decline gradually from 1993 (from a 170% to 5% in 1998) the overall increase reflects a substantial positive trend. the market share in terms of advances was 20%. which peaked to 29% in 1996 and fell by 3% in 1997.
There are places where both SCB and SCGB have branches and there are other places with perceived demand for branches.14 - . known for its technological edge is the forerunner in automated teller machines. corporate advisory services and personal banking. there may be some changes and redundancies in the higher level. An integration team from Standard Chartered Bank in London is to come time to time in Dhaka to settle the process of the acquisition of the ANZ Grindlays Bank. telebanking. the business is kept going to provide uninterrupted customer service and to deliver the desired results. Though there may not be many changes at the lower and mid-levels of the banks. But those who will have to leave will get a handsome compensation package. The team comprising of officials from both Standard Chartered and Grindlays are working on staff and branch rationalization. But the whole process will take about one and a half years and meanwhile both the banks will continue to work as legal entities. Meanwhile. . The integration was comprehensive and is being managed as a distinct process. but the Bangladesh Bank does not want to give permission for opening any new ones. Grindlays is the market leader in credit cards.Internship Report: HRMP in Standard Chartered Bank After the Acquisition This acquisition has made Standard Chartered/Standard Chartered Grindlays bank the largest foreign bank in this country. Standard Chartered Bank after acquiring Grindlays expects to relocate its own and acquired branches upon regulatory consent. SCB. treasury and lately corporate banking solutions.
With an experience of 150 years. International. The underlying factor on its business mission is manifested by its five values: “ Responsive. This credo of the bank is categorically expressed by the Group Executive Director.“We want to make money in ethical way but we also want to address the very fact that there are people who are less fortunate than us and needs help.” Since SCB as a bank caters to the higher echelon of the society.Internship Report: HRMP in Standard Chartered Bank MISSION SCB Bangladesh operates with the same mission as the group SCB subscribes to worldwide. Mr.15 - . It has the dedicated attitude toward the community in which it operates and it wants to grow and flourish along with its customers and community. . The bank in Bangladesh has the best and dedicated human resources in the privet sector banking. the bank has a formidable efficiency in the operational areas in which it operates. So we have a mission to ensure good corporate governance with sound development of human resources to build a solid workforce to attain our objectives and give back to society by involving ourselves with them”. Trust Worthy. The bank has a mission to build and grow on its 150 years of experience and the positive image that it has earned over the years. Responsive and Courageous. Quoting him in verbatim. Chris Keljik during his Dhaka entourage in August 2003. its operational strategies relies on trust and confidence building with the customers and offer them the highest sense of security and confidentiality.
Corporate & Institutional Banking Organization Consumer Banking Individual Treasury .Internship Report: HRMP in Standard Chartered Bank CUSTOMERS Two of the business target specific customer groups: ⇒ Consumer banking meets the needs of individual customers. ⇒ Corporate and institutional banking meets the needs of companies.16 - . banks and other financial institutions.
Internship Report: HRMP in Standard Chartered Bank Figure 2.17 - . Treasury provides support to the customers of both these business and develops customers (both individual and organizational) of its own. . This in turn enables us to develop the products and services that help SCB stand out from the competition.1: The Relationship between Respective Customers to Different Departments of SCB Companies Banks and other Financial Institutions This focus allows the business to develop an in-depth understanding of the banks customer’s evolving requirements.
The trade finance of Standard Chartered Bank takes care of the commercial activity related issues.18 - . This is maintained through interactions to offer timely advice in an increasingly competitive business environment. which mainly comprise the top local and multinational companies operating in Bangladesh. The objective of this department is to maintain a thorough knowledge of the client's business and to develop positive relationships with them. are assigned a Relationship Manager (RM) who maintains regular and close contact to cater to their needs. other branches offer specific services appropriate for the location. The Corporate Banking Group in Bangladesh has displayed a spirit of community involvement by working with NGOs to underwrite soft loans. Some of the services are: . while they are going to open one in Sylhet very soon. the bank mainly consists of two divisions: Business Support The business division has the following departments: Corporate Banking Group (CBG): Standard Chartered Bank offers its local customers a wide variety of financial services. While the full range of services is available at the headquarters.Internship Report: HRMP in Standard Chartered Bank ORGANIZATIONAL STRUCTURE The Standard Chartered Bank in Bangladesh has its headquarters and three branches in Dhaka and one branch in Chittagong. Standard Chartered Bank offers its corporate customers: The wide varieties of lending needs are catered to with skilled and responsive attention. The expertise of the Institutional Banking and Treasury groups is also available whenever required. particularly those related to import and export finance services. At the headquarters. All the accounts of corporate clients. The unique Offshore Banking Unit (OBU) in Savar offers a full range of facilities to overseas investors.
confirming export L/Cs and issuing of import L/Cs. ⇒ Syndicated loans. and their personnel the following financial services: (a) Current accounts in both Taka and other major foreign currencies (b) Convertible Taka accounts (these funds are freely convertible to major international currencies) Consumer Banking (CB): Superior retail banking services comprising a wide range of deposit and loan products are offered by the Standard Chartered Bank to its . investment and financing activities of other dynamic economies of the region. ⇒ Bonds and Guarantees. Trade finance facilities including counseling. The Bank's treasury specializes in offering solutions to those who wish to manage interest rate and currency exposures that result from trade. Institutional Banking Group (IBG): The IBG of Standard Chartered Bank offers a wide variety of products and services to banks and financial institutions. A 24 hour-service is provided to customers in Bangladesh through the Bank's network of dealing centers placed in the principal of the world. ⇒ Local and International Treasury products. The bank offers foreign missions. airlines.Internship Report: HRMP in Standard Chartered Bank ⇒ Project finance and investment consultancy. It has global links with leading banking institutions and agency arrangements through its network of offices in 40 countries. Treasury operations are developed in line with changing market conditions to provide the best services to its customers. payment collection and import-export handling services. backed by its international branch and correspondent loan network Bond and Guarantees Project finance opportunities for import substitution and export oriented project. shipping lines. Standard Chartered Bank presently controls 42% of the local foreign exchange market's traded volume. The Bank offers a full range of clearing. consultants. voluntary organizations. Treasury (TSY): The foreign exchange and money market operation of the Standard Chartered Bank in the world is extensive. According to BAFEDA (Bangladesh Foreign Exchange Dealers Association). Exotic currencies happen to be one of its specials areas of strength.19 - .
Bangladesh is responsible for the planning in Bangladesh. Bank offers a 24-hour service in Bangladesh through its Moneylink ATM network and Phone-link Phone Banking services. Following are the main functions of the operations department: (a) Central operations deals with the closing and opening of accounts and other payment and account related processing of the Personal Banking division (b) Treasury operations help to deal with the processing works of the treasury division. Standard Chartered Equitor fulfils the group's strategic commitment to the provision of custodial service in Asia. Corporate banking generates more than 40% of its revenue group while Treasury contributes more than 20% to the overall revenue. Custodial Services (CUS): Headquartered in Singapore. Standard Chartered Bank is primarily corporate driven. . any mistakes made can be easily detected and on time.20 - . Since it helps mainly in processing the works of the business units. The Consumer Banking division constantly faces challenges and meets them by developing new products and services to fulfill the specific requirements of local and foreign customers. Standard Chartered Bank. (c) Operations also have a department that deals with internal projects that arises from the need to deal with certain problems or to make certain changes. Equitor's customers are primarily foreign global custodians and broker/dealers requiring cross border information as well as sub-custodian services. The Support division provides assistance to the above business activities and consists following departments: Operations: Operations is part of the support division that helps to run the businesses of the bank in a smooth and controlled manner. The rest is generated from Personal Banking. Custodial services and Institutional Banking. but the overall management of the custody business is based on Equitor's international business strategy. Loan Administration Unit (LAU) deals with the processing of the Corporate Banking division.Internship Report: HRMP in Standard Chartered Bank individual customers.
public relations.Internship Report: HRMP in Standard Chartered Bank Finance. Some of the key areas that the Legal & Compliance department has to take care of are: any kind of legal issues. Information Technology Center: This department is instrumental in the running of all the computerized operations of the bank. Standard Chartered Bank highlights the importance of developing its people to create a culture of customer service. Chain of Command Chartered Bank in Bangladesh follows a hierarchical pattern of command. Mr. Administration and Risk Management: Although it is a financial organization itself.21 - . teamwork and professional excellence. External Affairs: This department deals with advertising. Standard Chartered Bank needs financing to run its operation. Administration and Risk Management departments are the ones that are primarily concerned with maintaining a level of cost incurred that do not cross the threshold leading the company to bankruptcy. Human Resource Department: This department manages recruitment. Standard Chartered Bank is regulated by the Bank of England. internal audit). partial marketing etc. A manager . They help in the implementation and generation of computerized reports.g. and supervise internal control (e. Legal and Compliance: In the UK. Finance. All the department heads at the headquarters report to the CEO. that involve disseminating new products and services to customers and above all ensuring service quality. to advise the CEO regarding all matters and the management on legal and regulatory issues. Another major duty of the department is to maintain communication with the rest of the world. while in Bangladesh local banking laws regulate it and rules set by the Ministry of Finance and Bangladesh Bank. Osman Murad reports to the Regional General Manager. promotions. training and career progression plan. innovation. MESA in Dubai. The Chief Executive Officer (CEO). correspond regulatory compliance issues to MESA Regional Head of Compliance. It also encourages its staff to conform to an internal culture of ethical behavior and sensitivities to the culture and religion of the country.
Technology Banking All the staff . The Custodial Service division at the headquarters reports to the Head of Corporate Banking.22 - . Head of Finance Chief Operating Head of Legal & Head ofCredit Senior Human Supportof Chief Executive to HeadClient Manager ResourceGSAM Head of CEO Relationships Institutional Information Compliance Consumer & Admin. who reports directly to the head of the respective division in Dhaka. Treasury Officer Officer Dept. Each branch is organized functionally along line divisions with some support facilities and the manager assigns tasks to his/her subordinate personnel and supervises their performance.Internship Report: HRMP in Standard Chartered Bank or senior manager who reports to the head of the division heads the major business activities. however. since there are two major business activities. The respective branch managers are responsible for the performance of their unit. instructions are often given without necessary details and clarifications. In Chittagong. a manager or senior manager. heads each.
The last agreement was made on January 1. 1998. .Internship Report: HRMP in Standard Chartered Bank members of Standard Chartered Bank belong to an internal trade union known as "Standard Chartered Bank Employees Union" the clauses of which are reviewed and agreed upon every two years.23 - .
Operations and Finance Departments." Towards that goal. Creating an excellent brand image of the Bank . Treasury. which are responsible for carrying out the planning of their department within the broad guidelines set by MANCO. leaves room for participation down to the level of department heads. efficient employees To invest in those technological systems which will upgrade and enhance financial services. They meet once a month. the overall planning in the Organization is done at the headquarters level in Dhaka by a Management Committee (MANCO).24 - .Internship Report: HRMP in Standard Chartered Bank MANAGEMENT The goal of Standard Chartered Bank is to be the "Bankers of First Choice. Among the broad strategic objectives are: Creating a congenial work environment Modernization of the Management Information System (MIS) to achieve full automation by drastically cutting down on the paper work in the long-run Focusing on service quality and consumer needs Recruiting and maintaining top-grade. or when a special situation arises. to plan the strategic decisions. Consumer Banking. The decision making. although apparently based on a top-down approach. and from the support divisions the heads of Human Resource. headed by the CEO and consisting of the business heads of Corporate Banking.
As a result banking transactions are also stuck. strategically and economically. political instability like hartal makes difficulties in both domestic and international trade. Economic.E.S. Beside this corruption is another factors which hampers business environment. P. but it is not a threat to the autonomy of the states. Some examples include. and Technological factors of the external macro-environment. . Such external factors usually are beyond the firm's control and sometimes present themselves as threats. However. A scan of the external macro-environment in which the firm operates can be expressed in terms of the following factors: Political Economic Social Technological The acronym PEST (or sometimes rearranged as "STEP") is used to describe a framework for the analysis of these macro environmental factors. For this reason. Many macro-environmental factors are country-specific and a PEST analysis will need to be performed for all countries of interest. some say that "pest" is an appropriate term for these factors. The US remains a guarantor of the balance of power in several parts of the region. is an acronym for the Political. Growing US influence though ambiguous. Social. changes in the external environment also create new opportunities and the letters sometimes are rearranged to construct the more optimistic term of STEP analysis. Political factors include government regulations and legal issues and define both formal and informal rules under which the firm must operate.T. Limited EU Influence: The EU shows increased interest and involvement in trade aid and good governance issues in Asia. Political stability.Internship Report: HRMP in Standard Chartered Bank PEST ANALYSIS A PEST analysis is an analysis of the external macro-environment that affects all firms including banking industry.25 - . Political Factors In case of Bangladesh. relations with the US remain all important.
Internship Report: HRMP in Standard Chartered Bank Legal framework for contract enforcement. Skill level of workforce. Increasing impact of globalization on a wide range of social and economic rights of millions of poor peoples across the region including their right to water. Mandatory employee benefits and Industrial safety regulations all these affects banking industry. Taxation .g. Wage legislation . .26 - . Feminization of labor: growing presence of free trade zones and export processing zones employing women in often extremely poor working conditions. organized-crime and social unrest (e. Government intervention in the free market. China. health and housing. Unemployment rate. Pricing regulations. Economic growth rate. The examples of factors in the macro economy are Type of economic system in countries of operation. Trade regulations & tariffs. Exchange rates & stability of host country currency.minimum wage and overtime. Comparative advantages of host country. Efficiency of financial markets. International cooperation and others financial economic actors will play an increasingly important role. Economic Factors Economic factors affect the purchasing power of potential customers and the firm's cost of capital. Infrastructure quality. Globalization and the increase in free trade zones will impact on the autonomy of the state. India).tax rates and incentives. Economic restructuring and the transition to a market economy is likely to continue to impact on rule of law issues with a growth in corruption. Interest rates. Inflation rate. There is growing economic rivalry and increasing fears of Chinese domination. Banking industry is not an exception too.
reduce minimum efficient production levels. emphasis on safety. Some social factors include health consciousness. . housing and social welfare will remain restricted in Bangladesh with the state failing to provide basic provisions. These factors affect customer needs and the size of potential markets. Poverty affects hundred of millions of people across the region. information sharing and cooperation but this resource remains inaccessible to the many people in the region who are poor or illiterate or in other states due to state attempts to control freedom of expression. rate of technological change. email and mobile phones will continue to open possibilities for communication. technology incentives. and there is a growing anti-globalization movement (partly linked to anti-American sentiments) especially in Bangladesh (South-Asia). New technologies including the internet. Access to medical care food. population growth rate. Culture. Attitudes and Leisure interests. and influence outsourcing decisions. career attitudes. automation. Some technological factors include R&D activity. Education.Internship Report: HRMP in Standard Chartered Bank Social Factors Social factors include the demographic and cultural aspects of the external macro environment. This is especially true in the situation of armed conflict. Technology's impact on product offering and Impact on cost structure. age distribution.27 - . Technological Factors Technological factors can lower barriers to entry. Recent technological developments. class structure.
Sound profitability and growth with good internal capital generation. High concentration of fixed deposit and large scale of loans. . Weaknesses – – – – – – – Limited headroom for growth in top names SQ: not at par with customer expectation Lack of up-country reach Perceived lack of flexibility vis-a-vis local banks Turnover and long term people issues Small market share. Better infrastructure facilities.Internship Report: HRMP in Standard Chartered Bank SWOT ANALYSIS – SCB vs.28 - . who are playing in the same field and also used in the strategic analysis of the organization. Strengths – – – – – – – – – Dominant market position in chosen markets Customer franchise Strong regional focus Product diversity Experienced and efficient management team. SWOT analysis gives an organization an insight of what they can do in future and how they can compete with their existing competitors. This tool is very important to identify the current position of the organization relative to others. Larger corporate client base. Company reputation and goodwill. MARKET The acronym for SWOT stands for – Opportunity Weakness Strength Threat The SWOT analysis comprises of the Organization’s internal strength and weakness and external opportunities and threats.
Opportunities Threats – – – – – – – – – Aggressive competition from Int. Default culture of credit. Regulatory environment favouring privet sector development. Increasing purchasing power of people. . & local banks Political volatility & regulatory impediments Loss of people to competition Privatised/re-structured NCBs Increasing competition for market share in the industry.29 - . Increasing trend in international business. Frequent changes of banking rules by central bank. National and global political unrest. Government’s policy of encouraging heavy inflow of foreign investment.Internship Report: HRMP in Standard Chartered Bank – – – – – – – – – – – – – Lack of full-scale automation. Automation of transaction processes and online branch banking. Untapped Middle Market Acquisition of PCB clients State-owned Enterprises (SOE) Sector Acquisition of Banks/NBFI Islamic Banking Structured Products Scope of market penetration through diversified products. Market pressure of lowering of lending rate.
TOP 4 COMPETITORS SCB -Market dominance STRENGTHS Eastern -Flexibility -Appetite for term lending Prime -Flexibility project finance HSBC -Service -Quick Turnaround -Product & market knowledge Citibank -Global Cash Mgt.MNCs . banks Competition both local and Int.PCB Clients .Middle Market .Internship Report: HRMP in Standard Chartered Bank SWOT ANALYSIS – SCB vs. -Fx products -Increase wallet share -Govt.30 - . banks -Competition -Regulatory restrictions -Privatized NCBs -Competition -Extreme sensitivity to political unrest THREATS .Syndication -Cash Mgt. Sector -CM/CF product -Increase wallet share in Cash & Trade -CM/CF products OPPORTUNITIES -Islamic Banking -Structured products -Competition -Regulatory restrictions -Privatized NCBs -Competition both local and Int. -Strong network -Lack of focus -Lack of credit & country risk appetite -Appetite for quality -Product diversity -People -Service -Limited product suit -Limited product suit -Technology platform WEAKNESSES quality -Perceived inflexibility .Fx products .
31 - .Internship Report: HRMP in Standard Chartered Bank SCB’S PERFORMANCE IN BANGLADESH SCB leads in SCB dominates in Profits .
Internship Report: HRMP in Standard Chartered Bank Trading contribution of Bangladesh SCB to Operations HSBC Citibank N.41 59 2005 38.61 (0.17 The revenue of three sectors of Standard Chartered Bank is shown in graph below- .1% TPProfit contribution by Bangladesh the group is 21 times that of the other two banking giants TP) (Percentage over Group More than twice as large as Citibank N.61 20.10 (0.61 90.02 2006 45. or HSBC in Bangladesh Revenue Trend Analysis (2004-2007F) Revenue USD M Consumer Commercial Global Market Other Banking Country Exchange Rate 2004 31.A.32 - .21 22.99 80.22) 97.1% 0.20 25. SCB 2.03 24.A.22 23.51) 112.44 2007 (F) 52.55 36.22 31.20 29.
35 21.15 (0.33 - 50.93 60.33 19.14 (1.50 20.00 .55 19.05) 61.13 17.00 .62 15.89 2007 (F) 22.20) 47.92 59 2005 16.16 (0.36 19.60 2006 19.94) 54.Internship Report: HRMP in Standard Chartered Bank Trading Profit Analysis (2004-2007F) Trading Profit USD M Consumer Commercial Global Market Other Banking Country Exchange Rate 2004 12.77) 55.37 20.63 (0.
Internship Report: HRMP in Standard Chartered Bank 70.00 .34 - .
Internship Report: HRMP in Standard Chartered Bank Organogram Osman Morad KhandakarRahman Nasreen SattarRahman Mirza RahelKayesShah Faisal Aminur A Hasan ArunangshuAhmed Nadia Head Client Tahia Mahbub Mahfuzur Azam Humaira Dutta Khalil Rahman Ahmed Head ofofofAcct Transaction Relationships Manager RegionalofCommodity & Head HeadLocalServices HO CEOOperational Risk Head ofofGlobal Corp Corp Head Financial Institutions HeadBusiness Planning Head Client India Support SecRelationships WB of Manager Corp South Asia Manager Banking .35 - .
Internship Report: HRMP in Standard Chartered Bank .36 - .
The previous values were Helpful Responsive Efficient The present values are – Trustworthy Courageous Responsive International Creative The Logo has changed From To SCB has launched the new Logo in its web site and in the Middle East countries. From April 2002 it has been displaying the new screen saver in all computers. In Bangladesh it will be officially launched in the third quarter of this year.Internship Report: HRMP in Standard Chartered Bank RECENT CHANGES IN SCB Recently SCB has reformed its Values and launched the Logo.37 - . .
. SCB senior officials should be more cooperative to their subordinates and arrange for workshops/ training programs to keep them motivated in their work. The latest entrant BRAC Bank is planning to launch a similar product like Personal Loan for Consumers with a lower rate and charge.Internship Report: HRMP in Standard Chartered Bank RECOMMENDATIONS SCB has some threats and weaknesses. In the deposit accounts the new emerges in the market are providing a higher rate of interest compared to SCB and for this reason the MANCO might give a second thought about re-fixing the rate.38 - . It is been seen that customer complaint has increased recently than before for this reason it is high time that the employees are trained up more to avoid future mishaps. SCB should take precautionary measures to keep their products viable to customers both new and old. which will turn down the operation of this bank to a great extent. The prime dissatisfaction with SCB is with the high interest rate and various fees it charges from its customers. Some recommendations are proposed below. and competitors have grabbed a big portion of its customer-base by charging lower rates and charges/offering higher saving rates. SCB should lower its charges immediately to prevent the loss of customers.
SCB . the (HOHR) holds the topmost position in the hierarchy. there are 1 Senior Relationship Manager (SRM). Under the Head of Human Resources. 1: Organogram of Human Resource Dept.39 - . 2 Relationship Managers (RM). 1 Operations Manager and 1 Officer directly reporting to him.Internship Report: HRMP in Standard Chartered Bank ORGANIZATION STRUCTURE – HR DEPARTMENT In this department. 1 Resourcing Manager. Fig.
organizations and work groups or teams. team gain. McLagan and Suhadolink (1989) grouped organization development. and practitioners to define the concept of Human Resource Development (HRD) and providing frustrating.40 - . or ultimately. p. with the method being that “many US companies found they were being rivaled and in some instances overtaken. career development and organizational development. 4) define HRD as. 74). productivity and satisfaction. has the potential to develop adult's work-based knowledge. For instance. elusive. Human resource development (HRD) is presented in this paper as the delivery system used by organizations to develop individuals through training and development. p. p. Moreover. 18). Although a universally accepted definition of HRD is absent. (Mankin. nation. 2001.” This definition is more inclined towards individuals. researchers. McLean and McLean (2001) have tried to define HRD from an international perspective as follows: “Human resource development is any process or activity that. whether for personal or group. and career development as the primary factors of HRD. .Internship Report: HRMP in Standard Chartered Bank INTRODUCTION The concept of human resource management (HRM) has received focused attention for around 20 years. either initially or over the long term. p. “A process for developing and unleashing human expertise through organization development and personnel training and development for the purpose of improving performance. Furthermore Swanson and Holton (2001. or for the benefit of an organization. in markets they had dominated” (Ehrlich. expertise. 2001. 10)”. 492). 1994. 2002. There are attempts taken by the different academics. training and development.. 74) stated that “HRD is a concept that comprises a variety of activities and processes” (Mankin. the whole of humanity (p. and confusing thoughts (McGoldrick et al. community. several scholars have tried to identify its essential elements. p.
b. 1995). Morley. In a more comprehensive definition. 1995. appropriate. 2001. Others used innovative work practices such as total quality management and quality circle. psychological theory. Harley. Gilley and Maycunich (2000) define HRD as: “…The process of facilitating organizational learning. 2001a. Some saw employment security and employee ownership as best practices (Pfeffer. Accordingly. competitive readiness. Holton (2000) argues that the debates on the meaning of HRD focus on the learning versus performance perspectives. For example. while others did not mention them (MacDuffie. H. selection. capability. and through different time periods should use these HRMP. participation. promotion from within.. Nevertheless.N. and renewal (p. Pfeffer. 1999. Huang. and advantageous for all firms... Gunnigle. and change through organized interventions and initiatives and management actions for the enhancing an organization's performance capacity. In a study Garavan T. P. and change are three important elements that define HRD.41 - . .Internship Report: HRMP in Standard Chartered Bank Regarding defining the concept one cannot discuss HRD without acknowledging the various disciplines from which it has taken. B. researchers have yet to examine in depth the provable influence of HRMP under these different conditions. Huselid. 1994). Swanson. In contrast. performance. (2000) shows that HRD is mainly concerned with capabilities. Ramsay. D. Harel and Tzafrir used eight strategic HRMP: grievance procedure. recruitment. Harel and Tzafrir. M. 1999). (2000) demonstrated that the notion of HRMP impacting on organizational performance through a “high road” approach has become a key element in HR.. researchers who assert the universality of certain HRMP are fail to agree what constitutes those practices (Delaney and Huselid. Unfortunately. Human resource development has borrowed from other disciplines such as systems theory. organizations from different sectors. Statement of the Problem Recent facts have shown human resource management practices (HRMP) have a positive influence on organizational performance. across industries. Thus we can say that learning.Thus the difficulty with defining HRD reflects the evolving nature of the field. 6)”. and most recently economic theory (Aliaga. Scholarios. 1994). psychological contracts. incentive compensation. 1996. This “high road” approach asserts that some HRMP are universalistic. and learning organization or organizational learning. performance. and training.
Therefore. training. and as other perspectives. participation. incentive pay. .. Using these studies. several practices have been identified (i. 1995. training. 1996). Standard Chartered Bank wants to identify whether there is any positive correlation between HRMP and organizations performance. Lado and Wilson. it plays a fundamental role in explaining different levels of organizational performance. Objective of the Study A decrease in the magnitude of traditional sources of competitive success has led to the increased significance of human resources as part of an organization's tangible and intangible resources having the potential for continuous organizational success (Barney. Similarly.Internship Report: HRMP in Standard Chartered Bank The multiplicity of what constitutes universalistic HRMP represents a challenge to organizational scholars. the current study proposes compensation. training. and selective hiring as strategic HRMP. A study by Boselie and Dietz (2003) discovered that training. Moreover. 1991. This list is not complete but encompasses many of the relevant HRMP in earlier empirical and theoretical studies. Little empirical research has focused on the effect of different points in time on the relationship between so-called universalistic HR practices and organizational performance (Youndt et al. as HRMP. Von Glinow.42 - . 1994). a universal human resource management practice would directly influence organizational performance. selection. and participation. The new model of human relations views management as the primary performer in the employment relationship and relates to HRMP as “good things”. etc. 1986. Den Hartog and Verburg (2004) focused on selection. compensation. remaining all other things constant. and internal labor market) that are generally used as a starting point and appear to affect firm performance under all circumstances. participation. Wright et al. The universalistic perspective asserts that there is a simple direct relationship between several HRMP and organizational performance (Delery and Doty.e. participation. pay for performance. as well as compensation are frequently used as a part of HRMP. training. 1996). 1993. The universalistic perspective has been proposed as a key approach in human resource management literature. participation. As a result. (2005) based their analysis on selection. information sharing. the determinants of organizations performance for Standard Chartered Bank.
training. The main purpose of this paper is to investigate whether there is any difference in the relationship between compensation. organizations from different sectors.Internship Report: HRMP in Standard Chartered Bank According to the universalistic perspective. Significance of the Study First. it will help researcher to understand the relationship between training. participation. across industries. Human Resource is an emerging concept in Bangladesh and organizations such as Standard Chartered Bank put much more emphasis on this department so this study will help the organization as well. and through different time periods should use a series of select human resource management practices (HRMP). Third. and employee selection with perceived organizational performance. this research will help to increase organization’s performance in a way the employee of the organization will think. and selective hiring with the organizational performance across time. Second. Research Timeline Table 2: The Research Time line 2007 2007 2008 2008 2008 2008 November December January March April April Research Proposal Writing Company Overview and Literature Review Pilot Testing Data Collection Procedure Data Analysis and Interpretation of Findings Final Redraft of Complete Manuscript Submission of Research Paper . it will encourage further study in this area and will provide useful guidelines for this type of research.43 - . participation. In this regard.
It is therefore important that the literature review is focused. a complex combination of institutional and market factors did not lead to a deep cutback in training. Secondly. In a study MacDuffie (1995) said that.44 - . Training has always been recognition of the value it has to the national economy. it becomes possible to identify areas in which further research would be beneficial. dominated by technical questions which have restricted the capacity for wider alternative and critical perspectives (Huselid. the assumption that training was almost exclusively about skill development has been challenged. p. training was linked to internal factors such as culture and commitment. 1994. Training It is reasonable to suggest that training has been seen as a very functional part of HRM.122). Thirdly. and external factors such as suppliers and customers (e. 2002). the concluding paragraphs of the literature review should lead impeccably to research propositions and methodologies. Recent accounts have challenged assumptions about training: firstly. and Wilson’s (1994) study of the strategy of introducing a new management information system and a TQM programmed to “…refocus staff perspective on the accomplishment of the organization’s goals” (Wilson. and avoids the more comprehensive textbook-approach. it was simply functional in nature. Indeed. Increasingly.g. the objective of the literature review is to summarize the state of the art in that subject field. studies by Kato and Morishima (2002) where employees sell a range of financial products as part of a marketing strategy. 1996). however. From this review of earlier and recent work. in the finance industry. this tended to be primarily as a response to skill shortages until the 1970s Barraud-Didier's (2004). the implication that employees generally benefited have been questioned. though training is a labor cost issue it is probably the most visible HRM function and the one most easily targeted by management. MacDuffie (1995) suggest that contrary to the conventional market view of training.Internship Report: HRMP in Standard Chartered Bank REVIEW OF THE LITERATURE Literature review distills the existing literature in a subject field. . particularly in respect to their opportunity to transport skills and knowledge throughout external labor markets (Hodson.
. Youndt et al. 165-170). Delaney and Huselid. Relationship between Training and Perceived Organizational Performance One of the most common practices that appear in the different journal as a best HRMP practice is training. Guerrero and Barraud-Didier's (2004) study of “High-involvement” they found a significant link between training and organizational performance. In a study Delaney and Huselid (1996) found a positive and significant relationship between training and perceived organizational performance. formal schemes of employee participation.45 - .Internship Report: HRMP in Standard Chartered Bank Some employers engage in cost reduction during recession. whether direct or indirect critically depend on the enthusiasm and ability of line management. Employee Participation One of the key variable in this study is employee participation is managerial style. 1992. they need to review the effectiveness and attitudes to involvement of their managers at all levels. Other studies have also viewed training activities as a potential universal best practice (Arthur.. Harel and Tzafrir (1999) found that the single HR practice that most influences perceived organizational performance is training. if organizations really want employee participation. In a study of 25 semiconductors manufacturing Hatch and Dyer's (2004) revealed that statistical process control training for equipment operators resulted in significantly fewer defects in the produced products. In a study of Hodson (2002) said that. This is because the greatest opportunity for employees to get involved in issues that affect them is by developing a constructive relationship with their immediate boss W. David Rees. 1995. 1996. 1995. They also suggest that. some appear to regard the continuation or expansion of training as crucial to their performance in their product market Kato and Morishima (2002). Pfeffer (1998) and Pfeffer and Veiga (1999) mentioned in their article that. In assessing the effectiveness of formal schemes of employee participation it is necessary to find out how they really operate in practice. MacDuffie. Christine Porter (1998 pp. 1996). Huselid. training as one of seven practices of successful organizations.
Batt's (2002) study of customer call centers found that employee participation in decision-making decreased the quitting rate..Internship Report: HRMP in Standard Chartered Bank Relationship between Employee Participation and Perceived Organizational performance Another HRM practice that many researchers believe increases organizational performance and decreases employees' negative behavior is employee participation (Arthur. Throughout the history of Industrial. Batt et al. 1992. Filip Lievens. . 2002. 1994). Analoui. Work and Organizational (IWO) Psychology. 2002. Kato and Morishima. F. Cusworth. Kato and Morishima (2002) found that employee involvement practices. after a long developmental period. J. Wooldridge and Floyd (1990) found that generating options is closely associated with qualitative organizational performance. Europe. Karami. Employee Selection The selection process determines the decisions as to which candidates will get employment offers. led to a significant 8-9 percent increase in productivity.. Hodson (2002) suggested in a study that employee involvement reduces workplace conflict and improves work life experiences. el). Karen van Dam. A.. and the rest of the world (Neil Anderson et.46 - . (2004) revealed the high positive relationship between HR managers' involvement in formulation of business strategy and its implementation in the electronic manufacturing industry. Pfeffer. Hodson. and Ann Marie Ryan. Concentrating on middle management involvement. Indeed employee selection has been one of the central pillars of the scientific foundations of IWO psychology in North America. MacDuffie (1995) found a positive correlation between the number of suggestions made by employees and employee involvement. 2002. 2004). issues employee selection. and assessment have featured prominently in the scientific and pragmatic agendas that fuse our discipline (Neil Anderson. In a similar vein. Li (2004) found that participatory management has a positive effect on productivity of state-owned enterprises in China.
Rowden (2002) conducted in-depth interviews with key managerial and non-managerial personnel and found that selective staffing is one of several HRMP that exist in successful small manufacturing companies. H.. Operational Definitions Summaries of the operational definitions of measured variables (Training. Shipton.82 0. D. Hunter and Schmidt (1982).. 2002. MacDuffie. and Perceived Organizational Performance) going to be used in this study are given below in Table 3. Compensation. Kato and Morishima. Employee selection. 2002.79 ORGANIZATIONAL Delaney and Huselid (1996) PERFORMANCE 0. 1993.. referring to a minority issue. 1995).. Patterson. M. Measured Variables TRAINING EMPLOYEE PARTICIPATION EMPLOYEE SELECTION PERCEIVED Developed by Harel and Tzafrir (1999) Arthur. 1994. 1992. Birdi. Hodson. Fay.72 0. (2005). (1995) Reliabilities 0. Delaney and Huselid (1996) observed that staffing selectivity has a positive impact on perceived organizational performance. Terpstra and Rozell. Pfeffer. teams. and work requirements. MacDuffie. noted the role sophisticated HR practices such as selection have in predicting product innovation and in production technology innovation. K.Internship Report: HRMP in Standard Chartered Bank Relationship between Employee Selection and Perceived Organizational Performance The aim of these practices is to improve the fit between employees and the organization.47 - . 2002. to create a better work environment.76 Table 3: Operational definitions of measured variables . 1993. and thus. selection may be seen as an essential tool for organizational performance (Terpstra and Rozell. Batt et al.. concluded that an employment balance can be achieved through a selection procedure based on ability. M. West. In doing so. For example. Employee Participation.
Development of Conceptual Framework Training Figure 1: Conceptual Framework of Proposed Variables and their Relationships Employee Participation Perceived Organizational Performance Employee Selection . 2. Is there a significant relationship between Employee Selection and Perceived Organizations Performance in context of Standard Chartered Bank in Bangladesh? Hypotheses 1. There is a significant relationship between Training and Perceived Organizational Performance in context of Standard Chartered Bank in Bangladesh.48 - .Internship Report: HRMP in Standard Chartered Bank HYPOTHESES Research Questions 1. Is there a significant relationship between Training and Perceived Organizational Performance in context of Standard Chartered Bank in Bangladesh? 2. There is a significant relationship between Employee Participation and Perceived Organizational Performance in context of Standard Chartered Bank in Bangladesh. There is a significant relationship between Employee selection and Perceived Organizational Performance in context of Standard Chartered Bank in Bangladesh. Is there a significant relationship between Employee Participation and Perceived Organizational Performance in context of Standard Chartered Bank in Bangladesh? 3. 3.
49 - . Participation. Every participant could withdraw from responding at any time without showing any reason. The questionnaires were given to the head of HRM or the human resource manager of the organization. Zikmund. and Employee Selection are considered as independent variables and Perceived Organizational Performance is considered as dependent variable. When a researcher investigates the effects of the measured variables and analyzes the relationships among the variables. and Employee Selection and Perceived Organizational Performance within context of Standard Chartered Bank in Bangladesh. Research Approach To examine this research problem. Participation of the respondents was at their full discretion. information were collected from the employees of Standard Chartered Bank. 2000). The questionnaire was provided as well. The questionnaires were filled up by employees who had at least two months’ experience with the organization. A correlation exists when an increase in one variable either increases or decreases another variable (and vice versa) in a somewhat predictable fashion. The earlier graphical representation (figure 1) of the conceptualized framework reveals the pattern and structure of co-relational study among the set of measured variables. . the design is known as co relational study (Graziano & Raulin 1997.Internship Report: HRMP in Standard Chartered Bank METHODOLOGY Research Design This paper examines HRMP and their relationships with organizational level performance. due to budget and time constraints. Sampling Method The study was conducted in different branches of Standard Chartered Bank in Dhaka city only. The present study will investigate the relationship between Training. Participation. In order to identify the research questions and to test hypotheses. Training. the researcher has selected a co-relational study as appropriate for this research.
Internship Report: HRMP in Standard Chartered Bank
For the purpose of research, a single set of population was taken that consisted of entry-level employees (Grade-9) of the bank. In this research, Human Resource Managers were chosen as the main subject for three primary reasons. First and foremost, they had the greatest access to the data related to HRM activities. Second, the researcher followed caution that perceptual error is smaller, partly, if a manager's functional area relates to the perceived variable (Huselid and Becker, 2000). Third, HR managers have the largest storehouse of knowledge about the overall activities of the organization at wider level, as opposed to the narrow departmental level knowledge base. The sample size is 150 for this study intended to investigate the relationship of training, participation, and employee selection with perceived organizational performance in context of Standard Chartered Bank in Bangladesh. The researcher used both cluster and stratified sampling method and then a simple random sampling method to choose the appropriate sample.
For lack of secondary data (articles, journals, magazine), the researcher gathered data from the primary source by using questionnaire. To obtain data for this study the researcher used questionnaire because of the following reasons: The researcher found that most of the previous research with large number of sample size used questionnaire method. It was not possible to make personal interviews for the large number sample size of 150. Internet survey was not possible for this study, as the research was conducted in the context of Bangladesh. A set of structured questionnaire was used in this research for collecting data from the employees of the Standard Chartered Bank to measure the four variables that is used in this research. Training has been measured in this study, as instructed by Lawler, E.E. III, Mohrman, A.S., Ledford, E.G. (1992), using a four item instrument and with the alpha value α=0.72. Respondents were asked in order to find out the percentage of employees in the organization
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Internship Report: HRMP in Standard Chartered Bank
who received systematic and formal training in the past year in a variety of skills: leadership, business areas, quality, and technical aspects of the job. Employee Participation has been measured in this study, as developed by Lawler et al. (1992) and recently used by Harel and Tzafrir (1999), adapting the five-item scale and with the alpha value α=0.82. The items were used to find out the degree of influence that employee rank and file have on issues such as investment in new equipment, workflow, salary determination, and so forth. Responses ranged from 1 (not influential) to 5 (very influential). Employee selection has been measured in this study by an instrument composed of 4 items with the alpha value α=0.79, in which respondents were asked to evaluate the importance attributed by the company to selection tools and tests used in the hiring process (such as “How important is the manager's interview?”), on a scale of 1 (not important) to 5 (very important). Finally, perceived organization’s performance in relation to its competitors’ has been measured through four items questions in which the respondent was asked to evaluate the quality of her/his organization’s performance as compared to that of competing organizations performing the same work in the past year. The alpha value used in this regard was α=0.76 This variable covered several aspects, such as the quality of the product/service, new product development, the ability to attract and retain essential employees, and customer satisfaction.
The purpose of pilot test is to evaluate clarity, bias, ambiguous questions of the selected questionnaire. According to Cooper and Schindler (2003), pilot testing detects weaknesses in design and instrumentation and provides proxy data for selection of probability sample. Malhotra (2003) stated that, pre-test refers to the testing of the questionnaire on small group of respondents in order to identify and eliminate potential problem. Burns and bush (1998) recommended that a pre-test of 5-10 representative respondents is usually sufficient to identify problems with questionnaire. The researcher distributed 15-20 questionnaires among 15-20 employees due to time limitation.
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Internship Report: HRMP in Standard Chartered Bank
Data Collection Procedure
It was not possible to obtain information from secondary sources like magazine, article, or journal for the reason that very few published study has been conducted within the context of Standard Chartered Bank in Bangladesh. So, the researchers necessitated primary data in the exploration of research problem. The researchers conducted questionnaire to collect primary data.
Data Analysis Procedure
For this study, the researcher used statistical technique Stepwise Regression Analysis. The researcher used Stepwise regression to test the strength of association between the study variables. Stepwise regression also gave individual R2 for each independent variable with dependent variable. For this research, SPSS version 11 has been used as the Statistical Data Analysis tool as it offers greater flexibility in data analysis and visualization.
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60 is sufficient.69 0. The values are a little different from the original study done by Shay S. and standard deviations of all the constructs in the current study are displayed in Table 2.71 0.Internship Report: HRMP in Standard Chartered Bank RESULTS AND IMPLICATIONS Reliability Coefficient and Descriptive Statistics The reliability coefficients.48 0.39 0.50-0. In this study alpha value for all the variables are present.76 3.45 . Alpha value indicates the reliability of a given set of questioners. Reliability denotes the consistency level of a question.53 - .66 0.59 M 3. Scales Training Employee Participation Employee Selection Organizational Performance Note: n =150 The survey was done with a formatted questionnaire having a 5-point likert scale. Employee Participation.71 3. The reliabilities of all the constructs in this study found to be above the standard set by Nunnally (1978). which is a good thing for research.5 is acceptable.45 0. Number of items 5 5 6 4 Alpha 0.84 3. Employee Selection and Perceived organizational performance.72 SD 0. Table 4: Reliability Coefficient and Descriptive Statistics of Training. means.0). By seeing this value there is no doubt that the selection of questions is proper.5 means any value over 0. Nunnally (1978) suggested that for early stages of any research the reliability of 0. The coefficient alphas for the different constructs were computed using the reliability procedure in SPSS (version 10. Tzafrir (2006) due to some adjustment made in this research. The standard value of alpha is 0. In this study the alpha value is well over the standard value.
This shows that the employee selection process in Standard Chartered Bank influences the perceived organizational performance highly. Compensation.71 with a standard deviation of 0.54 - .499** Organizational Performance .01) and significant (p < 0.529** Employee Selection . and Employee selection and Perceived Organizational performance Variable Training Employee Participation Training Employee Participation Employees Selection Organizational Performance **p< 0. The correlation procedure was subject to a two-tailed statistical significance at two different levels: highly significant (p < 0. Correlation Analysis A correlation analysis was conducted on all variables to discover the relationship between variables. Employee participation. The mean value for Employee Selection is 3.522** .05).583** .579** . Table 5: Correlation Matrix for Training.Internship Report: HRMP in Standard Chartered Bank The means have been calculated by taking the average of all the answers of the questions in each variable.01 (2 tailed) . The calculated mean for Training is 3.84 with a standard deviation of 0. So it can be said that employees’ perception about their participation in different aspect is high and they believe they are getting sufficient importance in their organization. It signifies that the training program of Standard Chartered has high influence on the employee and the perceived organizational performance as the value is above 3.45. The mean for Employee Participation is 3.76 and has a standard deviation of 0.39.557** .48.
employee participation. p<. In the table it is visible that training is positively and significantly correlated with employee participation by .01.01). p < 0.544. negligible 0. In case of employee participation it is positively and significantly correlated with employee selection (r = 0.2 % (r = 0.9 to 1.01).9 % (r = 0. p < 0. A bivariate two-tailed co-relation analysis was done by running the data on SPSS 11.01). and with perceived organizational performance.614. (r = .4 to 0. If we summarize the whole result we will see that there are correlations among training.522. p < 0.Internship Report: HRMP in Standard Chartered Bank In explaining the relationship between the studied variables first we should know the range by which we can understand how significantly or strongly each variable related to each other.579. The ranges are given below: 0. and employee selection (r=.01).583. and employee selection with perceived organizational performance by training (r= . high marked 0.9 Strong.0 Very strong. employee participation. employee selection is positively and significantly correlated with perceived organizational performance by .7 to 0.01) and with perceived organizational performance (r = .579.55 - . with employee selection (r = 0. very high The table above is a result of a correlation analysis that has been done on all the data that has been collected through the questionnaire survey.583. .7 Moderate 0. In the given table it is seen that.0 to 0. p < 0.01).2 Very weak. p<. p < 0. Finally. low 0.529 or 52.01). This analysis is done to show the existing relation among the study variables (training.529.522. p< 0. and employee participation and perceived organizational performance). p<.2 to 0. each of the figures has the symbol ‘**’ which signifies that each of the variables are significantly correlated with each other at a significance level of p < 0.4 Weak. employee participation (r=.522 or 52.01).01).
Stepwise regression will work as a useful tool in testing hypothesis. compensation and employee selection are moderately and positively correlated with perceived organizational performance. .089 0.001.01.551 0.055 0.082 0.388 0.56 - .05.662 0.562 0.549*** 0.473 0. Table 6: Stepwise regression on Perceived organizational performance Variable Step 1 Employee Participation Step 2 Employee Participation Training Step 3 Employee Selection Training 0.474*** 0. **p <.015 0.687*** 0. In this part of the analysis we will see that which independent variables individually and collectively provide a meaningful contribution towards the explanations of the dependent variable.Internship Report: HRMP in Standard Chartered Bank This indicates that training.025 0.391 ∆R *p <.046 0.498 0. Stepwise regression analysis helps to determine the most significantly related variable that explains the dependent variable. ***p <.622*** B SEB β R2 0. employee participation.603 0.036 0.602*** 0.
and 8.1%. which indicates it was not that significantly related with perceived organizational performance like the other variables.001). So this analysis also supports hypothesis 1. Employee selection failed to enter into the regression equation.583.2% of the variance in perceived organizational performance.01). Research Hypothesis 2 There is a significant relationship between employee participation and perceived organizational performance in context of Standard Chartered Bank Bangladesh. Thereby.2% of the variance in perceived organizational performance respectively. it proves the first hypothesis. So this analysis also supports hypothesis 2. shows that employee participation (p <.1% of the variance in perceived organizational performance. . It shows that training and perceived organizational performance are correlated at p < 0.9% of the variance in perceived organizational performance.579. p <0. it has been found that training (r = . These three variables (training. So from this result it proves that the correlation analysis completely supports hypothesis 2. p<.Internship Report: HRMP in Standard Chartered Bank In table 6. Assessment of Research Hypotheses Research Hypothesis 1 From Table 5.01. and compensation individually explained about 39.01). It portrays that employee participation and perceived organizational performance are significantly correlated at (p< 0.57 - . The regression analysis that we have in table 6 also supports this hypothesis. in this case training explains 8. The calculated correlation analysis suggests that there is a significant and positive association among employee participation and perceived organizational performance (r = 0.9%.001) were found to be statistically most significantly related with perceived organizational performance. These results provided a partial support for hypothesis. 8. and employee participation) together explained 56. Employee participation. The predictor variable. compensation. The predictor variable (in this case: employee participation) alone explains 39.01) had a statistically significant relationship with perceived organizational performance and they are positively correlated in context of standard Chartered Bank. training. The regression analysis also supports this hypothesis. and training (p <.
522) with perceived organizational performance is positively correlated and also statistically significant. because its significance level is greater then 0. Thereby. From regression analysis (Table 6). it is providing support to the Hypothesis 4. It also provides partially support to its relationship with perceived organizational performance.05. It is also positively correlated with the others.58 - . employee selection (r= .Internship Report: HRMP in Standard Chartered Bank Research Hypothesis 3 From Table 5. employee selection has been excluded. .
. it seemed to be another important factor for Standard Chartered Bank.Internship Report: HRMP in Standard Chartered Bank RECOMMENDATIONS After completing the analysis of the studied variables in the context of Standard Chartered Bank Bangladesh. the following issues were found for recommendation: From the analysis. training proved to be a significant factor for organizational performance. Therefore. Standard Chartered Bank 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. Standard Chartered Bank should put focus on it and try to give precise remuneration to each level employee. So Standard Chartered Bank 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. According to the findings. Standard Chartered Bank should emphasize on their training program to a great degree. employee participation turned out to be a very important factor for Standard Chartered Bank. Overall not a single respondent of the interviews had a negative view on questions regarding compensation. as per personal interviews. Majority of the employees believed that positive participation of employees in different organizational aspects played a strong role in improving the organizations performance.59 - . This could be because they believed that compensation played a strong role in improving the organizational performance. Although compensation has not been analyzed in this research to find out whether it had any significant relation with perceived organizational performance. Therefore.
Human Resource Management). therefore it required a substantial time and effort to study a nonconcentration field (i. it is not without limitations. and union membership or personal relationship with staff which the researcher has not considered because of the simplicity of the research and to narrow down the research focus. This. consequently. Moreover. the sample will be taken from the employees of the Standard Chartered Bank who has six months or more experience in the job and only from the branches in Dhaka city. organizational size. There are be some other factors which can affect perceived organizational performance like industry sector.Internship Report: HRMP in Standard Chartered Bank LIMITATIONS OF THE STUDY Although this study makes several important contributions to the literature and has valuable implications for practice. The researcher possessed a marketing concentration background.60 - . shortened the time required to actually prepare the report.e. . organizational age.
and create opportunities where every employee can participate. compensation by which the employees can satisfy themselves. Finally.61 - . Therefore. To an extent it is important to select the right kind of employee for increase organizational performance.Internship Report: HRMP in Standard Chartered Bank CONCLUSION To improve the organizational performance it is very important to provide formal training. from this study Standard Chartered Bank Bangladesh can get the indications on which of the issues they have to focus more to increase or improving their performance. this research will encourage further study and useful guidelines for these types of researches. . but the magnitude of transparency and quality Standard Chartered Bank exerts in its employee selection process renders it sufficient to merely continue the current practice.
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