TERM PAPER

UNIVERSITY OF DHAKA

MASTER OF BUSINESS ADMINISTRATION

(EVENING)

DEPARTMENT: MARKETING

Assignment

SUBMITTED TO

Dr. Shehely Parvin

Associate Professor

University of Dhaka

SUBMITTED BY

Mohammed Shahadat Hossain

ID: 41634060

DATE OF SUBMISSION
August 24, 2019
Question No 1: Should work be a fun?
Answer:
Work should be fun because people are generally much better and more productive when
they are doing things that they enjoy doing. If we can enjoy ourselves while doing it, we
should have more enjoyable lives. Because you have to spend 40 or more hours a week
there, to be able to afford the things you will only get to enjoy the other 2 days of the week.
Now, we are going to find some reasons why we cannot have more fun at work:
 The work is serious that we perform
 Clients would not take us seriously
 What we do is important
 It would waste too much time
Fun at work is the future of work. Making working environment fun will make sure that
employees are happy doing the work. We should all spare some time have fun at work because:
 Fun stimulates more creativity. The right brain works best when freed up, especially
during times of play. By allowing us and our staff to have some down time, we free
everyone up to be more creative.
 Fun is a stress reliever. All work and no play does make everyone dull. For people in
high-stress occupations, it is often drink and illegal substances that act as the pressure
valve, and that’s unfortunate.
 It increases productivity. Every small business has a culture, some are by design, most
are by default. By deliberately creating a culture that cultivates fun and creativity, you
will get better business results.
 It increases employee retention. People who have fun at work and enjoy their job stick
around. And consider this too: At a time when money is tight and offering financial
incentives is difficult, creating a happier workplace is an easy, affordable way to reward
and retain staff.
 It increases communication. People speak and act differently when playing around. By
participating in some playful activities with your team, you may learn things and garner
information that you otherwise may never know.
 Fun makes employee happy and happy employees are healthier. So, to make a healthy
workforce, as a manager we have to give chance to make fun.
 Having fun encourages advocacy.
So that’s the idea. Lighten it up a bit. Whatever, we should be creative. To make the workplace
enjoyable, we should feel free to make fun. Excessive fun is not expected from anybody.
Anything excessive does not give better output. So, to be an active person in office everyone
should in a proper manner.
However, I think work should also be serious, engaging, challenging, stimulating and
rewarding.
Question No 2: Why we hate HR?
Answer:
It’s no wonder that we hate HR. In a 2005 survey by consultancy Hay Group, just 40% of
employees commended their companies for retaining high-quality workers. Just 41% agreed that
performance evaluations were fair. Only 58% rated their job training as favorable. Most said they
had few opportunities for advancement and that they didn’t know, in any case, what was required
to move up. Most telling, only about half of workers below the manager level believed their
companies took a genuine interest in their well-being.
Here’s why we hate HR:
 HR is too involved in office politics. HR staff members are viewed by many employees
as seeking to curry favor with executive leadership. They make dealing with employees
political based on the employee’s job title and position. Because HR does not add value
to the bottom line or fails to demonstrate how they have, employees view the job as
expendable. In their view, HR employees ingratiate themselves with managers and
executives because they add no value to the bottom line.
 HR people aren’t the sharpest tacks in the box. We’ll be blunt If you are an ambitious
young thing newly graduated from a top college or B-school with your eye on a
rewarding career in business, your first instinct is not to join the human-resources dance.
(At the University of Michigan’s Ross School of Business, which arguably boasts the
nation’s top faculty for organizational issues, just 1.2% of 2004 grads did so.) Says a
management professor at one leading school: “The best and the brightest don’t go into
HR.”
 HR isn’t working for you. Want to know why you go through that asinine performance
appraisal every year, really? Markle, who admits to having administered countless
numbers of them over the years, is pleased to confirm your suspicions. Companies, he
says “are doing it to protect themselves against their own employees,” he says. “They put
a piece of paper between you and employees, so if you ever have a confrontation, you can
go to the file and say, ‘Here, I’ve documented this problem.”
 HR employees are dishonest. Employees complain that HR staff members are dishonest.
They don’t tell the truth about how they handled an employee situation. They
misrepresent the employee’s story to management and in court. Many employees believe
that the HR staff is untrustworthy because they lie to cover up their mishandling of a
situation.
 HR is not objective and fair. Employees find that HR staff members are not impartial or
fair. Their desire to keep their jobs, and earn a bigger salary and their next promotion,
keep them from acknowledging the legitimate employee point of view.

And that’s the reasons why we don’t like HR.

Question No 20: Total Reward System.
Answer:
A total rewards system comprises all the efforts that an employer can use in recruiting,
motivating and keeping employees. According to the Grameen Foundation, a total rewards
system includes five elements: compensation, benefits, professional development, recognition
and work-life balance. Managers and executives know that to retain high performers, they need
to offer a competitive salary that adequately reflects the business climate of their industry. But
what else can you offer as incentives to keep talented individuals on board? Here, we examine
the components of a total rewards system which we can implement in our organization:
Compensation: Of course, this includes base salary, but there are also other factors you can
consider working into your pay system, such as short-term or long-term incentive pay. Both
work well to attract and continually motivate top performers who are confident in their abilities
to exceed expectations, according to Ameriprise Financial writer Kevin Johnston.
Recognition: Employees need to feel that their hard work is appreciated and critical to your
company’s ability to achieve goals. Contributing editor Jeff Haden recommends creating a
“recognition culture” in which management routinely provides specific, genuine, and timely
feedback.
Benefits: Just as a refresher, your benefits package should include leave of absence, sick and
bereavement leave, and vacation time. Of course, it will also include the legally-mandated
minimum requirements such as Medicare, unemployment, and Social Security. Offering an
attractive benefit package can help set you apart from competitors and round out your total
rewards system.
Work Life Balance: Work-life balance refers to providing employees a chance to meet their
personal obligations or goals. For example, some employers allow employees to come in early or
leave late, so they can get their kids on the bus or attend their child’s events. Employers might
also establish volunteer programs, offer a childcare subsidy or provide stress-management
resources. More than half of U.S. employees feel overworked, and 28% feel this way often or
very often. Your ability to help employees create a manageable workflow and strike a healthy
balance between the demands of work and other personal responsibilities is critical to keeping
your people happy. Try to be as flexible as possible to accommodate for employees who may
have irregular schedules due to family demands. You can also offer counseling to help
employees plan for retirement, and provide thorough overviews for investment options.
Development: Lack of development opportunities is the number-one reason employees leave
their jobs. Don’t let that be the reason your best talent leaves. Offer career development
opportunities tailored to your employees’ goals for growth, and be sure to provide the resources
they need, such as access to training and courses.
When you focus on each of the components listed above, you’ll not only retain employees, but
you’ll also motivate and engage your workforce as well.