50 Years Marked of Independence: Recognition of Human Resource

Management- Past, Present & Future.

Submitted To:
Dr. A. N. M. Shibly Noman Khan
Associate Professor
Department of Human Resources Management,
School of Business & Entrepreneurship

Course Title: Contemporary Human Resource

Practices in Bangladesh (HRM410)
Section: 01
Semester: Summer- 2021

Submitted By
Name: ID:
Munaf Ahmed 1610817
Kazi Asifuzzaman 1820113

Date of Submission: September 7, 2021

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Contents
Introduction ........................................................................................................... 3
Review of Literature on Evolution of HRM in Bangladesh: ................................... 3
HRM in RMG Sector .......................................................................................... 5
HRM in Banking Sector...................................................................................... 8
Conclusion ........................................................................................................... 10
References ........................................................................................................... 11

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Introduction
Human beings are an organization's main resource. These are the folks who plan all the activity and then
do all the work. And managing people is the manager's most difficult task, because no two people are the
same. The values, desires, motives, assumptions, objectives and so forth of everyone are separate. And
today, following the globalization, managers must remain abreast of the current changes. The HR managers
overseeing the continuously changing company environment should have the right competence and the
capacity. The HR managers overseeing the continuously changing company environment should have the
right competence and the capacity. To meet corporate standards, the HR manager must decide on or engage
a staffing agency. The employee's performance is measured against defined standards and the employee
benefit and pay package must be decided.

Review of Literature on Evolution of HRM in Bangladesh:

In future, what should be the priorities for human resources? The answer to this issue is quite tough, because
the duties of human resources managers are affected by numerous elements and these actions change
continually. The organization of the HR department is likewise constantly changing in view of these
conditions. (Marshal and paalvast, 2008)

At the time Dave Ulrich released his first Human Resources book, the evolution of human resources
management didn't start. He found out that human resource management was of great significance to
successful organizations, but even in ancient China management was critical. The HR history deals with
the development of first municipalities and the establishment of first ancient societies.

The military was the initial innovation driver. Neighbors overtook a nation without a strong army and it
only made obvious to every person the significance of a robust army. A successful command demands
powerful, valiant and intelligent leaders who share a winning vision. It established and initiated methods
for the excellent selection of new employers and managers. It had the capacity to invest in innovation. In
the ancient military, there are first successful HR procedures in history. They needed a good employment
organization and jobs, even without education and knowledge (more on Key Milestones in HR History).

The contemporary human resources history as we know it begins with the British Industrial Revolution.
The establishment of major plants has considerably boosted the need for employees. The time has come for
the emergence of new human resources management methods in the 18th century. It is the key feature in
human resources history. New industrial techniques and new work technologies have rapidly evolved and
significantly transformed the globe. Fast and low-cost production has become a goal for many businesses.
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Human resource management (HRM) refers to the policies and procedures that are engaged in the
administration of human resources (HR). Human resource management is a comprehensive term that
encompasses human resource planning, job analysis, recruiting, selection, orientation, pay, performance
assessment, training and development, and labor relations (Dessler, 2007). Human resource management
is also made up of the policies, procedures, and processes that impact employees' behavior, attitude, and
performance (Noe, Hollenbeck, Gerhart, and Wright, 2007).

HR planning is evolving progressively in Bangladesh. HR planning tackles important challenges and

provides a strategy for putting policies, procedures, and processes in place. HR strategies essentially outline
what a company intends to do. Stakeholders' requirements are clarified through HR strategies. These also
assure the company's goal and vision.

The most essential component of modern organizations is human resources planning. An organization’s
success is very dependent on the appropriate people in the right place. That is why human resources
management has gained relevance not just in Bangladesh but also in today's businesses worldwide.
Bangladesh is currently being implemented in theoretical and practical terms. Theorists and practitioners
place great significance on ensuring that adequate Human Resources Planning is utilized efficiently and
effectively. HRM planning in Bangladesh shows the logical links between various components of the
management of human resources and stresses the significance of integrating them into the organization's
broader framework. (Huda, 2007)

In Bangladesh, however, human resources studies are focused more on a new position and interaction
between subsidiaries and changes in HRM practice. In addition, although the study on the HR practice of
these nations has still seemed to be relatively little, while multinationals focus on developing and rising
economies. However, the results of their studies might be utilised for future research and policy initiative
by Bangladeshi academics and HRM practitioners.

HRM planning in Bangladesh giving some chosen approaches in a general sense as follow-up to
conventional human resources planning (Billah, 2009) Recruitment and selection, training, advocacy,
remuneration for employees, performance assessment, transfer and postings, complaints, diversities
management, testing and selection of workers, strategic payment schemes, etc.

In Bangladesh, on the one hand, strategic management of human resources (SHRM) has usually taken place
in cultures and practices. It is assumed that companies create their own cultures that are different from those
in which the company is integrated within its national and industrial settings. The possible influence on

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corporate culture of external environmental variables is thus neglected. On the other hand, several scientists
questioned the legitimacy and trustworthiness of study on national cultural practices. (Peter K’Obonyo)

HRM in RMG Sector

The ready-made garments (RMG) of Bangladesh have developed considerably over the last few decades,
but the quality of the locally manufactured items is sadly still at stake. The majority of RMG employees
are women, almost 90% of whom work 4,2 million individuals. But the RMG business in Bangladesh has
enormous potential development and prospects. To take advantage of these opportunities, it should
concentrate on properly applying HR policies to enhance performance.

Human resources are the most critical resources in contemporary knowledge-based economic
circumstances, since organizational performance and efficiency are primarily dependent on this resource's
capacity of use, notably in Bangladesh, for the ready-made garments sector. But the fact that their workers
are devalued, underpaid and under-trained for RMG firms is true. In RMG, labor discontent is rampant
because of inappropriate HR procedures and the employee productivity rate is lower than its rivals.

As the RMG industry is growing, a lot of effort currently has to be put into improving and maintaining the
growth of garment business. Management of human resources in the Bangladesh RMG industry demands
considerably more attention. In this respect the literature has shown that the quality improvement of
performance in the RMG fields, as in the RMG sector the primary benefit for industrial growth and
sustained competitive advantage in business, has not been very careful and that these practices must be
monitored and analysed.

The ready-made garment industry has made a major contribution to Bangladesh's economic growth.
Bangladesh's garment industry is growing 20% a year (Siddiqi, 2005; Johir, Saha and Hassan, 2014) and
about 76% of export profits come from the RMG sector (BEPB, 2015). 4.2 million people are presently
employed in this industry, where 4,490 production units are operational (BGMEA, 2015).

Years No. of garments Employment in million

factories workers
1984-85 384 0.12
1985-86 594 0.20
1986-87 629 0.28
1987-88 685 0.31

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 1988-89 725 0.32
1989-90 759 0.34
1990-91 834 0.40
1991-92 1163 0.58
1992-93 1537 0.80
1993-94 1839 0.83
1994-95 2182 1.20
1995-96 2353 1.29
1996-97 2503 1.30
1997-98 2726 1.50
1998-99 2963 1.50
1999-00 3200 1.60
2000-01 3480 1.80
2001-02 3618 1.80
2002-03 3760 2.00
2003-04 3957 2.00
2004-05 4107 2.00
2005-06 4220 2.20
2006-07 4490 2.40
2007-08 4743 2.80
2008-09 4925 3.50
2009-10 5063 3.60
2010-11 5150 3.60
2011-12 5400 4.00
2012-13 5876 4.00
2013-14 4222 4.00
2014-15 4296 4.20
Source: BGMEA (2015)

The success and quality of each organization depend significantly on the human resources skills (Budhwar
& Debrah, 2011). Bangladesh RMG firms offer employees with no adequate training since they mostly
focus on cost reduction. Training and development of skills are vital to the performance of quality (Ahamed,
2013). Therefore, rather than rivals, employee productivity is relatively poor (Absar & Mahmood, 2014).

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Ernst and Young (2007) so claimed that there is 69 million people in Bangladesh worldwide, which is the
7th biggest workforce. The RMG industry in Bangladesh has enormous potential development and
prospects. To exploit these chances, it should concentrate on correctly implementing HR rules in order to
promote quality (Weeratunga, 2003; Absar & Mahmood, 2014). In this respect, when researching the RMG
sector was undertaken, Mamun and Islam (2001) claimed that the productivity of ready-made clothing
companies must increase with effective HRM practices. The Johir, Saha and Hassan reports (2014), "this
is an unsystematic hiring and selection of workers, lack of training facilities, insufficient financial facilities
and low level of desire for workers to meet the challenges of globalization and the cause for low
productivity."

The status of the RMG industry in Bangladesh is severe since HRM practices are lacking and generate a lot
of difficulties (Ahamed, 2011). Lower level supervisors are normally controlled by line supervisors, who
are not an employee management expert as the supervisors have no adequate training and are unable to
know the compliance act or the norms and procedures in respect of human resources. So employees are
mostly demotivated and unsatisfied owing to their lack of efficiency, reflecting their quality (Rock, 2010).
The majority of garment plants have no HR department, according to Parul Akhter (2015). In fact, HR
departments have a strong interest in formulating and applying HR laws, regulations, and practices, and
ensuring that these activities inspire personnel that are vital to the success of the RMG sector in Bangladesh.
"In the RMG industry, working conditions are poor and companies frequently do not have HRM units and
the labor rights are low," according to Rahman (2012). Ahamed (2013) noted in this connection that the
lack of an HR function in the sector of the RMG causes employees issues.

Most RMG plants have automated machinery in Bangladesh. Unfortunately, this can lead to mishaps
leading to death or injury, together with personnel without education, competence and technical expertise
(BGMEA, 2015). The majority of garment employees are unaware, and familiar with industrial RMG (IR)
laws and actions, without the proper HR policies in Bangladesh as well as the lack of an HR in the business
(Ahamed, 2011). The selection of the RMG sector as the field of research is worthwhile in this study since
there is an enormous gap in research.

In different respects, health and safety and the working environment in the RMG industry are lacking
(Akhter, 2015). This typically leads to employees suffering from sickness, injury or even death. The HRM
guarantees that the rights of employees are not abused and that the business offers improved working
conditions (Rahman, 2012). Mondy and Noe claimed that safety protects staff from accidents at work, from
health, and keeps staff free from physical or mental sickness." The lack of HR function in the GMR sector
may be a cause in significant labor unrest according to Ahamed, F. (2011). Ahamed says. Here, RMG

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accidents in Bangladesh are quite prevalent and without EEOA, employees have received insufficient
adequate care that results in employee demotivation and job disturbance that have a major effect on quality
performance (BGMEA, 2014).

For years the field of human resources management in ready-made clothing has been extensively
researched. However, in Bangladesh, there have not been many research in this field, while the ready-made
clothing business belongs to a wealthy industrie in Bangladesh. The main role of HRM is training. The
analyzes of the data obtained from 5 ready-made clothing firms in Bangladesh reveal that training
opportunities are lacking. A study of 50 employees of several ready-made clothing firms in Dhaka city has
been performed using a standardized questionnaire and objectively assessed.

HRM in Banking Sector

Bangladesh HRM Practices Banking is a prospective business which a country's progress relies heavily on.
Banking is also a very significant sector in Bangladesh. In Bangladesh this sector is quite large and has
many qualified staff. HRM is hence particularly appropriate and practiced in the Bangladesh banks.

Continuous and continued skills, knowledge, education, and attitudes among those working in the banks
and notably frontline employees working in the branches would be key determinants for effective banking
operations.

Professionalization, an intrinsic component of HRM, makes it feasible. Bank personnel should be

encouraged to exercise their personal growth professionalism and therefore contribute to the growth of the
organization.

Building banking efficiency therefore depends significantly on the HR department's finest selection
procedure. In a company, it is important that skills be developed to manage available human resources
successfully.

Banks have extensive human resources in several fields such as technology, law, transactions, exchange,
administrations, etc. HR's fundamental job is to properly manage them for ongoing success.

Functions:

Human Resources Department (HRD) manages centrally the manpower of the bank at workplaces through
resourcing, placement, training, performance, discipline etc. It focuses the development, updating and
modification of HR policy and procedures for continual improvement of strategic and value addition human
resources (HR) operations.
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In order to carry out the aforementioned issues – under the following divisions, HRD duties are
performed:
Planning, Promotion and Transfer Wing:

The Bangladesh Bank Annual Manpower Plan, job analysis, job descriptions, promotion formulae, and
transfer policy is the responsibility for these areas. It works to create/retrench jobs, promote, rotate people
to ensure the correct people are placed in the proper location and carry out a study to establish and abolish
new offices/departments/cell/unit. Reviews and approves instances of transfers from inter-departments in
accordance with the Policy. It is also responsible for the secondment and expulsion of BB personnel to
other institutions at national and international level.

Recruitment and Outsourcing Wing:

The wing of the Bangladesh Bank, State-owned banks, and financial institutions, via a rigorous process of
induction, oversees attracting, choosing and hiring the suitable individuals and other experts on the market.
In its recruiting and selection procedure, the Bank is proud of its highly professional, open, and objective
approach. Before employing personnel, several selection methods are used. Normally, the applicants are
examined and interviewed in writing. The interview is performed by a team consisting of both internals and
externals.

Bangladesh bank appoints the employees from 2 sources.

1. Internal source: By providing promotions, Bangladesh Bank designates its most internal workers.

2. Outsourcing: Bangladesh Bank does not gather its staff through externalization in addition to internal
sources, although Bangladesh Bank is not outsourcing every work. Currently, this bank appoints assistant
head, manager, and deputy head of several departments through outsourcing. Bangladesh Bank wants
cooperation from many recruitment agencies to hire staff via outsourcing. Currently, a recruiting firm called
ORNEC is used to engage the Bangladesh bank.

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Conclusion
In the operation of an enterprise, the department of human resources is important. Since it started operation
in this nation, these banks and RMG sectors have this section. This section works efficiently and efficiently,
making constant efforts to maintain the world up to date. HR practice has a favorable effect on banks' and
RMG sectors' performance. Being a fully independent department, they focus more on what they do and,
for his reason, improve their effectiveness every day. Therefore, I believe that firms that have no HR
department should start to practice HR immediately

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Ahamed, F. (2013). Could monitoring and surveillance be useful to establish social compliance in
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Ahamed, F. (2012). Improving Social compliance in Bangladesh's Ready-made Garment

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