HUMAN

RESOURCE
MANAGEMENT
UNIVERSITY OF CHITTAGONG

INTERNSHIP REPORT ON

HUMAN RESOURCE PRACTICES

OF
NATIONAL GROUP BANGLADESH
 Prepared to
Mr. Md. Ashraful Alam
Assistant Professor
Department of Human Resource Management
University of Chittagong
Chattogram, Bangladesh-4331

Prepared by
Abdullah Al Sayed
ID: 16305075
Program: Bachelor of Business Administration
Session: 2015-2016
Department of Human Resource Management
University of Chittagong

Date of submission: 22nd March 2021

 LETTER OF SUBMISSION

Date: 22nd March 2021

To,
Mr. Md. Ashraful Alam
Assistant Professor,
Department of Human Resource Management
University of Chittagong.

Subject: Submission of the report on the HRM practices and activities of National
Group Bangladesh.

Dear Sir,
I am pleased to submit you the assignment that you have assigned a partial requirement
of the course on Human Resource Management. My report topic is “Human Resource
Management Practices in National Group Bangladesh” that you authorized to prepare
and submit.
It has been a worthwhile experience for me to prepare this assignment, which is so closely
related to our studies. I have learned about the current situation of our country. I have
tried to give all my efforts to fulfill the requirements. Here I have enclosed lots of
information regarding HRM practice and activities of National Group Bangladesh.
I have tried with my best attempts to make all requirements available as you suggested. I
will be so grateful if you kindly take a look in my report and accept it with your kind
consideration.

Sincerely yours

……………………..

Abdullah Al Sayed
ID: 16305075
Program: BBA
Session: 2015-16
Department of Human Resource Management
University of Chittagong

I
 ACKNOWLEDGEMENT

Before starting, I would like to send all my praises and gratitude to the almighty Allah
for providing me the means and strengths to finish the task by his mercy.

First of all, I would like to express sincere gratitude to the Department of Human
Resource Management, University of Chittagong and our teachers who guided us in
the best way so that we can meet challenges and requirement in the field of Human
Resource Management. I am honored to have Mr. Md. Ashraful Alam sir as my
supervisor, he has helped me a lot to prepare this report. Without his help and
guidelines it was impossible for me to prepare this report.

My heartiest thanks to Mr. Mohammad Saidul Haque Director, National Group

Bangladesh for giving me such a great opportunity to do internship at their reputed
organization. I consider myself as a very lucky individual as I was provided with an
opportunity to be a part of it.

I would like to thank Mr. Munjedur Rafique Chowdhury, Senior Executive

(Overseas Business Development), National Group Bangladesh for his supervision,
cooperation and immense support in preparing this report. My gratitude also goes to
all officials and employees of National Group Bangladesh for their sincere
cooperation.

Furthermore my parents need special mentions here for their constant support and
love in my life. I also acknowledge the assistance and support of my family members,
seniors and course mates. Their well wishes, guidance and support always show me
the way to success.

II
 SUPERVISOR’S DECLARATION

I hereby declare that I have checked this internship report on National Group Bangladesh,
titled “Human Resource Management practices of National Group Bangladesh” and
certify that it has been successfully completed by Abdullah Al Sayed, ID no: 16305075
as the partial fulfilment of BBA program.

This report has been prepared under my guidance and supervision. The work has been
carried out successfully. I wish his every success in life.

Mr. Md. Ashraful Alam

Assistant Professor,
Department of Human Resource Management
University of Chittagong,
Chattogram 4331, Bangladesh

III
 EXECUTIVE SUMMARY

As I mentioned earlier, this is an Internship Report which is a partial requirement of my

graduation program. This report is prepared on the basis of real experience of the practical
field. My study mainly covers the overall Human Resource Management practices of
National Group Bangladesh. The study is basically divided into six chapters:
The first chapter of the study deals with introduction that presents the objectives,
methods, scope and limitation of the study.
The second chapter is about profile of National Group Bangladesh consists of the
Company overview i.e. the mission, vision, historical background etc. of the study.
The third chapter is about the theoretical aspects of Human Resource Management, such
as definition, job analysis, recruitment, selection, training & development, performance
appraisal, compensation & benefits, & industry relation etc.

In the fourth chapter, I showed the findings from the internship program which are the
overall HR practices of National Group Bangladesh.
In the fifth chapter, I discussed the problems I found in the human resource practices of
National Group Bangladesh.
Finally, sixth chapter is about different areas that need improvement and some
recommendation that are given as a student of HR department and this chapter also
includes the conclusion of this study.

IV
 TABLE OF CONTENTS

Serial Content Page No.

No.
CHAPTER 1: INTRODUCTION
1.1 Introduction 01

1.2 Objectives of the study 01-02

1.3 Scopes of the study 02

1.4 Methodology of the study 02-03

1.5 Limitations of the study 03

CHAPTER 2: COMPANY PROFILE

2.1 Company overview 04

2.2 Brief history of NGB 06

2.3 Vision of NGB 06

2.4 Mission of NGB 06

2.5 Objective of NGB 06

2.6 Products of NGB 07-08

2.7 Principles of NGB 09

2.8 Organogram of NGB 09-11

2.9 Documentation & license of NGB 12

2.10 Compliance certificate of NGB 13

2.11 Customers of NGB 14

V
2.12 SWOT analysis of NGB 15

CHAPTER 3: THEORETICAL ASPECTS OF HRM

3.1 Human resource management 16-17

3.2 Human resource planning 17-19

3.3 Job analysis 19

3.4 Recruitment & selection 20-23

3.5 Training & development 23

3.6 Performance appraisal 24

3.7 Compensation & benefit 25

3.8 Industrial relations & collective bargaining 25-26

CHAPTER 4: HR PRACTICES OF NGB

4.1 Job analysis of NGB 27

4.2 Human resource planning of NGB 28

4.3 Recruitment of NGB 28-29

4.4 Selection process of NGB 29-32

4.5 Training & development program of NGB 32-35

4.6 Performance appraisal of NGB 35-38

4.7 Compensation & benefit 38-44

4.8 Industrial relation 44-47

CHAPTER 5: PROBLEMS IDENTIFIED IN HR

PRACTICES OF NGB

VI
5.1 Problems need to be dealt with 48-49

CHAPTER 6: RECOMMENDATIONS FOR

ADDRESSING THE PROBLEM
6.1 Recommendations for improvement 50-51

6.2 Conclusion 51

References 52

Appendices 53

VII
 CHAPTER 1

INTRODUCTION
1.1 INTRODUCTION

This internship is a part of the Bachelor of Business Administration (BBA) program that
provides an on-the-job experience to students. The goal of internship is to apply one’s
theoretical knowledge in a practical fields. I was places as a trainee at National Group
Bangladesh (NGB). I was able to get familiar to the working environment of NGB.

Now, in Bangladesh’s case, there are very few academic studies have been done in this
very field. The very people who are leading the field rarely have the academic background
of Human Recourse Management. So far in this country, the Human Resource Department
are ran by the professionals how are from a different background. Which have made me
interested in picking the very topic for my internship program.

The internship program, a part of the academic discipline for the BBA students, has been
designed to acquire practical knowledge and expected that the integration of knowledge in
theories and practices will enable us to become effective. The focus of this report is to have
an overall idea about HR practices of NGB, located in Agrabad, Chittagong, Bangladesh,
which is renowned throughout the world and serving a line of very prominent brands.

I’ll analyze the HR practices of the respective company with the light of the theoretical
aspect of Human Resource Management and will try to find out the problems it faces in
managing the department and give recommendations against those problems.

1.2 OBJECTIVES OF THE STUDY

Main objective: the main objective of this study is to complete the academic
requirement through gathering practical knowledge about the activities of Human
Resource Management. This study covers the human resource practices of NGB.

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Specific objectives:

In addition to the main objective, the followings are few specific objectives of this
study:

1) To know the HR practices of the NGB.

2) To identify the problem of HR practices of NGB.
3) To make Recommendation for improving HR practices of NGB.

1.3 SCOPES OF THE STUDY

Bachelor of Business Administration (BBA) is a professional program. The program is

designed with an excellent contribution of both theoretical and practical aspect. I have
completed 40 theoretical courses of BBA program. After completing the theoretical
courses a student is required to work for gathering practical knowledge to anywhere on the
basis of major area. Due to some organizational restrictions, in some cases the scope of
learning was limited. This study is based on practical experience of observation in NGB. I
have tried to collect all the information about HR practices of NGB as much as I can.

1.4 METHODOLOGY OF THE STUDY

Study Design: This report has been prepared based on the information gathered during the
period of internship. The significant feature of the report is that I have utilized both primary
and secondary data to design the report. The Primary data has been collected from the
sample units only by direct interview method. The secondary data or the sources of
secondary data were as manuals, papers, reports, periodicals, documents and records of the
organization.

Primary Data: For collecting primary data, a structured questionnaire was developed to
interview persons directly involved in the organization. In order to collect primary data, the
following methods have been applied:

1. Interview – Direct interview method was used to collect information for

preparing this report.
2. Observation- Surveyor while taking interview will use his own observation
to collect information.
3. Discussion with various officers and workers.

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Secondary Data: I have relied mostly of the secondary data to design the report. To collect
secondary data had to depend on various source of information-the internet, articles related
to the topic and documents provided by the company.

Data Processing, analysis and presentation: All the collected data (primary and
secondary) have been processed and analyzed chronologically. After conducting the
research work, the findings have been processed with the help of some latest computer
program such as MS Word, MS Excel has been used to present and analyze the data.

1.5 LIMITATIONS OF THE STUDY

In spite of the whole hearted effort I made to get the most out of this internship period, the
‘COVID-19 PANDEMIC’ has not only made the scope very limited for me to best
understand the company’s practice of HR but also interrupted the period of internship.
Followings are some of the limitations of this study:

1. The ‘COVID-19 PANDEMIC’ has made the short internship period shorter
as the whole country got locked down.
2. The company’s policies barred it from sharing the level of information the
study requires.
3. Lack of sufficient accessible books and journals about this industry.
4. The website of the company does not provide expected amount of
information required for the study.
5. The level of data about the company on the internet is close to scares.
6. The employees of the company were busy with their own organizational
responsibilities which interrupted the sharing of information.

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 CHAPTER 2

COMPANY PROFILE
2.1 COMPANY OVERVIEW

To fulfill the National, Social and Personal demands of the public mobilization of goods
are very essential factor from the very inception of human civilization. For which Export
and Import activities have been emerges as unique function in the International arena.

Our background encompasses over 30 years of combined experience in

freight transportation and logistics on a domestic/international level,
including:

International Logistics
Multi-modal shipping Management

International Freight Forwarding Export Packing & Assembly

Consolidation Cargo Insurance Agents

Air/Ocean/Import/Export Import Distribution

Service

Warehousing International Distribution

Management

4|Page
Table 2.1 NGB, at a glance

Type of company Private limited company

Category of the company C type (100% Bangladeshi ownership)
Chairman Md. Kamar Uddin (Sabur)
Managing Director Mohammad Saidul Haque
Board of Director’s Mohammed Kamar Uddin (Chairman)
Mohammed Abdul Latif (Vice Chairman)
Mohammed Mojaffar Hossen (Director)
Mohammad Saidul Haque (MD)
No of Workers Worker- 650 Employee- 100
Worker council Worker representative and welfare committee (WRWC)
Bank Details 1. AGRANI BANK LTD
Asadgonj Branch, Chittagong
SWIFT: AGBKBDDH016,
ACCOUNT NO. 0200000819841
2. BASIC BANK LIMITED
AGRABAD BRANCH,
ACCOUNT NO: 08-10-01-0005411
Compliance Audit MATALAN, SEARS & KMART, CARTERS & SEDEX

Security Audit C-TPAT

Safety Audit ACCORD & ALLIANCE APPROVED
Products National Cargo Service
The National Carrier
Setu Enterprise Limited
Garments Home Pvt.
National Automobiles
Head office Address 161, Strand Road, Saber Plaza (2nd floor), Barik Building
Circle, Agrabad, Chittagong.

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2.2 BRIEF HISTORY OF NGB

National Group Bangladesh was established in 1991 through domestic carrier with
young, energetic and dedicated professional’s team with a view to create global one
stop door to door logistics service .

Aiming to play a remarkable role in this very important sector, we have started functioning
in the year 1991, in the name and style as The National Carrier (TNC).

After rendering satisfactory services for the long time TNC has become a very reputed
company in Bangladesh, having numbers of various transport vehicles and experienced
administrative and technical personnel's. Our Registered office is at Chittagong having
Liaison office at Dhaka, Workshop at Chittagong and warehouses both at Dhaka &
Chittagong.

We are working in the fields of Shipping, Transportation, Port and Custom formalities
who are the key players in the National and International Export and Import activities.

To fulfill the demand of the clients and also to help them in overcoming their
problems, TNC used to come forward for proper solution with their developed
infrastructure and experienced technical hands.

2.3 VISION OF NGB

Creating sustainable development for high quality of service by integrating external
and internal capabilities.

2.4 MISSION OF NGB

To enrich the supply chain capabilities with a view to meet our customer requirements
through high quality service, cost control and the development of our human capital.

2.5 OBJECTIVE OF NGB

The main objective of NGB is to provide One Stop Services to its clients, covering
all the branches of this sector, i.e. Shipping, Transportation, Port and Customs.

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2.6 PRODUCTS OF NGB

NATIONAL CARGO SERVICES

International Freight Forwarder

THE NATIONAL CARRIER

Domestic Transportation

SETU ENTERPRISE LIMITED

Govt. Authorized Clearing & Forwarding

GARMENTS HOME (PVT.) LTD.

100% Export Oriented Ready Made Garments

NATIONAL AUTOMOBILES
Importer, Distributor, Workshop & Warehouse

Figure 2.1: Products of NGB

NATIONAL CARGO SERVICES

National Cargo Services is one of the concerns of National Group Bangladesh. National
Cargo Services is a company, member of Bangladesh Freight Forwarders Association
(BAFFA), constituted as a result of experience, interest and vision of an equipment of
people that are participating actively since 1991 in Domestic and International
transportation, giving an important support to importers and exporters.
National Cargo Services was established in 2005 and Licensed (2008/64) in 2008 as
International Freight Forwarder in Bangladesh. We have been fortunate in assembling a
very skilled and professional operations team each with the experience to handle all modes
of transportation.

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THE NATIONAL CARRIER
The National Carrier have own fleet of covered trucks and trailers in order to carry
valuable export and import goods throughout the country with safety and security. We
can route your freight through many different carriers by using our own fleet of 100
Covered Vans, Ten-Wheelers and Prime-Mover Trailers. We can pick your export
shipments up from the factory premises and to drop the same at the port CFS or airport
warehouse and vice-versa by using our own fleet with care. A daily pick up service
can be provided if needed to handle your shipment from envelop size to truckload size
shipment.

SETU ENTERPRISE LIMITED

Setu Enterprise Limited is a government authorized custom clearing and forwarding
agent called as Custom House Broker (CHB). Since 1995, with the help of our
experience technical staff we ensure proper and timely shipment of export cargo and
quick clearance of imported goods after observing necessary customs and port
formalities.

Setu Enterprise Limited is enlisted in Chittagong Port and our Partner Company Effat
Shipping Agency is enlisted in Dhaka Airport!

GARMENTS HOME (PVT.) LTD.

Garments Home (PVT.) Ltd. is a Manufacturer and Exporter of Readymade Garments
which is Private Limited Company Incorporated with Register of joint stock
Company, Chittagong.

Garments Home (Pvt.) Ltd. is one of the concerns of National Group Bangladesh.
Garments Home (Pvt.) Ltd. is a Private Limited Company Incorporated with Register
of joint stock Company, Chittagong since 2008. We produce any kinds of
Woven/Knit items with various types of design, prints and embroideries. We export
our goods to USA, Canada, Japan, EU Countries and South Korea etc.

NATIONAL AUTOMOBILES
National Automobiles is one of the concerns of National Group Bangladesh. We, National
Automobiles are the retailer and whole seller of all kinds of motor parts and accessories
for TATA, Ashok Leyland, Bedford and Trailers. We have workshop facilities and all kind
of manufacturing & repairing facilities also. We are also Agent of CEAT Tyre Bangladesh,
TATA parts & Volvo Battery. We have wide spaces warehousing facilities. We, National
Automobiles are involve in a wide variety of Import goods, accessories like motor parts,
trailers, oxygen plant (air separation plant) etc. We are authorized distributor of Dutch
Lanka Trailer Manufacturers Limited Srilanka.

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2.7 PRINCIPLES OF NGB
NGB follow some basic principles, while
managing operations in multiple business:

1) Ethics, as a basic principle.

2) Honesty (No corruption, No violence, No terrorism, No criminal
Activities).
3) Truthfulness, Good Governance, Good & Strong Administration.
4) Sincerity, Commitment.
5) Loyalty, Patriotism.
6) Responsibility, Transparency & Accountability.
7) Respect to the laws, rules & Discipline.
8) Work loving, and Hard Working.
9) Positive thinking, Positive Mentality & Learning Attitude.

2.8 ORGANOGRAM OF NGB

National Group Bangladesh

Chairman

Vice-Chairman

Managing Director

(A) (B) (C) (D) (E) (F)

Garments Freight & Transport C&F Automobile Masum
Division Forwarding Division Division Enterprise
division

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 (A)
Garments
Division

Factory Commercial Assistant manager

Manager Manager (Merchandiser)

Sr. Executives
Sr. Executives Sr. Executives

Junior
Junior Junior Executives
Executives Executives

(B)
Freight &
Forwarding
division

Manager Manager Business Development

Finance Operation (Overseas)

Sr. Executives Sr. Executives

Sr. Executives

Junior Junior Junior

Executives Executives Executives

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 (C)
Transport
Division

Manager Manager Manager

(Chattogram) (Dhaka) (Operation)

Executives Executives Sr. Executives

Junior
Drivers Drivers
Executives

(D) (E) (F)

C&F Automobile Masum
Division Enterprise

Manager Managing
Manager
(Workshop & Director
(Custom
Warehouse) (Masum
C& F)
Enterprise)

Figure 2.2 Organogram of NGB

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2.9 DOCUMENTATION & LICENSE OF NGB
NGB’s documentation and license under government’s rules and regulation are given
below:

1) Factory License No: 3700/ctg

2) Trade License No: 173406

3) Vat Registration No: 24091047275

4) Tin Certificate No: 842488236933

5) ERC No: RA 73866

6) IRC No: BA 0166758

7) Bond License No: 5(20) KABAK/AKA/BGMEA/2001/PART-1/1079

8) C. Incorporation No: CH-6172 of 2007

9) Fire License No: 7923/07-08

10) Group Insurance No: BGMEA-4549/1988

11) BGMEA No: 4549

12) SEDEX - Audit ID 21963

13) BSCI- Audit ID 21913

14) Accord ID 11491

15) Alliance ID10895

16) Security – Audit C-TPAT

17) WCA Audit -A4681410

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2.10 COMPLIANCE CERTIFICATE OF NGB
NGB achieved following international compliance certificate for its excellence in
operation under rules and regulation:

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2.11 CUSTOMERS OF NGB
NGB have both local and international customer in its supply chain. The name of
customers of NGB is listed below:

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2.12 SWOT ANALYSIS OF NGB

SWOT analysis is a framework for analyzing internal and external environment of a

firm, which stands for strengths, weaknesses, opportunities & threat. The SWOT
analysis of NGB depicts in the following figure:

Strengths Weaknesses

a) A committed and dedicated

workforce a) Salary structure is not

b) Diverse product for minimizing lucrative

risk b) Absence of corporate culture

c) Can provide parenting advantage c) High dependence on internal

from multiple business sources of recruiting

d) Have good supply chain network d) Lack of diversity in

e) Can ensure cost-leadership workforce

advantage e) Absence of effective

f) Can provide one stop service performance appraisal

g) Have access to international

logistics

SWOT
Opportunities
Analysis Threats

a) Have possibility of expansion in both a) Squeeze operation because of

in national & international market “COVID-19”
b) Can pursue cost advantage because of b) Excessive competition in both
cheap labor local & global market
c) Have good market in both logistics c) Possibility of missing deadline
and readymade garments because of political instability
d) Customer’s positive point of view of Bangladesh
e) Constant increase in income level d) Governments rules and
regulation

Figure 2.3 SWOT analysis of NGB

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 CHAPTER 3

THEORETICAL ASPECTS OF HRM

3.1 HUMAN RESOURCE MANAGEMENT (HRM)

Definition:
Human Resource Management (HRM) is the process of acquiring, appraising, training and
compensating employee, and of attending to labor relations, health and safety, and fairness
concerns.

“HRM is comprised of the staffing, development, motivation, and maintenance

function”
(Decenzo and Robbins, 2010)

HRM as- “planning, organizing, directing, controlling of procurement,

development, compensation, integration, maintenance and separation of human
resources to the end that individual, organizational and social objectives are
accomplished”
(Edwin Flippo, 2008)
“Human Resource Management is the set of organizational activities directed at
attracting, developing and maintaining an effective workforce”
(Ricky W. Griffin, 2011)

Objectives of HRM:
The objectives of HRM can be broken down into four categories:
1. Societal objectives: Measures put into place that responds to the ethical and
social needs or challenges of the company and its employees. This includes legal issues
such as equal opportunity and equal pay for equal work.

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 2. Organizational objectives: Actions taken that help to ensure the efficiency
of the organization. This includes providing training, hiring the right amount of employees
for a given task or maintaining high employee retention rates.
3. Functional objectives: Guidelines used to keep the HR functioning
properly within the organization as a whole. This includes making sure that all of HR’s
resources are being allocated to its full potential
4. Personal objectives: Resources used to support the personal goals of each
employee. This includes offering the opportunity for education or career development as
well as maintaining employee satisfaction.
Functions of HRM: The major functions of a complete HR functional process
is depicted in the figure bellow:

Job
Building Analysis
Employee Recruiting
Relation

Training & Selection

Development
Functions of HRM
Orientation
Performance
& Training
Appraisal
Communica Compensation
tion

Figure 3.1 Functions of HRM

3.2 HUMAN RESOURCE PLANNING (HRP)

Definition
Human resource planning (HRP) is the continuous process of systematic planning ahead to
achieve optimum use of an organization's most valuable asset—quality employees. Human
resources planning ensures the best fit between employees and jobs while
avoiding manpower shortages or surpluses.

HR planning process

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Personnel plans require some forecasts or estimates, in this case, of three things

Forecasting
Personnel
Need
Candidates
Forecasting the Forecasting the
supply of Internal supply of External
Candidates Candidates

Figure 3.2 HR planning process

Forecasting Personnel Needs:

There are several simple tools for projecting personnel needs, as follows

Computerized
Forecast Scatter Plot
Ratio Analysis
Trend Analysis

Figure 3.3 Forecasting personnel needs

Forecasting the Supply of Inside Candidates:

Here, mangers turn to qualifications (or skills) inventories, as follows:

Markov Computerized Manual

Analysis Skill System and
Inventories Replacement
Charts

Figure 3.4 Forecasting the supply of inside candidates

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Forecasting the Supply of Outside Candidates:
This may involve considering general economic conditions and the expected rate of
unemployment at the time of planning and look for outside candidates.

3.3 JOB ANALYSIS

Definition
Job analysis is a family of procedures to identify the content of a job in terms of the activities it
involves in addition to the attributes or requirements necessary to perform those activities . It
encompasses the collection of data required to put together a job description that will attract the
right person to fill in the role.

Job Description: A job description or JD is a written narrative that describes the general tasks,
or other related duties, and responsibilities of a position.
Job Specification: Also known as employee specifications, a job specification is a written
statement of educational qualifications, specific qualities, level of experience, physical,
emotional, technical and communication skills required to perform a job.

Methods of Job Analysis

Five major methods of job analysis are shown in the
following figure:

Job Task
Elements Inventory

Critical
Incident
Structured Structured

Interview Questionnaire

Figure 3.5 Methods of Job Analysis

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3.4 RECRUITMENT AND SELECTION

Recruitment
Recruiting refers to all organizational practices and decisions that affect either the
number or types of individuals willing to apply for and accept job offers. This includes
converting the leads generated during sourcing into job applicants, generating interest
in a company and its jobs, and persuading candidates to accept job offers extended to
them.

Recruitment and Selection Process

Appropriate recruitment and selection
process consist of five steps, including:

Step 1: Conduct a job Analysis

Step 2: Souring of Talents

Step 3: Screening the Applicants

Step 4: Finalization of Job Offer

Step 5: Introduction and induction

Figure 3.6 Recruitment and selection process

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Sources of Recruitment
There are two major sources of recruiting,
including:

Sources of Recruitment

External
Sources
Internal
Source
s
Figure 3.7 Source of recruitment

Internal Sources of Recruitment

The Internal Sources of Recruitment mean hiring people from within the organization. In
other words, internal sources of recruitment consist of employees who are already on
the payroll of a firm.

Apprentice Retired
Training Employee
Employee
Transfer Referrals

Figure 3.8 Internal sources of recruitment

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External Sources of Recruitment:
External sources of recruitment involve motivating the skilled and more efficient
candidates external to the organization to apply for the vacant positions in the
organization.

Job Portal

Social Company
Network Military website
Telecom Personnel Advertise
muters ment

Placement Referrals
Agency Campus & Walk-
in
Interview

Figure 3.9 External sources of recruitment

Selection
Selection is the process of picking or choosing the right candidate, who is most
suitable for a vacant job position in an organization.

In others words, selection can also be explained as the process of interviewing the
candidates and evaluating their qualities, which are required for a specific job and
then choosing the suitable candidate for the position

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Types of Selection Test:

Test of Cognitive Abilities

Personality Test

Type of
Test of Motors & Physical Abilities
Selection
Test
Interest Test

Achievement Test

Figure 3.10 Types of Selection Test

3.5 TRAINING AND DEVELOPMENT

Definition
Training is the process for providing required skills to the employee for doing the job
effectively, skillfully and qualitatively.

Training of employees is not continuous, but it is periodical and given in specified time.
Generally training will be given by an expert or professional in related field or job.

The training process:

Training process consist of 5 (five) elements, including:

Analyse

Design

Develop

Implement

Evaluate

Figure 3.11 The training process

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3.6 PERFORMANCE APPRAISAL

Definition
A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Also known as an annual review, performance review or
evaluation, or employee appraisal, a performance appraisal evaluates an employee's skills,
achievements, and growth--or lack thereof.

A performance appraisal, also referred to as a performance review, performance

evaluation, development discussion, or employee appraisal is a method by which the job
performance of an employee is documented and evaluated

Methods of Performance Appraisal

The following performance appraisal
methods are mostly used by organization’s in different sector:

Graphic Rating Scale Forced Distribution

Alternative Ranking 360 Degree Feedback

Methods of
Performance
Appraisal
Management by Objective (MBO)
Paired Comparison

Critical Incident Method Behaviorally Anchored Rating scale

Figure 3.12 Methods of performance appraisal

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3.7 COMPENSATION & BENEFITS

Compensation Management
Compensation management is the act of distributing some type of monetary value to an
employee for their work by means of the company's policy or procedures. In basic terms,
it is paying an employee based upon the decided pay and benefit package for the position.
The goal of compensation management is to find quality people who perform quality work
and then compensate them in order to retain them and reduce turnover rates.

Components of Compensation and Benefits:

Most commonly used
elements of compensation and benefits are:

Stock
Option
Benefits Bonuses
Profit
Basic Pay
Sharing Incentive
Perquisite Allowances
Reimbur
sement

Figure 3.13 Components of compensation and benefits

3.8 INDUSTRIAL RELATIONS & COLLECTIVE BARGAINING

Industrial Relation
Industrial relations or employment relations is the multidisciplinary academic field that
studies the employment relationship; that is, the complex interrelations between employers
and employees, labor/trade unions, employer organizations and the state.

25 | P a g e
IR plays a significant role in today’s working scenario where the harmonious relationship
between the employers and employees is needed to have an uninterrupted production. The
Industrial Relations mainly cover the following:

Regulatory body to resolve industrial disputes.

a) Collective Bargaining.
b) The role of management, unions and government.
c) Labor Legislation
d) Worker’s Grievance Redressed system

Collective Bargaining
Collective bargaining is a process of negotiation between employers and a group of
employees aimed at agreements to regulate working salaries, working conditions,
benefits, and other aspects of workers' compensation and rights for workers.

The interests of the employees are commonly presented by representatives of a trade

union to which the employees belong. The collective agreements reached by these
negotiations usually set out wage scales, working hours, training, health and
safety, overtime, grievance mechanisms, and rights to participate in workplace or
company affairs.

Process of Collective Bargaining:

Collective bargaining between worker
and employer consist of five elements:

Preparation Discuss Propose Bargain Settlement

Figure 3.14 Process of collective bargaining

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 CHAPTER 4

HR PRACTICES OF NGB

4.1 JOB ANALYSIS

For conducting job analysis, National Group Bangladesh follow the below
steps:

Step 1: Identify job position of different sister concerns

Step 2: Collect information about those position with the help

of respective supervisor

Step 3: Identify responsibilities of those position

Step 4: Establish relative importance of responsibility

Step 5: Develop a job description and specification

Figure 4.1 Steps in Job Analysis of NGB

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4.2 HUMAN RESOURCE PLANNING OF NGB
At NGB, HR department identifies the need of workforce for the vacant position and
designs the strategies for the further activities to fulfill the need.

Maximum need creates for two reasons, including:

a) When clients provide more order to the company, at that time NGB needs
more workers to complete their task within deadline.
b) When employee leave the organization or when they became terminated.

4.3 RECRUITMENT OF NGB

NGB has two layers of hierarchy of employees:

Management Employee

Staffs/ workers

Figure 4.2 Hierarchy of Employees at NGB

Recruitment Process:

 The managerial layers of employees are recruited by chairman-GM-

DGM and handling by HR department.
 Layers of a worker and staff are recruited and selection by HR.

Sources of Recruitment:

National Group Bangladesh use different sources of recruitment for employees & for
the recruitment of workers. The following tables represent the different sources of
recruitment for employees & worker:

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Table 4.1 Recruiting source of employees

Internal Source External Sources

 Employee Referrals  Advertisement

 Promotion  Social Media
 Talent Hunting

Table 4.2 Recruiting source of workers

Internal Source External Sources

 Factory Gate
 Personal Contact
 Banner
 Staff/worker Referrals
 Labor Contractor

4.4 SELECTION PROCESS OF NGB

Selection process of employees:

For selecting employees, NGB follow the several steps
including:
Resume Screening

Interview

IQ Test

Approval of Chairman

Figure 4.3 Selection process of employee

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Resume screening
1) CV that are sent by applicants are received and read by the HR.
2) HR shortlist those applicants who fulfill the job requirements based on following
qualification.
a) Educational qualification
b) Work experience
c) Personal qualification
d) Home town
e) Year of experience
f) Age

Interview
The shortlisted candidates are informed about the interview via email/ SMS / telephone.
The HR department fixes date, venue and time for the interview.
The interview board consists of a person from the corporate HR and others from the
concerned department. The interview board tries to access whether the person is fit for the
job or not. In interview board, there is discussion about compensation/salary. The board
also wants to know the demand of the potential candidates.

IQ Test
NGB use a “questionnaire” to test the intelligence quotient (IQ) and potentiality of
employees for managerial level. The candidate who achieve highest marks will get
selected.

Approval of Chairman
After getting final approval from the chairman, the selected candidate is informed about
the joining details. At this stage, the new employee join to the particular department of the
organization

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Selection process of workers:
For selecting workers National Group Bangladesh follow
the several steps including:

Skill test of worker

Interview

Calligraphy Test

Physical fitness test

Educational qualification check

Figure 4.4 Selection process of worker

Skill test of worker

For measuring skill test of worker, there is a “worker’s skill test form” used by NGB.
There are several criteria and for each criteria it assign a particular number. The total
marks is 10. It is assume that, workers who get more marks are more competent. This
skill test of worker are the major determinant of their wages.

Interview

Workers who passed in the skill test are go through the interview. This interview is
taken by the manager admin & HR compliance. In interview, the appearance and
behavior of the worker are checked. In this stage, the interviewer tell about the code
of conduct and acceptable behavior of the organization to the worker.

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Calligraphy test

Hand writing of the worker are checked at this stage. Because, the basic mathematical
calculation are important to know the appropriate wages and allowances arise to a
particular worker. It is mostly important for handling grievances. Because if a worker
don’t know how much wages arises to him or her, he may never complain about any
injustice made to him or he may made false complain because of his ignorance.

Physical fitness test

The physical fitness of the worker is checked by a registered medical practitioner. The
registered medical practitioner checked for the following things:

1) Whether a person is child or adolescent.

2) In case of female, she is pregnant or not.

Educational qualification check

If a particular position require basic educational qualification, the certificate is cross-

checked by the HR department.

4.5 TRAINING AND DEVELOPMENT OF NGB

NGB provide two types of training, including:

1) On-the-job training
2) Off-the-job training

On the job training: Employees learns the job in actual working site in real life
situation, is called On-the-job training and also called as Workplace training. NGB
mostly used this method of training.

Off the job training: Besides on-the-job training NGB also used off-the-job training
mostly for employees on executive level.

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Training & development for employees:

NGB provide following training &

development program for their employees:

Training & development

program for employees

On-the-job training Of-the-job training

Supervisor’s direction
Corporate grooming
Software training
Industry visit
Apprenticeship

Figure 4.5 Training program for employees

Method of on-the-job training

a) Supervisor’s direction

The department head or supervisor of admin, production, accounts, commercial,

and maintenance are explaining the way of doing the job for fresher.
NGB follows the method in which the supervisor explains the way of doing the
jobs to the trainee and in case of mistakes, corrects the trainee.

b) Software training
NGB use a software named Enterprise Resource Planning (ERP). It’s a
business process management software that manages and integrate a
company’s financial, supply chain, operations, reporting, manufacturing and
human resource training.
NGB provide training about this software to their Fresher’s and sometime to
their existing employees.

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 c) Job rotation
Job rotation is a horizontal process of moving the job responsibilities with
various departments in the organization. NGB practice job rotation among the
officers so that they have an overall understanding of the functioning of
different departments.

Method of off-the-job training

a) Corporate grooming
For creating positive impression in the workplace, NGB arrange workshop
under the supervision of a corporate trainer in every 6 (six) months.
It helps to raise the motivation level of their employees and create a positive
impression to their work.

b) Industry visit
As, NGB have diverse product related to different industry, they send their
employees to visit different industry. Which is also known as cite visit.
This enable their employees to gain knowledge about different support
industry, which indirectly helps them to become more competent.

Training & development for workers:

NGB provide following training &

development program for their workers:

Training & development

program for workers

On-the-job training Of-the-job training

Supervisor’s direction Firefighting demonstration

Code of conduct training Health & safety training

Figure 4.6 Training program for workers

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Method of on-the-job training

a) Supervisor’s direction
Supervisor provide technical knowledge to the worker. They also give orders,
instructions and arrange tools and materials for the worker.
The role of supervisor of NGB is to ensure effective utilization of
organizational resources through their supervisors.

b) Code of conduct training

Here the worker is trained about the ethical standard and expected behavior in
the workplace.
In this training, the workers is trained about laws and regulation that are
applied to them.

Method of off-the-job training

a) Firefighting demonstration
All the workers of NGB will receive fire safety training and all fire safety
training sessions will be delivered by a competent person.
This training is all about:
 Emergency routes and exits
 Fire detection and warning system
 Firefighting equipment
 The emergency fire evacuation plan
 The needs of vulnerable people

b) Health & safety training

This training is all about showing workers what they should and should not do
when they carry out their workplace activities.
NGB provide this training in two ways:
 Through written document
 Verbal communication from the line manager

4.6 PERFORMANCE APPRAISAL IN NGB

NGB appraise performance based on different criteria. They appraise performance of
employees and workers differently:

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Performance appraisal of employees:

NGB use 3 (Three) criteria for measuring

performance of employees, including:

Multi-tasking
ability

Extra-value-
added
activity

Discipline &
dedication

Figure 4.7 Performance appraisal for employee

1) Multi-tasking ability

The functions of different department of NGB are highly interrelated. Sometime

the employees of one department need to perform the functions of other
department.

That’s why NGB give high emphasize on multi-tasking ability of employees,

while measuring performance. Employees who can perform the multiple function
will get high score on performance measure.

2) Extra-value-added activity

A value-added activity is any action taken that increases the benefit of service
provide to customer.

Extra-value-added activity of NGB are:

▪ Searching for and gain more local & international customer
▪ Generate more trip in inbound logistics

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 ▪ Minimizing cost in overall value chain activity

Employees who can perform extra-value-added activity in NGB, is considered to be

a good performer.

3) Discipline & dedication

The consideration for measuring performance are discipline & dedication, which
include:

▪ Attendance of the employee

▪ Behavior with coworker
▪ Attire & dress code
▪ Involvement with unethical conduct, such as: taking undue advantage from
customers and sometimes from competitors

The discipline & dedication employees have an impact on his annual performance
report of NGB.

Performance appraisal of workers:

For measuring the performance of workers, NGB use following criteria:

Re-skill test Production

Orderliness
Target

Figure 4.8 performance appraisal for worker

1) Re-skill test
As, I have mentioned earlier, there is a skill test form that is used for measuring
skills of a worker.
The skill test form consist of 10 (ten) points. More points indicate more skills
of a worker. Time to time, NGB measure the skills of workers, which is known
as re-skill test. When there is improvement in score, it is assume that there is
an improvement in workers performance.

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 2) Production target
The second determinant of a workers performance is his production target.
If a worker produce more unit than his target, it is assume that he is a good
performer.

3) Orderliness
Orderliness of a worker is measured on the following criteria:
▪ Attendance of a worker
▪ Whether they follow the instruction of their respective supervisor
▪ Behavior of the worker with coworker

4.7 COMPENSATION & BENEFIT

The following figure illustrate the compensation and benefits that are available for
the employees of NGB, Including:

Compensation & benefits of employee

Compensation

Direct Indirect

Base pay Benefits

Salary Launch facilities

Variable pay Passage fee

Festival bonus Health insurance

House rent allowance
Mobile bill

Figure 4.9 Compensation & benefit of employees

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DIRECT COMPENSATION

Workers of NGB receive direct compensation in 2 (two) different way, including:

1) Base pay
2) Variable pay

Base pay

Base pay is the minimum amount that is paid in exchange for employee’s service in
the organization. The base pay of the employees of NGB involve ‘salary’.

Salary

NGB have different salary range for different level of employees. For example, the
salary range for top executive is between 30000-500000, for senior or mid-level
executive the salary range is 17000-29500 and for junior executive the salary range is
12000-16500.

Table 4.3 The salary range of employees of NGB

Top Executive 30000-50000

Mid-level executive 17000-29500

Entry level 12000-16500

Variable Pay

The variable pay of employees of NGB only include festival bonus.

Festival bonus:
 All the employees are entitled to get two festival bonus in a calendar year.
 Each festival bonus is equal to one month’s basic salary.
 The concerned authority pays this festival bonus on the occasion of ‘Eid-ul-Fitr’
and ‘Eid–al-Adha’ separately. But the Hindu employees get the same amount on
the occasion of Durga Puja that the Muslim employees get on ‘Eid-ul-Fitr’ and
‘Eid-al-adha’.

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INDIRECT CONPENSATION
NGB provide maximum of their indirect compensation as benefit.

Benefits

NGB provide several benefits to its employees, including:

1) Launch facilities

In NGB a canteen is available for employees, where launch facilities is

available for the employees employed in NGB.

2) Passage fee
Different amount of passage fee or transportation fee is available for
employees of different position, including:

Table 4.4 Passage fee for employees of NGB

Position Amount

For managers 4000

For senior executive 3000

For junior executive 2000

3) Health Insurance
NGB provide 1000 (one thousand) taka as health insurance premium for
employees of all level.

4) House rent allowance

NGB provide house rent allowance, based on one third (1/3) of their
employees basic salary.

House rent allowance = Basic salary × (1÷3)

5) Mobile bill
For manager of each department, the mobile bill is 1000 (one thousand) taka.
For other employees, its 500 (five hundred) taka.

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Compensation & benefits of worker

The following figure illustrate the compensation and benefits that are available for
the workers of NGB, Including:

Compensation

Direct Indirect

Base pay Benefits

Wages Maternity leave
Variable pay House rent allowance
Overtime payment Annual leave with wages
Production bonuses Sick leave
Medical allowance
Transportation allowance
Food allowance
Festival leave
Health insurance

Figure 4.10 Compensation & benefit for workers of NGB

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Direct Compensation
Workers of NGB receive direct compensation in 2 (two)
different way, including:

3) Base pay
4) Variable pay

Base pay

Wages

Worker receive their base pay only through wages, and wages is calculated by the
following formula:

Total wages
Basic wages =
1.5
Variable pay

Workers of NGB receive variable pay in two way, including:

1) Overtime payment
2) Production Bonuses

1) Overtime payment

The overtime payment of workers of NGB calculated in the

following way:

a) Any worker more than 8 hours in a day than it is treated as over time (OT)
b) If any worker in weekly and Govt. holiday, then total working hours is counted as OT
hours
c) Worker is allowed to work maximum 10 hour per day and 60 hour per week including
overtime
d) If any worker works more than 8 hours in day, he/she will get double payment of
his/her wage
e) Overtime calculation=(Basic÷208×2) ×total OT hours
{208, means total working hours in a month= 26 day×8 hours}

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2) Production bonus
An extra payment is made to the workers of NGB, if they exceed their average
production target.

Indirect compensation
NGB provide maximum of their indirect compensation as benefit.

Benefits

NGB provide following benefits to its employees, including:

1) Maternity leave
▪ NGB provide maternity leave for 4 (four) months or sixteen (16) weeks.
▪ The maternity leave and wages & allowance for this leave is calculated in the
following way:
Maternity leave & benefit = 3 (three) months wages & allowance before the
leave ÷
3 (three) months working hour before the leave ×
total days of maternity leave

2) House rent allowance(HRA)

HRA for every worker in different position is 50% of basic wages.

3) Annual leave with wages

Ever worker NGB, who has completed a period of 1 (one) year continuous
service, shall be allowed to 1 (one) day leave with wages for every 18 (eighteen)
days of service.

4) Sick leave
Every worker of NGB, shall be entitled to sick leave with full wages for a total
period of 14 (fourteen days) in a year. Such leave shall be allowed when the
registered physician of NGB certifies that the concerned worker need leave for
such period.

5) Medical allowance
The fixed medical allowance for every worker is 600 (six hundred) taka.

6) Transportation allowance

Transportation allowance for every worker is 350 (three hundred fifty) taka.

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 7) Food allowance
Ever worker received 900 (nine hundred) taka as their food allowance.

8) Festival holiday
Every worker shall be allowed to 11 (eleven) days festival holidays with full
wages in a year.

9) Health insurance
Workers on NGB is under a group health insurance, if any worker become
injured or died because of accident while in working, he or she receive insurance
facility.

Table 4.5 Wages & benefits for workers of different position of NGB

Grade Basic HRA Medical Food allowance TA gross

wage allowance
Finishing 4233 2117 600 900 350 8200
J. operator 5005 2503 600 900 350 9358
Operator 5248 2624 600 900 350 9722

4.8 INDUSTRIAL RELATION

Trade union of NGB

There is a trade union under NGB, which basically bargain for their rights and benefits
with their employer. Total 650 employees are the member of that trade union. The
representative of trade union consist of 5 (five) members, including:

Table 4.4 Responsible persons of trade union

Serial Candidate Position of Card Vote

No. name the No. received
candidate

01 Sahina Akther Operator 9041 87

02 Mohiuddin Quality 9962 61

Bablu assistant

03 Md. Milon Operator 9730 44

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 04 Khadija Operator 8902 33
Begum

05 Saima Akther Finishing 7342 23

Anika assistant

Procedure for election of trade union of NGB

The following rules is followed while making election of trade union:

1. Employer of NGB shall publish the preliminary list of voter employed in the
establishment, send to the director of labor, excluding those whose period of
employment in the establishment is less than 3 months or who are casual or
badli workers, and the list shall contain the following particulars:
a) The name of every worker
b) The name & age of his parents
c) The name of his section or department
d) Name of the place in which he is employed
e) His ticket number & the date of his employment
2. If the candidate have any objection about the voter list, the can make their
objection within a specified time.
3. If any objection is received, the Director of Labor shall disposed the objection
within a specified time.
4. The Director of Labor shall prepare the final list of voter after necessary
alteration.
5. After that nomination of the candidate is allotted and token shall give to each
candidate.
6. A voter can cast only one vote for each position.
7. Miking is not allowed. Candidate can use white & black posters.
8. The election commissioner can postpone the vote, if there is any possibility
of violence.
9. The voter cast their vote in the polling station, at which the representative of
the contesting candidate allowed to be present.
10. After the expiry of the voting time, no voter can cast their vote. But the voter
who are already in the voting line can cast their vote after the expiry of the
voting time.
11. After the conclusion of the poll and in the presence of the candidate, open the
ballot boxes and count the vote.

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 12. After the conclusion of the count, declare the candidates who have received
the highest number of vote.
13. The election commissioner can make any kind of amendment in the schedule,
if necessary.

Table 4.7 Election commission for trade union

Mr. Vaskor Das Sonjoy Chief election commissioner

Mr. Chandan Chowdhury Member

Mrs. Asma Akther Member

Mr. Rabiul Alam Member

Mrs. Nahida akther Member

Participation committee at NGB

For the purpose of mutual understanding and cooperation between employer and the
workers and for improving occupational safety and working condition, there is a
participation committee of 10 (ten) members in NGB.

Table 4.8 Members of participation committee

Serial Name of member Designati Card Designation

No. on No. in the
committee

01 Mr. Mozaffor Managing 10003 President

Hossain director

02 Sahina Akther Operator 9041 Vice-

president

04 Mrs. Tahmina Assistant 5332 Member

Akther Himu manager secretary
(HR)

04 Mr. Forkan Hamid Merchand 5166 Member

Azad iser

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 05 Mr. Anisur Rahman Productio 5297 Member
n manager

06 Mr. Aminul Ahsan Finishing 5285 Member

Incharge

07 Mohiuddin Bablu Quality 9962 Member

Assistant

08 Md. Milon Operator 9730 Member

09 Khadija Begum Operator 8902 Member

10 Saima Akther Anika Finishing 7342 Member

assistant

Functions of participation committee of NGB

The functions of participation committee of NGB is to develop a sense of belonging
and workers commitment and in particular-

1. Endeavour to promote mutual trust, understanding and co-operation between

the workers and employers
2. To ensure application of labor law
3. To foster a sense of discipline and maintain safety, educational health and
working condition
4. To encourage vocational training, workers education and family welfare
training
5. To fulfill production target, improve productivity, reduce production cost and
wastes and raise quality of products

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 CHAPTER 5

PROBLEMS IDENTIFIED IN HR
PRACTICES OF NGB
5.1 PROBLEMS NEED TO BE DEALT WITH
Problem 1: High dependence on internal sources of recruiting

NGB have high dependence on internal recruiting source .It does not use job fair,
campus interview for recruiting. For this it cannot grape the opportunity to recruit
and employee the innovative and talented people.

Problem 2: Salary structure is not lucrative

Basic pay or salary is the most fundamental element that motivate existing employee
to retain with the organization and potential job candidates to apply for vacant position.
NGB use cost leadership strategy which makes their salary structure less competitive
compare to the market.
Which ultimately demotivate their existing employees.

Problem 3: Inadequate criteria for measuring performance

Performance appraisal for promotion or any other reason is done by superior of the
employee. 360-degree performance appraisal is missing in NGB that can create bias
within the company.

Problem 4: Lack of corporate culture

Sometimes the language and dress code of the employees of NGB does not match with
the corporate culture. Although corporate culture have a huge impact on the fortune of
a company and its employees.

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Problem 5: Lack of diversity
In executive level, NGB only have 2 (two) female employees, which clearly indicate
that, they lack diversity in workplace. Although diversity is a great means of
generating new thoughts and ideas.

Problem 6: Other problems

i. Some part of operating system with other functions are still done by manual.
ii. They cannot provide adequate promotional offering to survive in competitive
market.
iii. The grievance handling procedure for employee of NGB is not sufficient and
strong enough.
iv. NGB do not have the system to provide the security for the employees’ future
through providing provident fund facility.
v. NGB did not have well-developed employ retention policy.

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 CHAPTER 6

RECOMMENDATIONS AND
CONCLUSION
6.1 RECOMMENDATIONS FOR IMPROVEMENT
Recommendation 1: In order to solve the problem associated with recruitment and
selection National Group Bangladesh should use more external source of recruitment
such job fair, campus interview. By doing so it can recruit and hire the talented and
innovative people which can be a source of competitive advantage.

Recommendation 2: In order to solve the problem associated with salary structure

it may develop salary structure based on what the market is currently paying for
similar jobs, based on salary surveys. Which ultimately motivate its current
employees to improve productivity and potential candidates to apply for vacant
position.

Recommendation 3: In order to solve the problem associated with performance

appraisal they need to adopt 360 degree performance appraisal, where an employee
is evaluated by his subordinates, colleagues, supervisor and as well as a self-
evaluation by the employee themselves is gathered. Which reduce the probability of
biasness in measuring performance.

Recommendation 4: To create a corporate culture NGB can develop a strong code

of conduct which everyone need to be follow, ranging from at the top to at the bottom
of the organization. Most importantly senior management of NGB need strong
commitment to this code of conduct which will ultimately create their corporate
culture.

Recommendation 5: To create a more diverse workforce NGB need to recruit more

female worker. For this they should create flexible working hour and also need to
ensure work-life balance.

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Other Recommendations under 6:

i. They need to computerize all of their operating system.

ii. They need to provide adequate promotional offering to survive in
competitive market
iii. The grievance handling procedure for employee of NGB need to be strong
enough. For this they can set a standard
iv. NGB need to provide the security for the employees’ future through providing
provident fund facility.
v. NGB have to developed employ retention policy.

6.2 CONCLUSION
From the above subject matter and my point of origin to work in National Group
Bangladesh, I can say that I really enjoyed my internship period at National Group
Bangladesh from the very first day. I am confident that this 8 (eight) weeks internship
program at National Group Bangladesh will definitely help me to realize my career
in job market. I also understand, “people don’t leave their jobs, they leave their
managers”

National Group Bangladesh limited is one of the leading logistic service provider in
Bangladesh, which have achieved tremendous success since its establishment. It has
been possible only because of its dedicated employees and excellent quality services.
NGB always tries to hold good governance by maintaining discipline and sincerity
all over the organization through its dedicated employees.

In spite of that, National Group Bangladesh need improvement regarding the HR

practices including, sources of recruitment, salary structure, corporate culture,
retention policy and as well as diversity in the workforce. If they can implement the
suggested recommendations, this company will be the market leader in logistic
service provider within the country.

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 REFERENCES
Books:
National Group Bangladesh Profile. (2021). Vision, Mission, Values, Certifications, Awards,
Info of the units.

Dessler, G. (2007). Human Resource Management. Prentice Hall of India Private Limited,
New Delhi. DeCenzo, D. A., & Robbins, S. P. (2011). Human Resource Management (10th
Ed.). New Delhi: Wiley India Pvt. Ltd.

Becker, B. E. and Huselid, M.A. (1998). High-Performance Work Systems and Firm
Performance: a Synthesis of Research and Managerial Implications. Research in Personnel
and Human Resource Management, (6th Ed.).Greenwich, CT: JAI Press.

Griffin R. W. (2008), Management. 9thEd. New York: Houghton Miffin Company.

Lloyed, L. B. and Leslie, R. (2000). Human Resource Management. (6th Ed.). Irwin user page,
McGraw-Hill, North America

Martiocchio J. (2011). Strategic Compensation. 6th ED. Dorling Kindersley Pvt. Ltd

Milkovich G, Newman J, Ratnam CS (2008). Compensation. 9th ED. New Delhi, India: McGraw
Hill Education (India) Private Limited.

Phillips J, Gully S. (2010). Strategic Staffing. 3rd Ed. USA: Pearson Education Limited

The Bangladesh Labor Code 2006. (2013, December 4) Retrived from https://www.dol.gov.bd/

Wright. et al. (2003). The Impact of HR Practices on the Performance of Business Units. Human
Resource Management Journal, v.-13(3), p. 21-36.

Web Address:

https://nationalgroupbd.com/

https://www.managementstudyguide.com/job-description-specification.htm

https://en.wikipedia.org/wiki/Collective_bargaining

https://en.wikipedia.org/wiki/Industrial_relations

http://www.whatishumanresource.com/Employee-Training

https://www.investopedia.com/what-is-a-performance-appraisal-4586834
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https://www.smartrecruiters.com/resources/glossary/recruitment

APPENDICES
Appendix A: Recruitment form

Appendix B: Appointment letter

Appendix C: Skill test form

Appendix D: Physical fitness form

Appendix E: Acknowledgement form

Appendix F: Certificate of internship

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 Appendix A: Recruitment form

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 Appendix B: Appointment letter

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 Appendix C: Skill test form

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 Appendix D: Physical fitness form

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 Appendix E: Acknowledgement form

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 Appendix F: Certificate of internship

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