Chapter 1

Introduction

1.1 Preamble

Due to the diversified business world, today's business market is very complicated. Additionally,

the significance of total quality management emphasizes a competitive market. We know this has

led to introduction of HRM's core concepts into modern organizations. HRM establishes the job

through job evaluation, analysis, and design. It also ensures compliance with HR laws and keeps

government rules and regulations in mind for the organization.

In modern industries, the HR division handles the entire organizational structure. In order to

ensure that all other organizational-related factors are handled successfully, HR officers ensure

the HRM system is accurate. Partly to the significance of cost, HR officers must be concerned

with negotiating with the HRM approach and performance management. Additionally, he must

improve the company's reputation by providing pleasant working conditions, benefits, and

compensation, as these are all a part of the HRM approach.

Agrani Bank Limited inevitably decides what tasks need to be completed and how many

different workers will be needed. Consequently, establishing the bank's structure helps ascertain

job applicants' knowledge, skills, and abilities. Assure the right people are on hand to meet the

demands established during strategic planning. This effort aims to identify the current HRM

needs for worker supplies and present and future demands. This bank believes that high-caliber
employees who are driven and willing to accept challenges to improve services produce high-

caliber work.

1.2 History of banking system at Bangladesh

At the time of independence, the banking system consisted of 17 large commercial banks, two

owned by interests from Bangladesh and three controlled by non-West Pakistanis from other

countries. It also included two branch offices of the former State Bank of Pakistan. Fourteen

smaller commercial banks were present. Urban areas tended to have the highest concentration of

banking services. The State Bank of Pakistan branch in Dhaka was immediately named the

central bank by the newly independent government and named Bangladesh Bank. The bank was

in charge of managing exchange control, the official foreign exchange reserves, monetary policy,

and managing credit and currency.

The Bangladeshi government initially nationalized the domestic banking system, reorganized and

renamed the various banks. It was permitted for foreign-owned banks to carry on operating in

Bangladesh. Additionally nationalized, the insurance industry became a potential source of

capital for investments. Cooperative credit systems and postal savings offices served small and

rural individual accounts. The new banking system established procedures for managing credit

and foreign exchange, which were comparatively effective.

Early in 1987, the National Commission on Money, Credit, and Banking made sweeping

structural recommendations for Bangladesh's financial intermediation system; many of these

were incorporated into a three-year compensatory financing facility that Bangladesh and the IMF

signed in February 1987.

1.2 Origin of the Study

This report has been organized as a prerequisite of the BBA program based on Agrani Bank

Limited. My internship supervisor duly approved the topic decided for conducting this report.

Since the BBA program is an integrated, practical and theoretical learning method, the program's

students must have practical exposure to any business organization in the last term of this course.

1.4 Significance of the Report

The main significance of this report is to fulfill the partial requirements of the BBA program. In

order to be capable of acquiring the BBA program from Jahangirnagar University, every student

must participate in an internship program in a well-reputed organization in Bangladesh for three

months after completing all required courses. After the internship, each student or intern has to

submit a report on a specific topic related to the organization. I have completed my internship

program in Agrani Bank Limited, Ramgonj Branch, Laxmipur and my topic is entitled ‘Human

Resource Management Practices of Agrani Bank Limited.’

1.5 Objectives of the Study

1.5.1 Broad Objectives:

The Broad Objective of the study is to analyze the “Human Resource Management Practices of

Agrani Bank Limited.”

1.5.2 Specific Objectives:

 To know the Human Resource Management policy of Agrani Bank Limited.

 To develop models & apply them effectively in the HRM strategy.

 To learn the goals and planning of a bank.

 To analyze and review the existing recruitment system of ABL.

 To recommend the improvement of the existing recruitment and selection process of

ABL.

 To know about the training and development policy of the ABL.

 To analyze the current performance appraisal format & compensation.

 To assemble specific practical facts on the entire banking operation.

1.6 Scope of the Study

The report is based on the Human Resource Management practices of Agrani Bank Limited,

Ramgonj Branch, Laxmipur. It concerns the bank's HR Planning, recruitment and selection,

Compensation & Benefits, and Performance Appraisal procedure. Correspondingly, the study is

formulated in a structured manner, and it focuses on the representatives who have good insight

into its procedure.

1.7 Methodology of the Study

The critical component of a study's methodology is gathering and organizing data related to the

pertinent study topics. It originates in a way that corresponds to the goals of the investigation. It

is a methodical approach to locating fixes for issues. Investigation, recording, and evidence
analysis are all steps in learning. Research involves defining and redefining issues, developing

hypotheses or suggested fixes, gathering, organizing, and analyzing data, drawing conclusions,

and testing those conclusions to see if they are consistent with the hypothesis put forth.

Analyzing the HRM system is a difficult task. Since several people are involved in this process,

their perceptions, experiences, and interests differ. Another phase of this process is referred to as

"Management," and from the perspective of the workforce, it is a healthy organization.

The pertinent information for this report was gathered from various documents, papers,

statements, operational procedures, and personal work experiences. In terms of data collection,

the study employs two different types of methodologies: one is a qualitative methodology, and

the other is a quantitative methodology. The qualitative approach predicts that information will

not be presented in monetary terms, so various theoretical HRM policies from ABL will be

discussed here. Additionally, the quantitative method predicts that data will be presented in

monetary terms. Here it implies that this discussion will cover all monetary-related practical

practices of Human Resource Management Policies in ABL.

We must ascertain the following by writing this paper:

 The HRM process's steps.

 Biases in favour of the HRM.

 System Types.

 Management priorities.

 Relevance within a company.

This project paper aims to resurrect various related ideas to illustrate the current phenomenon.

1.7.1 Topic Selection

My faculty supervisor chose the research topic. So that a well-structured internship report could

be created, the subject was discussed with me before being assigned.

1.7.2 Research Design

A research project's framework or blueprint is known as the research design. It outlines the

steps to gather the data required to frame and address the research problems. The research used a

descriptive survey methodology. A descriptive study determines the frequency of an occurrence

or the relationship between variables, according to Bell & Bryman (2003). This method was,

therefore, suitable for this study because it allowed the researcher to identify variables and

fictitious constructs while also allowing for the collection of detailed information through

descriptions. In order to address the research questions for the study, this method provided

descriptions of the variables. The design of the survey also enables comparisons between

respondents, providing the correct perspective on their views on the effects of fringe benefits on

productivity. The fact that the case study aims to produce findings that would facilitate a general

understanding and interpretation of the problem guided the choice of this methodology.

1.7.3 Questionnaire Development

I chose to take a survey at the organization where I was doing my internship. Within a week, I

created a survey on Google Docs and asked roughly 34 questions at the Agrani Bank's Ramgonj

Branch in Laxmipur. At this Agrani Bank branch, there are almost 20 employees, and I

contacted more than 80% of them to get their opinions. There are numerous ways that marketing

researchers can conduct surveys.

1.7.4 Analyzing the Survey's administration method.

Researchers conduct surveys online, by mail, over the phone, or during in-person interviews. I

used three techniques at the Agrani Bank's Ramgonj Branch in Laxmipur.

 Online Survey (Google Docs)

 Face-to-Face Interview

 The Mail

1.7.5 Collecting Data Methods

Two sources of data and information will be extensively utilized throughout the research

to increase its significance and presentational quality. The approach used in this research for

acquiring knowledge took into account both primary and secondary sources. A large portion of

the data was gathered from secondary sources.

(I) Primary Sources

 A pertinent field study that is closely related to the "HRM System" is offered by the

officer.

 Functional deskwork.

 Informal discussions with administrators about their commitments and their problem-

solving tactics.

 Direct talks with customers.

 Proceeding through a variety of causes related to parties .

 Questionnaire survey.

(II) Secondary Sources

  The ABL's official website.

 Annual report of Agrani Bank Limited.

 An assortment of Agrani Bank Limited publications and manuals.

 The Bangladesh Bank's various manuals and publications.

 Unpublished data (daily, monthly, and yearly statements, ledgers) received from various

sections of Agrani Bank Limited.

 To define and analyze the "HRM System," various textbooks pertinent to the project's

theoretical framework were consulted.

 Theoretical book provided by ABTRA (Agrani Bank Training and Research Academy).

1.7.6 Data Classification, evaluation, interpretation, and Visualization

In this report, the financial data is analyzed, classified, and then interpreted using mathematical

and graphical tools.

1.7.8 Study's Findings

The gathered information was carefully examined, highlighted, and presented as findings. A few

suggestions are also made for improving the current situation.

2.1.6 Preparation of the final report

The paper was modified to be presented in this format per the recommendations of our esteemed

faculty advisor.

1.8 Limitations of this study

A few hurdles and constraints occurred while preparing the report. The main restriction in this

regard is the passage of time. This research aims to gain actual, hands-on experience with the

banking industry. The real experience comes with a long learning curve.

The following shortcomings with the current study were noted:

 In this organization, secrecy or confidentiality is a crucial issue. These sensitive subjects

could not be discussed with an intern.

 Inability to obtain information from all employees and clients.

 Finding the discrepancy between laws and regulations and actual practice is too much

work. So, I put myself under much stress to learn about those things.

 The workforce in banking is very busy. Sometimes it does not seem easy to get their

attention. No pertinent documents have been published.

 The lack of information on the website prevents a satisfying conclusion.

 The report shows less opportunity for creativity because it is based on banking

procedures.
Organizational Overview
 Chapter 2

Organizational Overview

2.1 Introduction

Globally, the variety of banking systems is evolving more quickly due to globalization,

technological advancement, and deregulation. Bangladeshi banks must work hard and efficiently

to keep up with the rapid pace of the global economy. Banks currently face market competition

from domestic and foreign institutions. The first is the growth of "professional efficiency" in

creating a suitable labour structure that includes knowledge and experience; the second, even

more crucial, is the establishment of applicable financial regulations by the central bank. It takes

more than simply introducing a trained banker with a theoretical understanding of banking

efficiency. It is of great value when an academically capable student can explain how a particular

course of study can be used in practice. We must therefore understand how to utilize what we are

learning efficiently to benefit from the conceptual study.

2.2 Background

On May 17, 2007, Agrani Bank Limited was formed as a Public Limited Company under Joint

Stock Companies and Firms' Certificate of Incorporation No. E-66888 (4280)/07. According to
the Bangladesh Bank (Nationalization) Order No. 1972 (P.O. No. 26 of 1972), the banking entity

acquired the business along with the assets, liabilities, rights, and obligations of the former

Agrani Bank (which appeared as a Nationalized) Commercial Bank through a Vendors, The

agreement signed by a delegation from the Ministry of Finance, Government of the People's

Republic of Bangladesh for the sake of the former Agrani Bank, and the Board of Directors of

the Bank.

The People's Republic of Bangladesh Government and seven other nominee shareholders hold all

of the shares in the Bank. As of December 31, 2007, The Bank had 866 branches; no overseas

branch existed. Agrani Exchange House (Pvt.) Limited in Singapore and Agrani Remittance

House SDN, BHD in Kuala Lumpur, Malaysia, are two wholly-owned subsidiaries of the Bank,

respectively.

Agrani Bank Limited, a prominent commercial bank with 902 locations tactically placed in

nearly all commercial areas of Bangladesh, overseas exchange houses, and hundreds of overseas

correspondents, was incorporated as a public limited company on May 17, 2007, to take over the

operations, assets, liabilities, rights, and obligations of the Agrani Bank, which was established in

1972 as a nationalized commercial bank.

The former Agrani Bank, the Government of the People's Republic of Bangladesh, and the Board

of Directors of Agrani Bank Limited signed a Vendors Agreement on November 15, 2007, with

retroactive effect from July 1, 2007, under which Agrani Bank Limited began operating on a

going-concern basis. The twelve-member Board of Directors that oversees Agrani Bank Limited

is presided over by a chairman. The Managing Director serves as the Bank's chief executive

officer and is assisted by the Deputy Managing Directors and General Managers. The Bank has

971 branches, including 36 corporate and 43 AD (authorized dealer) branches, 11 Circle offices,
37 Divisions in the head office, 53 zonal offices, and other locations. The Bank's authorized

capital is Tk. 500.00 Crore.

2.3 Vision, Mission and Strategic Objectives

2.3.1 Vision

To emerge as Bangladesh's most successful and well-known state-owned commercial bank,

operating at a high-quality standard, sound management, efficient operations, and excellent

customer service.

2.3.2 Mission

Assimilate ideas and lessons from best practices to improve the privilege of business policies and

procedures to benefit customers and the workforce while operating ethically and fairly within the

strict parameters set by the governing bodies.

2.3.3 Values

Value integrity, transparency, accountability, dignity, diversity, growth, and professionalism to

deliver high-quality service to clients and stakeholders inside and outside the nation.

2.3.4 Motto

To adopt and modify modern tactics to sustain international leadership in the banking sector of

Bangladesh.
2.3.5 Strategic Objectives

ABL has established some fundamental corporate goals that they are pursuing to be the best in

the banking sector. The targets are outlined below:

 Capturing at least a 6.50 per cent share of deposits and a 5.50 per cent share of

loans and advances on the Bangladeshi market.

 Obtaining competitive advantages by reducing overall costs in comparison to

rivals.

 Outperforming rivals by offering top-notch customer support.

 Ascending to peer group leadership in technology.

 Increasing brand awareness for the Bank.

 Focusing primarily on the SME and agricultural sectors to contribute to the

nation's economic prosperity.

 Improving the research capacity for novel goods and services.

2.3.6 Commitments

 To Government

 To the Regulators

 To the Shareholders

 To the Customers

 To the Employees

 To other stakeholders

 To Environment

2.4 Ethical Standards

  Trustworthy:

ABL believe in the importance of mutual trust and strives to treat customers respectfully.

 Keeping an Open Mind:

The company continue to be open to new concepts for improvement. Getting the team's and

customers' feedback is vital to continue expanding.

 Meeting Obligations:

No matter the situation, ABL goes above and beyond to earn the respect and confidence of

clients and customers by keeping commitments.

 Being Transparent:

The Bank is open and honest in all client and stakeholder interactions. Transparency is

maintained by providing information via print, electronic, and on the Bank's website, journals,

and reports.

 Being involved with the Community:

ABL continues to get involved in neighbourhood-related causes and activities, showing that their

organization is ethical.

 Being Respectful:

Regardless of differences in duties, designations, ages, or other characteristics, ABL treats all

stakeholders with tremendous dignity and courteousness.

 Being Environment Conscious:

The Bank graciously provides industrial financing to maintain that there are no environmental

pollutants or health risks. Before installing industries that might impact the surroundings, ABL

makes sure the ETP is set up. In terms of green offices and the green economy, they are proactive

and foresighted.

2.5 Principal Activities of Agrani Bank Ltd.

 Acquiescent of federal laws and constraints.

 Deny corruption and bribes.

 Evade gift and amusement settlements.

 If they notice any actual, planned, or possible violations of any laws or regulations, they

speak out.

 Fast and moderately settle customer criticisms.

 Respectful with anti-money laundering prerequisites and other prudential constraints

inflicted by banks.

2.6 Corporate Slogan

The corporate slogan of ABL is- ‘Committed to serve the nation.’

2.7 Customer Mix

The distinguishing features of ABL include being a state-owned institution, having a

comprehensive vision and unwavering loyalty to rural residents, having high customer

obligations, having knowledgeable employees, and many more. ABL's drawbacks include a need

for a suitable governance-generating attitude, a lack of IT management, a manual-based

operation, a lack of employee motivation, and an emphasis on the corporate headquarters. Agrani

Bank Ltd.'s primary potencies comprise

  High demand for credit,

 High demand for small venture finance,

 High demand for settlement offices, and

 High demand for venture savings.

ABL has several concerns, including the interference of CBA Officers' Somite, certain

commercial & remote banks, Bangladesh Bank principles and rules, the existence of related

types of retail saving money items, and many more.

2.8 Product/Service Mix

ABL has quickly advanced thanks to its bold and spectacular management approach and the

provision of loan and deposit services that are friendly to customers. Additionally, they have

maintained their standing as government banks that offer various services and products of the

highest calibre. ABL divided their product lines into different categories to make maintenance

simpler. With this tactic, the bank is encouraged to raise the calibre of its goods and services.

All of the bank's offerings can be categorized into the following categories:

 General banking

 Business

 SME (Small and Medium Enterprise)

 Merchant Banking

 Islamic Banking

 Treasury

 Investor relation

 Technical & other online services

  Credit services

2.9 Product & Services in particular

 Deposit Product

 Savings Bank Account

 Current Deposit Account

 Special Noticed Deposit Account

 Fixed Deposit Account

 ABS Account

 Agrani Super Savings Scheme

 Agrani Bank Pension Scheme (APS)

 Loan Product

 Personal Loan

 Any Purpose Loan

 Freedom Fighter Loan

 Loan against pension vata of retired Govt. officer/staff

 Agrani Bank loan for Overseas Worker- ALOW

 Green Banking Finance

 Short Term SME Loan.

2.10 Agrani Bank at a Glance

Organization Overview (as on: 31st December, 2021)

(Financial Information)
Authorized Capital Tk. 2,500.00 Crore
Paid-up Capital Tk. 2,072.29 Crore
Equity(2021) Tk. 4057.07 Crore
Reserve Fund Tk. 2,124 Crore
Deposits Tk. 100,864.39 Crore
Investment (including investment in share) Tk. 39,033.06 Crore
Classified Loans Tk. 9,987 Crore
Loans & Advances Tk. 55,990 Crore
Foreign Exchange Business
Import Tk. 39,920 Crore
Export Tk. 14,761 Crore
Remittance Tk. 17,961 Crore
Organizational Information
Chairman, Board of Directors Dr. Zaid Bakht
Managing Director and CEO Md. Murshedul Kabir
Company Secretary Khandaker Sajedul Haque
Workforce 10750
No. of Branches 971
Face Value per Share Tk. 100
Shareholding Pattern 100 percent share owned by
Government of the Peoples’
Republic of Bangladesh

Circle Office 11
Zonal Office 53
Corporate Branch 34
Authorized Dealer (AD) Branch 42
Foreign Correspondent 348
Islami Banking Window 15
Agent Banking 400
Remittance Only points 412
Distribution of Shares (Directors) 7
Distribution of Shares (General Public) 0
No. of ATM Booth 26
Head Office 9/D Dilkusha Commercial Area, Motijheel, Dhaka
- 1000, Bangladesh. PBX Range:
880-2) 9566153-54.
Products Deposit, Business Loan, SME, Islami Banking.

Services Agent Banking, ATM, Jiban Bima,

University Fee Collection and so on.
Total Assets Tk. 1,09,310 Crore
Operating Profit Tk. 743 Crore
Net Profit Tk. 63 Crore
Legal Status Public Limited Company
Date of Incorporation 17 May, 2007
Commencement Date 17 May, 2007
Business Identification 000000221
Number (BIN)
Tax Identification Number 395478266223
(TIN)
VAT Registration 19011031730
Number
Auditors QASEM & CO.
Chartered Accountants MASIH MUHITH HAQUE & CO.
Credit Rating (Govt. Support) AAA
Credit Rating (Stand Alone) A+
SWIFT AGBKBDDH
SWIFT Branches 37
Contact Information
FAX (+8802) 956 2346, 956 3662
PBX Range (880-2) 9566153-54,
9566160-69,9566074-75
Email agrani@agranibank.org
Web www.agranibank.org
LinkedIn https://www.linkedin.com/company/agranibank-
limited/mycompany/

Table 3.1: Agrani Bank at a Glance

2.11 Agrani Bank Limited Ramgonj Branch at a Glance

Bank Details Agrani Bank Limited

Branch Name Ramgonj Branch

Dealer Type Authorized Dealer

Address Sonapur Moulobi Bazar, Ramganj, Laxmipur

Branch Code 5566

Routing 010511039

Manager Golam Mortoza Hasan

SWIFT Code AGBKBDDH

Established 17 May, 2008

Bank Origin Local Bank

No. of Departments 6

Human Resources of Bank 48

Phone 01713253556

Email br5566@bangla.net

Web www.agranibank.org

Table 3.2: Agrani Bank Limited, Ramgonj Branch at a Glance

2.12 Hierarchy of Agrani Bank Limited

A 12-member board of directors, headed by a chairman, oversees the operations of Agrani Bank.

Currently, the bank has 11 Circle offices, 37 Divisions at its headquarters, 53 zonal offices, and

971 branches, including 36 corporate and 43 AD (authorized dealer) branches.

Figure 4.1: Hierarchy of Agrani Bank

2.13 Branches of Agrani Bank Limited

The entire nation is home to 971 branches. Some countries have overseas divisions, including

Singapore, Malaysia, Canada, and Australia. Let us examine the multiple branches in Bangladesh

now:

Figure 3.2: Branches of Agrani Bank Limited

2.14 Corporate Governance of ABL

A fundamental value of the bank is upholding the principles of good governance. Business-wise,

this makes sense, and it complies with all rules, regulations, and guidelines set forth from time to

time by regulators (Government, Bangladesh Bank, Securities and Exchange Commission, and

Firms) and others (capital adequacy, statutory reserves, liquidity, pricing, budgeting, Etc.)

ABL also strictly adhere to the Bank Company Act of 1991 and the Companies Act of 1994, as

well as the voluntary recommendations of the World Bank and International Finance

Corporation. It also emphasizes the social and environmental consequences of the initiatives it

finance. The committee demarcates the approach and endorses the management's annual

operational programs to execute the strategic pursuits. The board meets frequently and is updated

on all general activities for the efficient procedure of the bank. In order to encourage greater

accountability and transparency in all of its policies and practices, ABL continues to operate

within the legal framework.

2.15 Corporate Social Responsibility of Agrani bank Limited

Corporate Social Responsibility (CSR) is a new buzzword in the corporate world and is widely

discussed and practised by big and small corporate bodies worldwide. According to Agrani Bank

Limited, a business entity cannot exist solely to make money because neither society nor

business alone can truly advance society in the truest sense. The objectives and approaches of

businesses and the social sector must coincide and harmonize. Since its inception, Agrani Bank

Limited has participated in various social endeavours, and this involvement has only grown.

Globally, Corporate Social Responsibility (CSR) has emerged as a key initiative and crucial tool

for the advancement of developing nations, which is ultimately reflected in its initiatives for the
benefit of the underprivileged members of society. To fulfil the Sustainable Development Goals

(SDGs), Bangladesh Bank has officially encouraged mainstreaming CSR in the country's banks

and financial institutions.

Figure 4.4: Corporate Social Responsibility of ABL

According to ABL, a better business climate depends on a better society. ABL's ethical standard

is not just intended to maximize profit; its vision is to create a society where human dignity and

rights are given the highest consideration and evaluation to build a better society.CSR is the

notion that companies can balance profitable and socially beneficial endeavours. It entails

creating a company that interacts well with the community in which it operates. A commitment

to social responsibility can pay off financially because the concepts encourage investors to invest

and consumers to use the company's products and services. Simply put, corporate social

responsibility promotes a positive reputation for businesses. When it comes to providing CSR

facilities (financial assistance), ABL always prioritizes certain communities or groups, such as

those who are physically disabled, underprivileged and behind, affected by natural disasters,
deserving but poor, and certain fields (poverty reduction, human resources development,

expansion of education, health & treatment, the establishment of "Day Care Center").

Agrani Bank Limited is constantly working to improve its corporate qualities. In addition to the

previously mentioned exposures, ABL's CSR disclosure lists numerous social initiatives. ABL

has additionally made a subordinate contribution to CSR initiatives. To help the weak and

disadvantaged, the Bangladeshi government runs several public social safety net programs. As a

state-owned bank, Agrani Bank Limited offers the following free of charge or commission as

part of this program: In Bangladesh, social security programs will gradually replace social safety

net programs. Agrani Bank Limited ensures that Bangladesh's extensive social protection system

develops smoothly.

2.16 SWOT Analysis of Agrani Bank Limited

An organization's exposure and potential are carefully evaluated through its strengths,

weaknesses, opportunities, and threats (SWOT analysis). It is essential because it makes

recognizing internal and external opportunities and threats possible. An enterprise could execute

an approach that seeks to give customers a creative, precious, and challenging-to-copy edge over

competitors by conducting the evaluation. Approaches bring together internal strengths and

weaknesses with comprehension of the external environment. In this case, SWOT analysis gives

an organization insight into what it can do in the future and how it might satisfy rival companies

in the same industry's growing demand while erecting barriers to entry for newcomers.

According to Kotler and Armstrong (2008), SWOT analysis is an overall evaluation of the

strengths, weaknesses, opportunities and threats that the company has. Additionally, it can be

seen as a crucial tool for adjusting the organization's strategic management.

 Figure 4.3: SWOT Analysis of Agrani Bank Limited

2.16.1 Strength:

i. Strong Financial Position

ii. Sound Management

iii. Satisfactory banker-customer affinity

iv. Energetic as well as elegant teamwork

v. Tremendous business dimensions

vi. Collaboration with each other

vii. Lending rate is moderately competitive

viii. Emphatic corporate identicalness

ix. A youthful, vibrant workforce

 x. Empowered Workforce

xi. Service expenses are comparatively affordable.

2.16.2 Weakness:

i. Deficiency of appropriate stimulation, training and job rotation

ii. Scarcity of proficient employees in junior-level management

iii. Lack of own ATM assistance

iv. Proclivity to depart the bank in quest of easygoing circumstances

v. Lack of professional workforce in some division

vi. Inflexible advertising and hype of the bank‟s products and movements

vii. Absence of substantial marketing moves

viii. The office surroundings are not good as the private bank circumstances

ix. High payments of L/C

2.16.3 Opportunity:

i. Professional Administrators

ii. Expansion of sales volume

iii. The proliferation of banking services into other additional services

iv. Alter the political surroundings

v. Venturing own ATM card favours

vi. Accumulation of associates of online

2.16.4 Threats:

i. Forthcoming banks or branches

ii. Additional services of FCB‟ S (Phone Banking/Home Banking)

 iii. Other banks offer equivalent products

iv. Insolvency Loans

v. Financial Crisis

vi. Current card services of Standard Chartered Bank or another private Bank

vii. Day-to-day basis interest on deposits proposed by HSBC

viii. Government has been regulating industrial credit

ix. Slump of global economy

x. Intensification of rivals in the endeavor

xi. Rules and ordinances may modify over time by Bangladesh Bank.
Overall HRM Practices of Agrani Bank Limited

Chapter 5
 Overall HRM Practices of Agrani Bank Limited

5.1 Introduction

"Human resource management" (HRM) outlines the philosophy, rules, and methods for

handling organizational personnel matters. Decenzo and Robbins state that "Human Resource

Management is concerned with the people dimension" in management. As people form the basis

of every organization, obtaining their services, honing their skills, inspiring them to greater

performance levels, and ensuring they remain committed to the organization are crucial to

achieving organizational objectives. It does not matter what kind of organization it is —

government, business, education, health, or social action — this is true.

Humans have been around since ancient times, but only recently have they ought to be officially

recognized as resourceful beings. With human resources, an establishment is worthwhile. The

"people" component of management is an area of concern for the human resources division.

Since every organization comprises people, obtaining their services, honing their abilities, and

inspiring them to high-performance levels are crucial to achieving organizational objectives and

guaranteeing that they continue to be dedicated to the organization.

The evolution of HRM can be characterized as occurring in four stages: the crafting system, the

scientific management system, the human resource relationship procedure, and the current

managerial science, especially human resource proximity. Intending to increase productivity, the

company views human resources as a crucial component of corporate management. Based on

high-quality education, training, and work experience, the company has a specific policy for

organizing, keeping, and maintaining its current human resources.

To ensure the successful and efficient utilization of human talent to achieve corporate objectives,

HRM is the design of an established framework in the workplace. Recruiting, socializing,

motivating, retaining, and motivating employees is accomplished through a network of related

policies, practices, and programs. Every manager has to deal with HRM. These fundamental

HRM tasks are all carried out by managers.

5.2 Human Resource Practice in Agrani Bank Limited

Despite all advancements in technology and knowledge, human resources remain the most

critical factor in any organization's success. In a fiercely competitive financial market like

Bangladesh, ABL assumes that an ensemble of proficient human resources personnel is the key

to attaining outstanding performance. According to the Bank's management, the team of

dedicated, knowledgeable, enthusiastic employees at Agrani Bank Limited generates the Bank

continually do well. "Human resources are, therefore, the most valuable asset for the Bank,"

claims the HR professionals who work in the HR Division. The Bank is dedicated to securing top

talent and ensuring they acquire the drive, instruction, setting, and reimbursement required to

operate at peak efficiency. With that end in mind, they ensure the staff members are conscious of

the Bank's strategic goals and objectives and their respective roles in these schemes. The Bank

emphasizes high standards of ethics in its recruitment efforts. It has created a complete HR

manual and service regulations encompassing the standards for hiring, criteria for promotions,

training, and other relevant topics. The HR manual and service rules are reviewed and updated to

keep pace with modern times and uphold employees' stake in the Bank's success. Their

performance is evaluated using a rating system against goals and the core values set forth by the

Bank. Transparency and an unwavering commitment to excellence are the cornerstones of ABL's

HRD.
5.3 Functions of HRM

Figure 5.1: Basic Functions of Human Resource Management

5.4 Human Resource Planning

To achieve objectives, an organization needs

qualified people in particular positions at particular

locations and times. Planning for human resources

carefully evaluates human resources needs to ensure

sufficient employees with the appropriate abilities on

hand.

E.W. Vetter (1967) defined human resource

Figure 5.2: Steps of Human Resources Planning
planning as "the process by which a management determines how an organization should make

from its current manpower position to its desired manpower position." Planning aims to have the

appropriate mix of people in the right places at the correct times to carry out tasks that will

benefit the organization and the individual most significant long-term benefits.
HRP is a method a bank uses to ensure a steady flow of qualified workers while preventing

employee surpluses or shortages. A company's productivity and profitability can increase with a

strong HRP strategy. It is possible for ABL to strategically achieve goals and be prepared for

upcoming challenges by identifying its skill set and focusing on the skills it needs. HRP

frequently considers organizational design, employee motivation, succession planning, and

raising the return on investment to keep workers and stay competitive. Planning for human

resources must change as a company's objectives and tactics do over time.

With the aid of human resource planning (HRP), a company can identify and hire the best talent

with the necessary technical and soft skills to maximize their contribution to the business.

Furthermore, it enables managers to provide the workforce with better training and support for

learning the necessary skills.

5.5 Recruitment

The Bangladeshi government owns Agrani Bank. As a consequence of this, the hiring procedure

is seriously influenced by the Bangladesh Central Bank. It is Bangladesh Bank's accountability to

oversee the hiring process. Bangladesh Bank then sends newly hired employees to each

government bank's request.

The company's effective operation would be aided by carefully chosen and strategically placed

employees, who also offer significant potential for replacement in the future. The HR department

applies recruitment as a strategic tool. A formal definition stipulates, "It is the procedure of

finding and attracting suitable applicants for job placement. When recruits are sought after, the

process begins and is completed when applications are turned in. An applicant pool from which

new hires are chosen is the result.

According to Plumbley, "Recruitment is a matching process, and the capacities and inclination of

the candidates have to be matched against the demands and rewards inherent in a given job or

career pattern."

5.5.1 Recruitment method

When seeking new hires, Agrani Bank LTD combines formal and informal strategies. Newspaper

advertisements are frequently used in legal hiring to find entry-level employees. The posting

outlines the precise requirements for hiring. They also hired highly qualified medical

professionals in other instances.

Similar to other banks, this one takes a casual approach. Consideration is given to cashiers,

junior officers, and different positions that demand high expertise. Additionally, they look for

middle management personnel with prior experience and a successful track record. Additionally,

top talent has been hired on a contract basis.

5.5.1.1 Internal Source: Agrani Bank Limited frequently looks within regarding hiring. The

company's management must seek out and select workers accustomed to the company's culture.

High-level management may endorse Agrani Bank Limited's achievements from internal sources

in the following ways:

 Employee Transfer

 Promotion of Current Employees

 Employee Recommendation

 Additional Assignments

5.5.1.2 External Source: Even so, Agrani Bank Limited does employ outside candidates. The

external places' sources are listed below:

  Universities

 Internships

 Rival Businesses

 Web pages

5.5.2 Recruitment process

The process of formal external recruitment involves searching the job market for candidates who

have a connection to the company. These strategies have also, in the past involved newspaper

advertising, hiring firms' use of hiring agencies, and university recruitment. The practice of

advertising job openings online, whether on a company website or a for-profit job board, has

become more and more common in recent years. For a long time, newspaper ads were the most

common employment advertising. It is Bangladesh Bank's responsibility to handle the hiring

process. Following that, Bangladesh Bank provides hired personnel for any need a government

bank may have. During the hiring process, Bangladesh Bank uses the procedure listed below:

5.5.2.1 Advertising: Bangladesh Bank publishes job postings in its official newspaper

and website. An announcement regarding the number of openings at Agrani Bank Ltd. and the

application requirements can be found in a newspaper.

Bangladesh Bank uses various other techniques to publicize this job opening, including-

 Website advertisements: BD Jobs.com, Chakri.com, and bdjobstoday.com.

 Social media: LinkedIn and Facebook portals.

 Media: TV channels and newspapers

5.5.2.2 Application submission: Applications must be submitted after a position has been

advertised. The individual's name, home address, and contact information are required.

Additionally, a copy of their resume should be sent to the provided address.

5.5.2.3 Written exam: The written test for hiring combines elaborative and multiple-choice

questions. Typically, Agrani Bank Ltd assigns this to another organization. The specific

organization carries out the entire process. A person must achieve a particular score to pass the

written portion of the exam.

Figure 5.3: Recruitment advertisement of Agrani Bank Limited
5.5.2.4 Viva: After passing the written test to advance, the candidate must take the VIVA test.

Typically, VIVA is consumed by the bank's top management. The final selection for the position

is made from only the shortlisted candidates. Candidates for a job may be interviewed by HRM

interviewers, senior managers of ABL, potential supervisors, and potential coworkers.

5.5.2.5 Others: Once a list of candidates has been established, additional background checks on

each candidate must be done. Bangladesh Bank looks into the histories of those who have been

shortlisted. There are many ways to accomplish this, including getting in touch with the

candidate's former employers to confirm their employment history and get their assessment of

the candidate's performance, getting in touch with other professional and personal references,

checking the source of authority and criminal history, or even using the third-party investigation

to conduct the background check.

Before being considered for a position, applicants must also complete a medical or physical

examination to show that they are physically and mentally fit.

5.5.2.6 Job offer: Despite their performance, candidates who made it via the initial phases are

now qualified for the job offer. The HRPD division of Agrani Bank Limited created this offer

letter.

5.6 Selection

Selecting personnel to fill specific positions within an organization is known as selection. This

procedure usually entails reading through applications or resumes, interviewing potential hires,

and reaching a decision. Selection is crucial to human resources because it enables businesses to

select the top candidates for open positions.

Selection conveys an additional weight for any organization because it influences the efficiency

of the organization, expenditures related to recruitment and selection, and statutory

responsibilities. Agrani Bank Limited admits the worth of careful selection and uses a systematic

selection procedure for all employee types, though the procedure varies depending on the

position.

According to Thomas H. Stone, "Selection is the process of differentiating between applicants to

identify (and hire) those with a greater likelihood of success in a job." A decision is made during

the selection process. A series of steps are involved in the ABL selection process, which

applicants must complete. For instance, a candidate who fails to meet the requirements for one

step cannot take the next step. Every action's outcome is significant. The candidate can

only attempt the next step if any effort fails to be completed.

The bank should adhere to a proper selection process, given the financial commitment to finding

the ideal candidate. Labor turnover and absenteeism are bad situations for any organization.

These issues will worsen, and the organization's effectiveness will only improve if the candidates

are appropriately chosen. Additionally, training and induction programs are also expensive.

Making the wrong choice could cost the employer a lot of time, money, and effort.

5.6.1 Process of selection

The initial screening interview is the first step in the selection process, and the final employment

decision follows.

5.6.1.1 Initial Screening: Due to our recruitment efforts, the organization should be ready to

start a preliminary review of potential acceptable candidates. This initial screening is a two-step

process that involves conducting screening interviews and screening inquiries.

5.6.1.2 Completion of the Application Form: After the preliminary screening is complicated,

applicants are asked to make the organization's application form complicated. Only the

applicant's name, address, phone number, and other information may be needed.

5.6.1.3 Employment tests: Intelligence, aptitude, ability, and interest tests have traditionally

played an integral part in organizations' selection processes.

5.6.1.4 The comprehensive interview: A senior manager, a potential supervisor, a potential

boss, potential coworkers, or some combination of these may interview the applicant.

5.6.1.5 Background investigation: Investigating candidates who make good employees is the

next step. The following can involve-

 Getting in touch with the applicant's previous employers to confirm their employment

history and get their assessment of their performance,

 Getting in touch with other professional and personal references,

 Demonstrating the academic achievements listed on the application,

 Checking credit references and criminal records, and

 They are even using third-party investigations to conduct background checks.

5.6.2 Method of selection

Correlation and regression are two statistical strategies of selection. The correlation assessed

measures a relationship between variables' strength and direction. Regression, however, uses the

connection to forecast scores on one variable from scores on several additional variables.

5.6.2.1 Physical/ Medical Examination: Physical tests are only practical as a screening tool to

weed out candidates who are physically unable to perform the duties of a position.
5.6.2.2 Conditional job offers: A conditional job offer is typically made when a candidate has

"passed" all previous rounds of the selection process. An HRM is corresponding usually provides

conditional job offers. A conditional job offer implies that if everything goes "as planned"—

passing a specific physical, drug, or alcohol test—the request will become permanent, and the

job will be accepted.

5.6.2.3 Job offer: People who complete the previous steps are now considered legitimate to

receive the job offer.

5.6.3 Organizational practices

Agrani Bank Ltd. recruits staff members both formally and informally. Entry-level employees

have typically been hired formally through newspaper advertisements. The advertisement

explicitly mentions hiring criteria. However, they occasionally hired skilled individuals at the

medium and top levels.

In the case of this bank, the informal approach is also reliable. The educational background of

entry-level employees, such as cashiers, junior officers, Etc., is considered in this situation.

Additionally, they hire mid-level candidates with experience and a solid track record. Contract-

based hiring has also been used to find top-level employees.

5.7 Socialization in Agrani Bank Ltd.

HR encompasses much more than just hiring new employees. As soon as the selection procedure

wraps up, an enthusiastic human resources department aids the new employee in becoming

effective and content. Being an effective and satisfied employee is essential for both the

organization and the employee. This initial turnover is anticipated.

New hires frequently inquire, "Will I be able to do the job? Can I blend in? Will my boss approve

of me? " Employees are more likely to leave during the first few months of employment than at

any other time. The orientation program acquaints new hires with their responsibilities and the

company. It also aids in their adjustment to their new workplaces and job duties.

Adaptation is taking place. Anxiety plagues brand-new employees. New hires are seeking to

mitigate the initially high state of anxiety swiftly. Stress is high because the new member lacks

identification. Being lonely and having a sense of isolation are common reactions. Special care

must be taken to reassure brand-new workers. In order to lessen challenges and discrepancies, it

entails providing adequate data. Personnel departments can lower turnover rates through this

initiative. Helping employees achieve their individual goals can lower turnover. Turnover has a

very high cost. It costs money to find, train, and develop new employees.

Short, informal introductions to extensive, structured courses are all included in orientation

programs. New hires typically receive a handbook or printed materials covering topics like

working hours, performance reviews, joining the payroll, vacations, and facility tours. Employee

benefits, personnel policies, daily schedules, organizational structure, and safety procedures

are other topics covered in handbooks.

During the orientation, an HR specialist typically provides information about working hours and

vacations, followed by an introduction to the new supervisor. The orientation continues with a

letter that explains the job in detail, introduces the new employee to colleagues, and familiarizes

them with the workplace. The goal is to ease first-day nerves and help the new employee feel

"More comfortable," which can be improved for better clarity.

5.8 Compensation

When we talk about compensation, we refer to how

much a person gets paid for their work.

Compensation originates from the Latin term

"compensation," which refers to the payment or

remuneration provided in exchange for labor or

service. R.S. Schuler defines compensation as how

organizations assess their employees' contributions

and offer them financial and non-financial incentives

Figure 5.4: Components of compensation and benefits
based on affordability and government regulations.

A yearly salary and an employee's work hours may be used to determine their compensation. In

some cases, added benefits such as insurance, vacation time, or stock options may also be

included, which could impact an employee's performance. If a company has a sound

compensation management system in place, it can help employees perform better and feel more

engaged in their work. This system must be transparent and applied to everyone in the company

to be effective. It can also help managers make better decisions about how to compensate

individual employees, which can help them identify areas where they can improve and prepare

for future opportunities.

5.8.1 Classification of Compensation

Compensation may take the form of financial or non-financial rewards. It encompasses monetary

and non-monetary remuneration, such as bonuses, profit sharing, overtime pay, recognition

rewards, sales commissions, company-paid cars, stock options, and company-paid housing.

Figure 5.5: Types of compensation

5.8.1.1 Direct Compensation

Employees may receive direct compensation as compensation for their time and effort. It is direct

because no mediator gets it to the worker. In direct compensation, there are two types of

compensation. They are:

 Pay: Consists of the wages and salaries received for work done. Options include basic

payment and incentive compensation based on work productivity.

  Incentives: Even though they are not given directly to employees, Benefits are provided

to them through indirect remuneration. This type of compensation includes piece-rate

salary, fees, bonuses, revenue-sharing, and stock options.

Agrani Bank offers its employees a basic salary, house rent allowances, special allowances, and

bonuses. However, only the Executive Vice President, Vice President, First Vice President,

Senior Vice President, and Senior Executive are eligible for conveyance, leave travel allowances

and medical reimbursement.

5.8.1.2 Indirect Compensation

Although it does not go directly to the employees, indirect

compensation is offered for their benefit. Indirect compensation

includes two types of payment:

 Benefits are additional payments made on top of pay.

They include:

 Compensation for time not worked,

including paid holidays and vacations

 Protection Programs: Insurance, Pension,

and Gratuities, Etc.

Figure 5.6: Components of indirect
 Executive perks include free telephone compensation

service and newspapers.

 Service and prerequisites: They significantly reduce or eliminate employee costs while

increasing employee well-being. They are:

 Transportation, housing, food

 Loans for child and education costs

  Purchase discounts and credit cards

 Participation in social and cultural activities; club dues.

5.8.2 Compensation as a Component of Human Recourses Management

A critical component of compensation management is establishing the most affordable

compensation structure that will draw in qualified candidates, keep them on board, and inspire

them to work harder. It must also be viewed favorably by employees.

5.8.2.1 Job Descriptions: Systems of selection and compensation are dependent on it. Job

descriptions detail all duties, conditions, operations, functions, geography, environment,

circumstances, and other aspects of the job. One can create job descriptions for specific positions

or entire job groups.

5.8.2.2 Job Analysis: Creating job descriptions through the analysis of jobs. Techniques for job

analysis include observation, surveys, and interviews.

5.8.2.3 Job Evaluation: comparing jobs to find appropriate pay scales for particular jobs or

components.

5.8.2.4 Pay Structures: It helps standardize payment methods. Most pay structures have a

variety of grades. Every grade has a starting salary, wage, grade ranges, or step increments.

5.8.2.5 Salary Surveys: It is a compilation of salary and market data, and it might contain

average salaries, inflation indicators, cost of living hands, and salary budget averages.

Companies can either buy the results of salary surveys conducted by third-party survey vendors

or run their own.

5.8.3 Compensation Management System of Agrani Bank Limited

Agrani Bank relies on this structure. An employee's compensation package includes their

wage/salary, bonuses, benefits (both monetary and non-monetary), and other incentives. This is

shown in the diagram below:

Remuneration
package of an
employee

Non-monetary
Wage /salary Incentives Fringe benefits Perquisites
benefiters

Figure 5.7: Remuneration System of Agrani Bank Limited

5.8.3.1 Wages and Salary: When we talk about compensation, we refer to the hourly pay rates

that employees receive. On the other hand, pay refers to the monthly pay rate, but it does not

consider how often the employee works. Compensation and pay vary depending on the

employee's seniority, merit, and job description. In addition to financial compensation, workers

may receive non-financial benefits, payment incentives, and fringe benefits, which total 51. At

ABL, employees are paid monthly, and their pay is deposited into their accounts within the first

week of the month.

5.8.3.2 Incentives: Payments, also called incentives, are made in addition to wages and salaries.

At ABL, employee incentives are determined by productivity, profit, sales, and cost-cutting

initiatives.

5.8.3.3 Fringe benefits: This kind of financial benefit is occasionally provided to Employees. As

well as a provident fund, medical attention, gratuities, hospitalization payments, health and group

insurance, and uniforms, Agrani Bank offers its employees a host of benefits.
5.8.3.4 Perquisites: Management positions are eligible for unique benefits. The objective is to

retain talented executives. Examples of perks include a company car for business trips, club

membership, paid vacations, and a furnished home or place to stay.

5.8.3.5 Non-monetary benefits: Additionally, financial advantages, this benefit gives workers a

sense of fulfilment. It helps to energize staff in a new way. Include job sharing, flexible

scheduling, comfortable working conditions, competent supervision, challenging job

responsibilities, and recognition of merit through a certificate.

5.9 Reward

In the context of human resource accounting (HRA), management and employees are referred to

as "human assets" or "capital." Agrani Bank Limited is prepared to handle business with 960

branches and 11,389 employees spread out across the nation. The bank's top achievers receive

non-monetary rewards in the form of certificates and medals in order to motivate and push ABL's

best employees. This recognition occurs quarterly, every six months, or even once a year. The

image might be featured in the neighborhood paper, or the management or board might award a

special prize. As an alternative, additional benefits come in the form of paid time off, private

retirement plans, and other choices.

Employees of ABL receive a reward for their outstanding work. There are two types-

 Internal

 External.

5.9.1 Intrinsic Reward: Intrinsic Rewards are job-related job satisfaction on a personal level.

These are self-initiated rewards, like being proud of one's accomplishments.

5.9.2 Extrinsic Rewards: Extrinsic Rewards are monetary, professional, and other benefits. The

fact that they are external to the position and originate from outside sources, primarily

management, unites them.

5.9.3 Reward Plans as Short Term

5.9.3.1 Financial: For initiating a challenge among the members of ABL, the branch's or bank's

top performer is recognized quarterly, six months, or annually.

5.9.3.2 Non-financial: The ABL staff members receive certificates and awards for exceptional

performance. A picture of the performer is also published in the journals, and the management

wins a special prize.

5.9.3.3 The reward for the family members: This has been practised for a few years on ABL as

a reward for the family members. Children receive financial tips (cash/prize bonds) or non-

financial rewards (watches/ornaments Etc.) for achieving exceptional results or achievements.

5.9.4 Reward Plans as Long Term

5.9.4.1 Furniture loan: A furniture loan is available for employees ranging from AO to Chief

Officer at ABL.

5.9.4.2 House building loan: ABL offers home loans for individuals who have completed a

specific service period, with repayment options available over a more extended period.

Additionally, ABL provides educational loans for those seeking professional education.

5.9.4.3 Motorcycle/car loan: This is intended for full-time employees who have completed a

certain length of service.

5.9.4.4 Medical Facilities: Employees are provided with a monthly medical facility allowance

of 700 tk.

5.9.4.5 Provident Fund: Similar to other private sector banks, under traditional practices, 10%

of employees' salaries are deducted for provident fund purposes.

5.9.4.6 Gratuity: As per the standard practice of other banks in the private sector.

5.9.4.7 Maternity leave: Female employees are granted at least three months of maternity leave

before giving birth.

5.10 Benefits

The benefits package includes mandatory protection programs, compensation for time off,

optional insurance programs, personal retirement plans, and additional services.

5.10.1 Short-term benefits: The company considers salaries, wages, medical leave, maternity

leave, bonuses, allowances, paid annual leave, and other benefits expenses for the year

employees provide their services.

5.10.2 Termination benefits: Benefits for terminated employees are acknowledged once an

agreement has been contacted with the appropriate employee representatives regarding

redundancy terms. Otherwise, benefits will only be disclosed to individual employees after they

have been informed of the specific terms.

5.10.3 Pay for time not worked

5.10.3.1 Weekly Holiday: Agrani Bank staff members get Fridays and Saturdays off for their

weekly vacation. Additionally, male security guards are entitled to one day off for every 15

working days, resulting in two holidays per month for them.

5.10.3.2 Annual Holiday: Agrani Bank employees' annual leave schedule is determined by the

head office's published list of government-issued holidays. These holidays serve as the basis for

the schedule.

5.10.3.3 Festival bonus: ABL employees are entitled to full salary festival leave as per

government policy. The bank generously provides festival bonuses twice a year, including Eid-

ul-Fitr and Eid-ul-Adha bonuses for all religious employees and a one-month introductory

income festival bonus given twice a year. Employees who work on a festival day are entitled to

two days leave with full pay. Furthermore, employees receive a bonus of 20% of their basic

salary on Pahela Baishakh.

5.10.3.4 Sick Leave: ABL employees are eligible for 14 days of paid sick leave per year. To

claim this benefit, workers must provide a medical certificate or doctor's prescription from a

designated medical professional within 72 hours.

5.10.3.5 Confidential Leave: Employees are entitled to personal leave that can take up to 20

days at their discretion.

5.10.3.6 Maternity Leave: Female employees at Agrani Bank receive generous maternity leave

benefits, including six months of paid leave and the option for an additional six months of unpaid

leave. In cases of abortion or miscarriage, female employees may take up to six weeks of leave.

The competent authority may approve a six-month maternity leave for employees, ensuring that

Agrani Bank supports its female workforce during this critical time.
5.10.3.7 Accidental Leave: If an employee is injured at work or needs to be hospitalized due to

an accident or surgery, they can take Accidental Leave. ABL provides 21 days of paid leave for

this situation. Employees can take additional days if more time off is required, but they will not

be compensated for them. In exceptional cases, the authority may grant an extra 21 days of leave.

5.10.3.8 Extraordinary leave: "Extraordinary leave" refers to unpaid leave available to

employees who have worked for ABL for at least five years. Those with five years of service are

entitled to one year of special leave, while those with ten or more years are granted two years of

special leave.

5.10.3.9 Casual Leave: Casual leave may be granted if an ABL employee cannot report to work

due to an unexpected illness or a personal emergency. Up to three days of withdrawal may be

taken at once, only briefly.

5.10.4 Protection programs

5.10.4.1 Gratuity: The Gratuity Fund is a post-retirement or post-resignation benefit for

employees. A gratuity bonus is awarded to the employee for resignation, retirement, or layoff.

Employees of Agrani Bank will be compensated with 30% of their previous basic salary.

5.10.4.2 Group Term Life Insurance: Each staff member gets life assurance coverage upon

leaving the bank. All employees must sign the "Group Term Life Insurance Registration Form"

and place it in the HR/Personnel & Administration department for processing to be eligible for

the Group Term Life Insurance policy. Amounts of 10 to 15 lakhs taka are set aside for life

insurance, but the beneficiary will receive this benefit after the employee dies.

5.10.4.3 Welfare Funds: A tiny sum is taken out each month to contribute to the employee

welfare fund, though the exact amount depends on the employee's position. such as
 Job Designation Money deducted for the fund

Officer 100 Taka

Senior Officer 120 Taka

Principal Officer 160 Taka

Senior Principal Officer 170 Taka

Table 5.1: Welfare funds of ABL

A lump sum of 2 lakh taka is provided to employees for this fund. Employees in need or

experiencing an emergency can get assistance from the welfare fund, which makes them feel

secure. When an employee is seriously ill, the authority decides whether to grant him or her

assistance from the Welfare Fund based on the employee's application.

5.10.4.4 Superannuation Fund: One type of pension plan established by a business to benefit

its employees is superannuation. Another name for it is a company pension plan. This account

will increase tax-free. In Agrani Bank, authorities establish a supernatural fund for each officer

or employee, into which 75% of the officer or employee's basic salary is deposited each month

with no interest paid. After the officer, as mentioned earlier, or employee retires, the funds placed

in the superannuation fund are used to pay the monthly pension.

5.10.4.5 Termination benefits: Depending on the severity of their punishment, employees of the

termination period may or may not receive service benefits.

5.10.4.6 Suspension Benefit: The amount withheld during dismissal in cases of exemption from

suspension will be reimbursed by the authorities' determination of the appropriate punishment.

5.10.4.7 Retirement benefits: Retirement benefits are an additional widespread employment

booster. Each officer and executive will be eligible for the following perks after 25 years of

service:

((Last Basic Salary x 90%) x 50% x 230 months)]

Employees who have earned leave remaining after their service period will receive the

equivalent of 18 months' pay. The following standards will be used to specify the service benefits

in this case:

(Last basic salary × 18 months)

5.10.4.8 Security Fund: The fund's primary objective is to pay out a specific amount to the

regular confirmed staff member's dependent, heir, or designated beneficiary in the event of their

passing or severe illness. Anyone with Regular Confirmation is eligible for this benefit. The only

funding source for this benefit fund is the Bank's contribution.

5.11 Salary and Benefits Structure of Agrani Bank Limited

I cannot go into detail because banking documents are highly private. Still, after speaking with

one of the ABL DGMs and reviewing their annual report, I have estimated their pay structure as

follows:

Salary and Benefits

Designation Basic House Medical Conveyance Bonus

(Taka) Rent Allowance

General Manager 61250 45-55% 700tk 150tk Two festival

bonuses

Deputy General 56750 45-55% 700tk 150tk Two festival

Manager bonuses

Assistant General 53500 45-55% 700tk 150tk Two festival

Manager bonuses

Senior Principal 50000 45-55% 700tk 150tk Two festival

Officer bonuses

Principal Officer 38750 45-55% 700tk 150tk Two festival

bonuses

Senior Officer 35000 45-55% 700tk 150tk Two festival

bonuses

Officer 28500 45-55% 700tk 150tk Two festival

bonuses
 Table 5.2: Salary and Benefits structure of Agrani Bank Limited

5.12 Salary Statement of Agrani Bank Employees

This is the salary statement that has been published in the Annual report of ABL, 2020. From this

table we can have an idea about their distribution of Compensation.

Salary & Allowance Taka

Salaries- Officers 4,091,398,100
Salaries- Staff 344,097,836
Dearness Allowance (Officers & 82,009
Staff)
Fringe Benefit (Officer & Staff) 121,157,301
Bonus (Officers & Staff) 667,797,985
Banks Contribution to Provident 54,555,768
Fund
Banks Contribution to Employees 2,992,835,380
Pension Fund
Banks Contribution to Gratuity Fund 4,359,630
Conveyance Allowances 3,374,235
Entertainment Allowances 1,989,293
Children Education Allowances 49,372,977
Hill Allowances 2,389,839
Honorarium & Fees 30,129,118
Medical Expenses 738,468
Medical Expenses (Consultation 1,524,600
Fees)
Medical Allowances 194,202,291
Uniform and Other Apparels 7,113,973
Overtime Expenses 12,743,254
 Compensatory Allowances 263,400

Lunch Subsidy/Iftar Coupon 455,344,911

Leave Encashment 1,944,635

Sports and Cultural Activities 2,403,759

House Rent Allowances (Officers) 1,640,397,416

House Rent Allowances (Staff) 140,223,857

Wages Paid to Temporary Employees 323,906,632

Death Relief Grant Scheme -

Staff Transport Fare 34,996,827

Police & Ansar Expenses 505,706,709

Ex-Gratia 330,085

Evening, Night & Charge Allowance 6,715,875

Salary and Allowance of Head of ICC 1,720,000

Bangla Nobobarso Allowance 66,074,389

Salary & Allow-Executive 9,527,670

(Contractual)

Covid-19 Spl. Motivational (50,812)

Allowances

Total 11,769,367,410

Table 5.3: Salary Statement of Agrani Bank Employees (Source: Annual report of Agrani Bank
Limited-2021)

5.13 Training
A company can establish a skilled and knowledgeable workforce through training. Michael J.

Julius (1962) stated that "training is a process by which the aptitudes, skills, and abilities of

employees perform specific jobs are increasing." Training can raise a person's potential,

productivity, and performance. A well-organized learning and growth program ensures the

consistency of employees' expertise and knowledge.

Both on-the-job and off-the-job training falls under the category of ABL education.

5.13.1 On-the-job training: Gaining knowledge by doing. It denotes that the worker fulfills

training requirements for his coworkers while carrying out his duties. The course spends a

significant amount of time practicing what is being taught.

5.13.2 Off-the-job training refers to the instruction given to workers outside the office for a set

amount of time, say 15 to 20 days, in a training facility. During this time, the employee is exempt

from reporting to work. Nineteen executives and officers were sent abroad in 2007 at the

invitation of numerous foreign organizations for various training sessions, workshops, seminars,

conferences, and symposia to learn the most current banking practices.

5.14 Development

The top levels of the organization are the main targets of development. A manager's effectiveness

can be increased through training, perspective changes, or the acquisition of new skills. The steps

necessary for a manager to advance are as follows:

 Identifying the needs of the company (to increase competitiveness or fill upcoming

executive openings, for example)

 The managers' performance

 Instructing and preparing present and upcoming managers.

These actions are possible using these techniques:

 Job rotation

 Managerial on-the-job training

 A company-owned development facility

5.15 Training and Development of Agrani Bank Limited

Since founding in 1976 and through 2021, ABTI has trained 1,57,986 executives, officers, and

workers according to multiple training advertisements with 3,606 courses and workshops.

According to ABL's annual report from 2021, the organization alone gave 131 courses or

workshops to 22,333 participants. One hundred nineteen bank executives participated in two

management development training workshops and courses in 2020 to advance their managerial

skills. Due to Covid-19, there was no foundations course available in 2020. Additionally, using

the online learning environment ZOOM, ABTI has provided several courses for both current

officers and graduates of the banking foundation course.

With this in mind, the 2021–2022 training program was created to move forward and

contribute to the strategic edge of Agrani Bank Limited by developing skilled, dedicated, ethical,

and well-motivated human resources with need-based training.

It is an honour that there are a total of 183 training courses, as proposed by the advisory panel of

the Agrani Bank Training Institute and appropriately authorized by the knowledgeable Board of

Directors.

The training calendar for 9050 employees (executives, officers, and staff) for the year 2022

includes 15 management development courses (management knowledge), 11 foundation courses

(banking knowledge), one foundation course (promoted officer), 20 skill development courses

(technical knowledge), 81 workshops, 53 computer courses, and two research programs.

An important consideration has been given to numerous innovative programs after consultation

with the illustrious boards of directors of Agrani Bank Limited and ABTI. ABL Letter

Authorization System, Effective Performance Management of ABL, Awareness & Training

Program for Stakeholder Related to Custom Duty E-Payment, Interoperable Digital Transaction

Platform (IDTP), Strategy for Enhancing Business Performance, and Smart Banking (Internet &

Mobile Banking) have all been implemented this year.

To deal with the novel obstacles triggered due to Covid-19, ABTI established an online venue in

the prevailing situation. ABTI has been putting many attempts into generating human resources

that are enthusiastic, creative, and skilled. In terms of providing the banking industry with

outstanding human resource development, we hope ABTI will be a unique and outstanding

institution.
 Figure 5.8: A workshop on "Annual Performance Agreement (APA)" was held by Agrani Bank

Training Institute

The Agrani Bank's employees performed their tasks proficiently and according to company

policy. In some cases, HRPD chooses employees based on the business's long-term objectives,

the requirements of a new job, or the needs of new bank members. As an illustration, a Ramgonj

employee received training for the recently created banking function known as Islami Banking,

which is a part of ABL. He was trained for his new position and industry by the HRPD division.

To maintain high productivity and improve staff skill levels, Agrani Bank's HRPD and ABTI

collaborate.

5.15.1 Establishment of ABTI

Agrani Bank's Training Institute did not exist at first. Training is the only approach that exists for

the advancement of human resources. For the development of human resources, training is

essential. Training improves knowledge, develops skills, and affects the officers' and staff's

attitudes.
The Bank's management launched a full-fledged training institute with these goals. On December

24, 1976, Agrani Bank Training Institute opened its doors at 18 Bangabandhu Avenue in Dhaka.

Mr M. Nurul Islam, the former governor of the Bangladesh Bank, officially opened the Institute.

Later, in October 1996, the Institute's location was changed to 35/C, Naya Paltan, VIP Road,

Dhaka. The Institute moved to our facilities at 183 Satmasjid Road, Dhanmondi, Dhaka, on April

25, 2014.

The training plan for the Bank is being created and carried out by Agrani Bank Training Institute.

The Institute is responsible for creating the course curricula, reading lists, and course materials

for training officers and staff members. The Training Institute additionally plans and manages

training initiatives at the Circle/Zonal levels. The Institute provides instruction through a

predetermined training schedule on general banking and management to increase the

professional effectiveness of all officers and managers. The Bank's officers and staff members

receive orientation and foundation training similarly to advance their professional knowledge

and abilities. For the overall growth and welfare of the Bank and society, the Institute holds

seminars and conferences on various topics for senior executives and seasoned bankers. Agrani

Bank began operating as a Public Limited Company on November 15, 2007, with renewed zeal,

enthusiasm, and commitment. With a new attitude, this change has broadened the training's

focus. The Training Institute offers to emphasize new courses, methods of training, and course

contents to keep up with the changes and introduction of new tools and techniques for putting

government and regulatory body regulations into practice and for putting reforms and

modernization of the Bank into effect.

5.15.2 Vision Statement for ABTI

To enhance Agrani Bank Limited's strategic capability by developing a trained workforce that is

knowledgeable, devoted, moral, and highly motivated.

5.15.3 Mission Statement for ABTI

 Based on assessments of training needs at the individual, task, and organizational levels,

impart training to increase knowledge, develop skills, and change the workforce's

attitude.

 To put together a training program based on adapting to changes and introducing fresh

ideas and methods to the Bank's business strategy.

5.15.4 Job Specification of ABTI

 Create a training calendar for the year.

 Create the course training schedule following the training calendar.

 The creation of reading materials.

 Plan training sessions under the schedule and as required.

 Evaluate the participants and let everyone know.

 Create a training budget for authority approval.

 Keep track of training records and give MIS the data it needs.

 Keep accurate accounting records.

 Remain in touch with the top training facilities in the nation.

5.15.5 ABTI Administration

Honorable Chairman, Directors of the Board of Directors, the Managing Director and CEO,

Deputy Managing Directors, and General Managers of ABL are guests of honor in the training
sessions along with the Director and Faculty Member of ABTI. Along with the seasoned Deputy

General Managers, Assistant General Managers, and Senior Principal Officers of ABL, guest

speakers encompass faculty members from various universities, trainers from BB, BIBM, BBTA,

and ICAB, as well as government representatives.

Sl. Name Designation Role

1 Suprova Saeed Deputy General Manager Director

2 Md. Helal Uddin Assistant General Manager Faulty Member

3 Manwara Begum Assistant General Manager Faulty Member

4 Ms. Shahedara Parvin Assistant General Manager Faulty Member

5 Md. Mizanur Rahman Assistant General Manager Faulty Member

6 Farzana Begum Assistant General Manager Faulty Member

Table 5.4: Director and Faculty Members of ABTI

5.16 Workshop

The workshop enables participants to gain practical experience learn from one another, and share

experiences to accomplish goals. The workshop fosters creativity, critical thinking, and learning.

Periodically, Agrani Bank Limited has organized AML training/workshops through HR Training,

Research & Development Division to raise awareness among the bank's staff. The Committee

suggested setting up risk-based audit training and workshops to classify the branches according

to risk.
With the assistance of the HR Training, Research & Development Division, ABL has

periodically held AML training/workshops to raise awareness among the bank's staff. Need-

based courses and workshops were added to the training calendar in 2022 after considering their

significance and the current demand.

Sl Course/Workshop No. of Number of

No. Course participants

1 Management Development Courses 7 925

(management knowledge)

2 Foundation Courses (Banking _ _

Knowledge)

3 Foundation Courses (Promoted Officers) _ _

(Banking Knowledge)

4 Skill Development Courses (Technical 16 1,044

Knowledge)

5 Workshop 90 17,837

6 Computer Course 45 2,527

Total 158 22,333

Table 5.5: Statement of participants and internal & guest speakers of different courses/

workshops conducted by ABTI on 2021

5.17 Performance Appraisal

Human resources (HR) departments typically create performance

reviews as a way for employees to advance their careers. They provide

employees feedback on how pleasingly they do their jobs, ensuring they

manage and achieve the set goals and offering assistance if necessary.

A performance assessment regularly appraises an employee's work

performance and broader interaction with the enterprise. Performance is

an outcome or result of an individual's actions, according to Chen &

Eldridge (2010). The ongoing assessment of a person's accomplishments

in work-related tasks within the organization is known as performance

appraisal.

Companies use performance appraisals (annual reviews, performance

evaluations, or employee appraisals) to give employees general feedback

Figure 5.9: Performance Appraisal
on their work, support pay raises and bonus payments, and determine Process

whether to fire employees. They are annual, semiannual, or quarterly but can be carried out

anytime. Performance evaluations facilitate choosing ways to disperse the organization's

inadequate collaboration of funds for soaking out rewards, such as raises and bonuses. They give

businesses a way to identify which employees have made the most considerable contributions to

their growth so that they can appropriately reward their top performers.

Additionally, performance reviews assist employees and their managers in developing a strategy

for professional growth that includes more training, more responsibility, and ways for employees

to advance in their careers.The performance review should be one of many occasions when
managers and employees discuss each other's contributions throughout the year. Increased

communication between managers and staff fosters stronger working relationships and lessens

the strain of annual reviews.

5.17.1 Appraisal Methods

Typically, an established and formal method, such as one or more described in this section, is

used to conduct the appraisal.

5.17.1.1 Graphic Rating Scale: A scale with a variety of characteristics and performance levels

for everyone. The employee is then rated by deciding which scale best captures the degree of

performance for all traits.

5.17.1.2 Alternation Ranking Method: Ranking employees based on a specific trait compared

to best to worst, selecting the highest-ranking employee first, then the lowest, and so forth.

5.17.1.3 Paired Comparison Method: Creating a chart of all possible employee pairs for every

attribute and determining who is superior in the team makes it possible to rank employees.

5.17.1.4 Forced Distribution Method: The placement of predetermined percentage rates in

different performance areas behaves similarly to assessing on a curve.

5.17.1.5 Critical Incident Method: Maintaining a record of unusually good or bad examples of

an employee's workplace conduct and assessing it with the employee at predetermined intervals.

5.17.1.6 Behaviorally Anchored Rating Scale (BARS): An assessment of performance

approach that anchors a quantitative scale with specific narrative examples of good and bad

performance, combining the advantages of critical narrative incidents and quantified ratings.
5.17.1.7 Management by Objectives (MBO): Establish clear, quantifiable goals with each

employee and periodically assess performance.

5.17.2 Performance Appraisal of Agrani Bank Limited

Partially utilizing the Graphic Rating Scale Method is Agrani Bank Limited. Each person in this

situation uses a different format for evaluating. Though there are some exceptions for the senior

level, the procedure for filling out the form corresponds for almost junior to senior employees.

The employees must complete the first page independently but must sign in on each subsequent

page according to the format's design. The evaluation of employees is done using a point system.

For instance, employees with a banking diploma are given extra credit, and M.B.A. holders are

given more credit than Graduate and Masters's pass holders. Additionally, there is a provision for

employees who bring in more deposits or have excellent customers to receive bonuses. The

divisional head assigns each employee a grade based on these factors. The appraisal form will

then be forwarded to the human resources division. This form is typically sent to HRD from all

over the nation. After receiving all the forms, they prepare them for the top management's final

assessment. There is usually an evaluation team that chooses the most deserving candidates. The

Board then received a list for final acceptance.

Employees are evaluated for potential promotions every four years using the performance

appraisal techniques ABL uses. The bank advertises the uprise promotion based on two criteria,

subject to the vacancy. These categories comprise seniority (25%) and merit (75% each).
Findings and Discussion
6.1 Analysis of the Study

The study has included close-ended questions to arrange relevant data easily. Additionally, some

open-ended questions would have aided in getting accurate answers. The questionnaire was

administered to 25 employees in this Bank. The study has adopted Random sampling. After

completing the survey, all the questionnaires were assembled, and all the data were placed into

Microsoft Excel.

6.1.1 Gender of Respondents

This survey received 25 responses overall because the respondents were employees of the

companies. The subsequent chart demonstrates the gender frequency of the respondents:

Table 6.1: Gender of Respondents

Particular Respondents Percentage of

s Frequency

Male 20 80%

Female 5 20%

Total 25 100%
 90
80
70
60
50
40
30
20
10
0

Female Male

Figure 6.1: Gender of Respondents

Interpretation

The above figure shows that most of the employees that are 80% are male and 20% are female in

this report.

6.1.2 Educational Credentials of Respondents

The dimensions of education of the respondents are provided in the descending chart:

Table 6.2: Educational Qualification of Respondents

Qualification Frequenc Percentage of

y Frequency

Master degree 12 48%

Bachelor 10 40%

degree

Others 3 12%

Total 25 100%
 Chart Title
14

12

10
Master degree
8 Bachelor degree
Others
6

Figure: 6.2 Educational Qualification of Respondents

Interpretation

We can glimpse about Educational Qualifications of Respondents. Here 48% of respondents

owned an educational qualification Master's degree, 40% of respondents’ educational

qualification Bachelor's degree and others said 12% of respondents.

6.1.3 Experience of Respondents

In this portion of the survey, I questioned the officers of this bank about their Years of

Experience. Then they were delivered a response that is presented below:

Table 6.3: Experience of Respondents

Years of Frequency Percentage of

Experience Frequency

3 to 5 years 12 48%

5 to 8 years 8 32%
 8 to 10 years 3 12%

10 and above 2 8%

Total 25 100%

14

12

10

8 3 to 5 tears
5 to 8 years
8 to 10 years
6 10 and above

Figure-6.3: Experience of Respondents

Interpretation
From this formation, we can notice the experience of respondents. Here 48% of respondents
experience 3-5 years, 32% undergo 5-8 years, 12% experience 8-10 years, and 8% venture 10
and above years of experience in this contemplation.

6.2 Questionnaire Analysis

6.2.1 Human Resource Department properly contributes to our job

Table 6.4: Human Resource Department properly contributes to our job.

Response Frequency Percentage of

Frequency

Strongly Disagree 0 0%
 Disagree 0 0%

Neutral 2 8%

Agree 20 80%

Strongly Agree 3 12%

Total 25 100%

25

20

Strongly Disagree
15
Disagree
Neutral
Agree
10
Strongly Agree

Figure 6.4: Human Resource Department properly contributes to our job.

Interpretation

Effective human resource activities are highly influential in every organization for organizational
improvement. With proper HR governance, workplace approaches keep up with essential
defensive measures and performance and resolve issues between team members, the detouring
risk for the company and its employees. Employees asked whether Human Resources
Department properly contributes to their job. 80% agreed, and 8% of respondents said a neutral
level of satisfaction. Employees expressed that they get the expected remuneration.

6.2.2 ABL places the right person in the right job.

 Table 6.5: The right person in the right job.

Response Frequency Percentage of

Frequency
Strongly Disagree 0 0%
Disagree 5 20%
Neutral 1 4%
Agree 14 56%
Strongly Agree 5 20%
Total 25 100%

16

14

12

10 Strongly Disagree
Disagree
8 Neutral
Agree
6 Strongly Agree
4

Figure 6.5: The right person in the right job

Interpretation

The above formation demonstrates that 56% of respondents agree they are the right person for
the right job at Agrani Bank Limited. ABL places the right person in the right job.

6.2.3 We are encouraged to participate in various seminars and workshops etc.

Table 6.6: We are encouraged to participate in various seminars and workshops etc.
Response Frequency Percentage of
Frequency
 Strongly 1 4%
Disagree

Disagree 2 8%

Neutral 2 8%

Agree 17 68%

Strongly Agree 3 12%

Total 25 100%

18
16
14
12 Strongly Disagree
10 Disagree
Neutral
8 Agree
6 Strongly Agree
4
2
0

Figure 6.6: We are encouraged to participate in various seminars and workshops etc.

Interpretation

In answer to this query, 68% of respondents of ABL said that they agree, and 8% said they are
neutral about being inspired to participate in various seminars and workshops. Here, the plurality
of the respondent agrees about participating in various seminars and workshops of ABL. Also, I
have seen very close to that.

6.2.4 We are being paid adequately for the work we do

Table 6.7: We are being paid adequately for the work we do

Response Frequency Percentage of

Frequency

Strongly 0 0%
Disagree

Disagree 3 12%

Neutral 3 12%

Agree 14 56%

Strongly 5 20%
Agree

Total 25 100%

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 5.6: We are being paid adequately for the work we do

Interpretation

In response to this question, 56% of respondents of the ABL said that they agreed, 12% said that
they disagreed and 0% highly disagreed about their current salary.

The majority of the respondent is satisfied with their current salary. Those who are not satisfied
with their salary they claim that, according to them pay scale is low rather than other banks.
Though they have adequate job security, they only work for this causality.
6.2.5 ABL Conducts training and development programs regularly.

Table 6.8: ABL Conducts training and development programs regularly.

Response Frequency Percentage of

Frequency

Strongly Disagree 1 4%

Disagree 2 8%

Neutral 1 4%

Agree 14 56%

Strongly Agree 7 28%

Total 25 100%

16
14
12
Strongly Disagree
10 Disagree
8 Neutral
6 Agree
Strongly Agree
4
2
0

Figure 6.8: ABL Conducts training and development programs regularly

Interpretation

From the above figure, it is heeded that out of 100% of respondents, 28% said strongly agreed,
56% said they agreed, 4% said neutral, and 4% said they disagreed with the training and
development program regularly. So, we can state that ABL Executes training and development
programs regularly.
6.2.6 The contents of the training programs organized are always relevant to the changing
needs of our jobs

Table 6.9: The contents of the training programs organized are always relevant to the changing
needs of our jobs

Response Frequency Percentage of

Frequency

Strongly Disagree 1 4%

Disagree 2 8%

Neutral 2 8%

Agree 15 60%

Strongly Agree 5 20%

Total 25 100%

16
14
12 Strongly
Disagree
10 Disagree
8 Neutral
6 Agree
4 Strongly
Agree
2
0

Figure 6.9: The contents of the training programs organized are always relevant to the changing
needs of our jobs
Interpretation

The above figure demonstrates that 80% of respondents agree that organized training agendas are
always pertinent to the changing demands of their jobs. ABL's current essentials of the
employees are established on something other than their performance assessment.

6.2.7 We are satisfied with the leave facilities of Agrani Bank Limited
Table 6.10: We are satisfied with the leave facilities of Agrani Bank Limited

Response Frequency Percentage of

Frequency

Strongly Disagree 3 12%

Disagree 9 36%

Neutral 5 20%

Agree 5 20%

Strongly Agree 3 12%

Total 25 100%

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Strongly Disagree Disagree Neutral

Agree Strongly Agree

Figure 6.10: We are satisfied with the leave facilities of Agrani Bank Limited

Interpretation

In reply to this inquiry, 58% of respondents of the ABL said they are dissatisfied with the leave
facilities. 36% of respondents said they were satisfied, and 7% said they were neutral about their
leave facilities. The plurality of the respondent is not satisfied with their leave facilities. Most
employees comment that they have only government holidays and annual leave, about 33 days to
gather, which should be improved.
6.2.8 We are often asked by our supervisors to participate in decision making

Table 6.11: We are often asked by our supervisors to participate in decision making

Response Frequency Percentage

of
Frequency

Strongly Disagree 0 0%

Disagree 3 12%

Neutral 0 0%

Agree 17 68%

Strongly Agree 5 20%

Total 25 100%

18
16
14
12 Strongly Disagree
Disagree
10
Neutral
8
Agree
6 Strongly Agree
4
2
0

Figure 6.11: We are often asked by our supervisors to participate in decision making

Interpretation

Out of 100% of respondents, 68% said they agreed and were satisfied with the statement of
participation in decision-making offered by supervisors, 20% said they strongly agreed, and 12%
said they disagreed. Concerning a team in the decision-making process can aid the fundamental
alliance. The quality of the decisions made will enhance because the bank employees have an
honorable mix of aptitudes and expertise at the table.
6.2.9 Rewards and incentives are fairly distributed in our organization

Table 6.12: Rewards and incentives are fairly distributed in our organization

Response Frequency Percentage of

Frequency

Strongly Disagree 0 0%

Disagree 3 12%

Neutral 0 0%

Agree 17 68%

Strongly Agree 5 20%

Total 25 100%

25

20
Strongly Agree
15 Agree
Neutral
10 Disagree
Strongly Disagree
5

Figure 6.12: Rewards and incentives are fairly distributed in our organization
Interpretation

The graph reveals that out of 25 respondents, 68% of total respondents agree, and 20% strongly
agree with the assertion. Moreover, 12% of respondents disagreed, and 0% strongly disagreed
with the argument. Hence most of the respondents agreed with the statement. So rewards and
incentives are fairly allocated in ABL.

6.2.10 Our management is competent enough to lead the organization towards prosperity
 Table 6.2.13 Our management is competent enough to lead the organization towards prosperity

Response Frequenc Percentage of

y Frequency

Strongly Disagree 0 0%

Disagree 0 0%

Neutral 0 0%

Agree 17 68%

Strongly Agree 8 32%

Total 25 100%

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

0% 20% 40% 60% 80% 100%

Figure 6.2.13 Our management is competent enough to lead the organization towards prosperity

Interpretation

In reply to this question, 68% of respondents of the ABL said they wereagreed, and 32% said
they were disagreed with the statement of management's competency to lead the organization
toward prosperity. So, we can say that the management of ABL is competent enough to lead the
organization towards prosperity.

6.2.11 We feel our performance appraisal has been fair and objective
 Table 6.2.14: We feel our performance appraisal has been fair and objective

Response Frequency Percentage of

Frequency

Strongly Disagree 2 8%
Disagree 7 28%

Neutral 3 12%

Agree 10 40%

Strongly Agree 3 12%

Total 25 100%

12

10

8 Strongly Disagree
Disagree
6 Neutral
Agree
4 Strongly Agree

Figure 6.2.14: We feel our performance appraisal has been fair and objective
Interpretation

In response to this inquiry, 40% of respondents of ABL said that they agreed, 28% disagreed, and
12% judged ABL's performance appraisal as fair and factual. So, we can say that the
performance appraisal of ABL is equitable and ideal.

6.2.12 The impact on inflation is adjusted with the compensation structure

 Table 6.2.15 The impact on inflation is adjusted with the compensation structure

Response Frequency Percentage of

Frequency

Strongly Disagree 5 20%

Disagree 10 40%

Neutral 3 12%

Agree 4 16%

Strongly Agree 3 12%

Total 25 100%

12

10

8 Strongly Disagree
Disagree
6 Neutral
Agree
4 Strongly Agree

Figure 6.2.15 The impact on inflation is adjusted with the compensation structure

Interpretation

The diagram shows that out of 25 respondents, 12% have a neutral status, 12% of total
respondents agree, and 16% strongly agree with the assertion. Moreover, 40%respondents
disagreed, and 20% of respondents strongly disagreed with the opinion. It can be said that most
of the respondents disagreed with the statement. So, it is required to structure the compensation
system adequately.
6.2.13 HR Department is efficient in the Selection Policy of the employees

Table 6.2.15: HR Department is efficient in the Selection Policy of the employees

Response Frequency Percentage of

Frequency

Strongly Disagree 0 0%

Disagree 1 4%

Neutral 2 8%

Agree 17 68%

Strongly Agree 5 20%

Total 25 100%

18
16
14
12 Strongly
Disagree
10 Disagree
8 Neutral
Agree
6 Strongly Agree
4
2
0

Figure 6.2.15: HR Department is efficient in the Selection Policy of the employees

Interpretation

The above figure shows that 68% of respondents agree with the efficiency of the employee
selection policy of the HR Department. ABL's current selections of a candidate are unbiased and
precise.

6.2.14 We are satisfied with the benefits we receive

 Table 6.2.16: We are satisfied with the benefits we receive

Response Frequency Percentage of

Frequency

Strongly Disagree 1 4%

Disagree 10 40%

Neutral 4 16%

Agree 7 28%

Strongly Agree 3 12%

Total 25 100%

12

10

8 Strongly Disagree
Disagree
6 Neutral
Agree
4 Strongly Agree

Figure 6.2.16: We are satisfied with the benefits we receive

Interpretation

The diagram exhibits that out of 25 respondents, 16% of the respondents have a neutral status,
40% of the respondents are dissatisfied, 4% of respondents are very dissatisfied, and 12% of
respondents are satisfied. Nevertheless, 28% of the respondents are very satisfied with the
benefits of ABL. It alludes that most respondents are not satisfied with the benefit structure of
ABL. So, it should be devised.
6.2.15 Our organization recognizes the career growth needs of its employees

Table 6.2.17: Our organization recognizes the career growth needs of its employees

Response Frequency Percentage of

Frequency

Strongly Disagree 1 4%

Disagree 19 76%

Neutral 2 8%

Agree 3 12%

Strongly Agree 0 0%

Total 25 100%

20
18
16
14
Strongly Disagree
12 Disagree
10 Neutral
8 Agree
Strongly Agree
6
4
2
0

Figure 6.2.17: Our organization recognizes the career growth needs of its employees
Interpretation

Career Opportunity Career development is an essential aspect of Human Resource Management.

Employees have questioned whether career prospects exist at Agrani Bank Limited. 76% of
employees opined that ABL does not recognize its employees' career growth needs. 8% were in a
neutral position. 12% viewed that they have the opportunity to promote their career.

6.2.16 ABL cares for employees’ general satisfaction at work

 Table 6.2.18: ABL cares for employees’ general satisfaction at work

Response Frequency Percentage of

Frequency

Strongly Disagree 0 0%

Disagree 0 0%

Neutral 2 8%

Agree 20 80%

Strongly Agree 3 12%

Total 25 100%

25

20

Strongly Disagree
15 Disagree
Neutral
10 Agree
Strongly Agree

Figure 6.2.18: ABL cares for employees’ general satisfaction at work

Interpretation
Table 6.2.18 shows that 80% of employees agreed with care from the bank for their general
satisfaction at work. 12% opined strongly, and 8% of respondents were neutral. So, it is
articulated that ABL cares for employees’ job satisfaction.
 Chapter 7
Recommendation and Conclusion

7.1 Recommendation

I've learned a few occasional things about the HR procedures used at Agrani Bank Limited now
that the study is complete. Now I'd like to offer some suggestions that could help Agrani Bank
Limited's human resources department improve. They are as follows:

1. First of all, the main important thing for an organization is the Recruitment, which exists
in this bank, is not well designed. The bank usually recruited people in tradition way. In
this case what they can do is that they can go for campus recruitment, hire institute for
 helping them recruiting people. Because the institutes are well equipped than the bank.
They can also go for online recruitment, which is a modern method.
2. From the point of Training, it can be said that their training course is well but not that
much practical. They provide training to their employees is their training institute or send
them to BIBM which is one of the reputed institutions for the bankers to be to be trained
up. In this sort of training, they usually get theoretical idea. In this case they can also
arrange on the job training which will enables the employees to learn more effectively.
3. Another thing is that after getting training the employee usually not posted it their
properly area. For example, an employee got training in Credit but he has been posted
Foreign Exchange Department, in this case what happened is that after couple of time he
forgot the content of the training. So, it should be kept in mind that after training they
should be properly posted.
4. Another problem is in their performance appraisal system is quite back dated. Usually, an
employee is eligible to get promotion every after 03 years. But which is not true as a
result employees got frustrated could not concentrate in their work besides there is not
option for performance basis promotion. In this case it has to me taken into consideration
that promotion is motivation, which is useful for employees. As a result, it will also
useful to reduce employee turnover.
5. The bank does not have have compensation for its employees which is low comparatively
very low in the organization, which should be increased.
6. There should be also option for reward system which is not present in this bank

7.2 Conclusion

Many new banks have been established in the last few years which have made the banking sector
very competitive. So, now the banks need to organize their operation and do their operations
according to the need of the market. The main task for banks is to survive in this competitive
environment by managing its assets and liabilities in an efficient way. As an intern of Agrani
Bank Ltd at Ramgonj Branch, I have really enjoyed my Report from the side of learning to the
side of experience perspective. I am sure that this three-month Report program in ABL will help
me to acknowledge profession in the occupation market.

However, during my internship it was very little workable for me to go to the depth of branches'
sections thoroughly due to the time restrictions. Agrani Bank Limited (ABL) is one of the
generally extended Banks in Bangladesh. Because of the risk deposit shortage, this Bank may
minimize its different types of unnecessary expenditure and they should maximize profit through
launching new schemes and obtain different people’s belief. Finally, it can be said that each
association has its positive and also negatives issues. ABL are continuously trying to reach at the
pick of progress it seems that in near future their negatives will be eliminated. Fifty-one years
which has started from October 1972 to May 2023 is not a long time of their Bank’s
establishment. They have become one of the reputed private State-owned banks in the country.
So it can be expected that ABL will reach the highest level of success very shortly. I wish the
Bank all achievement and flourishing in their field.

References

Anjum, N., & Rahman, M. M. (2021). Performance appraisal and promotion practices of public

commercial banks in Bangladesh-a case study on acr method. SEISENSE Journal of

Management, 4(3), 1-16.

Halim, S. S. A., & Zeki, A. M. (2012, November). Manpower model for human resource planning

management. In 2012 International Conference on Advanced Computer Science Applications and

Technologies (ACSAT) (pp. 336-339). IEEE.

Islam, A. K., & Islam, N. (2016). Human Resource Management Practices in Government Companies of

Bangladesh: A Case Study. Australasian Journal of Business, Social Science and Information

Technology (AJBSSIT), 2(4).

Julius, M. J., & Schlender, W. E. (1962). Management in Perspective. Academy of Management

Journal, 5(2), 179-184.

Kamran, A., Dawood, J., & Hilal, S. B. (2015). Analysis of the recruitment and selection process.

In Proceedings of the Ninth International Conference on Management Science and Engineering

Management (pp. 1357-1375). Springer Berlin Heidelberg.

Rahman, M. (2020). Study on the Services Provided by the State-Owned Banks. Study on the Services

Provided by the State-Owned Banks (November 15, 2020).

Subat, A., Rahman, M. M., & Rahman, M. R. (2020). Employees Perception on Recruitment and Selection

Process in Banking Sector of Bangladesh. The Journal of Management Theory and Practice

(JMTP), 21-27.

Appendices

Questionnaire Survey
 On

Human Resource Management Practices in Agrani Bank Limited

Ramgonj Branch, Laxmipur

Dear Sir,

This study aims to recognize various HRM practices and their connections to particular
organizational outcomes. The statements below discuss a variety of HRM procedures and their
results. Please express how far these practices and their outcomes are prevailing in your
organization by indicating your level of agreement/disagreement on a five-point scale.

Your information will only be used for research (internship program) purposes; it will not be
used for any commercial endeavors. Please allow some time from your valuable schedule to
express your true sentiments. The provided information will be kept private and confidential.
Thank you for your affiliation.

[Personal details of the respondent]

Name of the Respondent:

Age:

Designation:

Years of experience:

Present address:

Contact no:

Put a tick (√) mark that best reflects your opinion.

Questions Strongly Disagree Neutral Strongly Agree

Disagree Agree
1. Human Resource
Department properly
contributes to our job.
2. ABL places the right
person in the right job.

3. We are encouraged to
participate in various
seminars and workshops
etc.
4. We are being paid
adequately for the work
we do.

5. ABL Conducts training

and development
programs regularly.

6. The contents of the

training programs
organized are always
relevant to the changing
needs of our jobs.

7. We are satisfied with the

leave facilities of Agrani
Bank Limited.
8. We are often asked by
our supervisors to
participate in decision
making.
9. Rewards and incentives
are fairly distributed in
our organization
10. Our management is
competent enough to
lead the organization
towards prosperity
11. We feel our performance
appraisal has been fair
and objective
12. The impact on inflation
is adjusted with the
compensation structure.
13. HR Department is
efficient in the Selection
Policy of the employees

14. We are satisfied with the

benefits we receive

15. Our organization

recognizes the career
growth needs of its
employees.
16. ABL cares for
employees’ general
satisfaction at work.