Professional Documents
Culture Documents
Table of Contents
1.
2.
3.
4.
5.
3.1
Location .............................................................................................................................................. 11
3.2
Climate ................................................................................................................................................ 12
3.3
3.4
3.4.1
Demography .............................................................................................................................. 12
3.4.2
Religion ..................................................................................................................................... 13
3.4.3
Culture ....................................................................................................................................... 14
Recruitment ......................................................................................................................................... 14
4.2
4.3
4.4
4.5
4.5.1
4.5.2
5.2
5.2.1
5.2.2
5.2.3
5.2.4
5.2.5
5.2.6
5.2.7
5.2.8
5.2.9
5.2.10
6.
7.
Conclusion ................................................................................................................................................... 31
8.
Bibliography ................................................................................................................................................ 32
Page | 1
1. What is HRM?
Human Resource Management (HRM) is universal in terms of strategies, policies and
processes. The term has gradually replaced personnel management. Managing and
developing human resources in the international (global) setting is increasingly recognized as
a central challenge, particularly to multinational companies (MNCs). Human resource
management is both academic theory and a business practice that addresses the theoretical
and practice techniques of managing a workforce. While the theoretical aspects of the
discipline may also be universal, the same cannot be said of its practice. The paper defines
human resource management, the theoretical basis of the discipline, business practice and
global or international human resource management. Thereafter, the paper concentrates on
global perspective or issues in international human resource management practice.
Human resource management is the strategic and coherent approach to the management of
an organizations most valued assets the people working there who individually and
collectively contribute to the achievement of the objectives of the business. The terms
human resource management (HRM) and human resources (HR) have largely replaced
the term personnel management as a description of the processes involved in managing
people in organizations.
HRM is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and training. (Heathfield)
Human resource management can also be defined as the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who work
in the organization. As a change agent, it is concerned with the nature of and regulation of the
employment relationship at the level of the workplace and broader society.
The human resource management model emphasizes-.
Page | 2
The theoretical discipline is based primarily on the assumption that employees are individuals
with varying goals and needs, and as such should not be thought of as basic business
resources, such as trucks and filing cabinets. It takes a positive view of workers, assuming
that virtually all wish to contribute to the enterprise productively and that the main obstacles
to their endeavors are lack of knowledge, insufficient training, and failure of process. It is an
innovative view of the workplace management, which, asserts that human techniques when
properly practiced, are expressive of the goals and operating practices of the enterprise
overall.
As an academic theory, the goal of human resource management is to help an organization to
meet strategic goals by attracting, and maintaining employees and also to manage them
effectively. The key word here is fit, that is, human resource management approach seeks
to ensure a fit between the management of an organizations employees, and the overall
strategic direction of the company. The basic premise of the academic theory of human
resource management is that humans are not machines; therefore, we need to have an
interdisciplinary examination of people in the workplace. That is why fields such as
psychology, industrial engineering, industrial and organizational psychology, industrial
relations, sociology etc plays a major role.
Examples of core qualities of HR management are extensive knowledge of the industry, leadership,
and effective negotiation skills. (human resource management (HRM))
Workforce planning
Skills management
Page | 3
Personnel administration
Time management
Performance appraisal.
Page | 4
The extent to which HRM policy and practice should vary in different countries. (This
is also known as the issue of Convergence and Divergence).
The approaches used to select, deploy, develop and reward expatriates who could be
nationals of the parent company or third-country nationals (TCNs) nationals of
countries other than the parent company who work abroad in subsidiaries of that
organization.
Page | 5
Another issue facing international organizations is the extent to which their human resource
(HR) practices should either converge worldwide to be basically the same in each location,
or diverge to be differentiated in response to local requirements. There is a natural tendency
for managerial traditions in the parent company to shape to the nature of key decisions, but
there are strong arguments for giving as much local autonomy as possible in order to ensure
that local requirements are sufficiently taken into account. (This is known as global/local
dilemma). Convergence may be increasing as a result of the following factors:
Page | 6
Cultural Diversity:
Culture and environment diversity is a key issue in international human resource management
(HRM). In a study that become a classic in the study of cultural differences, Hofstede (1980)
investigated value differences between over 11,000 employees in some 40 countries
employed by International Business Machine (IBM). His study focused on the influence of
national culture on the sub-cultures of the worldwide organization, and four key dimensions
were identified.
1. Individualism versus Collectivism - where individualism is a national cultural
attribute that favours people looking to themselves and their families as their first
priority, and where collectivism is an attribute that favours people giving their prime
loyalty to, and finding protection in, the wider group. The concept of individualism
vs. collectivism deals with how individuals fundamentally live their lives socially;
whether they on a deep level think more as individuals or collectively as members of
groups when compared to other individuals or groups. (Rudenstam, 2012)
2. Power Distance i.e. the extent to which different cultures accept different
distributions of power within the society; High Power distance society accepts wide
differences of power between those at the top of society and those at the bottom,
while Low Power distance society sees power as being shared much more equitably,
leaving less of a power gap between the top and the bottom ranks.
3. Uncertainty Avoidance i.e. the extent to which a society is tolerant of uncertainty
and which therefore feels less need to avoid it (Low Avoidance) or feels threatened by
it (High Avoidance).
4. Masculinity versus Femininity i.e. where a nation has a tendency to prefer
assertiveness and materialism (masculinity), or has a higher concern for relationships
and the welfare of others (femininity).
Page | 7
Comparing the results obtained from the 40 different countries against the criteria of the
framework, produced 8 culture clusters, labeled according to geographical areas (Asian,
Near Eastern and Nordic) or language (Latin, Germanic and Anglo) and economic
development (Less developed or More developed).
High Individualism
Low Individualism
Medium Masculinity
Medium individualism
Low individualism
High masculinity
Medium masculinity
Countries: Japan
Near Eastern
Germany
Low Individualism
Medium Individualism
Medium Masculinity
High Masculinity
Page | 8
Anglo
Nordic
High Individualism
Medium Individualism
High Masculinity
High Masculinity
Finland, Netherlands
Japanese organizations
American organizations
only)
Promote from within
Shared decision-making
Individual decision-making
efforts
achievements
Page | 9
They could offer more secure employment prospects and better prospects of a career
They could place greater reliance on team-spirit and on recognizing the contribution
of individuals to team effort
They could encourage greater mutual respect between managers and their staff.
Page | 10
ordination, control and autonomy and maintaining the appropriate balance are critical to the
success of the multinational company.
To achieve this balancing act, there are six capabilities that enable firms to integrate and
concentrate international activities and also separate and adopt local activities:
Building global brand equity while honoring local customs and laws;
3. Bangladesh in Brief
3.1
Location
Bangladesh is situated from 2034 North Latitude to 2638 North Latitude; and from 8801 East
Longitude to 9241 East Longitude.
Geographically it is positioned in the Ganges delta. Three large rivers, Ganges, Meghna, Brahmaputra
and their subsections carries rich soil with them making the land one of the most fertile in this region.
Most of the country is situated at less than 12 m above the sea level and if the sea level rises only 1m
about 10% of the land will be loss.
Page | 11
3.2
Climate
We all know that the geographic location and the climate play a very important role in shaping the life
of the people and the development of the country. Bangladesh has a tropical climate. The main
characteristics of this climate are that the summer is long and the winter is very short. The winter is
mild and starts from October and ends near the end of March. The summer is hot and humid they last
from the end of March till July.
3.3
Natural Calamities
Powerful cyclone and flood are the two most disruptive natural calamities of Bangladesh. The recent
natural disaster that took place in Bangladesh was on November 15, 2007. It was a cyclonic storm
named SIDR that brought havoc in southern and central Bangladesh. Millions were left homeless after
the storm had passed. SIDR was the deadliest cyclone to ever hit Bangladesh since its independence.
It killed almost 4000 people and injured about 30.000. Unofficial sources say that the numbers are
even higher. Bangladesh is also prone to frequent floods. The last one, that took place in 2007,
destroyed approximately 60.000 houses. This means that almost 60.000 families were left without a
shelter in a country where poverty rates are high and shelter is sometimes considered a luxury, not a
basic human need. Specialists blame deforestation and climate change as the main actors guilty for
frequent flooding. Climate change causes the sea water levels to rise, meaning that the coast of
Bangladesh will narrow each year and will get flooded more often.
3.4
3.4.1
Demography
3.4.2
Religion
About 80% of the total population is Muslim. Most of this Muslim population is Sunni with a
small Shia community. The Hindu religion makes up around 12 percent of the country from a
religious standpoint and until the 90s this population was close to evenly distributed all
around the country though the hindu community largely comprised the peoples of Khulna,
Jessore, Faridpur and Barisal as well as Dinajpur in the 90s. In addition to the Hindu and
Muslim religions there are also many Buddhists as well as Christians within the population of
Bangladesh.
Page | 13
Culture
The country embraced the arrival of several cultures such as Buddhism, Hinduism and Islam.
Bangladeshi people are known for their hospitality. Though we are considered as one of the
poorest nations of the world in general the people are rich in heart. Different parts of the
country are famous for different ways of expressing their cultural heritage and values.
Bhatiali, bhaoyaiya, murshidi, marfoti, pala gaan, lalon, hasoin,gombhira are some of the
famous type of songs sung in this country. In different celebration the people of this country
gathers together to enjoy Jatrapala, cock fight, kobir lorai, nauka baich etc. Various
instruments like ek tara, dotara, khongoni, basher bashe, dugdugi, dhol. Khol and other
instruments are use to enhance the music.
People of this rich soil enjoy verity of delicacies cooked with different type of rice. Rice,
panta, khichuri, bou khuda and different typs of pitha are highly celebrated among all
Bangladeshis. Different fish preparation and vorta is a must to make a meal worth having.
Shorshe hilsha, choto mach, mesban,chira, muri, guur and very common foods of
Bangladesh. A typical Bangladeshi finds as much please as having these food as he gets from
inviting people over and sharing them.
Recruitment
Recruitment refers to the process of attracting, screening, and selecting qualified people for a
job. For some components of the recruitment process, mid- and large-size organizations often
retain professional recruiters or outsource some of the process to recruitment agencies.
The recruitment industry has four main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment,
and niche agencies which specialize in a particular area of staffing. Some organizations use
employer branding strategy and in-house recruitment instead of agencies. Recruitment-related
functions are generally carried out by an organization's human resources staff.
Page | 14
4.2
Recruitment process is a crucial thing in every organization. Both MNCs and local companies
follow few steps to select candidates to have them in the organization. For recruiting
candidates for the selected position the companies post advertise in newspapers, websites
(For example- Prothom alo jobs, Bdjobs.com) etc. HR department collect applications
externally by this way. Internal recruitment sometimes encouraged by the authority. Walk-in
interviews also being encouraged to fulfill the vacancies. After getting the CVs of the
candidates, the HR recruitment department short list few candidates if they fulfill the
requirements of the organizations position. Then for below manager level position the
applicants have to sit for the written test and if they qualify the exam, HRD asks for the oral
test of the candidates. In the interview session interviewer asks questions to the interviewee
according to the position. Formed questions, relevant questions and irrelevant questions are
basic question pattern in the interview. HR head and other departments head take the
interview of the candidates. For example: if the organization look for finance executive then
head of finance will also be there to conduct the interview. Then the candidates have been
chosen by the merit list. Finally, the interview panel negotiates about the remuneration with
the candidates and selects the right person for the right position.
Diagram of recruitment and selection process of Bangladeshi Business Firms is given below:
Page | 15
Recruitment
Specification
and job
advertisement
Pre-selection
round:
1st Selection
round:
CV screening
Written test
Long-list
Assessment
Short list
2nd selection
round:
Interview
Reference
Final selection
Hiring
Round:
And
Job offer
Induction
Acceptance
Check
Figure: Recruitment and selection process of Bangladeshi MNC & Local Companies
4.3
Job Analysis
Job analysis is another important part of recruitment and selection process. Job analysis
means the process of determining job duties of these positions and the characteristics of the
people to hire for them. Job analysis consists of two parts.
a. Job description
b. Job specification
4.4
Promotion Practices
Businesses both local and MNC organizations practice promotion in their own nature and
following company policy. Every employee of the organization has been given target and
objectives to fill up in certain times. The company does not follow any fixed promotion
criteria. But if an employee fulfills the targets and objectives given by the organization for
last three consecutive years, then the department head can recommend the employee for a
Page | 16
promotion. Most of the companies maintain grading system in the promotion criteria. For
example: officer is the first grade of that company, then executive, senior executive senior,
assistant manager, manager etc. comes consecutively.
MNCs do not believe in demotion process. This organization always prefers to give a second
chance to an employee. An employee gets target or objective to fill up when he or she joins
the company. If the employee cannot do the job perfectly then the authority thinks to change
the department or discipline of the employee. After that if the employee performs well then
he or she can continue the job.
4.5
Training and development practices are the crucial and most important part of the Bnagldeshi
business firms. After joining the job every single employee has to go under the training
session for ten days. This orientation process performs in every single department of this
company. Every single employee gets the training session on sales and production system of
the company. For example, who joins in finance department that person has to take training
on marketing, sales, production and finance. In sales department the orientation process can
go up to ten days and in finance department the orientation process goes up to fifteen days.
The training process held from desk to desk after three or four days of the orientation.
Both on the job and off the job training session held in MNCs as well as local organizations.
For off the training companies follow role plying, lecture methods, conference and discussion
method. According to the need of training and development the total procedure arrange by
the companies. If the department (HR, Finance, and Marketing & Sales) thinks that lecture
method can be useful for the job then the department arranges the training session according
to that.
Page | 17
Corporate Culture
HRM Paradigm
National Culture
Job Analysis
Attracting
Interviewing Candidates
Developing
Training & development
Performance appraisal
management
Orientation/ Induction
Maintaining
Page | 18
Annual performance appraisal from every department is being conducted in the companies based on
some factors and criteria. On the basis of performance appraisal reward, bonus, increment etc. are
being decided and within December to January this performance appraisal is being conducted.
4.5.2
Reward
At the beginning of the year companies usually give target and objectives to the employees and it
basically happens in the sales sector. If an employee performs 90% of the target then he/she will get
a fixed amount as a reward. In case of 100% fulfillment of the target the employee will get additional
salary of one month and if it increases to 110% then the employee will get some extra award from
the authority.
Benefits
Except basic salary the company provides extra benefits to the employee. Monthly the employee get
gross salary which includes house rent, medical allowance, insurance etc. Beside this employees get
two festival bonuses. Another benefit is given to the employee that is WPBF (Workers profit budget
and fund). Group insurance is also covered by the organization as well as provident fund which are
contributory by the employee. Employee contributes 10% of the salary and the company also
provides extra 10%.
Bonus
In every two Eid employees get festival bonus. Managerial levels employee also get bonus according
to the performance of the company and they get a good amount of money if the company perform
well.
Salary & Increment
Every year this company offers increment of salary and their average increment is based on
companies own policy and regulations.
Page | 19
In every day to day activity most of the companies practice transparent ethical treatment. In the
training session they organize ethical training practice conference. This basically emphasize on the
leadership training.
Fair treatment practice is used by this organization. If an employees performance become poor and
the organization want to go for the legal action then first of all they give a show cause notice and the
employee have the chance to self-defense. The organization also makes an inquiry team and gets a
report about the employee. According to the report what answers they get based on that the
organization take disciplinary action. This company also maintains fair policy about sexual
harassment. If the case seems to be serious then disciplinary action has been taken and if it is not
that a serious issue then the company goes for counseling of that employee.
Bangladeshi companies follow 99% of the labor laws. For example, they give maternity leave to the
female employees. Every two years trade union leader is elected from the nomination of CBA leader.
Training session is organized by the civil defense and fire brigade every single year, the grievance
procedure properly.
National Culture
Because of the climate and the rich soil for many years with minimal effort the people of this country
could produce plenty of crops. Despite of various natural calamities and political instability one of the
main reasons for our general stability and peace of mind is the bumper agricultural growth.
As we have discussed before generally we have hot weather. This makes our workers easily tired.
Especially people working in the open are exposed to extreme hit and occasional rain. This external
factor makes us less efficient even when we are willing to give our best.
In the preindustrial times people of this country had a reasonably simple life. With the
industrialization and the global competition very soon the society got segregated. The fortunate and
Page | 20
5.2
Related Factors
There are some factors which affect the overall HR structure in Bangladesh. These are as follows;
5.2.1
Labor Union
Labor unions are officially known as legislative body of workers in many industries all over
the world.
Their activity today centers on collective bargaining over
Wages,
Benefits, and
Larger unions also typically engage in lobbying activities and electioneering at the state and
federal level.
Page | 21
Labor Laws
Labor law (also labor law or employment law) mediate the relationship between workers
(employees), employers, trade unions and the government. Collective labor law relates to the
internal relationship between employee, employer and the labor union. Individual labor law
concerns employees' rights at work and through the contract for work.
Employment standards are social & technical norms for the minimum socially acceptable
conditions under which employees or contractors are allowed to work. Government agencies
(such as the former U.S. Employment Standards Administration) enforce labor law
(legislative, regulatory, or judicial).
5.2.3
Socio-Political Issues
The political changes to human resource management are complex and difficult to analyze.
They determine the nature of working relationships and have an impact on both economic
and social contexts.
The political environment of an enterprise has a direct bearing on the political context or the
political climate under which the human resource management of an organization functions.
The key drivers of a political climate include the extent of external regulations, nature of
work contracts, various labor legislations and case laws, to name a few. Such factors remain
ever changing, and as such, the political atmosphere of human resource management remains
in a constant change of flux.
5.2.4
Technological Issues
With technologies evolving every day, human resources professionals are realizing that the
fast-paced, ever-changing digital world impacts their jobs and workplaces not only today,
but in the future.
While some people will try all of the latest and greatest options, others will want to wait until
platforms have been proven. Being on either extreme could be detrimental. Its important to
evaluate each and sometimes take a chance.
Page | 22
Being able to recognize the need for a technology solution will be a significant business
advantage. HR will have to evaluate what functions can be automated and still provide
desired levels of service. With increasing technologically advanced options, human resources
professionals will be tasked to figure out when processes should be automated, versus when a
human face or voice is the best route.
For recruiters, the ability to sort through loads of information including applications from
various platforms and employment data will be a skill worth honing.
Many of these challenges come down to being better communicators in order to effectively
leverage the digital space. As such, HR needs to place a priority on management and
leadership training to ensure line managers are able to effectively convey expectations and
outcomes.
5.2.5
Faced with rapid change organizations need to develop a more focused and coherent
approach to managing people. In just the same way a business requires a marketing or
information technology strategy it also requires a human resource or people strategy. Schuler
and Jackson (2006) and other social scientists assert that HRM is the main pathway to
satisfy shareholders, investors, customers, society and organizational members. Huselid
(1995) has identified the link between HRM practices and turnover, productivity and
financial performance when he found a negative relationship of employee skills and
organizational structure on turnover, and where employee skills and organizational structure
and employee motivation have a positive impact on firm performance. Human resource
management occupies the sphere of activity of recruitment selection, orientation,
performance appraisal, training and development, industrial relations and health and safety
issues. Business Ethicists differ in their orientation towards labor ethics (Walsh, A. J.). Some
assess human resource policies according to whether they support an egalitarian workplace
and the dignity of labor. Issues including employment itself, privacy, compensation in accord
with comparable worth, collective bargaining (and/or its opposite) can be seen either as
inalienable rights or as negotiable (Kuchinke, K. P. (2005), Dirkx, J. M. (2005).
Discrimination by age (preferring the young or the old), gender/sexual harassment, race,
religion, disability, weight and attractiveness. A common approach to remedying
discrimination is affirmative action (Koehn, D. (2002), Watson, I, Buchanan, J., Campbell, I.,
and Briggs Smith, N. H. (1997)).
Page | 23
Once hired, employees have the right to occasional cost of living increases, as well as raises
based on merit. Promotions, however, are not a right, and there are often fewer openings than
qualified applicants. It may seem unfair if an employee who has been with a company longer
is passed over for a promotion, but it is not unethical. It is only unethical if the employer did
not give the employee proper consideration or used improper criteria for the promotion
(DeGeorge, Richard).
Potential employees have ethical obligations to employers, involving intellectual property
protection and whistle-blowing. Employers must consider workplace safety, which may
involve modifying the workplace, or providing appropriate training or hazard disclosure.
But it is unfortunate that most of the local organizations of Bangladesh follow a poor strategy
of Human Resource Development. There are unfair recruitment process, unfriendly
workplace, poor wage, lack of motivation factors, unfair performance appraisal etc.
Hypothesis: Strategy Development is the basic pillar of Human Resource Management.
5.2.6
Training and development (T&D) is a very important element of HRM (Vlachos 2008).
Training refers to some activities which equip employees with needed skills to perform better
in their current jobs (Li, et al. 2008). In the competitive business era technologies and
innovations are needed to cope with these pressures, while employees are required to learn
new knowledge and skills for performing their tasks and jobs with quality. Tai (2006) asserts
that training and development plays a crucial role for increasing work adaptability, ability,
flexibility, maintaining necessary competence, and motivates employees. This variable
influences employee productivity. Some studies have shown that there is an indirect
relationship between training and firm performance (Vlachos 2008). In actuality, unstructured
on the job training programs are prevailing in manufacturing enterprises. Bartel (1994) found
a significant positive relationship between training and labor productivity in her study while
Guidetti and Mazzanti (2007) found that training activities are positively associated with high
performance practices, innovative labor demand features, work force skill level, firm size,
and are affected by labor flexibility in various directions. More recently, Apospori, et al.
Page | 24
(2008) conducted a study in southern European countries and found that training had a
significant impact on firm performance.
In general, education is mind preparation and is carried out remote from the actual work
area, training is the systematic development of the attitude, knowledge, skill pattern required
by a person to perform a given task or job adequately and development is the growth of the
individual in terms of ability, understanding and awareness. Evaluation of the effectiveness
of training is done to ensure that it is cost effective, to identify needs to modify or extend
what is being provided, to reveal new needs and redefine priorities and most of all to ensure
that the objectives of the training are being met.
In Bangladesh, there is no rule and regulation about employee training and development.
Most of the cases the employees have to go through on job training. Employees are deprived
from learning latest knowledge. These trainings play a vital role in enhancing employees
efficiency and skills. Thats why employees in Bangladesh have poor professional growth.
5.2.7
To sustain the high level of competitive advantage an organization requires talented and skilled
workers (Liao & Chu 2006). Huselid (1995) has found that organizational productivity and high
performance depends on the selection of the right person, which is also a pathway to reduced
turnover. Michie and Sheehan-Quinn (2001) have identified a positive link between hiring a manager
and employees, and the creation of the right culture for organizational growth. Selection is the process
of choosing a candidate from a group of applicants who best meets the selection criteria for a
particular position. In this process the right person chosen for the requisite qualifications and
knowledge is placed in the appropriate job position to decrease the cost, and maximize the profits by
means of their merit and talent (Vlachos 2008). Cho, et al. (2006) have identified that there is a
positive and significant relationship among HRM practices and staffing (recruitment source, pre
selection test, IQ test, structured interview, and biographical information blank of the organization)
for improving financial or profit performance. As a result, organizations are encouraged to attract
qualified candidates for survival and growth. A fair recruitment can be done by-
Page | 25
The penalties for not being correctly staffed are costly. Understaffing loses the business economies of
scale and specialization, orders, customers and profits. Overstaffing is wasteful and expensive, if
sustained, and it is costly to eliminate because of modern legislation in respect of redundancy
payments, consultation, minimum periods of notice, etc. Proper manpower planning involve further
planning of such recruitment, training, retraining, labor reductions (early retirement/redundancy) or
changes in workforce utilization as will bring supply and demand into equilibrium, not just as a one
off but as a continuing workforce planning exercise the inputs to which will need constant varying to
reflect actual as against predicted experience on the supply side and changes in production actually
achieved as against forecast on the demand side.
In Bangladesh, the recruitment process is unfair in most of the local organization. Political and
personal biasness work in each recruitment. So potential resources remain unemployed. This culture is
spread all over the country. Thats why maximum companies are being driven by wrong persons.
There is also lack of people management strategy. So, organizations are being failed to utilize their
resource.
Hypothesis: Recruitment, Selection and Manpower planning are directly related to the success of any
organization.
5.2.8
Employee Motivation
Employee motivation is the "psychological forces that determine the direction of a person's
behavior in an organization, a person's level of effort and a person's level of persistence".
Huselid (1995) asserts that the compensation system is recognized as employee merit and it is
widely linked with firm outcomes. Compensation refers to all monetary payments and all
commodities used instead of monetary to reward employees. The expectancy theory (Vroom
1964) suggests that rewards, that can be understood as a form of direct and indirect
compensation packages, have potential to influence employee work motivation. Thang (2004)
posits that compensation and reward can be powerful tools for getting efforts from the
employees to fulfill the organizational goals. In the same vein, Wan (2008) asserted that
Page | 26
Page | 27
Based on the principle of consumer or user rights, citizens are now supposed to be treated as
customers. The government, instead of playing an interventionist role in various sectors, is
advised to redefine its role and to transform itself into a catalyst of private investors and
business institutions. However, being one of the poorest countries of the world and with a
malfunctioning market, the government still has to play an important role in various sectors.
In the energy sector, the government provides its service through Bangladesh Power
Development Board (BPDB), Rural Electricity Board (REB), and Petrobangla. For
transportation there is Bangladesh Road and Transport Corporation (BRTC); for
Telecommunication sector it is Bangladesh Telephone and Telegraph Board (BTTB); and for
health sector, the government renders service through its local government bodies, City
Corporations and Municipalities. In recent years, the government has undergone many
restructuring programs to increase the ability, efficiency and quality of the service and to
downsize these agencies.
Some politicization of the civil service is unavoidable and even desirable; but beyond this
desirable level politicization can easily undermine the reputation and effectiveness of the
administrative institutions of the state. The faulty civil service recruitment procedures and the
degree of politicization described in this paper are evident to civil servants and university
graduates considering careers in public administration. The primary research reported in this
paper reveals that the status of the civil service has eroded and bright graduates are now less
likely to pursue public service positions than in the past.
To function properly the government needs to maintain an able and efficient workforce. To
do so the government must ensure that the civil service remains an attractive career choice.
The challenges are to reform the recruitment process, de-politicize the bureaucracy and
ensure the civil service promotion system is not tainted. These reforms, if undertaken
successfully, would place efficient and skilled personnel in the right positions and attract the
best and brightest students to public service careers. There is a large difference between what
is necessary and what can be achieved when it comes to the public administration and good
governance in Bangladesh. Here public administration is all about politics.
Hypothesis: Fair strategy of public administration is basic of overall development of any
country.
Page | 29
6. Discussion Question
Is there major difference in the recruitment procedure between MNCs and Local
organizations?
Does the job responsibilities and job description are clearly defined to the candidates
appearing for selection process?
What types of criteria are being followed by Bangladeshi companies for promotion
practices?
What are the main challenges (topics) in your office regarding Training& Development
at the moment?
What strategies are followed in Bangladeshi companies for compensation and benefits
management?
Do the companies pay extra bonus to the employee for outstanding performance?
Do the companies have any specific system for the incentive of the employees? What are
they?
After having the performance appraisal test do the company maintain any follow up?
Page | 30
7. Conclusion
The comparison between local and global human resource management provides an
organized framework for developing and managing people who are comfortable with the
strategic and operational paradoxes embedded in global or international organizations and
who are capable of managing cultural diversity. Because of cultural diversities and issues of
convergence and divergence, it is impractical to develop a truly international approach to
global human resource management.
This means that organization structures, management styles, organization cultures and
change management programs have to be adapted to the dominant cultural attributes of
the host nation just as a careful balancing act is sought between being global and local
needs. Human capital is the most important asset for the poor, thus, the escalation in real
wages naturally enhances their earnings and contributes to poverty reduction. Bangladesh is
very young in HR practices. So most of the organizations are not concerned about the HRM
practices. By using HRM organizations of Bangladesh can be more efficient than before and
overall monitoring process will be more effective as well as beneficial. HRM actually
maintains and creates organizational culture. A strong organizational culture is the key of its
success. Considerably, we all hope that every organization of Bangladesh will soon start to
practice all the HR activities for their long term growth.
Bangladesh has achieved a remarkable record in reducing poverty in the past decade. From
above discussion we can see that today multinational companys competitor increase and to
achieve competitive advantage they need to expand their business and then they use
malleable cheap rate employees.
So after all the details it is clear that to run an organization effectively and efficiently it must
have to do some HR jobs. Coz the resource of an organization helps it to grow. And the
effective use of the resource makes the organization to reach up to its expectations and
objectives. Human resource is considered as the most important resource of business and to
use this asset HRM has no alternatives.
Page | 31
8. Bibliography
Global Human Resource Management - Meaning and Objectives. (n.d.). Retrieved from
http://www.managementstudyguide.com/global-hrm.htm
Ethirajan Anbarasan (25 November 2012). "Dhaka Bangladesh clothes factory fire kills more
than 100". BBC. Archived from the original on 25 November 2012. Retrieved 25 November
2012.
Farid Ahmed (25 November 2012). "At least 117 killed in fire at Bangladeshi clothing
factory". CNN. Archived from the original on 25 November 2012. Retrieved 25 November
2012.
Anis Ahmed and Ruma Paul (25 November 2012). "Bangladesh's worst-ever factory blaze
kills over 100". Reuters. Archived from the original on 25 November 2012. Retrieved 25
November 2012.
Damien Gayle (30 April 2013). "Bangladesh factory death toll could reach 1,400: Primark says
it will compensate families of killed and injured". Daily Mail (London).
"Disaster in Bangladesh: Rags in the ruins: A tragedy shows the need for a radical
improvement of building standards". Dhaka, Bangladesh and Savar, Bangladesh: The
Economist. 4 May 2013.
Page | 32
Haque, M. Shamsul (2001), Pride and Performance in the Public service: Three
Asian Cases, International Review of Administrative Sciences. 67: 99-115.
Mukharjee, R., Gokcekus, O., Manning, N. and Landell-Mills, Pierre, (2001),
Bangladesh: The Experience and Perceptions of Public Officials. World Bank
Technical Paper 507. Washington DC: World Bank.
Walsh, A. J. HRM and the ethics of commodied work in a market economy.
Pinnington, Macklin & Campbell 2007, pp. 102118
Kuchinke, K. P. (2005). The self at work: theories of persons, meaning of work and
their implications for HRD Elliott & Turnbull 2005, pp. 141154
Dirkx, J. M. (2005). To develop a firm persuasion: Workplace learning and the
problem of meaning.Elliott & Turnbull 2005, pp. 155174
Introduction: ethical human resource management Pinnington, Macklin &
Campbell 2007, pp. 122
Duska, R. Employee Rights.Frederic 2002, pp. 257268
Koehn, D. (2002). Ethical Issues in Human Resources. In N. E. Bowie (Ed.), The
Blackwell guide to business ethics (pp. 225243). Oxford: Blackwell ISBN 0-63122123-9.
Watson, I., Buchanan, J., Campbell, I., and Briggs, C. (2003). Fragmented Futures:
New Challenges in Working Life. ACIRRT, University of Sydney, NSW: The
Federation Press.
Smith, N. H. (1997). Strong Hermeneutics: Contingency and Moral Identity.
London: Routledge.
Machan 2007, p. 67
DeGeorge, Richard. "Business Ethics, Seventh Edition". Prentice Hall, 2010, p. 351352.
Legge, K. The ethics of HRM in dealing with individual employees without
collective representation. Pinnington, Macklin & Campbell 2007, pp. 35 ff
Vlachos, I. (2008). The effect of human resource practices on organisational
performance: evidence from Greece. The International Journal of Human
Resource Management, 19(1), 74-79.
Vlachos, I. (2008). The effect of human resource practices on organisational
performance: evidence from Greece. The International Journal of Human
Resource Management, 19(1), 74-79.
Tai, W. T. (2006). Effects of training framing, general self efficacy and training
motivation on trainees effectiveness. Personnel Review, 35(1), 51-65.
Bartel, A. P. (1994). Productivity gains from the implementation of employee
training programs. Industrial Relations, 33(4), 411-425.
Guidetti, G., & Massimiliano, M. (2007). Firm level training in local economic
systems complementarities in production and firm innovation strategies. The
Journal of Socio-Economics, 36(6), 875-894.
Apospori, E., Nikandeou, I., Brewster, C., & Papalexandris, N. (2008). HRM and
organisational performance in northern and southern Europe. International
Journal of Human Resource Management, 19(7), 1187-1207.
Page | 33