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Course Code: HRM 604

Course Title: Human Resource management

Submitted to,
Md. Musharrof Hossain
Course Instructor
School of Business& Economics
United International University

Submitted by
Sr. Section
Name ID
No.
1 Kumar Bishawnath Roy 112 161 079
2 Md. Shahid Hossain 112 161 080 A
3 SHAMMA HOQUE 112 152 063

Date of Submission
31 December 2016
December 31, 2016

Mr. Md. Musharrof Hossain


Course Instructor
School Of Business and Economics
United International University
House # 80, Road # 8/A, Mirza Golam Hafiz Road,
Dhanmondi, Dhaka-1209, Bangladesh.

Subject: Submission of the Term Paper on Students Perception about Internet Usages.

Dear Sir,

Enclosed is the paper entitled Investing money for training and development gives significant

returns to organization. This report discusses about the students perception towards internet.

The majority of this report was obtained from our current course in Human Resource

Management. The total report contains a survey and analysis of the survey. As a student, this

subject is of particular interest to us. This paper addresses that any potential process of this

paper.

Thank you for all of your consideration and assistance in putting this report together.

Sincerely Yours,

KUMAR BISHAWNATH ROY MD. SHAHID HOSSAIN SHAMMA HOQUE


PREFACE
As per decision of the Human Resource Management course coordinator Mr. Md. Musharrof

Hossain, to prepare a report on the Investing money for training and development gives

significant returns to organization It is a first attempt for making this paper for this course. This

paper serves good efforts for analysing this survey questions and preparing the report. The paper

is written according to a student, containing the sample survey questionnaire. The graphical

representation presents the how the students use the internet for their general purposes. It is

hopefully believed that this paper will be a strong foundation to procure knowledge.

First, we commit ourselves grateful to Allah for his unlimited kindness and maximum helpful

hand in continuing our report preparation. And we give thanks to those people whose

information helps us to prepare this report.

However, one may find a very few unintentional human errors and editing mistakes. Apart from

correction any useful suggestions for the improvement will be received with thanks.
Table of Content
CHAPTER 1: INTRODUCTION
1.1. INTRODUCTION 06
1.2. OBJECTIVE OF THE STUDY 06
1.3. RESEARCH QUESTIONS 06
1.4. METHODS 07
1.5. STUDY AREA 07
1.6. ANALYSIS OF THE DATA 07
1.7. SCOPE AND LIMITATION OF THE STUDY 07
CHAPTER 2: PROFESSIONAL RESEARCH
2.1. TRAINING AND DEVELOPMENT IN HRM 09
2.2. PROFESSIONAL RESEARCH ON THE TOPIC 10
CHAPTER 3: METHODOLOGY
3.1. METHODOLOGY 13
3.2. RESEARCH METHOD 13
3.3. METHODS OF TRAINING: 13
3.3.1. ON THE JOB TRAINING (OJT) METHODS 14
3.3.2. OFF THE JOB TRAINING METHODS 14
3.4. SOURCE OF DATA 16
3.4.1 PRIMARY DATA 16
3.4.2 SECONDARY DATA 16
CHAPTER 4: RESULT AND DISCUSSION
4.1. ABOUT THE COMPANY 18
4.2. VISION 18
4.3. MISSION 18
4.4. CORE VALUES 18
4.5. FINDINGS OF THE STUDY 19
CHAPTER 5: RECOMMENDATION AND CONCLUSION

5.1. RECOMMENDATION 22

5.2. CONCLUSION 22
CHAPTER 1
INTRODUCTION
INTRODUCTION

1.1.INTRODUCTION
Human resource management regards training and development as a function concerned with
organizational activity aimed at bettering the job performance of individuals and groups
in organizational settings. Training and development can be described as "an educational process
which involves the sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of employees". The field has gone by several names,
including "Human Resource Development", "Human Capital Development" and "Learning and
Development".

Employee training involves an expert working with learners to transfer to them certain areas of
knowledge or skills to improve in their current jobs. Development in the context of human
resource management is a broad on going multi-faceted set of activities (training activities
among them) to bring someone or an organization up to another threshold of performance, often
to perform some job or new role in the future. Training involves an expert working with learners
to transfer to them certain areas of knowledge or skills to improve in their current jobs.
Development is a broad, on-going multi-faceted set of activities (training activities among them)
to bring someone or an organization up to another threshold of performance, often to perform
some job or new role in the future

1.2.OBJECTIVE OF THE STUDY


By training and development organization improve the capabilities of the employees as well as
employees become trained up for their work. Our research objective is to find out the followings:
Types of training provided by a company
Benefits of Training
Impact of training to employees and employers

1.3.RESEARCH QUESTIONS
Research questions give focus to a study. Therefore, in order to give a direction to the study, the
following research questions were posed:

What is training and development policy of selected organization?


Are the officials aware of the existence of such a policy?
How is the training and development policy being implemented?
INTRODUCTION

What are the challenges an organization faces in implementing its training and
development policy?
How can an organization improve its training and career development?

1.4.METHODS
For making any plan most of the data should be taken that reflect actual situation. As it is a
research, we have to collect the data in various ways. For our plan we have collected various
types of primary and secondary data. In a disciplined way, we can say that the report input was
collected from two sources. Our data is collected by asking questions to the employees of an
organization which is called primary data. This is the main source of data collection. Other
sources like newspapers; internet will be used as secondary data.

1.4.1. PRIMARY DATA: We will collect our primary data to figure out the main reasons and
employees reaction about training by conducting an interview on the Training program
to Head of HR departments. To do that, we have prepared some questions.

1.4.2. SECONDARY DATA: We will collect our secondary data from the different websites
as well as company website, and from different journals. However, the original data will
be collected from primary sources.

1.5. STUDY AREA


The interview is conducted within EON Group, so it is our desired area and we choose the Head
of HRD to conduct this interview.

1.6.ANALYSIS OF THE DATA


We analyse the data in descriptive way. By using this, we can generate the information based on
sample collection. The sample will represent the whole population.

1.7.SCOPE AND LIMITATION OF THE STUDY


There is a certain boundary to cover this plan. By the research, it is impossible to ask question to
every employees individually within the short time. We will take a sample in doing the research.
For this reason, we could not get a fluent time schedule for the plan.
CHAPTER 2
PROFESSIONAL RESEARCH
PROFESSIONAL RESEARCH

2.1. TRAINING AND DEVELOPMENT IN HRM


Training and development is one of the key HR functions. Most organisations look at training
and development as an integral part of the human resource development activity. The turn of the
century has seen increased focus on the same in organisations globally. Many organisations have
mandated training hours per year for employees keeping in consideration the fact that technology
is deskilling the employees at a very fast rate.

So, what is training and development then? Is it really that important to organisational survival or
they can survive without the former? Are training and development one and the same thing or are
they different?

TRAINING
Training may be described as an endeavour aimed to improve or develop additional competency
or skills in an employee on the job one currently holds in order to increase the performance or
productivity. Technically training involves change in attitude, skills or knowledge of a person
with the resultant improvement in the behaviour. For training to be effective it has to be a
planned activity conducted after a thorough need analysis and target at certain competencies,
most important it is to be conducted in a learning atmosphere. Typically organisations prepare
their training calendars at the beginning of the financial year where training needs are identified
for the employees. This need identification called as training need analysis is a part of the
performance appraisal process. After need analysis the number of training hours, along with the
training intervention are decided and the same is spread strategically over the next year.

DEVELOPMENT
Lots of time training is confused with development, both are different in certain respects yet
components of the same system. Development implies opportunities created to help employees
grow. It is more of long term or futuristic in nature as opposed to training, which focus on the
current job. It also is not limited to the job avenues in the current organisation but may focus on
other development aspects also.

Similarly many organisations choose certain employees preferentially for programs to develop
them for future positions. This is done on the basis of existing attitude, skills and abilities,
knowledge and performance of the employee. Most of the leadership programs tend to be of this
PROFESSIONAL RESEARCH

nature with a vision of creating and nurturing leaders for tomorrow. The major difference
between training and development therefore is that while training focuses often on the current
employee needs or competency gaps, development concerns itself with preparing people for
future assignments and responsibilities. With technology creating more deskilled workers and
with industrial workers being replaced by knowledge workers, training and development is at the
forefront of HRD. The responsibility is now on the human development department to take a
proactive leadership role in responding to training and business needs.

2.2. PROFESSIONAL RESEARCH ON THE TOPIC


According to Asare-Bediako (2002), employees must be trained, and where possible developed
to meet their own career needs and the need of the organization. Training is job or task-oriented.
It aims at enabling individuals to perform better on the jobs they are currently doing.
Development on the other hand, is career oriented rather than job-oriented. It aims at preparing
people for higher responsibilities in the future (Asare-Bediako, 2002). Organizations must
therefore have the responsibility to develop and implement training and development systems
and programmes that best help them to achieve their objectives.

Noe et al. (2000) viewed training generally as a planned effort by a company to facilitate
employees learning of the job-related competencies. These competencies include knowledge,
skill, or behaviours that are critical for successful job performance. Whilst some human resource
professionals consider training and development an after recruitment programme, Asare-
Bediako (2002) believes that it must be incorporated into orientation programmes for newly
recruited staff. According to him, the training and development (T&D) unit should explain to
new employees what training and development means and what programmes and facilities are
available to employees. At this stage, training and development explains internal training
programmes available and how they could participate. T&D should emphasize the area of
corporate culture. As the unit changed with facilitating change and maintaining the
organizations culture, training and development should reinforce the importance of training and
development through continuous efforts such as frequent reminders, meeting, etc.

Writing on the typical reasons for employee T&D, McNamara (2008) stated that T&D can be
initiated for a variety of reasons for an employee or group of employees including:
PROFESSIONAL RESEARCH

i. When a performance appraisal indicates performance improvement is needed


ii. To "benchmark" the status of improvement so far in a performance improvement effort
iii. As part of an overall professional development program
iv. As part of succession planning to help an employee be eligible for a planned change in
role in the organization
v. To "pilot", or test, the operation of a new performance management system
vi. To train about a specific topic

Whether training is necessary and, if so, what kind, are issues that need much more systematic
and careful analysis. The return on investment in training for an organization will be minimal or
nil if training is not based on effective needs identification. Training plans should be based upon
job skills requirements and strategic initiatives of the company and the contents should be
customized to the specific needs of the company. Leading companies have formed training
departments, whose systems and approaches evolved along with their overall quality system the
companys needs. Smaller companies often use outside consultants. Training can be thought of
as helping people to learn:

For the present and future health of the organization


For personal fulfilment within the organization and
In helping the organization to learn, to cope better with its fastest changing environment
(Leopold, Harris and Watson, 1999).

Explaining the reasons why organizations train, Leopold, Harris and Watson (1999) stated that
training activities are seen as maintenance maintaining systems processes and standards but
also reactive in that they respond to situations, often crisis, to solve problems - a fire-fight.
Training and development can also be proactive, ensuring that the organization has the skills it
needs to deal with change and therefore to adapt to change rather than a maintenance orientation.
Career development activities geared towards enhancing the competencies of employees in
anticipation of progressing into higher management position (Asare-Bediako, 2002). It is
therefore necessary that organisations draw up career development plan for employees that will
help them acquire the relevant competencies to assume specific managerial positions in the long-
run.
CHAPTER 3
METHODOLOGY
METHODOLOGY

Training and development is vital part of the human resource development. It is assuming ever
important role in wake of the advancement of technology which has resulted in ever increasing
competition, rise in customers expectation of quality and service and a subsequent need to lower
costs. It is also become more important globally in order to prepare workers for new jobs. In the
current write up, we will focus more on the emerging need of training and development, its
implications upon individuals and the employers. Our research objectives are divided as follows:

1. Types of training provided by a company


2. Benefits of Training
3. Impact of training to employees and employers
4. Suggestions.

3.1. METHODOLOGY
1. Research type Exploratory Research
2. Nature of Data Qualitative Data
3. Nature of data collection Primary data
4. Data collection instrument Interview to HR Head

3.2. RESEARCH METHOD


A descriptive research approach will be used to conduct the study. We will use the interview
method and secondary data.

3.3. METHODS OF TRAINING: ON-THE-JOB TRAINING METHOD AND OFF-THE-


JOB METHODS
Management development is a systematic process of growth and development by which the
managers develop their abilities to manage. It is concerned with not only improving the
performance of managers but also giving them opportunities for growth and development. There
are two methods through which managers can improve their knowledge and skills. One is
through formal training and other is through on the job experiences. On the job training is very
important since real learning takes place only when one practices what they have studied. But it
is also equally important in gaining knowledge through classroom learning. Learning becomes
fruitful only when theory is combined with practice. Therefore on the job methods can be
balanced with classroom training methods (off-the-job methods).
METHODOLOGY

3.3.1. On-the-job Training (OJT) Methods:


This is the most common method of training in which a trainee is placed on a specific job and
taught the skills and knowledge necessary to perform it.

The advantages of OJT are as follows:


On the job method is a flexible method.
It is a less expensive method.
The trainee is highly motivated and encouraged to learn.
Much arrangement for the training is not required.

On-the-job training methods are as follows:


1. Job rotation: This training method involves movement of trainee from one job to
another gain knowledge and experience from different job assignments. This method
helps the trainee understand the problems of other employees.

2. Coaching: Under this method, the trainee is placed under a particular supervisor who
functions as a coach in training and provides feedback to the trainee. Sometimes the
trainee may not get an opportunity to express his ideas.

3. Job instructions: Also known as step-by-step training in which the trainer explains the
way of doing the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments: A group of trainees are asked to solve a given organizational


problem by discussing the problem. This helps to improve team work.

5. Internship training: Under this method, instructions through theoretical and practical
aspects are provided to the trainees. Usually, students from the engineering and
commerce colleges receive this type of training for a small stipend.

3.3.2. OFF-THE-JOB METHODS


On the job training methods have their own limitations, and in order to have the overall
development of employees off-the-job training can also be imparted. The methods of training
which are adopted for the development of employees away from the field of the job are known as
off-the-job methods. The following are some of the off-the-job techniques:
METHODOLOGY

1. Case study method: Usually case study deals with any problem confronted by a business
which can be solved by an employee. The trainee is given an opportunity to analyse the
case and come out with all possible solutions. This method can enhance analytic and
critical thinking of an employee.

2. Incident method: Incidents are prepared on the basis of actual situations which
happened in different organizations and each employee in the training group is asked to
make decisions as if it is a real-life situation. Later on, the entire group discusses the
incident and takes decisions related to the incident on the basis of individual and group
decisions.

3. Role play: In this case also a problem situation is simulated asking the employee to
assume the role of a particular person in the situation. The participant interacts with other
participants assuming different roles. The whole play will be recorded and trainee gets an
opportunity to examine their own performance.

4. In-basket method: The employees are given information about an imaginary company,
its activities and products, HR employed and all data related to the firm. The trainee
(employee under training) has to make notes, delegate tasks and prepare schedules within
a specified time. This can develop situational judgments and quick decision making skills
of employees.

5. Business games: According to this method the trainees are divided into groups and each
group has to discuss about various activities and functions of an imaginary organization.
They will discuss and decide about various subjects like production, promotion, pricing
etc. This gives result in co-operative decision making process.

6. Grid training: It is a continuous and phased programme lasting for six years. It includes
phases of planning development, implementation and evaluation. The grid takes into
consideration parameters like concern for people and concern for people.

7. Lectures: This will be a suitable method when the numbers of trainees are quite large.
Lectures can be very much helpful in explaining the concepts and principles very clearly,
and face to face interaction is very much possible.
METHODOLOGY

8. Simulation: Under this method an imaginary situation is created and trainees are asked to
act on it. For e.g., assuming the role of a marketing manager solving the marketing
problems or creating a new strategy etc.

9. Management education: At present universities and management institutes gives great


emphasis on management education. For example, Mumbai University has started
bachelors and postgraduate degree in Management. Many management Institutes provide
not only degrees but also hands on experience having collaboration with business
concerns.

10. Conferences: A meeting of several people to discuss any subject is called conference.
Each participant contributes by analysing and discussing various issues related to the
topic. Everyone can express their own view point.

3.4. SOURCES OF DATA:


To collect the primary data, we made a face to face conversation with Mr. Sultan Mahmud,
General Manager; HRD which was with a descriptive questionnaire. After that we have used
both primary and secondary source for additional information:
Primary Data: Primary Data are collected through the Interview of the Head of HR by a
questionnaire and observation
Secondary Data: Secondary Data are collected by website of the company and the
journals of the company.
CHAPTER 4
FINDINGS OF THE STUDY
FINDINGS OF THE STUDY

4.1. ABOUT THE COMPANY


EON Group is fast growing conglomerate in Agro-based industry working to provide inputs to
farmers (crop & animal) to produce high yield and high quality farm produce for consumers.
EON Group engaged in manufacture, import and distribute all types of agricultural inputs
primarily for nation-wide local market and also for global market. EON Group is working with
the vision to be a contributor to Food Security and Safety in Bangladesh. The business was
founded in Jan 2000 but initiated sales & marketing activities in September 2000.

Eon Group is engaged in manufacturing of various types of products for human, animal and plant
agriculture. The major category represents nutritional & non nutritional feed
additives/supplement, bio-security, therapeutic drugs and feed for poultry, cattle, fishery and pet
animals ,micro-nutrients and liquid fertilizer for crop application and also Consumer food
processing.

4.2. VISION
Be the Leader in Quality and Commitment

4.3. MISSION
This company committed to contribute to the sustainable growth of the overall economy of the
country by conducting all business operations through.
Innovation and introduction of proper products & services that our end users deserve.
Development of skilled human resources as per the need of the respective industry.
Establishment of healthy trade relationship with the dynamic & challenging global market.
The company is further committed to train and motivate all employees in order to provide
superior quality service to every person it interact.

4.4. CORE VALUES:


STABLE
S ---- Self-Starter
T ---- Team Player
A ---- Accountable
B ---- Brotherhood
L ---- Loyal
E ---- Ethical
FINDINGS OF THE STUDY

4.5. FINDINGS OF THE STUDY:


After making conversation with the HR employees of EON Group, we have got much
information. On the basis of the information, we have found some benefits as well as problems
in their HR policies and job analysis, training and development process which are given below:

The job description of a job as well as the responsibilities of an employee is not specified
for some employees by the company.
The benefits that accrue from training must exceed the costs incurred.
Training given by the Company: Orientation or Classroom training for the new
employees where all new employees will get an overview of the company and after that
they trained up through the job.
Training for the marketing employees: Marketing employees got training on the basis
of their jobs. They got training in a specialized way by which they can contribute to their
job.
The company does not follow the performance appraisal accurately. There is being
occurred some discrimination, nepotisms are exercised. As a result, employees with same
efficiency are given different score by different author.
Employees training is arranged frequently basis. Sometimes specialized training
programs are also set by the HRD for collecting the receivables and for new project
running.
Though the organization is not in lacking of employees, but we think there is lacking of
proper employees- that means lack of right people in right place.
Some employees says that extra work load in a regular basis is a common criteria of the
organization. For this reason, the company sometime loss employees attractiveness.
Only the head office contains HR division and all the HR activities are controlled from
the head office. For this reason, when sometimes any HR problems raised employees
have to wait for a long time to solve it.
Training evaluation systems are properly used or maintained and offers new course of
option.
FINDINGS OF THE STUDY

The training program used in the organization also ensures employee retention to the EON
Animal Health Products Limited spending in training programs for employees is not an expense,
but an investment.
CHAPTER 5
RECOMMENDATION AND
CONCLUSION
RECOMMENDATION AND CONCLUSION

5.1. RECOMMENDATIONS OF THE STUDY

Recommendation means to give suggestions about EON Group of Companies Ltd. On the basis
of the findings and analysis of the study, our recommendations are given below:

The HRD manager of the company should be analyzed the modern HRM system,
and apply all the HRM function properly because the HRM policy serves as the corner-
stone of all human resource functions in an organization.

The manager of HRD should arrange some training by the outsiders as well as the
company should send their employees for better trainings to outside.

The manager of HRD should be prepared the standard performance appraisal because the
success and failure of an organization is highly depended on the proper human resource
performance. Only performance reward of an employee can motivate them to attain the
organizational goal.

Training should be formulated in consultation with the training division in the central
level and mid-level. On regular basis of its human perfection.

The authority of EON Group of Companies Ltd should prepare a uniform performance
appraisal policy. Manager should avoid the biasness so that efficient employee can get
proper reward for their performance right man in right position.

The HRD must reduce the extra workload of the employee otherwise must pay overtime

The HRD must arrange proper training for the employee. After training evaluation
program must be considered in significance.

5.2. CONCLUSION

Every company provides training for their employees. As a business organization, EON Group is
also provides training to their employees to become successful in their agricultural business
sectors. It is found effective in this company that Investing money for training and development
gives significant returns to organization. It has a reputation in consumer growth.
APPENDIX

1. About Training and Development:


http://www.managementstudyguide.com/training-development-hr-function.htm
2.