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WELCOME
TO
INTERNSHIP PRESENTATION
Supervised By
Mr. Abul Bashar
Senior Lecturer
School Of Business
Prepared By
S.M. Riajul Hasan
ID: 1020712
Internship Report
On
An Exploratory Study of Human Resources Development
Practices in Telecom Industry in Bangladesh: A case
study of Grameenphone Employees.
Organization Name
 Grameenphone is the largest cellular operator in the country.
 It is a joint venture enterprise between Telenor and Grameen Telecom
Corporation.
 Grameenphone started operations on March 26, 1997.
 Grameenphone was the first company to introduce GSM technology in
Bangladesh.
Company Overview
Company Overview Cont.
Grameenphone Ownership Structure
56%
34%
10%
Telenor Grameen Telecom Corporation Other Shares
Company Overview Cont.
The Telenor Group
 More than 150 million mobile subscribers worldwide
 Strong subscription growth, particularly in our Asian operations
 Listed as No.1 on Dow Jones Sustainability Index 2008
 Ranked as the world's seventh largest mobile operator
 Revenues 2007: NOK 105 billion
 Listed on the Oslo Stock Exchange, with headquarters in Norway
Company Overview Cont.
Vision of Grameenphone
“We Empower societies. We provide the power of digital communication,
enabling everyone to improve their lives, build societies and secure a better
future for all.”
Mission of Grameenphone
“We’re here to help our customers. We exist to help our customers get the
full benefit of being connected. Our success is measure by how passionately
they promote us.”
The Values of Grameenphone
 Make It Easy
 Keep Promises
 Be Inspiring
 Be Respectful
The Brand Promise of Grameenphone
Go Beyond
Company Overview Cont.
Some of Key CR initiatives of Grameenphone
 Safe Motherhood & Infant Care Project, More than 1.7 million free
primary healthcare services to underprivileged pregnant mothers & their
infants
 Free eye care support for around 28,780 people3,458 eye sights restored so
far
 Awareness building on varied national issues- AIDS, National
Immunization Day
 Information boats with digitized livelihood contents and internal access for
remote riverine communities
 Economic freedom for more than 400,000 Village Phone Operators
 More than 500 Community Information Centers- connecting life and
learning
Company Overview Cont.
Some of Key CR initiatives of Grameenphone Cont.
 Proud sponsor of Bangladesh Special Olympics team
 Employment opportunity to acid survivors
 Scholarship for underprivileged meritorious students
 Blood donation camps for underprivileged Thalassemia patients
 Establishment of Blood Bank at Bogra for underprivileged patients
 Emergency relief effort in natural calamities
Company Overview Cont.
Note: I was the Intern of Security and Expat Support at Share Service division which
is under People and Organization Department.
Shared Service/Admin where I have worked
Facility Service Operation &
maintenance
Vendor & service
management
Service Center Security Risk &
Expat Support
Transport
Operation
Co-coordinator
Shared Service/Admin
 Weekly Report Update
 ROC software data update
 Telenor group policy procedure acknowledgement and review
 Security agreement with vendor acknowledgement
 Statistics report collect and prepare every week
 Security mobile information update
 Awareness data collect from all RSO members every month
 Fire drill support Savar and Gazipur switch
My Core Responsibility at Grameenphone
 Yellow page update
 Fire controlling training and information of safety from fire
 Policy study and presentation making
 Leader feedback collect from different region
 Monthly data update and summarize
 Presentation making based on different field visit
 Switch and BTS tower visit
My Core Responsibility at Grameenphone Cont.
Broad Objectives of the Research
 The broader objective of this research is to understand the Human
Resources Development practices in Bangladesh.
 I tried to understand whether the organizations are still using traditional
or the strategic ways of Human Resources Development practices.
 Moreover I tried to find out how MNC’S are contributing in the
development of strategic Human Resources Development practices in
Bangladesh.
 To assess the perception of employees towards HR practice at
Grameenphone.
 To study the employee performance at Grameenphone.
 To examine the impact of HR practice on employees performance at
Grameenphone.
 To find out the employees expectation toward the HR practice.
Specific Objective of the Research
Conceptual Framework
Organizational Development
Training and Development
Performance Appraisal and Rewards
Participative Management
Quality of Work Life and Welfare Measures
Employee Performance
Literature Review
Employee Performance
 Employee performance is defined as the outcome or contribution of
employees to make them attain goals.
 Employee Performance means employee productivity and output as a result
of employee development.
 Employee performance will ultimately affect the organizational effectiveness.
Quality of Work Life and Welfare Measures
 QWL is the favorable working environment that supports and promotes
satisfaction by providing employees with rewards, job security, career
growth opportunities, etc.
 The concept of employee welfare has been used by many organizations as
a strategy of improving productivity of employees especially in the mobile
industry.
Literature Review Cont.
Organization development
 OD is action oriented. It starts with a careful organization-wide analysis of
the current situation and of the future requirements, and employs
techniques of behavioral sciences such as behavior modeling, sensitivity
training, and transactional analysis.
Training and Development
 Training is the process of teaching new employees the basic skills they
need to perform their jobs. Development helps to increase employees
knowledge, to be professional and effectively to performing job.
Literature Review Cont.
Performance Appraisal and Rewards
 A performance appraisal is a systematic and periodic process that assesses
an individual employee’s job performance and productivity in relation to
certain pre-established criteria and organizational objectives.
Participative Management
 Participative management defined as joint decision making or at least
shared influence in decision making by a superior and his or her
employees.
Literature Review Cont.
Research Design
Research Design Cont.
Sampling
Design
Sample Unit
Apprentices, Executives,
Sr.Executives, Specialists, Engineers
Managers,DGM,GM.
Sample Size
50
Sample procedure
Simple Random
Probability Sampling
Descriptive Analysis
Data Analysis
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 46 92.0 92.0 92.0
Female 4 8.0 8.0 100.0
Total 50 100.0 100.0
Frequency Percent Valid Percent Cumulative Percent
Valid
15-25 2 4.0 4.0 4.0
26-35 39 78.0 78.0 82.0
36-45 9 18.0 18.0 100.0
Total 50 100.0 100.0
Age
Descriptive Analysis
Data Analysis Cont.
Income
Frequency Percent Valid Percent Cumulative
Percent
Valid
20,000-30,000
2 4.0 4.0 4.0
31,000-40,000
7 14.0 14.0 18.0
41,000-50,000
16 32.0 32.0 50.0
51,000 & above
25 50.0 50.0 100.0
Total
50 100.0 100.0
Alpha Value between 0.5-0.6 for Sufficient & 0.7 and above is Desirable
Reliability Analysis
Variable Cronbach's Alpha Number of Items Result
Quality of Work Life and Welfare Measures
(QWLWM)
.722 7 Desirable
Organizational Development (OD) .869 7 Desirable
Training and Development (TD) .702 4 Desirable
Performance Appraisal and Rewards (PAR) .661 4 sufficient
Participative Management (PM) .871 5 Desirable
Employee Performance (EP) .875 5 Desirable
If Correlation Coefficient p (rho) ≠ 0 and Significance, α(alpha) <0.05 which means that
Alternative Hypothesis (Ha). Ha means there is a relationship between Independent variable &
Dependent variable.
Correlation Testing
Spearman’s Correlation
Dependent Variable Independent Variable P (rho) Value of Alpha Result
Employee
Performance
Quality of Work Life and Welfare Measures &
Employee Performance
.531 .000 Ha
Organizational Development & Employee
Performance
.479 .000 Ha
Training and Development & Employee
Performance
.455 .001 Ha
Performance Appraisal and Rewards & Employee
Performance
.561 .000 Ha
Participative Management .722 .000 Ha
Regression Analysis
R square values represent how much a dependent variable is explained by the independent
variable.
Independent Variable R Square Dependent Variable Dependent Variable is
explained by the
Independent Variable
Quality of Work Life and
Welfare Measures
.225
Employee Performance
22.5%
Organizational
Development
.289 28.9%
Training and Development .258 25.8%
Performance Appraisal and
Rewards
.261 26.1%
Participative Management .516 51.6%
 Sample size was very small to present the proposed scenario.
 The knowledge constraint of the researcher was another
limitation for this study.
 Some of the respondent did not properly answer the questions
due to lack of time and language barrier.
Limitation
Recommendation
 Grameenphone needs to develop a feeling of mutual trust and confidence among
employees.
 Need a transparent communication process that helps in the establishment the
HRD climate.
 The HR policies of the Grameenphone should be designed and implement in
such a manner that these policies encourage the employees to contribute their
best.
 Employees should be authorized so that they can take the right decision at the
right time.
 Management should discourage the stereo types and favoritism.
 All employees should be treated on equity basis.
 Most of the employees of Grameenphone give emphasis on participative
Management
 Moreover the team sprite should also be developed among the employees.
 These recommendations if implement properly will go a long way to help the
management of Grameen phone.
Recommendation Cont.
Save our Nature & Be Green
Question & Answer
For Being With Me

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Grameenphone Intern Presentation (2)

  • 2. Supervised By Mr. Abul Bashar Senior Lecturer School Of Business Prepared By S.M. Riajul Hasan ID: 1020712
  • 3. Internship Report On An Exploratory Study of Human Resources Development Practices in Telecom Industry in Bangladesh: A case study of Grameenphone Employees.
  • 5.  Grameenphone is the largest cellular operator in the country.  It is a joint venture enterprise between Telenor and Grameen Telecom Corporation.  Grameenphone started operations on March 26, 1997.  Grameenphone was the first company to introduce GSM technology in Bangladesh. Company Overview
  • 6. Company Overview Cont. Grameenphone Ownership Structure 56% 34% 10% Telenor Grameen Telecom Corporation Other Shares
  • 7. Company Overview Cont. The Telenor Group  More than 150 million mobile subscribers worldwide  Strong subscription growth, particularly in our Asian operations  Listed as No.1 on Dow Jones Sustainability Index 2008  Ranked as the world's seventh largest mobile operator  Revenues 2007: NOK 105 billion  Listed on the Oslo Stock Exchange, with headquarters in Norway
  • 8. Company Overview Cont. Vision of Grameenphone “We Empower societies. We provide the power of digital communication, enabling everyone to improve their lives, build societies and secure a better future for all.” Mission of Grameenphone “We’re here to help our customers. We exist to help our customers get the full benefit of being connected. Our success is measure by how passionately they promote us.”
  • 9. The Values of Grameenphone  Make It Easy  Keep Promises  Be Inspiring  Be Respectful The Brand Promise of Grameenphone Go Beyond Company Overview Cont.
  • 10. Some of Key CR initiatives of Grameenphone  Safe Motherhood & Infant Care Project, More than 1.7 million free primary healthcare services to underprivileged pregnant mothers & their infants  Free eye care support for around 28,780 people3,458 eye sights restored so far  Awareness building on varied national issues- AIDS, National Immunization Day  Information boats with digitized livelihood contents and internal access for remote riverine communities  Economic freedom for more than 400,000 Village Phone Operators  More than 500 Community Information Centers- connecting life and learning Company Overview Cont.
  • 11. Some of Key CR initiatives of Grameenphone Cont.  Proud sponsor of Bangladesh Special Olympics team  Employment opportunity to acid survivors  Scholarship for underprivileged meritorious students  Blood donation camps for underprivileged Thalassemia patients  Establishment of Blood Bank at Bogra for underprivileged patients  Emergency relief effort in natural calamities Company Overview Cont.
  • 12. Note: I was the Intern of Security and Expat Support at Share Service division which is under People and Organization Department. Shared Service/Admin where I have worked Facility Service Operation & maintenance Vendor & service management Service Center Security Risk & Expat Support Transport Operation Co-coordinator Shared Service/Admin
  • 13.  Weekly Report Update  ROC software data update  Telenor group policy procedure acknowledgement and review  Security agreement with vendor acknowledgement  Statistics report collect and prepare every week  Security mobile information update  Awareness data collect from all RSO members every month  Fire drill support Savar and Gazipur switch My Core Responsibility at Grameenphone
  • 14.  Yellow page update  Fire controlling training and information of safety from fire  Policy study and presentation making  Leader feedback collect from different region  Monthly data update and summarize  Presentation making based on different field visit  Switch and BTS tower visit My Core Responsibility at Grameenphone Cont.
  • 15. Broad Objectives of the Research  The broader objective of this research is to understand the Human Resources Development practices in Bangladesh.  I tried to understand whether the organizations are still using traditional or the strategic ways of Human Resources Development practices.  Moreover I tried to find out how MNC’S are contributing in the development of strategic Human Resources Development practices in Bangladesh.
  • 16.  To assess the perception of employees towards HR practice at Grameenphone.  To study the employee performance at Grameenphone.  To examine the impact of HR practice on employees performance at Grameenphone.  To find out the employees expectation toward the HR practice. Specific Objective of the Research
  • 17. Conceptual Framework Organizational Development Training and Development Performance Appraisal and Rewards Participative Management Quality of Work Life and Welfare Measures Employee Performance
  • 18. Literature Review Employee Performance  Employee performance is defined as the outcome or contribution of employees to make them attain goals.  Employee Performance means employee productivity and output as a result of employee development.  Employee performance will ultimately affect the organizational effectiveness.
  • 19. Quality of Work Life and Welfare Measures  QWL is the favorable working environment that supports and promotes satisfaction by providing employees with rewards, job security, career growth opportunities, etc.  The concept of employee welfare has been used by many organizations as a strategy of improving productivity of employees especially in the mobile industry. Literature Review Cont.
  • 20. Organization development  OD is action oriented. It starts with a careful organization-wide analysis of the current situation and of the future requirements, and employs techniques of behavioral sciences such as behavior modeling, sensitivity training, and transactional analysis. Training and Development  Training is the process of teaching new employees the basic skills they need to perform their jobs. Development helps to increase employees knowledge, to be professional and effectively to performing job. Literature Review Cont.
  • 21. Performance Appraisal and Rewards  A performance appraisal is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives. Participative Management  Participative management defined as joint decision making or at least shared influence in decision making by a superior and his or her employees. Literature Review Cont.
  • 23. Research Design Cont. Sampling Design Sample Unit Apprentices, Executives, Sr.Executives, Specialists, Engineers Managers,DGM,GM. Sample Size 50 Sample procedure Simple Random Probability Sampling
  • 24. Descriptive Analysis Data Analysis Gender Frequency Percent Valid Percent Cumulative Percent Valid Male 46 92.0 92.0 92.0 Female 4 8.0 8.0 100.0 Total 50 100.0 100.0 Frequency Percent Valid Percent Cumulative Percent Valid 15-25 2 4.0 4.0 4.0 26-35 39 78.0 78.0 82.0 36-45 9 18.0 18.0 100.0 Total 50 100.0 100.0 Age
  • 25. Descriptive Analysis Data Analysis Cont. Income Frequency Percent Valid Percent Cumulative Percent Valid 20,000-30,000 2 4.0 4.0 4.0 31,000-40,000 7 14.0 14.0 18.0 41,000-50,000 16 32.0 32.0 50.0 51,000 & above 25 50.0 50.0 100.0 Total 50 100.0 100.0
  • 26. Alpha Value between 0.5-0.6 for Sufficient & 0.7 and above is Desirable Reliability Analysis Variable Cronbach's Alpha Number of Items Result Quality of Work Life and Welfare Measures (QWLWM) .722 7 Desirable Organizational Development (OD) .869 7 Desirable Training and Development (TD) .702 4 Desirable Performance Appraisal and Rewards (PAR) .661 4 sufficient Participative Management (PM) .871 5 Desirable Employee Performance (EP) .875 5 Desirable
  • 27. If Correlation Coefficient p (rho) ≠ 0 and Significance, α(alpha) <0.05 which means that Alternative Hypothesis (Ha). Ha means there is a relationship between Independent variable & Dependent variable. Correlation Testing Spearman’s Correlation Dependent Variable Independent Variable P (rho) Value of Alpha Result Employee Performance Quality of Work Life and Welfare Measures & Employee Performance .531 .000 Ha Organizational Development & Employee Performance .479 .000 Ha Training and Development & Employee Performance .455 .001 Ha Performance Appraisal and Rewards & Employee Performance .561 .000 Ha Participative Management .722 .000 Ha
  • 28. Regression Analysis R square values represent how much a dependent variable is explained by the independent variable. Independent Variable R Square Dependent Variable Dependent Variable is explained by the Independent Variable Quality of Work Life and Welfare Measures .225 Employee Performance 22.5% Organizational Development .289 28.9% Training and Development .258 25.8% Performance Appraisal and Rewards .261 26.1% Participative Management .516 51.6%
  • 29.  Sample size was very small to present the proposed scenario.  The knowledge constraint of the researcher was another limitation for this study.  Some of the respondent did not properly answer the questions due to lack of time and language barrier. Limitation
  • 30. Recommendation  Grameenphone needs to develop a feeling of mutual trust and confidence among employees.  Need a transparent communication process that helps in the establishment the HRD climate.  The HR policies of the Grameenphone should be designed and implement in such a manner that these policies encourage the employees to contribute their best.  Employees should be authorized so that they can take the right decision at the right time.
  • 31.  Management should discourage the stereo types and favoritism.  All employees should be treated on equity basis.  Most of the employees of Grameenphone give emphasis on participative Management  Moreover the team sprite should also be developed among the employees.  These recommendations if implement properly will go a long way to help the management of Grameen phone. Recommendation Cont.
  • 32. Save our Nature & Be Green Question & Answer