Final Research Copy

An Exploratory Study of Human Resources Development Practices in Telecom Industry in

Bangladesh: A case study of Grameenphone Employees.

Independent University, Bangladesh

Internship Report

On

An Exploratory Study of Human Resources Development Practices in Telecom Industry in

Bangladesh: A case study of Grameenphone Employees.

Supervised By

Mr. Abul Bashar

Senior Lecturer

School Of Business

Prepared By

S.M. Riajul Hasan

ID: 1020712

Major: Human Resource Management

Date of Submission: 4th September 2014

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Letter of Transmittal

4th September 2014

Mr. Abul Bashar

Senior Lecturer

School Of Business

Independent University, Bangladesh

Subject: Submission of Internship Report

Sir,

Please find herewith my internship report titled “An Exploratory Study of Human Resources

Development Practices in Telecom Industry in Bangladesh: A case study of Grameenphone

Employees” has prepared this report as part of my internship program. The report has been

compiled as per your requirement and those set by the host organization. This internship project

has given me the opportunity to explore one of the most important aspects of the Telecom

Industry of Bangladesh and my main and only focus on Grameenphone. That expand my

knowledge and thereby.

The report starts with an inclusive overview of Human Resource Development practice. It

contains detailed description of Employee performance based on HRD practice.

With Kind regards

S.M.Riajul Hasan

ID: 1020712

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Acknowledgement

First of all I am grateful to almighty Allah for blessing me in completing the report. No Nobel

achievement can be achieved by an individual without help of others. I am indebted to a number

of people for their kind recommendation, submission, direction, cooperation, and their

collaboration.

Then I also give thanks to my honorable supervisor, Mr. Abul Bashar (Senior Lecturer School of

Business, Independent University, Bangladesh) from the core of my heart for his kind support,

guideline, construction, supervision, instruction and advice and for encouraging me to do this

Report.

It gives me immense pleasure to thank my organizational supervisor, Mohammad Imran Hossain

(Manager Security Risk and Expat Support Shared Service People and Organization) and the

officers of Grameenphone, for their co-operation in completing my internship and by providing

important information and different materials. Mr.Abul Bari Dolar also extended his helpful

hand to me.

It was great opportunity to do internship in such an organization. The experience I have gathered

will be helpful for my future career planning.

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Table of Contents

SL. No. Topic Page

Number

1 1.Executive Summery 6

2 2.Introductory Part 7

3 3.Broader Objectives 7

4 4.Specific Objectives 8

5 5.My responsibilities at Grameenphone 8

6 6.My core responsibilities at Grameenphone 8

7 7.Organizational Chart 9

8 8.Process Follows of Security Risk & Expat Support wings 10

9 9.Description of

Grameenphone

9.1.Grameenphone ownership structure 10

9.2.The Telenor group 10

9.3.Grameenphone Corporate Governance 11

9.4.Grameenphone Brand 11

9.5.Vision of Grameenphone 11

9.6.Mission of Grameenphone 12

9.7.The Values of Grameenphone 12

9.8.The Brand promise of Grameenphone 12

9.10.Corporate Responsibilities and values 12

9.11.CR Vision 13

9.12.CR goals 13

9.13.Grameenphone CR initiatives 13

9.14.Some key of CR initiatives 13

10 10.Review of

Literature

10.1.Quality of work Life and Welfare Measures 14

10.2.Relationship between Quality of work Life and Welfare

Measures, Employee Performance

15

10.3.Organizational Development 17

10.4.Relationship between Organizational Development and

Employee Performance

18

10.5.Training and Development 19

10.6.Relationship between Training and Development and Employee

performance

21

10.7.Performance Appraisal and Rewards 22

4

Review of Literature

10.8.Relationship between Performance Appraisal and Rewards and


24

10.9.Participative Management 25

10.10.Relationship between Participative Management and Employee

Performance

26

10.11.Employee Performance 26

11 11.Research framework 28

12 12.Research questionnaire and Hypothesis 28

13 13.Research Design 29

14 14.Sampling 30

15 15.Sample unit 31

16 16.Instrument 31

17 17.Data Collection 31

18 18.Data Analysis 32

19 19.Frequency Test 32

20 20.Reliability Test

20.1.Quality of work life and welfare measures 33



20.4.Performance Appraisal and Reward 34



21 21.Hypothesis Testing

(Co-relation)

21.1.Quality of work life and employee performance 36

21.2.Organizational Development and Employee Performance 36

21.3.Training and Development and Employee performance 37

21.4.Performance Appraisal and Reward and Employee Performance 37

21.5.Participative Management and Employee Performance 38

22 22.Regression

Analysis

22.1.Quality of work life and Welfare Measures 38



22.4.Performance Appraisal and Reward 39



23 23.Limitation 41

24 24.Recommendations 41

25 25.References 42

26 26.Appendix A 51

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27 27.Appendix B 54

1.Executive Summery

The introduction of telecommunication industry has been pretty late in our country compared to

that of the neighboring countries. This is very much attributable to the political unrest in early

1990s. Though the first telecom company, Citycell, was introduced ages ago, the device has not

become so pervasive until 1997, the year when the biggest telecom of the country, Grameen

Phone (GP) hit the market with its GSM technology, since then there was no looking back. The

industry grew at such an incredible rate in just a decade that anyone could hardly imagine. Now

there are a number of players battling so hard for their respective market share and because of

this fierce competition, the consumers as well as the economy benefitted tremendously. The

following sections elaborate on almost every aspect of the industry, ranging from how it become

so big, what fueled the growth to what are the risks and opportunities that it currently renders for

the players. The growing importance of this sector has attracted my attention and because of that

I prepared this present research paper to demonstrate an empirical study of telecom industry

regarding the HRD practices. The research has been done based on Grameenphone employees.

The survey questionnaire has been constructed and administered among the selected employees

of GP from managerial to non-managerial level. The sample of the study has been undertaken on

50 employees. The study brings out the existing picture of HRD practices at Grameenphone and

offers suggestions to improve the pace of such practices wherever they need improve.

Throughout the research I get positive result. Grameenphone give emphasis on practicing human

resources development. All employees argue that, they should be treated equally but my result

shows that they already being treated almost equally. Employees are happy with GP’S human

resources practices. Ultimately employee performance improves tremendously.

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2.Introductory Part

Grameenphone, widely known as GP. Grameenphone is the largest cellular operator in the

country. It is a joint venture enterprise between Telenor and Grameen Telecom Corporation, a

non-profit sister concern of the internationally acclaimed microfinance organization and

community development bank Grameen Bank. Grameenphone was the first company to

introduce GSM technology in Bangladesh. It also established the first 24-hour Call Center to

support its subscribers. With the slogan Stay Close, stated goal of Grameenphone is to provide

affordable telephony to the entire population of Bangladesh. Now its Brand promise is go

beyond. Grameenphone received a license for cellular phone operation in Bangladesh from the

Ministry of Posts and Telecommunications on November 28, 1996. Grameenphone started

operations on March 26, 1997, the Independence Day in Bangladesh. Grameenphone originally

offered a mobile-to-mobile connectivity, which created a lot of enthusiasm among the users. It

became the first operator to reach the million subscriber milestone as well as ten million

subscriber milestones in Bangladesh. Human Resources Development is a process of developing

and unleashing expertise’s through organization development and personnel training and

development for the purpose of improving performance (Swanson: 2001).It is the human

resource, which works in all departments of the organization and helps the organization to put its

thumb mark everywhere. Hence, human resources are the greatest of all our assets (Shah: 1990).

Moreover, the skilled, competent and flexible workforce energizes the organization to keep its

existence in global storm. Due to this fact the role of HRD in the new economic environment is,

thus, becoming important in improving technical, managerial skills and employee motivation to

face today’s challenges of liberalization (Rao et al.:1994). Thus, the young population of

Bangladesh is likely to drive data usage, as the youth are more technology savvy. It is against

this backdrop that the present study has been conducted study the HRD practices and their

relationship with the performance of employees at Grameenphone.

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3.Broad Objectives of the Research

The broader objective of this research is to understand the Human Resources Development

practices in Bangladesh. By this research I try to understand whether the organizations are still

using traditional ways of Human Resources Development practices 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.

4.Specific Objective of the Research

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.

To examine the lacking of Human Resource Development practices of Grameenphone.

5.My responsibilities at Grameenphone

I finished my courses without internship in April 201. From 25th may I started my internship at

Grameenphone in People and Organization department at GP House. My first choice was

Grameenphone, because I completed my graduation in Human Resource Management. So as a

student of HRM everyone has a dream to start his or her career at any MNC which have richest

HR & Administration department. Really Grameenphone has richest HR & Administration

department which is called People and Organization department.

6.My Core Responsibility

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

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Fire drill support Savar and Gazipur switch

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

7.Organizational Chart

PPPPPPPEOPLE

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Organizational Divisions

People & Organization

Corporate Affairs

Finance Division Technology Division

Commercial Division

MDs Division Communications Division

People & Organization Division

Center of Expertise Business Partner Shared Service Compliance HSSE

Shared Service

Facility Service Operation & maintenance

Vendor & service

Service Center Security Risk & Expat Support

Coordinator

Transport Operation

Co-coordinator

Note: I was the Intern of Security and Expat Support at Share Service division which is under

People and Organization Department.

8.Process Follows of Security Risk & Expat Support wings

Analyze & Identify probable security & major threats areas and takes protecting measure for fiber security with co-ordination Network Concerns. Interact with the network employees and gain feedback for further improvement of securities protection. Administer fiber activities. Monitor the presence of deployed guard in fiber route. Ensured proper deployment & Withdrawing in all over BD. Provided on call support to protect Network installation. Arrange training for fiber physical security personnel. Conduct awareness campaign for reducing fiber cut incidents. Lodge GD/FIR in the local police station for any kind of deviation or any incidents. Connect with LEA as per routine basis for protecting fiber Network. Provide emergency support for any kind of sabotage or Network hassle.

9.Description about the Grameenphone

9.1.Grameenphone Ownership Structure

The shareholders of Grameenphone contribute their unique, in-depth experience in both telecommunications and development. It is a joint venture enterprise between Telenor (55.8%), the largest telecommunications service provider in Norway with mobile phone operations in 12 other countries, and Grameen Telecom Corporation (34.2%), a non-profit organization of Bangladesh. The other 10% shares belong to general retail and institutional investors. The technological know-how and managerial expertise of Telenor has been instrumental in setting up such an international standard mobile phone operation in Bangladesh. Being one of the pioneers in developing the GSM service in Europe, Telenor has also helped to transfer this knowledge to the local employees over the years. The international shareholder brings technological and business management expertise while the local shareholder provides a presence throughout Bangladesh and a deep understanding of its economy. Both are dedicated to Bangladesh and its struggle for economic progress and have a deep commitment to Grameenphone and its mission to provide affordable telephony to the entire population of Bangladesh. Telenor is emerging as one of the fastest growing providers of mobile communications services worldwide with ownership interests in 12 mobile operators across Europe and Asia. Telenor is organized into three business areas; Mobile operations covering 12 countries, and Fixed-line and Broadcast services covering the Nordic region. Telenor holds 55.8 per cent of Grameenphone, with Grameen Telecom Corporation owning the remaining 34.2 per cent. The rest of the shares belong

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http://www.grameenphone.com/about-us/corporate-information/ownership-structure

to general retail and institutional investors. Telenor has played a pioneering role in development of cellular communications in Bangladesh.

9,2.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

Workforce 2007: 35 800 man-years

Listed on the Oslo Stock Exchange, with headquarters in Norway

9.3.Grameenphone Corporate Governance

In the fast-paced world of telecommunications, vibrant and dynamic Corporate Governance

practices are an essential ingredient to success. Grameenphone believes in the continued

improvement of corporate governance. This in turn has led the Company to commit considerable

resources and implement internationally accepted Corporate Standards in its day-to-day

operations. Being a public limited company, the Board of Directors of Grameenphone have a

pivotal role to play in meeting all stakeholders’ interests. The Board of Directors and the

Management Team of Grameenphone are committed to maintaining effective Corporate

Governance through a culture of accountability, transparency, well-understood policies and

procedures. The Board of Directors and the Management Team also persevere to maintain

compliance of all laws of Bangladesh and all internally documented regulations, policies and

procedures. Grameenphone is a truly transparent company that operates at the highest levels of

integrity and accountability on a global standard.

9.4.Grameenphone Brand

The right and contemporary use of technology is the key to the progress of a nation. Keeping this

in mind, Grameenphone always brings the future proof technology in order to facilitate your

progress. The possibilities in this new world are immense and someone as bright as you should

not be behind in anyway. At the end of the day, all the individual progresses accumulate to the

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progress of the beloved motherland. Grameenphone promises you to bring the best of

communication technologies so that you can Go Beyond.

9.5.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.”

9.6.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.”

9.7.The Values of Grameenphone

Make It Easy

Keep Promises

Be Inspiring

Be Respectful

9.8.The Brand Promise of Grameenphone

Go Beyond

9.9.Corporate Responsibilities

Even a journey of a thousand miles begins with a single step..." - Chinese proverb. At

Grameenphone, we live by the statement "Development is a journey, not a destination." Our

work is not just about ensuring connectivity; it is about connecting with people and building

relationships, based on trust, with our subscribers, business partners, employees, shareholders, as

well as the wider community. We have always believed that good development is good business.

While we maintain our business focus, taking the nation forward remains our top priority. Thus

our relationship with Bangladesh is built on a partnership which strives to achieve common

economic and social goals. Corporate social responsibility, as we see it, is a 'complementary'

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combination of ethical and responsible corporate behavior, as well as a commitment towards

generating greater good for the society by addressing the development needs of the country.

9.10.CR vision

To be recognized as the most socially responsible mobile operator in Bangladesh and in the

corporate sector.

9.11.CR goals

Create shared value for Grameenphone and society through our mobile technology

Integrate responsible business practices in all operations

Integrate responsible business practices in all operations

9.12.Grameenphone Corporate responsibility initiatives focus on creating shared value

through

Maximize the enabling effect of mobile telecommunications

Promote safer products and services

Minimize our carbon footprint

9.13.Grameenphone CR initiative is based on 3 main focus areas

Health

Education

Environment

9.14.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

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http://www.grameenphone.com/about-us/corporate-information/corporate-responsibility/environment

http://www.grameenphone.com/about-us/corporate-information/corporate-responsibility/education

http://www.grameenphone.com/about-us/corporate-information/corporate-responsibility/health

Economic freedom for more than 400,000 Village Phone Operators

More than 500 Community Information Centers- connecting life and learning

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

10.Review of Literature

10.1.Quality of Work Life and Welfare Measures

QWL is described as the favorable working environment that supports and promotes satisfaction

by providing employees with rewards, job security, career growth opportunities, etc. Hackman

(1980) identified that the work environment that is able to fulfill employees’ personal needs is

considered to provide a positive interaction effect, which will lead to an excellent QWL.

Cunningham and Eberle (1990) emphasized that the personal needs are satisfied when rewards

from the organization, such as compensation, promotion, recognition and development meet their

expectations. The elements those are relevant to an individual’s quality of work life include the

task, the physical work environment, social environment within the organization, administrative

system and relationship between life on and off the job. Chan and Einstein (1990) explained

QWL reflects as a concern for people’s experience at work, their relationship with other people,

their work setting and their effectiveness on the job. The basic requirement of this comparative

study is to identify a list of QWL companies and a list of comparable companies in service

industries. In the absence of such a list, the primary source for a list of companies with reputable

quality of work life (hereafter, QWL companies) for this research was reported by Fortune

magazine’s listing of the 100 best companies to work for in the USA (Levering and Moskowitz,

1999). Fortune’s rating was based on six different criteria, with multiple questionnaire items

within each of them. These criteria include:

pay and benefits

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opportunities;

job security;

pride in work and company

openness and fairness; and

Camaraderie and friendliness.

Levering and Moskowitz’s first list of QWL companies appeared in 1984 and subsequent lists

were published in 1994, 1998, and 1999. Because QWL takes time to implement and maintain,

the lists of companies have been fairly stable from year to year as the majority of QWL

companies in prior years retain their places on the list.

The concept of employee welfare has been used by many organizations as a strategy of

improving productivity of employees especially in the mobile industry since work related

problems can lead to poor quality of life for employees and a decline in performance (Manzini

and Gwandure, 2011).Priti (2009) argues that the role of welfare activities is to promote

economic development by increasing efficiency and productivity with the underlying principle

being making workers give their loyal services ungrudgingly in genuine spirit of co-operation

and the general well-being of the employee. Despite this, points out that naturally welfare

services may not directly relate to an employee's job but the presence or absence of the services

is notable through employee performance, attitude, and high or low labor turnover. The police

service provides essential service to the public in Kenya and thus their labor welfare activities

need to address the same.

10.2.Relationship between Quality of Work life and Welfare Measures, and Employee

Performance

The Quality of work life and Welfare Measures is related to Employee performance. If any

organization can ensure the employees good quality of work life then the employee performance

will increase, no doubt .Quality of work life is a concept of behavioral scientist, and the term was

first introduced by Davis in 1972 (Mathur, 1989; Hian and Einstein, 1990). QWL is “a process

by which an organization responds to employee needs by developing mechanisms to allow them

to share fully in making the decisions that design their lives at work”. The key elements of QWL

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in the literature include job security, job satisfaction, better reward system, employee benefits,

employee involvement and organizational performance (Havlovic, 1991; Scobel, 1975). For the

purpose of this study, QWL is defined as the favorable condition and environment of employees

benefit, employees’ welfare and management attitudes towards operational workers as well as

employees in general. So the employee performance will automatically increase.

Therefore, quality of life is sociological and psychological phenomenon, but sociologists are not

putting their interest in industrial sector, where the workers are the core potential resource for

organizational performance. In the workplace, the term “QWL” and “WM” are ‘work in

excellence’ and ‘working conditions’ such as standards of living, life styles. Now the terms has

developed with the introduction of social compliance (SC) in the workplace. In the past decade,

there was a trend to introduce ISO 9001, and ISO 14000, with the emphasis on product quality.

Hackman, J. R., and Lawler, E. E., (1971) have shown that there are two kinds of indicators for

defining quality of life. One is an objective indicator, for example money and the other is

subjective indicator, such as financial status, living standard, job etc. In a nutshell, objective

indicators define as quality of life in terms of goods and while subjective indicators are defined

as quality of life as perceived by individuals. Havlovic, S. J., (1991), stated that ‘quality of life’

is not a sum of its component units. Quality of life is more than interaction, attitude, aspiration,

fears, satisfaction or dissatisfaction thus it creates cross cultural similarities and dissimilarities.

It has stated in his paper on organic solidarity and life quality indicators that quality of life has

been accepted by psychological factors. That has been considered as an individual satisfying or

frustrating factors. Later, Mishra (1985) found in his study that age and length of service did not

affect QWL. It was a function of income of the employees, income leads to high QWL, and

higher level of education higher level of QWL. The basic objectives of an effective QWL

program are improved working conditions (mainly from an employee’s perspective) and greater

organizational effectiveness (mainly from an employer’s perspective). Positive results of QWL

have been supported by a number of previous studies, including reduced absenteeism, lower

turnover, and improved job satisfaction (Havlovic, 1991; Cohen et al., 1997; King and Ehrhard,

1997). Not only does QWL contribute to a company’s ability to recruit quality people, but it also

enhances a company’s competitiveness. Common beliefs support the contention that QWL will

positively nurture a more flexible, loyal, and motivated workforce, which is essential in

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determining the company’s competitiveness (Allan and Loseby, 1993; Meyer and Cooke, 1993;

Bassi and Vanburen, 1997). Other studies also found positive associations between progressive

human resource management practices, such as training and staffing selectivity, and common

firm performance measures (Huselid, 1995; Delaney and Huselid, 1996). Employee satisfaction

is essential to implementing high‐performance or high‐commitment work systems (Osterman,

1995), which often lead to high financial and market performance. Roth (1993) empirically

found statistically significant correlations between a measure of QWL and business performance

(in terms of market performance, stakeholder value, and business sustainability) as well as

differentiating competitive capabilities (in terms of service quality, delivery, employee

knowledge, flexibility, and technological leadership).

Heskett et al. (1994) referred “internal service quality” to the quality of work environment that

contributes to employee satisfaction, which has also been known as “quality of work life” or

QWL. The term “quality of work life” was first introduced in 1972 during an international labor

relations conference (Hian and Einstein, 1990). QWL received more attention after United Auto

Workers and General Motors initiated a QWL program for work reforms. Robbins (1989)

defined QWL as “a process by which an organization responds to employee needs by developing

mechanisms to allow them to share fully in making the decisions that design their lives at work”

(p. 207). QWL has been well recognized as a multi‐dimensional construct and it may not be

universal or eternal. The key concepts captured and discussed in the existing literature include

job security, better reward systems, higher pay, opportunity for growth, and participative groups,

among others (Havlovic, 1991; Straw and Heckscher, 1984; Scobel, 1975). For the purpose of

this study, QWL is defined as the favorable conditions and environments of a workplace that

support and promote employee satisfaction by providing them with rewards, job security, and

growth opportunities.

10.3.Organization development ( OD )

Organization Development (OD) is the practice of helping organizations solve problems and

reach their goals. A key emphasis in OD is assisting clients not just in meeting their goal but

with learning new problem-solving skills they can use in the future Bitner et al. (1990). OD is

action oriented. It starts with a careful organization-wide analysis of the current situation and of

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the future requirements, and employs techniques of behavioral sciences such as behavior

modeling, sensitivity training, and transactional analysis. Its objective is to enable the

organization in adopting-better to the fast-changing external environment of new markets,

regulations, and technologies. Organization development is a growing field that is responsive to

many new approaches. Kurt Lewin (1898–1947) is widely recognized as the founding father of

OD, although he died before the concept became current in the mid-1950s. From Lewin came

the ideas of group dynamics and action research which underpin the basic OD process as well as

providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research

Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after his death. RCGD

colleagues were among those who founded the National Training Laboratories (NTL), from

which the T-groups and group-based OD emerged. Kurt Lewin played a key role in the evolution

of organization development as it is known today. As early as World War II, Lewin

experimented with a collaborative change process (involving himself as consultant and a client

group) based on a three-step process of planning, taking action, and measuring results. This was

the forerunner of action research, an important element of OD, which will be discussed later.

Lewin then participated in the beginnings of laboratory training, or T-groups, and, after his death

in 1947, his close associates helped to develop survey-research methods at the University of

Michigan. These procedures became important parts of OD as developments in this field

continued at the National Training Laboratories and in growing numbers of universities and

private consulting firms across the country. There are five main characteristics of OD (French

and Bell, 1990). First, OD is a planned, proactive process as opposed to being a reactive activity.

Second, OD focuses on an entire organization or a large part of an organization. Third, it is

initiated and managed from the top level of an organization. Fourth, OD enhances an

organization's problem solving and renewal processes so that the organization is able to achieve

its goals and objectives. The well‐being of organizational members is a primary concern of OD.

Lastly, OD is based on planned change or interventions made with the help of change agents or

third parties who are familiar with the behavioral sciences and action research. An intervention is

an activity or a series of activities aimed at helping an organization to achieve its goals while

successful action research relies on collaboration between an OD strategist and organizational

members.

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10.4.Relationship between Organizational Development and Employee Performance

The relationship between Organizational Development and Employee Performance is massive.

Organizational development can improve the employees performance.

Using organizational development as an organizational culture initiative offers many advantages.

Culture change is most successful when there is support at the top of the organization (Kotter,

1996). In its simplest form, organizational culture is the values and beliefs shared by employees

in an organization (Schein, 1992). When those values and beliefs are modeled by upper

management, norms for behavior are established and implicitly communicated throughout the

organization. Ultimately the employee’s performance will increase. As a consequence, helping

senior leadership develop the competencies needed to support the new strategy of the

organization is an integral part of initiating a meaningful cultural transformation (Kotter, 1999).

In this example, the organizational development worked very hard to educate other company

executives on the importance of organizational culture and leadership development; this ensured

that support from the Executive Committee was strong at the start of the development initiative.

Integrating leadership development activities within an organizational development initiative is

by no means a new concept but one that can often‐times produce vastly better results than when

these two efforts operate in isolation of each other. Hostetler (2007), as an example, details the

work undertaken to improve organizational culture at the University of Maryland Medical

Center. Senior leadership had determined that the culture of the hospital was negatively

impacting financial performance. As a means for improving the culture, hospital leadership

provided leadership development efforts targeted at medical center directors. Directors were

invited to carry out change projects to improve the culture in their center, offered development

sessions to carry out those projects, and provided feedback on their new leadership style. The

leadership development helped to greatly improve the financial performance of the hospital

(Hostetler, 2007).

10.5.Training and Development

Training and development programs offered by a business might include a variety of educational techniques and programs that can be attended on a compulsory or voluntary basis by staff.

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Training and development activities provide all involved system of care parties with the tools they need to develop professionally, increase their knowledge, effectively work with families, and build their capacity to perform the tasks associated with their positions within the system of care.

This involves training and development of workforces and managers (Briscoe 1995: 83).

Training and development are often used to close the gap between current performances

and expected future performance. Training and development falls under HRD function

which has been argued to be an important function of HRM (Weil & Woodall 2005).

Amongst the functions activities of this function is the Identification of the needs for

training and development and selecting methods 17and programmers suitable for these

needs, plan how to implement them and finally evaluating their outcome results (McCourt

& Eldridge 2003, 237.Guest (1997) argues that policies are necessary to ensure that

employee performance is evaluated, which in turn ensures that the appropriate training

and development take place. With the help of the performance appraisal reports and

findings, the organization can be able to identify development needs. However, individuals

themselves can help to indicate the areas requiring improvement as a result of the issues

raised in the performance appraisal process and their career path needs.Training and

development play an important role in the effectiveness of organizations and to the

experiences of people in work. Training has implications for productivity, health and safety at

work and personal development (Goldstein I. L. & Ford K. 2002). All organizations employing

people need to train and develop their staff. Most organizations are cognizant of this

requirement and invest effort and other resources in training and development. Such

investment can take the form of employing specialist training and development staff and

paying salaries to staff undergoing training and development. Eugen Rotarescu in the year

(2010) the decisions have been optimized by the human resources training and development, the

decision makers have readily available with two methods of analysis they are: (1) the decision

matrix and (2) the decision tree method. Both methods compute the alternatives based on the

estimated monetary value (EMV). Finally the decision matrix and the decision tree analyses

represent two viable, scalable and easily applicable framework analyses for selecting the

optimum course of action regarding the training and development of human resources. Both

20

analyses generate the same solution and rely on the accuracy of the expected monetary value

(EMV) method calculated for each course alternative action.

Of these two methods, the selected decision method depends on the circumstances, the

complexity of the situation and preference of the decision makers. Formal training programmers

are an effective way of directly transferring the organizational goals and values to a whole group

of people simultaneously (Shen, 2006). Appropriate training can develop managers at all levels

including the knowledge and skills required to gain competency in order to manage change in

organization in any business environment (Stewart, 1996; John, 2000) .In multinational

companies, training can provide an important impetus to achieve shared values and facilitates

network building between headquarters and subsidiaries. Human Resource Management (HRM)

practices of training and development enhance employee skills, knowledge and ability which in

turn enhance task performance of individual and in the long run increases the organizational

productivity (Huselid 1995). However, Wood, (1999) argues that HRM practices are universal

across organizations or whether the effectiveness of human resources management is contingent

upon factors while (Asgarkhani, 2003) argues that the success of training is contingent upon the

effectiveness of performance planning and measuring. The fact of the matter is that the three

fundamental aspects surrounding this approach are process classification, selection of proposed

methods, and delivery. We could go further and consider Shandratilek (1997) and Dessler 2005

who emphasized that the point that the availability of high quality employees, places the

organization in a competitive advantage over others even within the same industry and that the

inadequacy of expertise is a major constraint as such organization take major concrete measures

to organize training programmers. The resultant effects of properly executed training

programmers are reflected through the performance management process.

10.6.Relationship between Training and Development, and Employee Performance

A significant relationship was found between the employees training and development

with their resultant performance in accomplishing different tasks. It was found that those

employees who have taken trainings were more capable in performing different task & vice

versa. Training and development have direct relationship with the employees’

performance. Basically training is a formal & systematic modification of behavior through

learning which occurs as result of education, instruction, development and planned

21

experience (Michael Armstrong, 2000). Because of the practical implications of training, it

is important to have training that is effective. Studies have proven that more costly but

effective training can save money that is wasted on cheap but inefficient training.

Therefore, training has acquired a strategic value for hotels since service quality depends

on employee customer care effectiveness Connie Zheng (2009).Training and development

increase the employee performance like the researcher said in his research that training &

development is an important activity to increase the performance of health sector

organization. The hard approach assumed the employees in the organizations as mere

resources to achieve the objectives of the organization, whereas the soft approach viewed

the employees more as valued assets capable of development (Tyson and Fell 1986).

Despite focusing on efficiency and cost control the spending on training should increase

because organization get more efficiency , effectiveness out of the training and

development . Training practices used by organizations may have an effect, direct or

indirect on both employees Motivation and organizational commitment (Meyer and Allen,

1990). By the provision of appropriate training to all the workers the firms can get high

productivity level. According to Obisi (1996) the concepts, of training and development are

used interchangeably. However, it can be differentiated from the other. Training is for

specific job purpose while development goes beyond specifics development covers not only

those activities which improve job performance, but also those which bring about growth

of personality. In training, you using one stone to kill one bird while in development you

use one stone to kill two birds Mamoria, (1995). Employee development activities are very

important for the employees, as the activities are performed, it indicates that organization

cares about their employees and wants them to develop (Elena P. 2000). Many of the

organizations are investing in employee development. When organizations are

contributing towards the employee development activities, the employees work hard;

utilize their full skills and efforts to achieve the goals of the organizations.

10.7.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

22

organizational objectives. Other aspects of individual employees are considered as well, such as

organizational citizenship behavior, accomplishments, potential for future improvement,

strengths and weaknesses, etc. In the arena of human resource management (HRM), performance

appraisal and reward decisions have been shown to be critical to performance management

systems and tend to influence a variety of employee attitudes such as job performance,

commitment to the organization and tenure intent (e.g., Holbrook, 1999; Schuler & Huber,

1993). In a broad sense, in both of these functions, the role of organizational justice principles or

fairness has been emphasized by several authors (e.g., Folger, Konovsky & Cropanzano, 1992;

Taylor, Tracy, Renard, Harrison & Carroll, 1995). While distributive justice principles are

closely associated with reward distributions, the procedural justice principles of due process are

closely associated with performance appraisal practices. Further, effective performance appraisal

practices are instrumental to administrative decisions organizations make such as merit pay

allocations or promotions (Fletcher, 2001). Thus, one can conceptualize performance appraisal

and reward distribution decisions as two critical aspects of performance management systems.

Generally speaking, organizational justice refers to perceived fairness in the workplace and

comprises of distributive, procedural, and interactional justice (Greenberg, 1990). Distributive

justice perception is concerned with the perceived fairness of the outcome grounded in Adam’s

(1965) equity theory. Although Adam’s equity theory is concerned with an evaluation of one’s

own inputs with outcomes with that of a comparison others, distributive justice may also involve

an evaluation of one’s own performance or effort and the associated rewards without any specific

reference to comparison others. Procedural justice is based on dispute resolution models (Thibaut

& Walker, 1975) and is concerned with the fairness of the procedures used in the distribution of

the outcome. This dimension of justice is concerned with the processes used by organizations to

allocate rewards and may consist of adequate notice about performance expectations, clear

communications of these standards, involvement of the supervisors and subordinates in the

setting of performance standards, periodic review of task accomplishment, accurate performance

feedback, and an opportunity to resolve grievances with the supervisors.

An effective performance management system presupposes an effective performance appraisal

system (PAS) that measures individual performance accurately and rewards employees based on

23

their performance (Ahmad, 2004; Fletcher, 2001). Thus, PAS should be instrumental to effective

reward system thus resulting in an effective performance management system. Taylor, et al.,

(1995) tested the due process metaphor with the incorporation of procedural justice principles in

the PAS and found that due process principles resulted in more positive attitudes such as

perceived fairness, intent to remain with the organization, accuracy of performance appraisal and

positive attitudes about the managers (raters). Similarly, Holbrook (1999) also reported that

procedural justice principles in PAS resulted in positive employee attitudes such as satisfaction

with the system among the employees.

10.8.Relationship between Performance Appraisal and Rewards, and Employee

Performance

Ajila and Abiola (2004) revealed that performance appraisal and reward package can influence

on employee performance. Base on their findings they concluded that performance appraisal and

reward system helps to increase employee performance by enhancing employee skills,

knowledge and abilities in order to achieve organizational objectives. According to the, reward

practices play a vital role in improving employee performance and to achieve organizational

goals. As mentioned earlier, many researchers have identified that employee rewards directly

attach to employee performance. According to the available literature they identify, if

organization fails to reward employees, it will directly affect to decrease employee performance

and an efficient reward system can be a good motivator but an inefficient reward system can lead

to demotivate the employees in terms of low productivity, internal conflicts, absenteeism, high

turnover, lack of commitment and loyalty, lateness and felling grievances. Therefore,

organization needs to develop strategic reward system for employees in order to retain competent

employees which result to obtain sustainable competitive advantage.

Human resource is the most important factor which brings competitive advantage by contributing

their knowledge, skills and capabilities to the organization. The existing literature reveal that

human resource can be preserved within the organization and optimally utilized through

inspiring it using different strategies such as working condition, leader’s influence, training and

development, learning culture, organization reputation and rewards. Among those strategies

reward is a key factor. (Agwu, 2013: Heng, 2012: Yapa, 2002). Reward is the benefits that arise

24

from performing a task, rendering a service or discharging a responsibility. “The principal

reward for performing work is pay, many employers also offer reward packages of which wages

and salaries are only a part. The packages typically include: bonuses, pension schemes, health

insurance, allocated cars, beneficial loans, subsidized meals, profit sharing, share options and

much more” (Agwu, 2013).

10.9.Participative Management

An extensive body of research has shown that participative management – defined as joint

decision making or at least shared influence in decision making by a superior and his or her

employees (Koopman and Wierdsma, 1998) – offers a variety of potential benefits to the overall

school organization and to its employees (Day et al., 2005; Gebert et al., 2003). Nevertheless,

studies (Sato et al., 2002) have also indicated that teacher involvement in the decision-making

process can generate job-related stress and role ambiguity and can create tension and conflict

among teachers, principals, and administrators. Participative management challenges traditional

practices and encourages autonomy, openness to new suggestions or ideas, and novel objectives

(West, 2002). A participative management environment involves an increase in social and mental

demands, such as job meaningfulness, responsibility for others and collaboration (Stevens &

Ash, 2001). Weihrich et al., (2008) says that one of the most important human activities is

managing. Ever since people began forming groups to accomplish aims they could not achieve as

individuals, managing has been essential to ensure the coordination of individual efforts. As

society has come to rely increasingly on group effort, and as many organized groups have

become large, the task of managers has been rising in importance. Participative management

gives employees more responsibility for organizational performance and for making planning

and organizing decisions, thus inherently signaling that the organization recognizes the employee

can make important contributions to it (Luthans, 1995; Stevens & Ash, 2001). Previous studies

(Penley and Tomaka, 2002; Vollrath, 2001) have indicated that highly conscientious individuals

perceive themselves as able to meet situational demands, tend more readily to accept

responsibility for problems that arise and persevere even when facing obstacles.

Working in a participative management environment tends to foster more interaction among

team members and requires individuals who have robust social skills (Lawler, 1992). But

researchers (Argyle & Lu, 1990; Hills & Argyle, 2001) have indicated that social interaction can

25

be a major source of pleasure and happiness for highly extroverted individuals, which, in turn,

generates positive moods and ultimately overall happiness (Tkach & Lyubomirsky, 2006).

Participative management has the potential to balance the involvement of managers and their

subordinates in information-processing, decision-making, or problem-solving endeavors

(Wagner, 1994). A participative management environment helps teachers discover new

opportunities and challenges and enables them to learn by acquiring, sharing, and combining

knowledge.High levels of conscientiousness are characterized by a general tendency to be

involved in work, entailing a greater likelihood of obtaining satisfying formal and informal work

rewards (respect, sense of personal accomplishment) (Organ & Lingl, 1995). Robbins & Coulter

(1996) opine that participative/democratic describes a leader who tends to involve subordinates

in decision making, delegate authority, encourage participation in deciding work methods and

goals, and use feedback as an opportunity for coaching. Participative management, in fact,

promotes a sense of „we feeling‟ among the employees and enable to own the decisions taken by

the managers.

10.10.Relationship between Participative Management and Employee Performance

Since its origins with Elton Mayo’s The Human Problems of an Industrial Civilization (1933)

and, a large and diverse literature have been, assembled on participative management, which

includes employee involvement, industrial democracy, and Employee Performance. Interest in

participative management has been persistent during this period, with periodic surges

corresponding to the social, political, and economic issues of chronically low productivity in the

1960s and 1970s, and international challenges to U.S. industry and product quality in the 1980s

and 1990s when worker motivation, productivity and innovativeness became priority issues.

Recently, the focus has been on the relationship between participative management and the

newer, organic and networked organizational forms, dramatically improved information and

communication technology, and greater citizen involvement in organizational decision making.

The literature reflects a growing recognition among U.S. academics and managers that a high

productivity/high wage economy requires new labor-management relationships, including ways

to share gains and organize work that more fully develop and utilize the skills, knowledge, and

motivation of the workforce (Fantasia, Rick, Dan Clawson, and Gregory Graham. 1988).

26

10.11.Employee Performance

Employee performance is defined as the outcome or contribution of employees to make them

attain goals while performance may be used to define what an organization has accomplished

with respect to the process, results, relevance and success Uganda National Development

Program (1995). Afshan et al. (2012) define performance as the achievement of specific tasks

measured against predetermined or identified standards of accuracy, completeness, cost and

speed. Employee performance can be manifested in improvement in production, easiness in

using the new technology, highly motivated workers. Employee Performance means employee

productivity and output as a result of employee development. Employee performance will

ultimately affect the organizational effectiveness. Employee learning explains the process of

acquiring knowledge through curiosity to learn. It is a mind-set who has anxiety to get

information. Employee learning will increase the abilities and competency of the employee

(Dixon 1999). The abilities and competencies are helpful in employee performance and

productivity.

Employee Development is one of the most important functions of Human Resource

Management. Employee development means to develop the abilities of an individual employee

and organization as a whole so; hence employee development consists of individual or employee

and overall growth of the employee as when employees of the organization would develop the

organization, organization would be more flourished and the employee performance would

increase (Elena P. 2000). Therefore, there is a direct relationship between Employee

Development and Employee Performance. As when employees would be more developed, they

would be more satisfied with the job, more committed with the job and the performance would

be increased. When employee performance would increase, this will lead to the organization

effectiveness (Champathes, 2006). Employee is a valuable resource (asset) of the organization.

The success or failure of the organization depends on employee performance. Individuals are

allowed to take the responsibility. They are treated as a partner to achieve personal and

organizational goals. As goals are achieved, the performance is enhanced (Agarwal, 2006). The

investment in perceived developmental activities of the employee are important in order to

increase the employee performance.

27

11.Research Framework

HRD Practice

Quality of Work Life and Welfare Measures

Organizational Development

Training and Development Employee Performance

Performance Appraisal and Rewards

Participative Management

12.Research Question and Hypothesis

H1: The effective use of basic HRD practice (Quality of Work Life and Welfare Measures) leads

to high level of employee performance.

Q1: Is there any relation between Quality of Work Life and Welfare Measures and Employee

Performance

28

H2: The effective use of basic HRD practice (Organizational Development) leads to high level of

employee performance.

Q2: Is there any relation between Organizational Development and Employee Performance

H3: The effective use of basic HRD practice (Training and Development) leads to high level of


Q3: Is there any relation between Training and Development and Employee Performance.

H4: The effective use of basic HRD practice (Performance Appraisal and Rewards) leads to high

level of employee performance.

Q4: Is there any relation between Performance Appraisal and Rewards and Employee

Performance.

H5: The effective use of basic HRD practice (Perceptive Management) leads to high level of


Q5: Is there any relation between Perceptive Management and Employee Performance.

13.Research Design

The degree to which the research question has been crystallized or structured is the first

descriptor of research design. There are two options which are exploratory and formal research.

The exploratory studies are used when the research question is still fluid or undetermined. The

goal of exploration is to develop hypotheses or questions for future research. Formal studies are

used when the research question is fully developed and there have hypotheses to be examined. I

use the formal research strategy. In my research begins with hypotheses, exact procedures, and

research questions.

There are two types of data collection method. One is Monitoring and another is Communication

Study. Communication study means that the researcher questions the subjects and collects their

responses by personal or impersonal means. I collect the data by interview and fill up the

questioner.

29

The power of the researcher to produce effects in the variables under study is experiments.

Experiments are studies involving the manipulation of one or more variables to determine the

effect on another variable. Experimental design is appropriate when one wishes to discover

whether certain variables produce effects in other variables. Experimentation provides the most

powerful support possible for a hypothesis of causation.

The purpose of the study is casual explanatory study. In casual explanatory study, I try to explain

relationship between dependent and independent variable which one variable produces changes

in another variable. In my article dependent variable are related in independent variable.

My research time dimension is cross-sectional studies. Cross- sectional studies are carried out

once and represent a snapshot of one point in time. A cross-sectional study is a short term

research. So my research is cross- sectional study.

The topical scope refers to the breadth and depth of the study in question. My research topical

scope is case study because a case study places more emphasis on full contextual analysis of a

few events or conditions and their interrelations. Case studies rely on qualitative data and

emphasize the use of results for insight into problem-solving, evaluation, and strategy.

The environment of my research is field conditions. Field conditions mean that the research

occurs in the actual environmental conditions where the dependent variable occurs.

The participants’ perceptions of the research are active routine. I conduct my research in

interview and questioner fill up where all the participants’ are actively related. There are three

levels of perception:

1. Participants perceive no deviations from everyday routine.

2. Participants perceive deviations, but as unrelated to the researcher.

3. Participants perceive deviations as researcher induced.

14.Sampling

A sample is some part of a larger body specially selected to represent the whole. Sampling is the

process by which this part is chosen. Sampling then is taking any portion of a population or

30

universe as representative of that population or universe. For a sample to be useful, it should

reflect the similarities and differences found in the total group. The main objective of drawing a

sample is to make inferences about the larger population from the smaller sample.

15.Sampling unit

The sample for this Research consists of Leading Telecom Company in Bangladesh which is

Grameenphone. HR managers, Senior Executives, Executives, Specialists, Engineers, Architects,

and Apprentices are included in the sample for the research. Simple random sampling has been

utilized. A total 50 employees (respondents) from the company were drawn.

16.Instrument

In my research Questionnaire I use some demographic information in our sample like, gender,

age, monthly income etc. Then I set my question based on the variable. I used five (5) score

scale to get information. There are Five (5) response choices.

In my research we have use 5 independent variable and 1 dependent variable. Independent

variables are Quality of Work Life and Welfare Measures (QWLWM), Organizational

Development (OD), Training and Development (TD), Performance Appraisal and Rewards

(PAR), Participative Management (PM), and our dependent variable is Employee Performance

(EP). We have total 5 hypotheses to test this research. The questions are given appendix.

17.Data Collection

There are two types of data collection process. They are Primary Data & Secondary Data.

Primary Data are those collected for the first time .Secondary Data are those which have already

been collected and analyzed by someone else. In the context of Bangladeshi people, as

researchers we used primary data to examine the research problem and verify hypothesis. The

31

1. Strongly Disagree (SD) 2. Disagree (D) 3. Neither agree nor Disagree (NAND) 4. Agree (A) 5. Strongly Agree (SA)

researcher use questionnaire method to collect data from the primary sources. Because this

research will cooperate us exclusively for carrying out in order to adopt senior executive. In this

study mostly primary data will be used to draw a recommendation. I will confirm my

respondents that all the data collected from them will be kept confidential and exclusively used

for academic purposes and their individual identity would be kept undisclosed individuals, each

taken fifty (50) questionnaires to be filled out by respondents from the devised sample. While

filling out the questionnaires the researchers assisted the respondents to get a better idea of their

actual behaviors to minimize the margin of error.

18.Data Analysis

After collecting the data from survey, the Statistical Package for Social Science (SPSS) version

17 was used to analyses the data. I did Descriptive analysis, Reliability test, Hypothesis test and

Regression analysis.

19.Frequency test

The sample consists of 46 male and 4 female. 92% of male and 8% of female participates

in this survey.

Among the survey 2 respondents age were between 15-25 years, 39 respondents age were

between 26-35, 9 respondents age were between 36-45 and 4 respondents age were 46 &

Above .

There are four income ranges. 2 respondents which is 4% were in 20,000 to 30,000 tk.

Range, 7 respondents which is 14% were in 31,000-40,000, 16 respondents which is 32%

were in 41,000-50,000, 25 respondents which is 50% were in 51,000 + ranges.

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

32

Age


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

Income


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

20. Reliability Test

20.1.Quality of Work Life and Welfare Measures (QWLWM)

In questionnaire, Question no. 1 to 7 is for Quality of Work life and Welfare Measures

(QWLWM). These questions are desirable because Cronbach Alpha value is .722 and number of

item is 7. Alpha value should be between 0.5- 0.6 for sufficient and 0.7 and above is desirable.

So the Cronbach Alpha value is .722 is desirable.

Reliability Statistics

Cronbach's

Alpha

N of Items

.722 7

20.2.Organizational Development (OD)

33

In questionnaire, Question no. 8 to 14 is for Quality of Organizational Development (OD). These

questions are desirable because Cronbach Alpha value is .869 and number of item is 7. Alpha

value should be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach

Alpha value is .869 is desirable.


Cronbach's

Alpha

N of Items

.869 7

20.3.Training and Development (TD)

In questionnaire, Question no. 15 to 18 is for Training and Development (TD). These questions

are desirable because Cronbach Alpha value is .702 and number of item is 4. Alpha value should

be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach Alpha value is

.702 is desirable.


Cronbach's

Alpha

N of Items

.702 4

20.4.Performance Appraisal and Rewards (PAR)

In questionnaire, Question no. 19 to 22 is for Performance Appraisal and Rewards (PRA). These

questions are sufficient because Cronbach Alpha value is .661 and number of item is 4. Alpha

value should be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach

Alpha value is .661 is sufficient.


Cronbach's

Alpha

N of Items

.661 4

20.5.Participative Management (PM)

34

In questionnaire, Question no. 23 to 27 is for Participative Management (PM). These questions

are desirable because Cronbach Alpha value is .871 and number of item is 5. Alpha value should

be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach Alpha value is

.871 is desirable.


Cronbach's Alpha N of Items

.871 5

20.6.Employee Performance (EP)

In questionnaire, Question no. 28 to 32 is for Employee Performance (EP). These questions are

desirable because Cronbach Alpha value is .875 and number of item is 5. Alpha value should be

between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach Alpha value is

.875 is desirable.


Cronbach's Alpha N of Items

.875 5

21. Hypothesis Testing (Correlation Testing)

Spearman’s Correlation

If correlation coefficient p (rho) ≠ 0 and significance, α (alpha) < 0.05. Then accept alternative

hypothesis Ha, which means there is a relationship between Independent variable & Dependent

variable.

35

21.1.Quality of Work Life and Welfare Measures & Employee Performance

There is a relationship between customer service orientation of the firm and service recovery

performance. Because the value of P (rho) = .531 and the value of alpha is .000 which is less

0.05 so I can accept the alternative hypothesis Ha.

Correlations

Quality of Work

Life and Welfare

Measures

Employee

Performance

Spearman's rho

Quality of Work Life and

Welfare Measures

Correlation Coefficient 1.000 .531**

Sig. (2-tailed) . .000

N 50 50


Correlation Coefficient .531** 1.000

Sig. (2-tailed) .000 .

N 50 50

**. Correlation is significant at the 0.01 level (2-tailed).

21.2.Organizational Development & Employee Performance




Correlations

Organizational

Development

Employee

Performance

Spearman's rho

Organizational Development



N 50 50




N 50 50

36


21.3.Training and Development & Employee Performance




Correlations

Training and

Development

Employee

Performance

Spearman's rho

Training and Development



N 50 50




N 50 50


21.4.Performance Appraisal and Rewards & Employee Performance




Correlations

Performance

Appraisal and

Rewards

Employee

Performance

Spearman's rho Performance Appraisal and

Rewards



N 50 50

37




N 50 50


21.5.Performance Appraisal and Rewards & Employee Performance




Correlations

Partcipative

Management

Employee

Performance

Spearman's rho

Partcipative Management



N 50 50




N 50 50


22.Regression Analysis

R square values represent how much a dependent variable is explained in the independent

variable.

22.1.Quality of Work life and Welfare Measures

Model Summary

Model R R Square Adjusted R

Square

Std. Error of the

Estimate

1 .475a .225 .209 .58271

a. Predictors: (Constant), Quality of Work Life and Welfare Measures

38

The value of R Square is .225 that means Employee Performance is 22.5% explained by the

Quality of Work life and Welfare Measures.

22.2.Organizational Development

Model Summary


Square

Std. Error of the

Estimate

1 .537a .289 .274 .55845

a. Predictors: (Constant), Organizational Development


Organizational Development.

22.3.Training and Development

Model Summary


Square

Std. Error of the

Estimate

1 .508a .258 .243 .57012

a. Predictors: (Constant), Training and Development


Training and Development.

22.4.Performance Appraisal and Rewards

39

Model Summary


Square

Std. Error of the

Estimate

1 .511a .261 .246 .56915

a. Predictors: (Constant), Performance Appraisal and Rewards


Performance Appraisal and Rewards.

22.5.Participative Management

Model Summary


Square

Std. Error of the

Estimate

1 .719a .516 .506 .46047

a. Predictors: (Constant), Participative Management


Performance Appraisal and Rewards.

23.Limitations

There are some limitations of this study. The study was limited by a number of factors. Firstly,

sample size was very small to present the proposed scenario. Secondly, time constraint led to get

narrower outcomes and finally, the knowledge constraint of the researcher was another limitation

for this study. Thirdly, there might be some sampling error because of convenience sampling

process. Some of the respondent did not properly answer the questions due to lack of time and

language barrier. They had problem with understanding research word.

40

24.Recommendations

HRD plays a very vital role in the success of an organization. It actually affects the performance

of the employees directly or indirectly. If the HRD atmosphere is favorable, the company may

avail the maximum cooperation of the employees to achieve the organizational objectives. The

study brings in to light the fact that HRD climate in the telecom sector consist of huge of scope

for improvement. The results also show that the only dependent variable is Employee

Performance can be enriched by practicing and maintaining the all Independent variables. The

Grameenphone needs to take some necessary steps to bridge the gap with employees and try to

develop a feeling of mutual trust and confidence. A transparent communication process actually

helps in the establishment the HRD climate. All possible efforts should be made to encourage the

employees to fearlessly express their feelings and grievances to the management. The feedback

should be taken at fixed time span to know the drawback in the system. 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 in case of emergencies and exigencies. Management

should discourage the stereo types and favoritism. All employees should be treated on equity

basis. Most of the variables equally explain the employee performance but the most of the

employees of Grameenphone give emphasis on participative Management, and it should be

established as a result the employee performance will increase tremendously. Moreover the team

41

sprite should also be developed among the employees. Management should discourage the stereo

types and favoritism. Team sprite also be developed among the employees. These

recommendations if implement properly will go a long way to help the management of Grameen

phone.

25.References

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Agwu, M.O.,(2013) Impact of Fair Reward System on Employees Job Performance in Nigerian

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Ahmad, K. (2004). Choice of allocation norms and perceived fairness of Malaysian corporate

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Appendix A:

26.Research Questioner

This research is conducted for academic purpose only. So please do not hesitate to answer.

Your information will keep confidential.

Research Topic: An Exploratory Study of Human Resources Development Practices in Telecom Industry in Bangladesh: The study has been done based on Grameenphone Employees.

Personal Information

Please give the √ mark.

1. Male Female

2. Age: 15-25 26-35 36-45 46 and above

51

3. Income per month:-

20000-30000 31000-40000 41000-50000 51000 and above

4. Occupation……………………………

5. Date:-

6.

SD: - Strongly Disagree, D: - Disagree, NAND: - Neither agree nor Disagree, A: - Agree, SA: - Strongly Agree. Please circle the number, which most closely responds to your thinking.

SL NO.

Statement SD D NAND A SA

1 The top management gives importance to human resources and treats them humanly 1 2 3 4 5

2 The top management of this company goes out of its way to make sure that employees enjoy their work 1 2 3 4 5

3 The top management is willingly to invest a considerable part of their time and other resources to ensure the development of employees.

1 2 3 4 5

4 The psychological climate in this organization is very conductive for any employee interested in developing himself by acquiring new knowledge and skills.

1 2 3 4 5

5 Development of human resource is considered while farming the personnel policies.

1 2 3 4 5

6 The organizational climate is favorable for the employees to develop new skills and knowledge.

1 2 3 4 5

7 Employee welfare measures are provided to such an extent that employees can save a lot of their mental energy for work purposes.

1 2 3 4 5

8 There is accurate job description in the organization 1 2 3 4 59 Job relation in your company is done to facilitate

employee’s development.1 2 3 4 5

10 Employees in your company are not afraid to express or discuss their feelings with their supervisor

1 2 3 4 5

11 Employees are encouraged to experiments with new 1 2 3 4 5

52

1. Strongly Disagree (SD)2. Disagree (D)3. Neither agree nor Disagree (NAND)4. Agree (A)5. Strongly Agree (SA)

methods and try out creative ideas.

12 When an employee commits any mistake, his supervisor treats it with understanding and helps him to learn from such mistake rather than punishing/discouraging him.

1 2 3 4 5

13 There is good term-spirit and cooperation in the organization.

1 2 3 4 5

14 All the employees are aware of the human resource development policies followed in the organization.

1 2 3 4 5

SD: - Strongly Disagree, D: - Disagree, NAND: - Neither agree nor Disagree, A: - Agree, SA: - Strongly Agree. Please circle the number, which most closely responds to your thinking.

Statement SD D NAND A SA15 Promotion decisions are based on the capacity of the

person promoted and not on my favoritism.1 2 3 4 5

16 Employees are briefed about the company’s future plans so as to develop them for future.

1 2 3 4 5

17 Career and growth opportunities are pointed out to juniors to senior officers.

1 2 3 4 5

18 There is well-developed human resource information system in this organization.

1 2 3 4 5

19 People lacking competences in doing their jobs are helped to acquire competences rather than being left un attended.

1 2 3 4 5

20 Specific training programs are being organized in your organization on regular basis.

1 2 3 4 5

21 Employees are sponsored for training on the basis of genuine training needs.

1 2 3 4 5

22 Employees, who have been given a chance of sponsored training, take it seriously and utilize the training for development.

1 2 3 4 5

23 When an employee’s does good work the officer take special care in appreciating it.

1 2 3 4 5

24 There is mechanism in this organization to reward good work done or any other contribution made by the employees.

1 2 3 4 5

25 The top management makes effort to identify and utilize the potential of the employee.

1 2 3 4 5

26 Performance appraisal reports are based on objective assessment and adequate information and not on

1 2 3 4 5

53

favoritism.

27 Seniors guide their juniors and prepare them for responsibilities/roles they are likely to take up.

1 2 3 4 5

28 Delegation of authority is encouraged by the managers to enable the employees capable of handling higher responsibilities.

1 2 3 4 5

29 When seniors delegated some responsibilities to their juniors, they take it as an opportunity.

1 2 3 4 5

30 Weakness of employees they take it seriously and use it for development.

1 2 3 4 5

31 When behavior feedback is given to employees they take it seriously and use it for development.

1 2 3 4 5

32 When a problem arises in the company, it is discussed openly and tried to be solved rather than keep on accusing each other.

1 2 3 4 5

Thank you very much for your cooperation

Appendix B

27.Variable Wise Questionnaires

SL NO.

Statement

Quality of Work Life and Welfare Measures1 The top management gives importance to human resources and treats them humanly2 The top management of this company goes out of its way to make sure that employees enjoy

their work3 The top management is willingly to invest a considerable part of their time and other

resources to ensure the development of employees.4 The psychological climate in this organization is very conductive for any employee interested

in developing himself by acquiring new knowledge and skills.5 Development of human resource is considered while farming the personnel policies.6 The organizational climate is favorable for the employees to develop new skills and

knowledge.7 Employee welfare measures are provided to such an extent that employees can save a lot of

their mental energy for work purposes.Organizational Development

8 There is accurate job description in the organization9 Job relation in your company is done to facilitate employee’s development.10 Employees in your company are not afraid to express or discuss their feelings with their

supervisor11 Employees are encouraged to experiments with new methods and try out creative ideas.12 When an employee commits any mistake, his supervisor treats it with understanding and helps

him to learn from such mistake rather than punishing/discouraging him.13 There is good term-spirit and cooperation in the organization.14 All the employees are aware of the human resource development policies followed in the

54

organization.

Training and Development15 Promotion decision are based on the capability of the person promoted and not on my

favoritism16 Employees are briefed about the company’s future plans so as to develop them for future.17 Career and growth opportunities are pointed out to juniors to senior officers.18 There is well-developed human resource information system in this organization.

Performance Appraisal and Rewards19 People lacking competences in doing their jobs are helped to acquire competences rather than

being left un attended.20 Specific training programs are being organized in your organization on regular basis.21 Employees are sponsored for training on the basis of genuine training needs.22 Employees, who have been given a chance of sponsored training, take it seriously and utilize

the training for development.Participative Management

23 When an employee’s does good work the officer take special care in appreciating it.24 There is mechanism in this organization to reward good work done or any other contribution

made by the employees.25 The top management makes effort to identify and utilize the potential of the employee.26 Performance appraisal reports are based on objective assessment and adequate information

and not on favoritism.27 Seniors guide their juniors and prepare them for responsibilities/roles they are likely to take

up.Employee Performance

28 Delegation of authority is encouraged by the managers to enable the employees capable of handling higher responsibilities.

29 When seniors delegated some responsibilities to their juniors, they take it as an opportunity.30 Weakness of employees they take it seriously and use it for development.31 When behavior feedback is given to employees they take it seriously and use it for

development.32 When a problem arises in the company, it is discussed openly and tried to be solved rather

than keep on accusing each other.

55

56

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