Human Resource Management Practices in Government Companies of Bangladesh: A Case Study
Australasian Journal of Business, Social Science and Information Technology (AJBSSIT), Volume 2 • Issue 4 • October 2016
18 Pages Posted: 20 Oct 2016
Date Written: October 20, 2016
There is a paramount importance of Human Resource in a modern organization for its sustainability in future. Without the support of HR, machines remain idle, raw materials lie stacked, money get tied up, and other wings of the organization crake down. Titas Gas Transmission and Distribution Company Limited (TGTDCL) is the largest state-owned public limited gas company operating in the energy sector of Bangladesh under the Corporation of Bangladesh Oil, Gas and Mineral Resources (Petrobangla). This company is managed by the Ministry of Power, Energy and Mineral Resources of Bangladesh. It is the most important and largest state-run company in terms of revenue earning, employment generation, and poverty alleviation of the country. Therefore, this study aims at evaluating the HRM systems of TGTDCL of Bangladesh. The study reveals that HRM systems of TGTDCL follow Bangladesh Service Rules (BSR) and unified service rules of Petrobangla. ‘Service Regulations of TGTDCL 1987 and 2008’ as well as ‘Bangladesh Labor Law 2006’ are used in this company. There is no unique HRM division as well as comprehensive HRM policy of this organization. The HR related activities are performed partially by the administrative, HRD and establishment departments. Study also shows that the HRM activities of TGTDCL are still traditional, backdated and not motivating to the skilled, brilliant and efficient employees of the company. There is formal Human Resource and Succession Planning. Although, the management has developed recently titas gas Human Resource Information Systems (HRIS) but it has not yet been implemented. The recruitment and selection process is standard but ineffective due to lengthy, irregular, and outdated implementation systems. Scattered informal and formal orientation programs are arranged for the newly recruited employees. Training is hardly based on Training Need Assessment (TNA). Although, the company arranges regular domestic and foreign training but there is hardly formal training policy of the company. The systematic promotion policy exists in the organization but not properly implemented due to the slow implementation process. Performance appraisal system is traditional and not motivating for the skilled employees. The benefits and other packages are as per government rules but far below the market standard. Fringe benefits are more than the other government employees. The grievance handling procedure is time consuming and often ineffective. Transfer, leave, and deputations are as per government rules. There is a good peer relation between the management and the trade union. Employees’ welfare, safety and security measures are satisfactory compared to other government organizations. This study suggests that strategic HR planning, effective HRIS, formal job description should be developed thorough job analysis. Recruitment and selection process, Training Need Assessment, training manual, career planning, effective and updated promotion policy, performance appraisal systems, transfer, deputation, employee discipline and grievance handling procedures and employee welfare policies are to be improved by the policymakers to improve the productivity of this company.
Keywords: HRM, Training Need Assessment, Recruitment and Selection, Petrobangla, Job Analysis, Promotion Policy, Career Planning
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