Maintaining effectiveness in HRM practice is a primary objective for all freight forwarding company to stay in the profitability track. The purpose of this study was an attempt to understand the opinion and attitude of various categories of employees in PAG, towards the effectiveness of recruitment and selection practice, training and development program, and reward and compensation system. Descriptive research method was adopted for this study using 44 valid questionnaires which were completed by selected employees in PAG using simple random sampling technique. The data collected were carefully analyzed using descriptive statistics to represent the raw data in a meaningful manner; percentage, frequency and mean analysis were used for analyzing and interpreting the opinions of the employees. The study has found high level of effectiveness on recruitment and selection practice, and training and development program while medium level of effectiveness achieved for reward and compensation system. From the analysis it was found that right employees are not assigned at the right position. As a result, employees are demotivated and their job satisfaction declined over time. Even though the company provide extensive training program; some improvement needs to be done on training program need assessment and post training program evaluation in order to increase the effectiveness level of training and development program. Although effective compensation and reward system are essential for attracting, retaining and motivating employees towards the achievement of freight forwarding companies; the finding shows that compensation and reward scheme in PAG need improvement to meet the desired target, as a result, PAG management need to work hard to achieve high level of effectiveness.
Download Free PDF View PDF
Download Free PDF View PDF
Download Free PDF View PDF
The project is all about Training and Development of employees. Human resource management is the management of employee’s skill, knowledge abilities, talent, aptitude, creativity, ability etc. different terms are used for denoting Human Resource Management. They are labour management, labour administration, labour management relationship, employee –employer relationship, industrial relationship, human capital management, human asset management etc. Though these terms can be used differently widely, the
Download Free PDF View PDF
Download Free PDF View PDF
Download Free PDF View PDF
For MBA STUDENTS
Download Free PDF View PDF
Download Free PDF View PDF
Australasian Journal of Business, Social Science and Information Technology (AJBSSIT)
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 human resource management (HRM) systems of TGTDCL of Bangladesh. The study reveals that HRM systems of TGTDCL follow Bangladesh Service Rules 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. The 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), 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, 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. The 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 through job analysis. Recruitment and selection process, TNA, 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.
Download Free PDF View PDF
ABSTRACT Job satisfaction played an important role to employees’ turnover because it would lead employee resigned when their job satisfaction is low. The results indicate human resources practice a positively and significantly correlated with job satisfaction. On the other hand human resources practice and job satisfaction are negatively and significantly correlated with turnover. Turnover affects the cost of operations and drains the organisation of inherent implicit knowledge. To manage these effects, job satisfaction and turnover relationships have been studied. However, only moderate results have been obtained, a situation blamed on the exclusion of individual difference factors, and other relationships involving these factors. Using data from 40 employees of Vodacom Tanzania (senior and Junior indusive), the relationship between job satisfaction and turnover intention was evaluated. Job satisfaction was found to have a direct negative relationship with turnover intention. Intrinsic and extrinsic satisfaction moderated this relationship, such that participants, who were low in their satisfaction had greater tendency to exit the organisation even at high levels of job satisfaction. These results indicate that the effect of job satisfaction on turnover can be enhanced in two ways; namely, when employees find congruence between their job and their self identity, and when involved in such jobs enhances their overall job satisfaction. Consequently, Human resource managers will be challenged to place a high priority on job design, and develop policies that help employees to balance their work and non work involvements so as to enhance their overall job satisfaction
Download Free PDF View PDF
