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CHAPTER ONE: INTRODUCTION

1.1.BACKGROUND OF THE STUDY

This report is prepared to fulfill the partial requirement of the Internship program of the
Evening MBA program of the Department of Management Studies, University of Dhaka.
Similar to any other university or business school after completion of the MBA program
(academic courses) every student must have to complete the internship program as a
required course for the degree of MBA. The main purpose of the program is to know the
real life situation. The topic of my report is “Recruitment and Selection Process on
Grameenphone Limited”.

In the age of globalization and the modernization mobile phone has become a more
important item to stay connected to their nearest and dearest ones. Not more than ten
years before, people could not imagine about mobile phone which was considered to be
luxury phone. But now people cannot think without the mobile phone and considered to
be a necessary item. There are in total six telecommunication operators operating
throughout Bangladesh. The six telecommunication operators are- Grameenphone Ltd,
Airtel Bangladesh Ltd, Robi Axiata Ltd, Banglalink, Teletalk and City Cell.
Grameenphone Ltd. is the largest mobile telecommunications operator in Bangladesh in
terms of revenue, coverage and subscriber base. The company was incorporated on 10
October 1996 as a private limited company. Grameenphone converted to a public limited
company on 25 June 2007. The company became stock listed and started its trading at
Dhaka and Chittagong Stock Exchanges from 16 November 2009. The shareholding
structure comprises of mainly two sponsor Shareholders namely Telenor Mobile
Communications AS (55.80%) and Grameen Telecom (34.20%). The rest 10.00%
shareholding includes General public & other Institutions. Basically Telenor is a largest
telecommunication service provider in Norway whereas Grameen Telecom Corporation is
basically a non- profit sister concern of the Grameen Bank and the remaining ten percent
shares go to General Retail and Institutional investors. It has always being a

pioneer in introducing new products and services in the local market. Grameenphone was
the first company to establish GSM technology in Bangladesh. They were the first to
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bring various services for the subscribers. These services are pre-paid service, brought the
concept of first 24 hour call centre, and introduced value added service like-VMS, SMS,
international roaming service, WAP, EDGE. There are about 33 million subscribers of
Grameenphone till May 2011.In order to match their logo with the parental company
Telenor, Grameenphone formally changed its logo on November 16.2006.The new logo
represents trust, reliability, quality and constant progress. Today, Grameenphone Ltd is
recognized as a leading telecommunication service provider in Bangladesh.
Grameenphone promises customers to bring the best of communication technologies so
that they can Go Beyond.

The topic “Recruitment and Selection Process of Grameenphone Limited” was carefully
chosen to analyze and evaluate selection process of Grameenphone Limited.

1.2.RESEARCH PROBLEM

Grameenphone Ltd. is a leading provider of telecommunications services of Bangladesh.

The success of organizations in this modern business environment depends on the caliber
of the manpower that steers the day to day affairs of the organizations. The process of
recruiting and selecting all categories of employees into both private and public
companies has been a matter of concern to many and needs attention. Even though it is
the wish of every organization to attract the best human resource in order to channel their
collective effort into excellent performances, unconventional selection practices can mar
any business plan.

Managing people is a definite challenge both at strategic or even organizational levels.

Thus,
human resources are well managed and developed in alignment with the organizational
goals and strategies. It has been observed that for any organization to achieve its stated
objectives and goals there is the need for management to put in place policies or strategies
that will help attract the best of employees to strive towards the achievement of
organizational objectives.
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Over the years, Grameenphone Limited has used many methods and techniques involved
in recruiting and selecting process so that the best candidates can be hired and serve the
organization well. Grameenphone Ltd. is still facing challenges in selecting the right
candidates that will best fit for the vacant position.
This research therefore seeks to examine the effectiveness of recruitment and selection
process of Grameenphone Limited.

1.3. SIGNIFICANCE AND RATIONALE OF THE STUDY

From our perspective, preparing this report enhanced our research skills and we have
gained a deeper understanding of the techniques and challenges of carrying out a
research. Moreover, it has been improved our communication skills while communicating
with employees of Grameenphone during the thesis period. In addition, the horizon of our
knowledge regarding the telecommunication has also been broadened. The study will
allow learning about the process of recruitment and selection actually takes place in
multi-national organizations like Grameenphone Limited. Moreover, this report will help
to understand why recruiting and selecting the right candidates are very important for any
organization.

1.4OBJECTIVES OF THE STUDY

1.4.1 Broad Objective:

 To determine the main purpose of studying the recruitment and Selection process
of Grameenphone Ltd.
1.4.2 Specific objectives:
 To analyze the current sources of recruitment and selection process of
Grameenphone Ltd.
 To know the observation of employees regarding recruitment and selection
process.
 To evaluate the transparency of recruitment and selection process in the
organization among the employees
 To find out weaknesses if any regarding recruitment and selection in
Grameenphone Ltd.
 To suggest ways to improve recruitment and selection in Grameenphone Ltd.
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1.4 SCOPE OF THE STUDY

This report deals with the recruitment and selection process in terms of theoretical point
of view and the practical use. The span of this research will be only in the Dhaka office.
The reason for this is that all the activities are conceived in the Dhaka office and then
passed onto the other divisions.

1.5 LIMITATIONS OF THE STUDY

In the course of information gathering, the author encountered many problems. The main
limitation of the study is the collection of information. This is because most of the
information is Confidential. If the author had been given the necessary assistance from
some of the departments much information could have been collected to enhance the
work.
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CHAPTER 2: LITERATURE REVIEW

This chapter deals with the assessment of literatures which relate to the topic the
recruitment and selection practices of organization. Several literatures would be selected
and relevant areas would be reviewed and evaluated. This chapter provides information
about aspect of previous works which relate to this study. In view of this, a number of
presentations culled from various sources are under review here.

2.1 The Concept of Recruitment and Selection

According to Costello (2006) recruitment is described as the set of activities and

processes used to legally obtain a sufficient number of qualified people at the right place
and time so that the people and the organization can select each other in their own best
short and long term interests. In other words, the recruitment process provides the
organization with a pool of potentially qualified job candidates from which judicious
selection can be made to fill vacancies.

Successful recruitment begins with proper employment planning and forecasting. In this
phase of the staffing process, an organization formulates plans to fill or eliminate future
job openings based on an analysis of future needs, the talent available within and outside
of the organization, and the current and anticipated resources that can be expanded to
attract and retain such talent. Also related to the success of a recruitment process are the
strategies an organization is prepared to employ in order to identify and select the best
candidates for its developing pool of human resources. Organizations seeking recruits for
base-level entry positions often require minimum qualifications and experiences. These
applicants are usually recent high school or university/technical college graduates many
of whom have not yet made clear decisions about future careers or are contemplating
engaging in advanced academic activity. At the middle levels, senior administrative,
technical and junior executive positions are often filled internally. The push for scarce,
high-quality talent, often recruited from external sources, has usually been at the senior
executive levels. Most organizations utilize both mechanisms to effect recruitment to all
levels.
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The focus of recruitment and selection according to Montgomery (1996) is on matching

the capabilities and inclinations of prospective candidates against the demands and
rewards inherent in a given job. Jovanovic (2004) said recruitment is a process of
attracting a pool of high quality applicants so as to select the best among them. For this
reason, top performing companies devoted considerable resources and energy to creating
high quality selection systems.

Recruitment and selection process are important practices for human resource
management, and are crucial in affecting organizational success Jovanovic (2004). Due to
the fact that organizations are always fortified by information technology to be more
competitive, it is natural to also consider utilizing this technology to re-organize the
traditional recruitment and selection process through proper decision techniques, with that
both the effectiveness and the efficiency of the processes can be increased and the quality
of the recruitment and selection decision improved. A human resource information
system is a system exploited to acquire, store, manipulate, analyze, retrieve, and distribute
relevant information regarding an organization's human resources (Huselid, 1995). The
purpose of the system is to support human resource services from the strategic level down
to the tactical and operational levels. Many decision-making problems, including
recruitment and selection, are herein involved. The system facilitates automated or
computerized procedures to solve the problems, and is of vital importance as an
aggressive tool in the information age.

Researchers indicate that effective recruitment practices and policies enable boards to
find the best candidate for their organization. The personnel function becomes especially
important when recruiting and selecting new administrators. A critical role for human
resource management is how to elicit positive reactions from candidates when discussing
administrative roles. When opportunities are presented to employees to move towards
careers in administration (i.e., tapping shoulders of potential candidates), often a negative
reaction occurs. People without administrative experiences have negative perceptions and
views of the role of the administrator.

In attempts to attract and support individuals to the administrator’s position it is necessary

to identify what barriers prevent potential candidates from applying to the pool. Job
complexity and workload are perceived by employees as the two considerations having
had the greatest impact on the number of applicants for administrative positions. Other
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factors include poor remuneration as it relates to demands and expectations of the job and
lack of resources and support structures in. Many highly qualified, competent, and
talented employees dismiss careers in administration because they do not want to sit in an
office all day. Until some alternative image is understood, or at least some support and
resources put in place, a problem of pre-screening and identification will not likely
improve (Mullins, 1999).

2.2 Recruitment and Selection Process and Development of the

Organization

Recruitment and selection forms a core part of the central activities underlying human
resource management: namely, the acquisition, development and reward of workers. It
frequently forms an important part of the work of human resource managers – or
designated specialists within work organizations. However, and importantly, recruitment
and selection decisions are often for good reason taken by non-specialists, by the line
managers. There is, therefore, an important sense in which it is the responsibility of all
managers, and where human resource departments exist, it may be that HR managers play
more of a supporting advisory role to those people who will supervise or in other ways
work with the new employee.

Recruitment and selection also has an important role to play in ensuring worker
performance and positive organizational outcomes. It is often claimed that selection of
workers occurs not just to replace departing employees or add to a workforce but rather
aims to put in place workers who can perform at a high level and demonstrate
commitment (Dessler, 2000).

Recruitment and selection is a topical area. While it has always had the capacity to form a
key part of the process of managing and leading people as a routine part of organizational
life, it is suggested here that recruitment and selection has become ever more important as
organizations increasingly regard their workforce as a source of competitive advantage.
Of course, not all employers engage with this proposition even at the rhetorical level.
However, there is evidence of increased interest in the utilization of employee selection
methods which are valid, reliable and fair.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right
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job. The human resource management practices include recruitment, selection, placement,
evaluation, training and development, compensation and benefits, and retention of the
employees of an organization. Businesses have developed human resource information
systems that support: (i) recruitment, selection, and hiring, (ii) job placement, (iii)
performance appraisals, (iv)employee benefits analysis, (v) training and development, and
(vi) health, safety, and security. The first few activities of human resource management
are recruiting and selecting which deal with the actions concerned, and the recruiting is
also less frequently alerted in human resource information system recently. Besides, e-
recruitment on the web being the current trend for the recruitment and selection processes
can further distinguish many activities of the processes. Dessler (2000) lists the essence of
these in the following; build a pool of candidates for the job, have the applicants fill out
application forms, utilize various selection techniques to identify viable job candidates,
send one or more viable job candidates to their supervisor, have the candidate(s) go
through selection interviews, and determine to which candidate(s) an offer should be
made.

2.2.1 The Process of Recruitment

Odiorne (1984) indicated that the quality of new recruits depends upon an organization's
recruitment practices, and that the relative effectiveness of the selection phase is
inherently dependent upon the caliber of candidates attracted. Indeed Smith et al. (1989)
argue that the more effectively the recruitment stage is carried out, the less important the
actual selection process becomes. When an organization makes the decision to fill an
existing vacancy through recruitment, the first stage in the process involves conducting a
comprehensive job analysis. This may already have been conducted through the human
resource planning process, particularly where recruitment is a relatively frequent
occurrence. Once a job analysis has been conducted, the organization has a clear
indication of the particular requirements of the job, where that job fits into the overall
organization structure, and can then begin the process of recruitment to attract suitable
candidates for the particular vacancy.

According to Odiorne, (1984) one result of effective recruitment and selection is reduced
labor turnover and good employee morale. Recruiting ineffectively is costly, since poor
recruits may perform badly and/or leave their employment, thus requiring further
recruitment. In a cross national study of recruitment practices, suggests that, in reality,
recruitment practices involve little or no attempt to validate practices. Personnel managers
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tend to rely on feedback from line managers and probationary periods and disciplinary
procedures to weed out mistakes. Firms with high quit rates live with them and tend to
build them into their recruitment practices and they do not analyze the constitution of
their labor turnover.

A number of recent studies have suggested that some recruitment methods are more
effective than others in terms of the value of the employees recruited. Miyake, (2002)
indicated that while advertising is usual for job vacancies, applicants were sometimes
recruited by word of mouth, through existing employees. Besides being cheaper,
the“grapevine” finds employees who stay longer (low voluntary turnover) and who are
less likely to be dismissed (low involuntary turnover). People recruited by word of mouth
stay longer because they have a clearer idea of what the job really involves. Miyake,
(2002) reviewed five studies in which average labour turnover of those recruited by
advertising was 51 per cent. The labour turnover for spontaneous applicants was 37 per
cent and turnover for applicants recommended by existing employees was 30 per cent.
One hypothesis proposed to account for this was the “better information” hypothesis. It
was argued that people who were suggested by other employees were better and more
realistically informed about the job than those who applied through newspapers and
agencies. Thus, they were in a better position to assess their own suitability. Better
informed candidates are likely to have a more realistic view of the job, culture of the
organization and job prospects. Burack, (1985) argues that recruitment sources are
significantly linked to differences in employee performance, turnover, satisfaction and
organizational commitment. In a survey of 201 large US companies, Burack asked
respondents to rate the effectiveness of nine recruitment sources in yielding high-quality,
high-performing employees. The three top ranked sources were employee referrals,
college recruiting and executive search firms. However, Burack, (1985) cautions that,
while these general results are useful, there is a need for greater internal analysis of the
relative quality of recruits yielded by different sources.

In a study assessing the recruitment of new graduates, Kersley et al (1997) reiterated the
anticipatory socialization stage for students planning to enter professions, and in
particular the effects of recruitment and selection experiences on career expectations and
orientation. They agreed that the nature of students’ job search activity, the possession of
relevant work experience, and exposure to employers through recruitment and selection
activities may form part of the “evolving sequence of a person’s work experiences” which
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contributes to anticipatory socialization. It has been argued that exposure to employers

through recruitment and selection is a social process where employers and potential
employees gradually perceive a match. Through job search activities and awareness of
employers’ recruitment literature and events, students gather information about
organization’s goals, values, climate and work practices to guide their ultimate decision.
Exposure to selection procedures provides information about the culture and attributes of
an organization, and candidates form judgments from their perceptions of the fairness of
the selection methods used. Delery and Doty (1996) argued that providing students with
greater awareness of employment opportunities, and equipping them with the ability to be
proactive in approaching potential employers, will lead to more effective career self-
management and selection processes.

There is also evidence that employers prefer graduates with a broader range of skills than
just academic knowledge and greater appreciation of business needs both of which can be
gained through work experience and awareness of employers’ recruitment and selection
procedures.

Using a sample of students in two traditional and one emerging profession (law,
accountancy and human resource Management), the study examined the extent of career-
related pre-employment work, recruitment and selection experiences and the relationship
between these experiences and career expectations. The focus on professions reflects the
expectation that anticipatory socialization is likely to be greater amongst these students.
Although most students in their final years of university training will have had some
contact with potential employers, students in dedicated professional courses are likely to
be provided with information earlier in their training about potential employment in the
profession. This is partly because of the prescribed nature of the degree, the mandatory
post-degree training required for membership of the professional institute, unlike the
problems identified in general degree courses, because lecturers are likely to have closer
ties to the practicing profession. Students in traditional professions, therefore, are exposed
earlier to the values of the profession, such as a commitment to client service and a
professional code of conduct. The mandatory nature of this training also makes it likely
that such a socialization process persists despite idiosyncratic events within a profession;
for example, recent concerns with corporate governance within accountancy which may
have adversely affected the attractiveness of the profession for students and hence may
impact recruitment into the profession (Burack , 1985).
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2.2.2 The Selection Decision

While the caliber of candidate is determined by the value of the recruitment process, the
selection decision remains a difficult one. Gould, (1984) argues that most mistakes are
caused by the fact that managers generally give little thought to the critical nature of the
decisions. Employers are surprised and disappointed when an appointment fails, and often
the person appointed is blamed rather than recognizing the weaknesses in the process and
methodology, even the soundest of techniques and best practice (in selection) contain
scope for error. Some of this is due to the methods themselves, but the main source is the
frailty of the human decision makers.

Selection tools available to organizations can be characterized along a continuum that

ranges from the more traditional methods of interviews, application forms and references,
through to the more sophisticated techniques that encapsulate biographical data, aptitude
tests, assessment centers, work samples, psychological testing, and so forth. Each method
of selection has its advantages and disadvantages and comparing their rival claims
involves comparing each method's merit and psychometric properties. The degree to
which a selection technique is perceived as effective and perhaps sophisticated is
determined by its reliability and validity. In a comparison of personnel selection practices
in seven European countries explored the utilization of a range of established selection
methods. They reported a general trend towards structured interviews in all countries and,
while the general validity and acceptability of methods such as work samples, group
exercises and assessment centers were widely recognized, reported usage of these
methods was infrequent (Miyake, 2002).

Clear differences in the frequency of the use of several selection methods did emerge
from the study which reported, among others, the very high take-up of references and
assessment centers in both the UK and Germany, the high, almost exclusive, frequency of
graphology in France, and the limited use of testing and biographical inventories amongst
all respondents. In his study of recruitment and selection practices in the USA, Burton
(2001) found that approximately 25 per cent of respondent organizations conducted
validation studies on their selection methods.

Furthermore, in a rating of various selection methods, those perceived to be above

average in their ability to predict employees' job performance included work samples,
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references/recommendations, unstructured interviews, structured interviews and

assessment centers. Cran (1995) suggests that developments in the realm of selection lend
some support to those who propound the HRM thesis, where a key feature has been the
increase in testing designed explicitly to assess behavioral and attitudinal characteristics.
He further indicates that the extent to which these more sophisticated and systematic
approaches can be, and are, deployed, depends to a large degree, on sectoral
circumstances and on the wider employment-management policies being pursued.

2.3 Recruiting Sources/Methods

Researchers face many decisions when selecting recruitment methods. Issues to consider
include the type of sample (random or convenience), cost, ease, participant time demands
(e.g., total time, days of week, and time of day), and efficiency (e.g., staff hours per
recruited participant). Researchers have a number of methods from which to choose,
including advertising, direct mail, and telephone. Advertising can be used both to
publicize a study and to recruit participants.

Recruitment via advertising has the advantages of low cost and convenience, but the
samples are non-random and often highly motivated, and youth may be especially hard to
reach this way.

Recruitment via mail is also low in cost and convenient, but youth are difficult to reach
by mail and return rates tend to be low. An added problem with mail requests or surveys
is that one can never be certain who completed the request/survey (Armstrong, 1991).
Institutions or events (such as medical offices, schools, community sports organizations,
health fairs, community events, and churches) often are used as a setting for recruitment.
Schools present a promising avenue for the recruitment and assessment of youth. Their
primary advantage is that they house a large number of children in one place and present
a captive audience, although parental consent usually is still required. However,
recruitment of participants from schools may meet resistance from school administrations
for political or practical reasons.

Additionally, recruitment at schools may not achieve the goal of sample

representativeness as student characteristics vary between different types of schools (e.g.,
private vs. public) and between schools in different neighborhoods. Recruitment at
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schools may not be appropriate in studies having a family or neighborhood context,

requiring a greater dispersal of participants from a larger area, or focusing on data
collection in the home. Door-to-door recruitment is another option. For large studies, this
recruitment method can be costly in terms of staff time and travel expenses, and it is
difficult to assure that recruiters randomly sample homes. Despite these concerns, door-
to-door recruitment may be a necessary recruitment strategy for certain potential
participants (e.g., those who do not have a residential phone) (French, 1982).

Telephone recruitment has an important advantage over these methods in that it can be
used, in a fairly straightforward way, to randomly select respondents from the larger
population. The telephone provides a relatively low-cost, effective means of contacting
many households, as is often required for large-scale etiological research, and of making
a quick determination of eligibility and willingness to participate in the study.
Disadvantages of the telephone method include its limitation to households with
telephones, the problems of missing or changed phone numbers, challenges presented by
technology (such as answering machines or caller ID) that complicate the ability to reach
people, and relatively easy refusal or termination of the conversation by unwilling
respondents. Perhaps the largest problem with telephone contact methods involves rates
of non-response. Kaplan and Norton (2004) found that the number of people who refused
to provide screening information tended to be higher by telephone than in person.
However, refusals over the telephone tend to be less likely than with mailed surveys
(Kelly, 2006).
It should be noted that telephone methods can be used not only for recruitment, but also
for data collection. Recent advances in telephone survey methodology have made
telephone recruitment and surveying an increasingly attractive option in many research
fields (Kaplan & Norton, 2004). Random digit dialing, which involves calling numbers
completely at random (since the digits are randomized), is used mostly in household
survey research. Other systems, such as computer-assisted telephone interview programs,
are used in marketing research and can be adapted for telephone recruiting and data
collection in studies requiring specific samples. Working from an appropriate database of
phone listings, the system, computer-assisted telephone interview can be used to select
and queue numbers randomly, set specific quotas on key respondent variables (e.g., age,
sex), and keep track of interviewer productivity and call outcomes. Job posting refers to
the practice of publicizing an open job to employees (often by literally posting it on
bulletin boards) and listing its attributes, such as criteria of knowledge, qualification, skill
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and experience. The purpose of posting vacancies is to bring to the attention of all
interested persons (inside or out of the organization) the jobs that are to be filled.

An organization needs to analyze the benefits and disadvantages of recruiting its

personnel through internal or external sources and, where the latter is selected, whether
formal or informal systems should be used. There are sound reasons for recruiting from
sources within the organization:

• The ability of the recruit is known so it is easy to assess potential for the next level. By
contrast, assessments of external recruits are based on less reliable sources, such as
references, and relatively brief encounters, such as interviews.
• “Insiders” know the organization, its strengths and weaknesses, its culture and, most of
all, its people.
• Promotions from within build motivation and a sense of commitment to the
organization.

Skilled and ambitious employees are more likely to become involved in developmental
activities if they believe that these activities will lead to promotion. Internal recruitment is
cheaper and quicker than advertising in various media and interviewing “outsiders”. Time
spent in training and socialization is also reduced.

At the same time, several disadvantages exist:

• Sometimes it is difficult to find the “right” candidate within and the organization may
settle for an employee who possesses a less than ideal mix of competencies.
• If the vacancies are being caused by rapid expansion of the organization there may be an
insufficient supply of qualified individuals above the entry level. This may result in
people being promoted before they are ready, or not being allowed to stay in a position
long enough to learn how to do the job well.
• Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce
organizational flexibility and growth, and resistance to change by those who have an
interest in maintaining the status quo may present long term problems.
• In times of rapid growth and during transitions, the organization may promote from
within into managerial positions, regardless of the qualifications of incumbents.
Transition activities and rapid organizational growth often mask managerial deficiencies;
it is not until the growth rate slows that the deficiencies become apparent and, then, the
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organization finds it difficult, if not impossible, to undo the damage. The resulting cost of
remedial training can prove prohibitive.

Recruitment procedures need not be limited to one method. It is possible and often
desirable to combine methods to enhance the recruitment success of a particular project.
For example, use of focus groups and pilot studies that involve the community and pre-
recruitment publicity can lead to higher rates of consent (Drucker, 1999).

From the above, the sources of recruitment and selection are through advertising, via the
internet and so forth. However recruitment and selection is faced with lots of challenges.

2.4 Challenges of Recruitment and Selection

According to Kaplan and Norton, (2004) a common problem in recruitment and selection
is poor HR planning. Rigorous HR planning translates business strategies into specific
HRM policies and practices. This is particularly so with recruitment and selection policies
and practices. The key goal of HR planning is to get the right number of people with the
right skills, experience and competencies in the right jobs at the right time at the right
cost. Detailed and robust recruitment and selection policies, such as recruitment and
selection procedures, assessing criteria, talents auditing and processing the information
about the labor market are important in recruiting and deploying appropriate employees at
the right time. Past research shows that the competency level of HR managers has a major
influence on recruitment and selection and experienced HR experts within the HR
department will not only shorten vacancy duration, but also improve the quality of the
applicants. Moreover, effective recruitment and selection is possible only if there is a
dedicated and competent HR team (Kaplan and Norton, 2004).

In the strategy implementation phase, the extent of recruitment and selection strategic
integration can be gauged through four distinctive indicators. These indicators are: the
timely supply of an adequately qualified workforce, effective job analysis and
descriptions, effective selection, and the involvement of line managers in the recruitment
and selection practices. A key source of uncertainty in the business strategy
implementation is whether there is a timely supply of adequate qualified people, and to a
great extent this uncertainty involves the quality of employees. For instance, a firm might
decide to leverage a different human capital pool in terms of skills and education level
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than its rival firms as a competitive strategy even within the same industry to develop
specific capabilities or to develop a HR process advantage. An organization can
successfully eliminate this uncertainty if its recruitment and selection policies and
practices are strategically integrated with business (Whitmell Associates, 2004).

Effectively conducting job analysis and targeting right potential candidates ensures a
good match between applicants and the jobs. Argument has been given that under
qualified employees may not able to effectively perform their job positions due to lack of
knowledge and competencies, while on the other hand over qualified employees tend to
experience less job satisfaction due to their higher qualification than a desired level for a
given job. For every job in the organization, a thorough job analysis, which includes job
description and job specifications, is necessary and based on this, an appropriate selection
criteria is vital. The job description provides indications of the duties to be undertaken,
and the job specification usually prescribes relevant personal qualities and attitudes as
well as skills and knowledge required for the job (Johnston, 1999).

A range of methods, such as application forms, interviews, formal tests, references,

assessment centers and official transcripts are used by firms in the selection process. A
firm needs to choose a method that is most appropriate to the job positions. HR experts
generally drive the staffing process and the purpose of the staffing is to fulfill the
requirements of business, and the skill levels presented by each new recruit is likely to be
judged better if the line managers are involved in the recruitment and selection process.
(Dess and Jason, 2001) suggest that in business strategy implementation the involvement
of line managers in the entire staffing process (i.e., drafting of job descriptions, setting
selection criteria and being on the panel of recruitment) is vital for ensuring recruitment
and selection to meet business needs. In other words, the line managers are the owner of
the recruitment and selection process along with HR playing a facilitator role.

Scholars have argued that other key issues and controversies run through analyses of
human resource management and recruitment and selection: efficiency, control, and the
difficulty of orienting practice towards social justice are often cited. The first two
problematic, as (Burton, 2001) notes, have been central to the management of people for
as long as managers have been present in organizations. The latter is also common across
all organizations, but is a particular academic and policy concern for smaller or growing
organizations (Burton, 2001). In recruitment and selection practice the construction of
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formalized selection frameworks and norms of acceptable discrimination may be seen as

an attempt to enable managers to navigate between efficiency, control and social justice.
In their advice on how to achieve the perfect fit of person, organization and job, they
argue that selecting on the basis of managerial opinion is ‘utterly unscientific and
unreliable and that managers are ‘liable to be turned this way and that by the most
inconsequential of considerations’. In place of this unsatisfactory state of affairs, these
authors propose that physiognomy and the physical self provide the key to ‘unlocking the
inner secrets’ of the individual seeking employment, and therefore should inform the
selection process.

Managers are advised to assess nose, forehead, chin, habitual facial expression, digestion,
skin texture, and elasticity of muscle as found in Blackford and Newcomb, 1914 early
people management textbook. The underlying philosophy of this process is that
everything about man indicates his character and as much information as possible should
be collected to inform a decision - their list also includes religious belief and marital
status.

Taking heredity and environment as bases for granting or denying access to an

organization and job is now legally unacceptable. The argument presented by Blackford
and Newcomb (2002), particularly in relation to skin, colour and its predictive properties,
could be seen as a product of its time and place. However, it is important to note that the
study is based on what was then seen as a sound scientific set of ideas and tests, which
proved the premises underlying the suggested practice.

Recruitment may be conducted internally through the promotion and transfer of existing
personnel or through referrals, by current staff members, of friends and family members.
Where internal recruitment is the chosen method of filling vacancies, job openings can be
advertised by job posting, that is, a strategy of placing notices on manual and electronic
bulletin boards, in company newsletters and through office memoranda. Referrals are
usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting.
Internal recruitment does not always produce the number or quality of personnel needed;
in such an instance, the organization needs to recruit from external sources, either by
encouraging walk-in applicants; advertising vacancies in newspapers, magazines and
journals, and the visual and/or audio media; using employment agencies to “head hunt”;
 18

advertising on-line via the Internet; or through job fairs and the use of college
recruitment.

2.5 The Changing Context of Recruitment and Selection Decisions

Much of the recent literature on personnel management has emphasized the necessity for
the recruitment and selection of employees who are committed to the goals of the
organization.

Recent waves of organizational restructuring have dramatically changed and, in many

cases, destroyed existing employment relationships. As traditional autocratic structures
flatten and organizations utilize multidisciplinary teams to remain competitive, the need
for strategic and transparent systems becomes paramount (Bingley et al,..2004).

Bingley et al,..(2004) suggested that, increasingly, many organizations are being

transformed from structures that are built on functions and jobs, to those where focused,
self-directed work teams, made up of empowered individuals with diverse backgrounds,
are replacing traditional specialized workers. Cran, (1995) highlighted that firms need
adaptable people who can adjust to rapidly changing customer needs and operational
structures, while Burton (2001) argues that employees, and the way they work, comprise
the crucial difference between successful and unsuccessful organizations. He argues that
as technology increases and product life cycles shorten, the major source of competitive
advantage will be the individual worker. Delery and Doty, (1996) further developed this
view of the prevailing business environment and reiterated that: with the sweeping
changes in today's business climate and the rise of re-engineering to meet the needs of
organizations in the area of downsizing or cost diminution, (search) firms must be
equipped to recruit individuals who can operate in a non-structured or “virtual”
organization. Even in today's technically advanced business environment, the human
factor will always be instrumental to the success of an organization. Furthermore,
Drucker, (1999) indicates that, as companies downsize, “delayer” and try to boost
productivity with fewer people, those that remain are being asked to assume more tasks,
roles and responsibilities. He proposes that, as this trend continues, companies will be
asking fewer employees to know more, do more, change more and interact more and thus
interest is increasingly focused on identifying the recruiting sources that are most likely to
yield high quality employees and the selection methods that best predict future job
 19

performance. Arguments such as these have led to suggestions that the critical
organizational concern today is the hiring or promoting of the best qualified people while
still meeting all regulatory requirements. A study commissioned by the IPD's Recruitment
Forum highlighted a number of common failings in the recruitment and selection process.
 20

CHAPTER THREE: METHODOLOGY

3.1. POPULATION PARAMETER

At present Grameenphone Limited have approximately 5000 employees including permanent

employees and contractual employees. Out of 5000 employees, almost 1500 employees sit in
head office.

3.2. SAMPLING DESIGN

 Target Population

The total number of employees (population) is 5000 employees in Grameenphone

Limited including permanent employees and contractual employees

 Sampling frame

Out of 5000 employees, 1500 employees are working in head office are chosen as

sampling frame.

 Sampling unit

Every individual who are chosen for questioning are considered as sampling unit.
 Sampling method
 Non probability Sampling: Population elements are selected on the basis
of their availability or because of the researcher's personal judgment that
they are representative.
 Convenience sample technique:
 Sample size
We have taken 90 employees as a sample. Sample size of 80 employees has allowed us to
work with data in a more managed way.

3.3. AREAS COVERED

 Recruitment and Selection section of Grameenphone Limited

 21

3.4 METHODS OF DATA COLLECTION AND DATA COLLECTION

INSTRUMENTS USED

The project involves interviews with employees by using extensive self-explanatory

questionnaire. For this project, information has been collected from both primary and

secondary sources.

Data Collection Method

Primary sources Secondary Sources

(Data collected from the (Data from annual report,
interviewing of employees) website, book, recruitment
and selection records)

3.4.1 Primary sources

Primary data are collected from the head office of Grameenphone Limited. For collecting

information, a structured questionnaire and interview of 80 employees have been

collected.

3.4.2 Secondary sources

 Annual report of Grameenphone Limited

 Magazines

 Journals

 Internet

 Human Resource management books

 Website
 22

3.5. DATA PROCESSING AND DATA ANALYSIS

 Analysis of historical and present operations of Grameenphone Limited

 Analysis of recruitment and selection technique of Grameenphone Limited

 From the collected data of the population were checked by crosschecking for
further appropriateness.

 Problem area Identification

 Recommendations
 23

CHAPTER 4: Overview of Grameenphone Limited

4.1. HISTORY OF Grameenphone LIMITED

Grameenphone Ltd. is the largest telecommunications service provider in Bangladesh

with more than 47 million subscribers as of January 2014.

Grameenphone was the first company to introduce GSM technology in Bangladesh when
it launched its services in March 1997. With a nationwide network that covers almost 100
percent of the population, Grameenphone’s entire network is EDGE/GPRS/3G enabled
and so all our subscribers have access to the internet and approximately 7.2 million
people are using our internet services. Grameenphone is a joint venture between Telenor
(56%) of Norway and Grameen Telecom (34%) of Bangladesh.

Grameenphone is a public limited company listed with the Dhaka Stock Exchange
Limited and Chittagong Stock Exchange Limited.

Contribution to Government Exchequer

The company has so far invested more than BDT 24,300 crore to build the network and
infrastructure since its inception, as well as the largest tax payer in recent years with the
cumulative contribution to the National Exchequer standing at over BDT 35,500 crore, as
of 4th quarter of 2013.

Grameenphone has over 8,700 base stations across the country. These base stations are in
itself a huge investment into the business and the country. Thanks to this re-investment,
Grameenphone can provide the best, widest and clearest network in Bangladesh.

Employment

Grameenphone has also generated direct and indirect employment for a large number of
people over the years. The company presently has over 4,500 employees with another
500,000 people are directly or indirectly dependent on Grameenphone for their
livelihood, working for the Grameenphone dealers, retailers, scratch card retail outlets,
suppliers, vendors, contractors and other business partners.
 24

Narrowing the digital divide in Bangladesh

Grameenphone has been actively working to narrow the digital divide since its inception.
The Village Phone project, which started on the same day as Grameenphone’s
commercial operations, is such an example.

The Village Phone Program was a unique initiative to provide Universal Access to
telecommunications service in remote, rural areas. Village Phones have proven their
immense potential in boosting income of poor households in rural areas, promoting health
care, development of agri-business and in the social empowerment of rural women.

Similarly Grameenphone has a few more innovative services, products and initiatives,
like the EDGE/3G modem or Community Information Centers, already active in the
market that are doing a lot to narrow the digital divide between the rural and urban areas
and making people’s lives easier by using technology to benefit the underserved.
Company has also working on creating awareness on Internet around the country.

GP was awarded the "GSM in the Community Award" for its Village Phone program in
February, 2000 and subsequently received three more GSMA award in 2007 for Health
line, 2008 for Cell Bazaar and 2014 for its Climate Change initiatives

4.2. GRAMEENPHONE VISION, MISSION AND VALUES

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 progress of the beloved motherland.
Grameenphone promises you to bring the best of communication technologies so that you
can Go Beyond.
 25

Vision of Grameenphone

Empower societies- We exist to help our customers get the full benefit of being connected. Our
success is measured by how passionately they promote us. We provide the power of digital
communication, enabling everyone to improve their lives, build societies and secure a better
future for all.

Fig-4.1:- Grameenphone Vision, Mission and Values

Mission of Grameenphone
We are here to help our customers- We exist to help our customers get the full benefit of
being connected. Our success is measured by how passionately they promote us.

Value Statement of Grameenphone

 Make it easy
Everything we produce should be easy to understand and use. We should always
remember that we try to make customers’ lives easier.
 Keep promises
Everything we do should work perfectly. If it doesn’t, we’re there to put things right.
We’re about delivery, not over-promising. We’re about actions, not words.
 26

 Be inspiring
We’re creative. We bring energy and imagination to our work. Everything we produce
should look fresh and modern.
 Be respectful
We acknowledge and respect local cultures. We want to be a part of local communities
wherever we operate. We want to help customers with their specific needs in a way that
suits way of their life best.

Telenor Strategic pillar

Efficient Operation:

1. Team Work/ Cross functional

2. Knowledge sharing/Successor

3. Introduce Automation

4. Innovation/Idea camp

5. Process Re Engineering

6. Resource Development/Performance capability Enhancement

7. Fun at work

Loved By Customer:

1. Quality Delivery to Customer

2. Easy Communication

3. Approaching Customer with more that the respect

4. Listening More

5. Delighting Customer: Birthday Pohela Boishakh ,etc

6. Put ourselves in the shoes of customer

Mobile Financial Service:

1. Promote new account opening from Retailer ends

2. Distribution Leadership

3. Retailer & Customer know how

4. All GP financial transaction with MFS

 27

5. Foreign remittance through MFS

Internet for all:

1. Emphasize on internet based apps in vendor/partner premises

2. Meeting through video calls

3. Internet based campaign

4. Internet booster incentive

5. Free WIFI zone in colleague/school

6. Territory wise 3g campaign through mobile vans

7. Internet supported low cost device

4.3. Management Structure

Management Team of Grameenphone comprises of the CEO and other key leaders across
the company.

Chief Executive Officer (CEO) : Mr Rajeev Sethi is appointed as our Chief Executive
Officer (CEO) effective from December 1, 2014. Before joining Grameenphone he was
Chief Marketing Officer (CMO) of Uninor, Telenor’s wholly owned subsidiary in India.

Chief Finance Officer (CFO): Mr. Dilip Pal - effective from September 01, 2014.

Chief Technology Officer (CTO): Medhat EL HUSSEINY - effective from October

2014.

Chief Human Resources Officer (CHRO): Mr. Quazi Mohammad Shahed - effective
from November 01, 2012.

Chief Corporate Affairs Officer (CCAO): Mr. Mahmud Hossain - effective from
March 08, 2010.

Chief Marketing Officer (CMO): Mr. Yaseer Azman -effective from june 2015 .

Head of Strategy and Project Office: Erlend Prestgard- effective from September 01,
2013
 28

4.4. Organizational Structure

Fig 4.2. Organizational Structure

 29

4.5 Pathways of Grameenphone Limited:

Pathways for career progression in both the leadership and the expert career paths include
both vertical and horizontal movement. To be eligible for movement in a career path, an
employee must:
• Have relevant work experience and necessary job related knowledge, skills, abilities
required to perform successfully in the intended manager/specialist role
• Must meet all selection criteria for the intended role in the leadership or expert career
path
In Grameenphone, the designations/ titles are broadly based on 5 Bands starting from
Band E in the bottom of the organizational hierarchy. With the gradual growth,
development and by meeting the prescribed criteria, the employee moves vertically or
horizontally. The structure of organizational hierarchy is provided as below:

In Grameenphone, there are two tracks for career progression: Standard Track and Fast
Track where the basic requirements are different. Exceptions for movement in both
Standard Track and Fast Track can only be made with prior approval of CHRO and the
relevant CXO.
 30

4.6. Services of Grameenphone Limited

Fig 4.4. Services of Grameenphone Limited

 31

4.7. SWOT ANALYSIS

A company’s present situation can be determined through the SWOT Analysis which
indicates Strengths, Weakness, Opportunity and Threat. This has been

Strength Weakness

1. Enjoying the position of market leader 1. High call rate

2. Providing value added services 2. Complicated promotional offers
3. Largest number of Subscribers 3. Failure of some Value Added Services
4. Established Brand name 4. Slow Internet Speed
5. 3G
6. Strong Network Coverage

Opportunity Threats

1. Handsets are getting cheaper 1. More promotional offer given by other

2. Subscribers are using more internet on operators.
mobile phone 2. Bringing more advanced technology
3. Attractive market for by its competitors.
telecommunication sector 3. Government Regulation is getting
much more rigid day by day.
4. Price Competition
 32

Strengths-

o Enjoying the position of Market Leader:

At the beginning of the telecommunication era in Bangladesh, there were only
Citycell. After that in 1997 Grameenphone came in Bangladesh with a new idea to
develop and improve telecommunication sector. Since from 2001 it became one of
the country’s leading cellular operator. At the beginning when Grameenphone was
growing rapidly in 2001 on that time it had about 471,300 subscribers but now it
has about 33 million subscribers. Now Grameenphone has 45% market share.

o Providing Value Added Services:

Grameenphone provides many value added services. It includes mainly MMS,
SMS, buddy Tracker, International Roaming, Vehicle Tracking, Balance Transfer,
Flexiload, Missed call alert, Friends and family, call block ,mobile back up,
Facebook SMS, Ebill, Smart load, Pay for me. These services designed to make
customers life easy. Subscribers can download ringtones, wallpaper of their choice
through GP internet and also get connected to the close people via SMS, facebook
etc.

o Largest Number of Subscribers:

Grameenphone is having the largest number of subscribers in Bangladesh. With
the attractive promotional offerings Grameenphone could be able to satisfy the
largest subscribers. Now there are about 50 million subscribers using
Grameenphone SIM.

o Established Brand name:

When Grameenphone started its business in Bangladesh it offers many innovative
services to the subscribers with widest network coverage and social
responsibilities which help to build a positive image in customers mind. In
addition to this they also succeed to create brand image through attractive
advertisement.

o 3G Service: Experience Faster-net with Grameenphone. Grameenphone 3G is an

all-new way to experience the fast paced, truly mobile lifestyle. Enjoy seamless
 33

upgrade to 3G on your existing GP SIM (Pre-paid or Post-paid) and explore the

world class Grameenphone 3G network for optimum speed experience & full
mobility. We are committed to ensure uninterrupted, high speed internet
experience even on the move.
o Strong Network Coverage :
Grameenphone is the only one telecommunication sector which has the strong
network coverage throughout Bangladesh.

Weaknesses-

o High Call Rate:

The call rate of Grameenphone is comparatively higher than the other operators
existing in Bangladesh. Therefore because of this high call rate many subscribers
are switching to other subscribers.
o Complicated Promotional Offerings :
The promotions which Grameenphone offers are relatively very much
complicated. They usually provide lots of conditions on each offer which is
confusing to the subscribers. Sometimes subscribers without understanding the
conditions accept the offer as a result suffers by charging high prices.
o Failure of some Value Added Services :
Some of the value added services like Instant Messaging has been terminated
because this package did not go well in the market. Most of the time
Grameenphone go for messaging rather than TVC advertisement as a result
subscribers did not understand the offerings very clearly and without
understanding they activate the offer. After using the offer they did not get
satisfaction because it is not the offer of their choice causing confusion etc. In this
way many value added services does not work.
o Slow Internet Speed :
Grameenphone internet speed is getting slower day by day mainly because of
network congestion.
 34

Opportunity-

o Handsets are getting cheaper :

Due to advances in technology the products are changing very rapidly and so do
the prices. Therefore with the rapid changing in mobile features the handsets are
getting much cheaper. Now people can get the mobile phone at affordable price.
With the increase in purchase of handset the purchase of SIM has increased also.
Since many subscribers prefer Grameenphone SIM therefore it is a huge
opportunity for them.
o Subscribers are using more internet on mobile phone:
Due to increasing number of users of smart phone subscribers are using more
internet on mobile phone.
o Attractive market for Telecommunication sector:
The population of Bangladesh is usually very high and therefore it is a highly
attractive market for mobile services. At first the market growth rate of mobile
services in Bangladesh was not huge but now the market growth has accelerated
created opportunity for mobile companies to operate in Bangladesh and therefore
people are purchasing more SIM.

Threats-

o More Promotional offer given by other Operators:

There are many promotional offers given by other operator’s like- Airtel, Robi,
Banglalink. Airtel for example offers many bonuses compared to Grammenphone
which attracts the subscribers.
o Bringing more advanced technology by its competitors:
If competitors bring advanced technology in Bangladesh before Grameenphone
then that would be threat for them. Suppose for example if Airtel brings 4G first
before Grameenphone then it would be a huge threat for Grameenphone.
o Governement Regulation is getting much more rigid day by day:
Due to rigid government regulation the cellular phone companies has to go
through several lengthy process before launching any new packages which usually
 35

reduces the growth of these companies. Before any packages of Gramenphone

launches they have to take permission from the government which is usually very
lengthy process and this eventually reduces the growth of the Grameenphone.
o Price Competition:
In order to retain in the market and to gain as much share as possible the
competitors of Grameenphone constantly cut prices of the call rate.
 36

CHAPTER 5: Selection and Recruitment Process in

Grameenphone Limited.

5.1. Human Resource Management

Human resource management (HRM) involves all management decisions and practices
that directly affect or influence the people, or human resources, who work for the
organization. The number of activities involved in human resource management is
potentially large, depending on the size of the organization and its needs. Human resource
has many functions. They plan for the organization, jobs and people. They acquire human
resources via selection and recruiting process. They maintain human resources as well by
providing benefits, health and safety, employment transition and labor relations and
collective bargaining. Human resource managers perform an identifiable set of activities
that affect and influence the people who work in an organization. These activities include
job analysis, HR planning, recruitment, selection, placement, career management,
training, compensation systems and labor relations.

5.2. Recruitment and Selection

Recruitment is the process by which the organizations locate and attract individuals to fill
job vacancies. Most organizations have a continuing need to recruit new employees to
replace those who leave or are promoted in order to acquire new skills and promote
organizational growth. According to Flippo, “Recruitment is the process of searching for
prospective employees and stimulating and encouraging them to apply for jobs in an
organization.” Recruitment follows HR planning and goes hand in hand with selection
process by which organizations evaluate the suitability of candidates. Recruitment is a
linkage activity bringing together those with jobs and those seeking jobs.

Recruitment begins when a vacancy occurs and the recruiter receives authorization to fill
it. The next step is careful examination of the job and enumeration of skills, experience
and abilities needed to perform the job successfully.
 37

Selection can be defined as a process of choosing the right person for the right job.
Employee selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people.
Effective selection can be done only when there is effective matching. The process of
selection is different in different companies; however a general procedure of selection can
be framed. Process of selection involves Job analysis, advertisement, and application
blank/ forms written test, interview, medical examination, initial job offer,
acceptance/rejection letter, final offer/ letter of appointment and induction. The human
resources, or HR, selection is important because of the production and performance value
companies get by making good hires and the high costs of replacing employees following
bad hires. These considerations are especially heightened for small business.

5.2.1. Importance of Recruitment

Recruiting the right forms of employees is paramount for an organization. The

importance are highlighted below-
 Recruitment is central to business strategy
 Organization needs to deploy skills in order to succeed (means according to the
need and requirement).
 In most companies recruitment is an on-going process, so the composition of the
labor force changes slowly.
 To obtain the quality and quantity of employees required to fulfill the objectives
of the organization.
 Helps to create a talent pool of potential candidates for the benefits of the
organization.
 To increase the pool of job seeking candidates at minimum cost.
 It helps to increase the success rate of selection process by decreasing the number
of visits qualified or over qualified job applicants.
 Helps in identifying and preparing potential job applicants who will be the
appropriate candidate for the job.

5.2.2. Recruitment Sources in General

 38

Organizations use numerous sources for the recruitment. Some of the sources of
recruitment that are used by many organizations are illustrated below:
 Current employees
 Referrals from current employees
 Print advertisement
 Former employees
 Internet advertising
 Agencies

Recruitment of employees can be done in either internally and externally.

Internal recruitment- Internal recruitment refers to finding someone already employed by
the organization to fill the vacancy. There are several advantages of internal recruitment.
This are-
 Internal recruitment will reduce the cost of recruitment of an organization. This is
because organizations do not need external advertisement for the recruitment.
 Applicants know the company and operations of carrying out the work. Therefore
company does not to put extra effort for training them.
 When Organizations fill the vacant position internally, there is a positive effect on
staff morale. Employees feel that the company rewards hard work by offering an
opportunity to take on new responsibilities or move to a department in which an
employee has an interest. (Root III, n.d.)

External Recruitment refers to hiring applicants from outside the company to fill the
vacancy. There are numerous advantages of external recruitment. This are-

 An organization can get a pool of applicants externally which increases the chance
of finding the right person for the right job.
 External recruitment provides an opportunity for a fresh outlook on the industry
that a company may need to stay competitive.
 Hiring external employees will provide many opportunities to get highly
experienced and qualified candidates who will help a company to achieve its
target.
 39

5.3 HR department of Grameenphone Ltd:

HR department of Grameenphone is known as P & O. P & O has five wings. These wings
are:

1. Center of Expertise:
Scope of work:

•Knowledge & solutions base

•Resource center for best practices

•Innovation, efficiency, value, & performance excellence

•Research & design new ideas, processes

•Support, guide, share, measure, & govern

•P&O “product” & “policy”

•Employer Responsibility Scope

Functions of Center of Expertise:

 Compensation and Benefits:

Scope of work:

•Compensation & benefits strategy

•C&B principles & policies

•PF & GF Trust fund management

•Payroll operations

•Annual salary review, market survey and analysis, reports

 Organization Development:

Scope of work:

•OD alignment per HR strategy

•Common Way of Work, values, & culture

•HR value chain & process management (audit…)

 40

•Employer branding

•Telenor performance & development

•Related competence framework

•Assessment/Development Center

•Knowledge management & innovation

•Design, develop, & improve frameworks

•Related policies, processes & guidelines

•Telenor interactions on OD

•Continuous improvement ideas in HR

 Employer Responsibility:

Scope of work:

•OD alignment per HR strategy

•Common Way of Work, values, & culture

•HR value chain & process management (audit…)

•Employer branding

•Telenor performance & development

•Related competence framework

•Assessment/Development Center

•Knowledge management & innovation

•Design, develop, & improve frameworks

•Related policies, processes & guidelines

•Telenor interactions on OD

•Continuous improvement ideas in HR Center

 Leadership and People Development:

Scope of work:

•Telenor & GP Leadership Curriculum

 41

•Leadership assessment

•Leadership performance evaluation

•Program and performance evaluation & feedback

•Models, tools, process

•Design, develop, implement leadership curriculum

•Related principles, process, & guidelines

•Interaction with Telenor & OD

 Business Partner:
Scope of work

• P&O strategic alignment and planning

• Relationship management

• Leaders, teams

• P&O event & activity management

• P&O product / policy roll-out

• P&O process execution:

• Recruitment, Performance & talent management, competence development,

terminations / exit

• Salary review, changes, and execution

• Feedback & reporting

 Shared Service :

Scope of work

• Establish a true service orientated organization with a customer centric attitude.

• Implement and maintain single point of contact for all P&O services
 42

• Ensure facilities and managing vendor services by deploying outsource service

provider and securing GP rental premises also ensuring required license, permit
and work document for the company from Government authorities

• Ensure excellence in operation and maintenance services and provide appropriate

work space environment for Grameenphone premises.

• Implement GP Way and oversee total P&O activities at regional level

• Ensuring overall security and risk management for smooth business operation of
the company.

• Oversee and monitor the total in-house management, office supplies and food &
beverage support for GP employees

• Develop financial targets for CAPEX and OPEX aligned with owners. Ensure
budgetary/quality control and compliance with corporate policies and procedures.

• Expatriate Support (expatriates and family members.)

• Stakeholder Management (both internal and external)

 Crisis Management

 Compliance
Scope of work

• Ensure high ethical culture in Grameenphone and address non-compliance

• Planning and implementation of awareness campaigns and workshops as a

proactive measure

• End to end disciplinary processes on compliance issues with set guideline in

relation to Conduct of Investigations

• Facilitation and guidance on employee decision making in various dilemma areas

in alignment with CoC

• Ensure Report to Board of Directors, Audit Committee and Telenor Group

• Maintain of full proof documentation of all investigations, disciplinary

proceedings and taken initiatives

• Ensure inclusive alignment with local laws/regulations and Telenor Group while
conducting compliance proceedings.
 43

 HSSE:
Scope of work

• Create, execute & retain HSSE culture in Grameenphone.

• Non financial report to GP Board, Telenor Group and stakes.

• Safety, Risk, Accident/incident investigation/reporting and assessment and

develop mitigation plan.

5.4. Sources of Recruitment in Grameenphone Limited

Recruitment in Grameenphone Limited is done in two sources- external and internal

sources. Employees’ recruitment internally is mostly from retired employees and present
employees. External sources, on the other hand, include- consultants, internet,
newspapers and Job centers.
Internal Sources-
For encouraging the internal candidate, job vacancies in Grameenphone Limited may be
advertised through internal career site. Recruitment from the internal source may be
through promotion or delegating individuals with new assignments. In the case of internal
sourcing, HR along with the concerned Division/Department will identify prospective
candidates on the basis of Individual Capability matching with Competency/Role Profile
and will conduct appropriate tests to select the most suited person.
In internal source Grameenphone Limited consider mainly three types of employees:

 Contractual
 Part-Time
 Interns

Contractual employees are those who are working in a contact of six months or one year.
Part-time employees are known as apprentice and usually they work as customer manager
in customer service. And also interns, after completing their internship and completing
their graduation can apply for job.

 Present Permanent Employees- There is many organizations who follow some

policy of recruiting from existing employees before trying to recruit employees
from other sources. Internal job posting gives the current employee the
opportunity to get the desirable position within the company. Grameenphone
Limited also considers recruiting candidates internally so that the present
employees will be motivated and getting the position of their choice.
 44

External Sources-

 Website- Website is the best source of searching a large pool of candidates to fill
a vacancy through external sources.
 Campus Recruitment- Campus recruiting refers to sending an employer’s
representatives to University campuses to prescreen applicants and create an
applicant pool from the graduating class- is an important source of management
trainees, promotable candidates, and professional and technical employees.
Grameenphone Limited visits university for campus recruitment.

 Internships- Many University students get their jobs through internships.

Internships can be win-win situations for both students and employers.
Grameenphone Limited hires many graduates for internships in their organizations
from various Universities. When internships are done successfully and if any
intern has a good rapport with employees then they will be hired as a permanent
employee.

5.5 Recruitment Methods of Grameenphone Limited

Grameenphone has a standard recruitment procedure for all the departments.

Grameenphone strongly follows the labor law ACT 2006. They ensure equal employment
opportunity in the company. However, that does not mean that the recruitment process is
inflexible. It can vary whenever deemed necessary by the departments’ requirements. The
same is true for sales recruitment as well. Vacancies may arise in sales department
because of organizational growth, separation, resignation, etc. The human resource
department is responsible for handling the recruitment process with an involvement of the
sales department. The company follows the Equal Employment Opportunity Act by not
being prejudiced against men, women, minorities, etc. Grameenphone has a recruitment
policy, which is fair and consistent, and conforms to legal regulations and best agreed
practice. It claims to be non-discriminatory on the grounds of sex, age, race, religion or
disability. The human resource department has the main responsibility for recruitment.
The following pictures can show the recruitment process of Grameenphone very clearly:
 45

Grameenphone follows the following procedure for recruitment:

Figure- 5.1. The Recruitment Process

 46

Figure- 5.2. The Recruitment & selection Process of Grameenphone Ltd.

a) Identification of the need to recruit:

This information is passed up by the Sales Department to initiate the recruitment process.
They usually inform to the human resources department to let it know that new people are
needed for the sales department and what kind of qualifications are anticipated for the
specific jobs which have a shortage of employees so that the human resource department
can take the required steps. The first step in the recruitment process of Grameenphone is
to find out the vacancy, the position of the job, required qualifications, job description,
and the personality traits desired.
 47

b) Recruitment Budget:

Upon request from the Sales Department, the human resource department makes an
estimated budget according to the specific needs of the total recruitment process that will
be undertaken to hire the new recruits. In this way, total cost of recruiting of the new
personnel will be estimated. The finance & accounts department is also involved in this
process.

c) Advertisements:

Grameenphone (Human resource department) advertises the vacancies to attract the

candidates. But in this aspect, it is a bit nontraditional for Bangladesh. Grameenphone
advertises mainly over the Internet. However, newspaper ads are also used when required
and so are job fairs. In either media, the job qualifications are properly mentioned with
some other necessary information to limit the number of applicants as well as to find the
best candidates for the job. Besides, the ads give a brief description of the job, its roles
and responsibilities, the specifications and also give an idea about the compensation and
training programs. The Ads also mention a deadline for receiving CVs from applicants.

d) Initial Screening:

Upon receiving the CVs, the initial screening takes place. Simply put, Grameenphone
(Human resource department) shortlists the number of candidates based upon the
information provided in the applications. In this process another organization named
bdjobs.com helps Grameenphone is short listing. Grameenphone is one of the biggest
corporate clients of Grameenphone.

e) Written examination:

The candidates passing through the initial screening process are then called for a written
examination (not always). This test is to evaluate job knowledge, communication skills
and analytical aptitude of the candidate. The written test includes English, analytical
ability, mathematics and company related questions.

f) Interview:

A panel of managers takes the interview of the candidates who have passed the written
test. The panel must have mangers from the human resource department and the sales
 48

department. Well-structured interview focuses on required competencies for the particular

sales position. The procedure is designed to solicit information from a person’s responses
to oral inquiries.
After interview selected persons need to go through an assessment test. This is a daylong
test where the applicants need to do:

 Group discussion
 Case study
 Power point presentation
 Analytical ability test

So, through this day long assessment the recruiter easily comes to know who will be best
fit for the offered position. This test is fowled for the IT department, marketing
department and HR department.

g) Medical examination:

As with all sales jobs, the applicant requires to pass a medical examination. A doctor or a
diagnostic center selected by the company conducts this examination. Employment will
only be effective if the doctor certifies the recruit to be medically fit for the job.

h) Appointment and orientation:

A candidate who passes through all these steps is of course the selected candidate. The
deemed eligible candidate is then provided with an appointment letter and then is
confirmed about his new job at Grameenphone. The candidate joins the job and is
instantaneously oriented with the organization, the department, his or her mangers and the
fellow co-workers.
 49

5.6. The Selection Process

The selection process involves the following steps. These are given below-

Me De Ev
cisi al
as
on
ure
Ma ua
me kin tio
nt g n
Figure- 5.3. The Selection Process

The above figure shows the selection process of the companies including Grameenphone
Limited. The first steps include the measurement stage. It ensures that selection tests are
reliable and valid. The second steps include decision making. It combines information
about a person to make a hiring decision. The third steps include evaluation. This step
makes sure that hiring decision increases the efficiency and profitability of the
organization.
 50

CHAPTER 6: STUDY RESULTS AND FINDINGS

6.1. INTRODUCTION

This chapter presents the data analysis and discussions based on the questionnaire survey.
The collected data were analyzed using the method as mentioned in methodology. This
chapter examines the data collected on the sampled respondents in understudying the
recruitment and selection process practiced by Grameenphone Limited.
Responses from multiple choice questions in some cases were more than the sample size.
This is because the respondents had the option to choose more than one answer.

6.2. ANALYSIS OF FINDINGS

For this report, tables, charts and descriptive explanations have been employed to
illustrate data collected from the field to make the research findings more meaningful.
The following analysis shows the responses received from 90 employees of the
Grameenphone Limited from head office.

Table 6.2.1. Gender of Employees in Grameenphone Limited

Gender Number of Percentage Cumulative

respondents Percentage

Male 66 73.33 73.33

Female 24 26.66 100.0

Total 90 100.0
 51

70

60

50

40
Series1
30

20

10

0
Male Female

Fig- 6.2.1. Gender of Employees in Grameenphone Limited

Inference- From the survey it can be found out that out of 90 respondents, 66 employees
working in Grameenphone Limited is male while 24 employees are female.

Analysis- From the findings it can be said that most of the employees working
Grameenphone Limited are male. As per HR employees of Grameenphone, they are
trying to recruit more female employees in recent days. In addition, we came to know that
most of the female employees leave job due to some personal constraint.
 52

Table-6.2.2. Employees age group in Grameenphone Limited

Age Number of Percentage Cumulative

respondents Percentage

21-30 30 33.33 33.33

31-40 25 27.77 61.1

41-50 20 22.22 83.32

Above 50 15 16.66 100.0

Total 90 100.0

Employees age group in Grameenphone Lim-

ited

Above 50
17% 21-30
33%
41-50
22%
31-40
28%

Fig-6.2.2. Employees age group in Grameenphone Limited

Inference- From the survey it can be found out that out of 90 respondents, 30 employees
working in Grameenphone Limited belong to the age group of 21-30, 25 respondents
belong to the age group of 31-40, 20 employees falls in the age group between 41-50 and
15 employees working in Grameenphone Limited belong to the age group above 50 years.
Analysis- It can be analyzed from the data above that most of the employees recruited
 53

belong to the age between 21-30 years. The graduate candidates for the post of entry level
are being recruited in greater numbers than they recruit for mid level and top level.
Moreover Grameenphone usually offers golden handshake for senior employees as a
result the number of employees of age 40 or above decreases. Grameenphone encourage
young freshers to join the organization and always in search of creativity or something
new.

Table-6.2.3. Sources of recruitment in Grameenphone Limited

Sources of Number of Percentage Cumulative

Recruitment in respondents Percentage
Grameenphone
Limited
Internal 25 27.77 27.77

External 13 14.44 42.21

Both 52 57.77 100.0

Total 90 100.0

Sources of Recruitment in Grameenphone

Limited

Internal
28%

Both
58%
External
14%

Fig-6.2.3. Sources of recruitment in Grameenphone Limited

 54

Inference- From the survey it can be found out that out of 90 respondents, 25 employees
agree with the statement that employees are recruited internally, 13 employees said that
employees are recruited externally, while 52 employees stated that both external and
internal sources of recruitment are used for recruitment.

Analysis- It can be analyzed from the data above that Grameenphone Limited recruit
employees both internally and externally. Grameenphone is more willing to recruit from
internal source as it minimizes the cost of recruitment. In addition existing employees are
already known with the values and codes of conduct of the organization. Most of the
cases part time employees and interns, who are performing well, are nominitaded for
permanent positions. It also helps to motivate part time employees or interns to perform
their job in better way.

Table-6.2.4. Employee Satisfaction with the Recruitment Process

Satisfaction with Frequency Percent Cumulative

the Recruitment Frequency
Process
Yes 67 74.37 74.37

No 23 25.53 100.0

Total 90 100.0
 55

Employee satisfaction with the Recruitment

Process

No
26%

Yes
74%

Fig-6.2.4. Employee satisfaction with the Recruitment Process

Inference- From the survey it can be found out that out of 90 respondents, 67 respondents
are satisfied with the recruitment process while 23 respondents are not satisfied with the
recruitment process.

Analysis- From the findings it can be found that 74% of employees are satisfied with the
recruitment process as conducted by Grameenphone Limited. However, 26 percent of the
employees are not satisfied and suggested to make some changes in the existing
recruitment process of Grameenphone Limited. Most of the cases this dissatisfaction
arises because of giving higher positions to the younger employees. Some employees are
claiming Grameenphone is not giving proper value to their experience.
 56

Table-6.2.5.Important quality the organization looks for during

recruitment process

Important Frequency Percent Cumulative

qualities of Frequency
candidates
Knowledge 27 29.97 29.97
Past Experience 22 24.42 54.39
Optimistic 9 9.99 64.38
Nature
Discipline 13 14.43 78.81
Team Work 7 7.77 86.58
Ability
Others 12 13.32 99.999
Total 90 100

Important qualities of candidates organiza-

tion looking for
Others
13%
Team Work Ability
8%
Knowledge
30%

Discipline
14%

Optimistic Nature Past Experience

10% 24%

Fig-6.2.5. Important quality the organization looks for during

recruitment process

Inference- From the survey it can be found out that out of 90 respondents, 27 employees
recruited based on knowledge, 22 employees based on Past Experience, 9 employees
based on Optimistic Nature, 13 employees based on Discipline, 7 employees based on
Team Work Ability and 12 employees based on others.
 57

Analysis- Grameenphone Limited recruited most of the employees based on knowledge

and past experience.

Table-6.2.6. Reliability of Recruitment and Selection Process in

Grameenphone Ltd

No. of Percentage Valid

Reliability Respondents Percent (%)
of
recruitment
process
Yes 71 78.81 78.81
No 19 21.09 100
Total 90 100

Reliability of Recruitment and Selection

Process

No
21%

Yes
79%

Fig-6.2.6. Reliability of Recruitment and Selection Process

Inference- From the survey it can be found out that out of 90 respondents, 71 respondents
said recruitment is reliable and 19 respondents said it’s not reliable.
Analysis- From the findings it can be found that 79% of employees said recruitment
process is reliable. This reliability has been gained by Grameenphone because of the
transparency of recruitment and selection process. This reliability is very important for an
 58

organization as employees are being inspired more to work. Otherwise employees lose
the strength to perform their job well.

Table-6.2.7. The area of discipline where employees are recruited more

The areas where Frequency Percent Cumulative

employees are Frequency
recruited more
Finance 11 13.32 13.32

Operations 15 19.98 33.3

HR 9 9.99 43.29

Sales 38.85 82.14

13
Customer 26
Experience &
Center
Others 16 17.76 100.0
Total 90 100.0

Area of Discipline where Employees are

Recruited More
Others Finance
18% 12%
Operations
17%

HR
Customer Expe- 10%
rience & Center Sales
29% 14%

Fig-6.2.7. Area of discipline where employees are recruited more

Inference:- From the survey it can be found out that 11 employees said more employees
are recruited in finance department, 15 employees said more employees are recruited in
 59

operations, 9 employees said more are recruited in HR department, 13 employees said

more are recruited in Sales department, 26 employees said more employees are recruited
in customer experience & center and 16 employees said more employees are recruited in
others department which may include marketing department.

Analysis: - From the findings it can be analyzed that most of the employees are recruited
for customer experience & center department. Customer experience & center department
includes call center, Grameenphone center etc. Grameenphone employed more
emoployees in customer care to provide best customer service in a prompt way. As call
center employees are the spokes person of the company and represent the company, so
they are given more emphasis in recruitment area.

Table-6.2.8. Recruitment source by which existing employees selected

Recruitment Frequency Percent Cumulative

source
Frequency

Campus 25 27.75 27.75

Recruitment
Employee 7 7.77 36.52
referrals
Recruitment 22 24.42 60.94
Agencies
Others 36 39.96 100
Total 90 100.0
 60

Recruitment source by which existing

employees selected

Campus
Re-
Others cruit-
40% ment
28%

Employee referrals

8%
Recruitment Agencies
24%

Fig-6.2.8. Recruitment source by which existing employees selected

Inference: - From the survey it can be found out that 25 respondents said that they are
recruited by Campus Recruitment, 7 respondents recruited by employee referrals, 22
respondents recruited by Recruitment Agencies and 36 by others.

Analysis: - From the findings it can be analyzed that campus recruitment is given
preference in Grameenphone limited. Grameenphone usually covers the leading
universities of Bangladesh like North South University, BRAC University, East West
University, Independent University of Bangladesh etc. Internal source is basically
existing employees of Grameenphone and this source helps to minimize the cost of
recruitment.
 61

Table-6.2.9. Experience preference during Selection process

Experience Frequency Percent Cumulative

preference Frequency
during
Selection
process
Yes 65 72.15 72.15

No 25 27.75 100
Total 90 100.0

Experience preference during Selec-

tion process

70
60
50
40
30
20
10
0
Yes No

Fig-6.2.9. Experience preference during Selection process

Inference: From the survey it can be said that 65 employees said that Grameenphone

limited gives preference in experience in selecting employees and 25 employees

disagreed with this statement.

Analysis: From the findings it can be said majority of the employees said that
Grameenphone limited gives preference to experience in selecting employees. Rest of the
 62

employees disagreed with this statement, as they said now a days Grameenphone give
more preference to the fresher or newly joined employees.

Table-6.2.10. Proper Job Analysis before Selection Process

Job Analysis No. of Percentage Valid Percent (%)

before Selection Respondents
Process
Yes 75 83.25 83.25

No 15 16.65 100

Total 90 100.0

Proper Job Analysis before Selection Process

No
17%

Yes
83%

Fig-6.2.10. Proper Job Analysis before Selection Process

Inference: From the survey it can be seen that 75 respondents agreed with the statement
that proper Job Analysis has been done before Selection Process, 15 employees disagreed
with this.

Analysis: - It can be said from the findings that most of the employees from
Grameenphone Limited agreed that the proper Job Analysis has been done before
 63

Selection Process. Few employees claimed job analysis is not accomplished before
selecting employees due to time deficiency.

Table-6.2.11. Methods used by Grameenphone during selection

process

Methods used by Frequency Percent Cumulative

Grameenphone Frequency
during Selection
process
Written or 35 38.85 38.85
aptitude test
Group discussion 20 22.2 61.05
Interview 35 38.85 100.0
Others 0 0
Total 90 100.0

Methods used by Grameenphone during se-

lection process

Personal In- Written or

terview aptitude test
39% 39%

Group
discussion
22%

Fig-6.2.11. Methods used by Grameenphone during selection

process
 64

Inference: From the survey it can be said that 35 employees said that Grameenphone
limited uses written or aptitude and personal interview, 20 employees said that
Grameenphone uses group discussion during Selection process.

Analysis: From the findings it can be said majority of the employees said that
Grameenphone limited follows both written test and interview. At first the written test
takes place and the candidates qualified for the written test will be called for the
interview. After interview selected persons need to go through an assessment test. This is
a daylong test where the applicants need to go through group discussion, case study,
power point presentation, analytical ability test etc.

Table-6.2.12. Rate of the Selection Policy of Grameenphone limited

Rate of the No. of Percentage Valid Percent (%)

Selection Policy Respondents
Good 35 38.85 38.85

Average 40 44.4 83.25

Poor 15 16.64 100

Total 90 100.0
 65

Rating of the Selection Policy

45
40
40
35
35
30
25
20
15
15
10
5
0
Good Average Poor

Fig-6.2.12. Rate of the Selection Policy of Grameenphone limited

Inference: From the survey it can be seen that 35 respondents rate the selection process
as good, 40 as average and 15 as poor.

Analysis: - It can be said from the findings that majority of the employees give good
rating for the overall recruitment process of Grameenphone Limited. Now the company
need to focus on the reason for poor rating so that they can get good rating from all the
employees of the organization.
 66

CHAPTER 7

CONCLUSIONS AND RECOMMENDATIONS

7.1 CONCLUSIONS

Recruiting employee is a very cost exercise. When organizations choose the right people
for the job train them well and treat them appropriately, these employees not only
produces a better output for the organization but also retain in the organizations for long
time. This compensates the cost which is invested on recruiting employees. Large
organizations have resources, capital and latest technology but if it does not have the
skilled manpower then the organizations will not be able to achieve its long term goals.
Therefore right employees can be achieved through proper recruitment and selection
process. Recruitment is essential to effective Human Resource Management. It is the
heart of the whole HR systems in the organizations. The effectiveness of HR activities
largely depends on the new employees’ quality. Policies should be reviewed frequently
due to cope up with the environmental changes. The management should be trained
properly that how to recruit the suitable candidates for the given position. Grameenphone
Ltd follows different strategies to get the right employees for the position. The employee
turnover rate in Grameenphone Limited is very low as they select the right candidates for
the position. Moreover, they also offer attractive remuneration to the employees so that
the best candidates retain in the organization for many years.
The following conclusions were made from the findings-
 Majority of the employees are satisfied with the recruitment process of
Grameenphone Limited.
 Most of them said that the recruitment system is transparent at all levels. There is
no biasness in selecting candidates. There are many steps of recruitment process
which is followed by Grameenphone Limited.
 Recruitment and Selection Process in Grameenphone Limited is designed in a way
to get the right candidates.
 Moreover the opinion of recruitment for selection test is positive.
 67

7.2. RECOMMENDATIONS

 The Recruitment and Selection Process should be designed in such a way so that it

should be free from biasness. There is evidence that many capable employees did

not get the position of what they deserve simply because of the process.

 The process has to be updated and change it frequently so that the screening of the

candidates can be done properly to get the right employees for the right job.

 The company has to recruit high quality employees with the right skills for

achieving the company’s goal and that only be possible with proper selection and

recruitment process of Grameenphone Limited.

 68

(APPENDIX)

Interview Questionnaire as part of Recruitment and Selection process

Survey in Grameenphone Limited

Name: ……………………………………. Designation:

……………

Signature: ………………….. Date:

……………………

1. Please indicate your age?

o 21-30 31-40 41-50 Above 50

2. Please indicate your gender?

o Male Female

3. Which of these sources of recruitment are used in Grameenphone

Limited?

(a)Internal

(b)External

(c)Both

4. Do you agree that employees are satisfied with the Recruitment

Process of Grameenphone Limited?

o Yes No

5. Which is the most important quality the organization looks for in a candidate?

o Knowledge
 69

o Past Experience

o Optimistic Nature

o Discipline

o Team Work Ability

o Others

6. Does the selection methods used by the Organization are reliable?

o Yes

o No

7. In which areas you will recruit more employees?

(a) Finance (c) Operations (e) Others

(b) HR (d) Sales

8. How you entered into an organization?

(a) Campus Recruitment (c) Recruitment Agencies

(b) Employee referrals (d)

9. Do you think organization looks for experienced employees in selection Process?

o Yes

o No

10. Does the organization do proper Job Analysis before Selection Process begins?

o Yes

o No

11. Which of the following methods do your company uses during selection process?

(a) Written or aptitude test

 70

(b) Group discussion

(c) Personal interview

(d) Group discussion

(e) All of the above

12. How do you rate the Selection Policy of the organization?

o Good

o Average

o Poor
 71

References

Daniels, A (1999). Bringing out the Best in People, McGraw- Hill companies.

Dessler, G., & Varkkey, B. (2010). Human Resource Management (11th ed., pp. 129-

169). Delhi: India Binding House.

Dessler, G. (2008). Human Resource Management (11th ed.). Upper Saddle River, NJ:

Pearson, Prentice Hall.

Douglas, John, Stuart, Klein and Hunt, David, 1985. The Strategic Managing of Human

Resources, John Willey and Sons, New York.

Fisher, C., Schoenfeldt, L., & Shaw, J. (2006). Human Resource Management (6th ed.,

pp. 233-248). Boston: Houghton Mifflin Company.

Gomez Mejia, Luis R. Balkin, David B, and Cardy, Robert L. (2001). Managing Human

Resource, Pearson Edition

Griffin, R. (2012). Management (9th ed., pp. 381-383). Boston: Houghton Mifflin

Company.

Laurie J. Mullins. (1996). Management and Organizational Behavior, 8th ed. Great

Britain, prentice Hall.

Mathis, Robert L. Jackson John H. (1997). Human Resource Management 8th ed. New

York: West Publishing Company.

Mondy, Neo, Premeax. (1999). Human Resource Management. 4th ed. Allyn and Bacon,

Boston

Annual report of Grameenphone limited of last few years

Grameenphone Website - https://www.grameenphone.com

Internal web portal of Grameenphone

72