Standard Chartered HR Intern Report Bangladesh

Internship Report: HRMP in Standard Chartered Bank
Abstract
According to the universalistic perspective, organizations from different sectors, across
industries, and through different time periods should use a series of select human resource
management practices (HRMP). The main principle of this paper is to investigate whether
there is any relationship between HRMPs and organizational performance, regarding
Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of
training, employee participation, and selection with perceived organizational performance in
the context of Standard Chartered Bank in Bangladesh. This study is co-relational in nature
and it will examine the correlation among these variables. A single set of sample will be
considered for this study and that will be the employees of Standard Chartered Bank. A set of
structured questionnaire will be distributed among 200 respondents. Regression analysis will
be conducted for the purpose of data analysis.
-1-
Origin of the Report

The BBA internship program is a mandatory requirement for the students who are graduating
from the BBA program under the School of Business of North South University, Bangladesh.
In the internship program, I was attached to a host organization named ‘Standard Chartered
Bank’ for 12 weeks. During this period I learned how the host organization works with the
help of the internal supervisor. As a result I have decided to write a report on “A
universalistic perspective for explaining the relationship between HRM practices and
organizational performance – in context of Standard Chartered Bank in Bangladesh”.
During the three months of work experience with Standard Chartered Bank on this internship
program, I was placed in the Human Resource division of the bank. I joined on September 1st
2007. This department manages recruitment, training, and career progression plan. Standard
Chartered Bank highlights the importance of developing its people to create a culture of
customer service, innovation, teamwork, and professional excellence.
-2-
INTRODUCTION
The Standard Chartered Group is an unusual banking business. Although its roots are clearly
British, its area of operations, its network, and indeed its profit stream are overwhelmingly
international. The name Standard Chartered comes from two original banks from which it
was founded. One of the banks is the Chartered Bank of India, Australia and China and the
other bank is the Standard Bank of British South Africa.
In Bangladesh, Standard Chartered Bank is one of the leading multinational banks. To

maintain its leading position in the Bangladesh, SCB has always been keen to develop long-
term beneficial relationship with trustworthy clients. To achieve this end, they have always
upgraded their approaches to achieve top-level performance. This up gradation is especially
apparent in its HR activities. There are numerous human resource management principles (or
HRMP) that seek to rectify and streamline the HR activities of an organization. Standard
Chartered Bank’s HR processes, quality-wise, are one of the top-grades in the country.
Among these HRM practices, training, employee participation and employee selection
processes are instrumental in aiding a business thrive in its area. This research paper seeks to
establish whether these three HRM practices have managed to augment the perceived
organizational performance of Standard Chartered Bank (Bangladesh).
-3-
BANKING INDUSTRY-OVERVIEW
Of these, there are four nationalized commercial banks (NCB), 5 specialized banks, 11
foreign banks, 26 domestic private banks and 4 Islamic Banks currently operating in
Bangladesh.
The Banking Industry in Bangladesh is one characterized by strict regulations and monitoring
from the central governing body, the Bangladesh Bank. The chief concern is that currently
Generally, the commercial banks and finance companies provide a myriad of banking
there are far too many banks for the market to sustain. As a result, the market will only
products/services to cater to the needs of their customers. However, the Bangladeshi banking
accommodate only those banks that can transpire as the most competitive and profitable ones
industry is characterized by the tight banking rules and regulation s set by the Bangladesh
in the future.
Bank. All banks and financial institutions are highly governed and controlled under the
Banking
Currently,Companies Act-1993.institutions under the banking system include:
the major financial
The range of banking products and financial services is also limited in scope. All local banks
must maintain a 4% Cash Reserve Requirement (CRR), which is non-interest bearing and a
16% Secondary Liquidity Requirement (SLR). With the liberalization of markets,
competition among the banking products and financial services seems to be growing more
intense each day. In addition, the banking products offered in Bangladesh are fairly
homogeneous in nature due to the tight regulations imposed by the central bank.
Competing through differentiation is increasingly difficult and other banks quickly duplicate
any innovative banking service.
ORGANIZATIONAL OVERVIEW
The Standard Chartered Bank PLC is an international banking group that is incorporated in
the UK, with its headquarters in London. The group focuses its activities in Asia, Africa and
the Middle East and its operation is segmented under six regions: LTK & Europe, Middle
East and South Asia (MESA), South East Asia, and the Americas.
Globally, the key resources of SCB include:
• A network of over 600 offices in 48 countries
-4-
• A staff of about 25,000 people managing assets of around 47 billion pounds

• Standard Chartered Bank's international businesses in Personal Banking, Corporate
Banking and Standard Chartered Markets are its special strengths
The global strategies of Standard Chartered Bank are:
• To build and grow strong businesses in East and South East Asia - the Asia Pacific
Region
• To enhance historical position in the MESA region
• To concentrate operations in the OECD in those activities that support Standard
Chartered Bank's remarkable franchise in newly industrialized and emerging markets.
Board of Directors
There is a nineteen-member board, headed by Sir Patrick Gillam as Chairman. Half of the
directors are non-executives. Most of the board members are very eminent persons drawn
from the boards of world-renowned multinationals such as Rolls Royce, British Gas PLC, etc.
BACKGROUND OF STANDARD CHARTERED BANK
The Standard Chartered Group is an unusual banking business. Although its roots are clearly
British, its area of operations, its network and indeed its profit stream are overwhelmingly
international. The name Standard Chartered comes from two original banks from which it
was founded. One of the banks is the Chartered Bank of India, Australia and China and the
other bank is the Standard Bank of British South Africa.
The Chartered Bank was founded by James Wilson following the grant of a Royal Charter by
Queen Victoria in 1853, while the Standard Bank was founded in the Cape Province of South
-5-
Africa in 1862 by John Paterson. Both companies were keen to capitalize on the huge
expansion of trade and to earn the handsome amount of profits from financing the movement
of goods from Europe to the East and to Africa.
Both banks were prosperous in those early years. The Chartered Bank opened its first
branches in Bombay (Mumbai), Calcutta (Kolkata) and Shanghai in 1858, followed by Hong
Kong and Singapore in 1859. With the opening of the Suez Canal in 1869 and the extension
of the telegraph to China in 1871, the Chartered Bank was determined to expand and develop
its business. Traditional business was in cotton in Bombay, indigo and tea in Kolkata, rice in
Burma, sugar in Java, tobacco in Sumatra, hemp in Manila and silk in Yokohama.
In South Africa, the Standard Bank established a considerable number of branches. The bank
was prominent in financing the development of the diamond fields of Kimberly from 1867
and later extended its network further north to the new town of Johannesburg when gold was
discovered there in 1885. Half of the output of the second largest gold field in the world
passed through the Standard Bank on its way to London.
Both the banks, although they were separate entities, survived the First World War and the
Depression, but were directly affected by the wider conflict of the Second World War in
terms of loss of business and closure of branches. There were also long-term effects for both
banks as countries in Asia and Africa gained their independence in the 50s and 60s.
Each bank acquired other small banks along the way and spread their networks further. In
1969, the decision was made by both the banks to undergo a friendly merger. They decided to
counterbalance their network with expansion in Europe and US. Further expansion also took
place in Standard Chartered bank’s traditional markets in Asia and Africa. All appeared to be
going well, but a hostile takeover bid was made for the Group by Lloyds Bank of UK in
1986.
When the bid was defeated, Standard Chartered Bank entered into a period of change. Like
many British banks, provisions had to be made against third world debt exposure and loans to
corporations and entrepreneurs who could not meet their commitments. Standard Chartered
Bank begun a series of divestments notably in the US and South Africa and entered into a
number of asset sales. In mid 1993, Sir Patrick Gillam became Chairman and he made two
points clear. Firstly, Standard Chartered Bank would grow and develop its strong franchises
in Asia, the Middle East and Africa using its operations in the UK and North America to
-6-
provide customers with a bridge between these markets. Secondly, it would focus on
customer, corporate and institutional banking, and on the provision of treasury services- areas
in which the Group had particular strength and expertise.
History of Grindlays Bank
Captain Grindlays established Grindlays and Company with partner in 1928. The name was
changed to Grindlays Christian and Mathew’s in 1839, which again changed to Grindlays and
company in 1853. The first branch was opened in India at Church Lane, Kolkata in 1854 and
the other Indian branches autonomous from London were opened by Grindlays and Company
in 1864. They were acquired by National Provincial bank Limited in 1924. National bank of
India acquired Grindlays and Company in 1858 and begun to operate as National and
Grindlays Limited.
Acquisition of ANZ Grindlays Bank by Standard Chartered Bank
In August 2000, the US$1.34 billion acquisition of Grindlays Bank was completed. This
made the Standard Chartered Bank the leading international bank in India and the other
countries of South Asia. The acquisition strengthened the Group’s competitive position in
Middle East and brought to the group a respected private banking business.
Standard chartered Bank has taken the advantage of the expansion opportunities. Buying
Grindlays from ANZ now propels it from number five to number one among international
banks in India, with some choice extra footholds in the Middle East. At 1.34 billion US
dollars, it is hard to complain that Standard Chartered Bank has overpaid. The financial ease
is less compelling for ANZ shareholders, as there are advantages of getting out of a
strategically peripheral business.
This acquisition of Grindlays Bank has added 6000 employees and 4 countries to Standard
Chartered Bank’s existing network of 7000 employees and 570 offices in 50 countries. The
end result is that Standard Chartered Bank, which went into the 1997 Asian crisis with strong
business in Hong Kong, Singapore and Malaysia, emerges with additional core markets in
India and Thailand.
The deal has made Standard Chartered Bank the largest foreign bank by assets in India,
Pakistan and Bangladesh and the second largest in Sri Lanka and the United Arab Emirates.
The bank has been seeking to expand in the region since the end of the Asian economic crisis,
-7-
and has finally become successful in its expansion. The primary goal of the integration is to
combine the best of both the banks, and put right people in right jobs on the basis of fairness
and equitability. In September 2000, the group agreed to acquire Chase’s Hong Kong
consumer banking business for US$1.32 billion, which makes Standard Chartered Bank the
leader in Hong Kong cards. At that time it was also announced that the chartered Trust had
been sold to Lloyds TSB for 627 million pounds. Until September 2002, both Standard
Chartered and Standard Chartered Grindlays operated under the same management but as
separate entities. With effect from September 2002, there was not any Grindlays - only
Standard Chartered Bank.
BUSINESS ACTIVITIES OF THE GLOBAL SCB
Standard Chartered Bank operates in every Asia pacific Market with exception of North
Korea and 60% of the group profit comes from Asia Pacific region.
Hong Kong continues to be the happy hunting ground for SCB as it contributes around 30%
of the group profit. With over 80 branches in Hong Kong and strong representation in China
especially in Shanghai the group is poised to dominate the banking industry there in years to
come. There exists a Resident group Executive Director to manage the operations there and
also in Singapore.
-8-
In other East Asian countries, the group has been gaining prominence in Malaysia, Taiwan
and Thailand, the group acquired 75% stake in Nakornthon.
SCB is the leading multinational bank in the Sub-Saharan Africa with prominent presence in
Kenya, Zambia, Zimbabwe, Botswana and Ghana. The group operations of the South Asia
and Middle East region are managed from Dubai.
Bank provides a full range of products and services to its all around the world, some of which
are mentioned below with a brief overview of the major business activities:
1. Global Consumer Finance
There are seventy-six branches and finance centers under this division in about ten countries
with a workforce of 1615 employees. Some of the services provided by this division are
unsecured personal loans, credit cards and retail store cards; vehicle related leases, etc.
Global Personal Banking
There are 410 offices/branches with a workforce of 12,000 employees working under this
division in 28 countries. Some of the services provided by this division are various kinds of
insurance and loans, various types of accounts, travelers' cheques, card money, etc.
2. Global Corporate Banking and Institutional Banking
There are 350 branches/offices under this division. This division provides services in 42
countries. The services provided by this division are International Trade Management,
Institutional Banking, Treasury, Custody and Cash Management. This division operates on a
worldwide basis.
3. Global Custodial Service
There are 17 offices under this division and about 900 staff members in this division, operates
in fourteen countries and is headquartered in Singapore. Standard Chartered Equitor fulfils
Standard Chartered Bank's strategic commitment to providing custody and clearing services
in greater Asia. Standard Chartered Bank has one Asia's leading custodians for over 40
years. Equitor's main focus is on the following:
-9-
 Commitment to quality
 Dedication to customer needs
 Sustained investment in people and systems
4. International Trade Management
This division is operational throughout the group and Standard Chartered Bank's core
strength is trade finance and services. With an experience of over 150 years, Standard
Chartered Bank has developed knowledge of trade finance, which is world class. Principle
services to importers are Import Letters of Credit; import Bills for Collection and Back-to-
Back Letters of Credit facilities.
Principle services to exporters include Export Letters of Credit, Direct Export Bills for
Collection, Bulk Letter of Credit Collection, Bonds and Guarantees.
5. Global Cash Management

This division is operational in all branches where the Group has a Corporate Banking and
Institutional Banking division. There are 100 employees working in this division. Standard
Chartered Bank recognizes the importance of Cash Management to Corporate and Financial
Institutional customers, and offers a comprehensive range of services and liquidity
management. Services by this division are provided worldwide with stress on Asian delivery.
6. Global Institutional Banking

Through Standard Chartered Bank’s network of more than 600 offices in over 40 countries, it
is very well positioned to provide a wide range of services to institutional clients:
commercial, merchant and central banks; brokers and dealers; insurance companies; funds
and fund managers, and others. Offices in emerging markets of Asia, sub-Saharan Africa, the
Middle East, and Latin America are complemented by branches in the developed countries
such as USA, UK and Japan and the bank’s membership of the clearing systems in those
countries. The institutional banking group has network of offices in 25 countries throughout
Asia, North America, Europe, Africa and the Middle East. It provides Relationship managers
who are close to their customers and speak the local language. This wide network of
Institutional Banking facilitates transactions, introductions, problem solving and renders
advice and guidance on local trading conditions.
- 10 -
7. Global Electronic Banking

Electronic Banking provides various types of support through a wide range of operating
systems, sweeping transaction accessories with the provision of reporting features or other
special functions. There are 10 offices and 50 employees under this division, which operates
in 26 countries.
8. Problem Country Debt Unit

There is one office in this division with four employees working in it. Problem Countries
Debt Unit is the Group's provisional exposure to countries experiencing temporary external
liquidity problems, when such exposures are not externally secured or advanced on a
voluntary short-term basis.
- 11 -
The Standard Chartered group is operating in 48 countries in various extents. These countries
are grouped in 5 regions based on their location business core focuses.
1. Africa: (Includes 11 countries) Botswana, Cameroon, Gambia, Kenya, Sierra Leone,

South Africa, Tanzania, Uganda, Zambia and Zimbabwe.
2. Asia Pacific: (Includes 17 countries) Australia, Brunei, Darussalam, Cambodia, China,

Hong Kong, Indonesia, Japan, Laos, Macao, Malaysia, Myanmar, Philippines, Singapore,
South Korea, Taiwan, Thailand, Vietnam.
3. Latin America: (Includes 6 countries) Argentina, Brazil, Colombia, Mexico, Peru and
Venezuela.
4. Middle East and South Asia: (Includes 10 countries) Bahrain, Bangladesh, India, Iran,
Nepal, Oman, Pakistan, Qatar, Sri lanka, and United Arab Emirates.
5. UK and USA: (Includes 4 Countries) Falkland Islads, Jersey, United Kingdom and USA,
- 12 -
STANDARD CHARTERED BANK IN BANGLADESH
The Chartered Bank started operating in Bangladesh in 1948, opening a branch in

Chittagong. The branch was opened mainly to facilitate the post-war reestablishment and
expansion of South and Southeast Asia. The Chartered Bank opened another branch in Dhaka
in 1966, where it is still headquartered. After the merger of the Chartered Bank with the
Standard Bank in 1969, the Standard Chartered Bank took up a program of expansion. It
increasingly invested in people; technology and premises as its business grew in relation to
the country's economy. In 1993, there was an organizational re-structuring, which led to a
substantial expansion of the Bank's business. Today the bank has in total four branches in
Dhaka apart from the Chittagong branch, including an offshore branch at the Savar Export
Processing Zone.
Bangladesh is under the MESA region, with the controlling office in Dubai. Its
correspondent relationship with Sonali Bank, the largest bank in Bangladesh, gives its
customers access to all major centers in the country. Standard Chartered Bank's worldwide
network facilitates convenient connections with foreign trade and remittance business.
Standard Chartered Bank's branch banking license in Bangladesh allows it to offer a full
range of banking services.
Since the organizational restructuring in 1993, the amount of deposits and loans in 1997 has
increased by more than five times. There is an overall increasing trend of Standard Chartered
Bank's market share in terms of deposits and advances. In 1995, the market share in terms of
advances was 20%, which peaked to 29% in 1996 and fell by 3% in 1997. In the case of
deposits, the market share of Standard Chartered Bank increase 16% in 1995 to 18% in 1996,
and increased by another 2% in1997. In terms of profit before taxes, there is a rise from eight
million BDT in 1990 to its highest amount of 750 million BDT in 1998. The largest increase
of 438% took place in 1991. Although the growth rate began to decline gradually from 1993
(from a 170% to 5% in 1998) the overall increase reflects a substantial positive trend.
Standard Chartered Bank's growth in terms of profit and market share depicts an overall
positive trend.
- 13 -
After the Acquisition
This acquisition has made Standard Chartered/Standard Chartered Grindlays bank the largest
foreign bank in this country.
An integration team from Standard Chartered Bank in London is to come time to time in
Dhaka to settle the process of the acquisition of the ANZ Grindlays Bank. The team
comprising of officials from both Standard Chartered and Grindlays are working on staff and
branch rationalization.
But the whole process will take about one and a half years and meanwhile both the banks will
continue to work as legal entities. Though there may not be many changes at the lower and
mid-levels of the banks, there may be some changes and redundancies in the higher level. But
those who will have to leave will get a handsome compensation package.
The integration was comprehensive and is being managed as a distinct process. Meanwhile,
the business is kept going to provide uninterrupted customer service and to deliver the desired
results. Standard Chartered Bank after acquiring Grindlays expects to relocate its own and
acquired branches upon regulatory consent. There are places where both SCB and SCGB
have branches and there are other places with perceived demand for branches, but the
Bangladesh Bank does not want to give permission for opening any new ones. SCB, known
for its technological edge is the forerunner in automated teller machines, telebanking,
treasury and lately corporate banking solutions. Grindlays is the market leader in credit cards,
corporate advisory services and personal banking.
- 14 -
MISSION
SCB Bangladesh operates with the same mission as the group SCB subscribes to worldwide.
The bank in Bangladesh has the best and dedicated human resources in the privet sector
banking. With an experience of 150 years, the bank has a formidable efficiency in the
operational areas in which it operates. The bank has a mission to build and grow on its 150
years of experience and the positive image that it has earned over the years. The underlying
factor on its business mission is manifested by its five values: “ Responsive, International,
Trust Worthy, Responsive and Courageous.” Since SCB as a bank caters to the higher
echelon of the society, its operational strategies relies on trust and confidence building with
the customers and offer them the highest sense of security and confidentiality. It has the
dedicated attitude toward the community in which it operates and it wants to grow and
flourish along with its customers and community. This credo of the bank is categorically
expressed by the Group Executive Director. Mr. Chris Keljik during his Dhaka entourage in
August 2003. Quoting him in verbatim- “We want to make money in ethical way but we also
want to address the very fact that there are people who are less fortunate than us and needs
help. So we have a mission to ensure good corporate governance with sound development of
human resources to build a solid workforce to attain our objectives and give back to society
by involving ourselves with them”.
- 15 -
CUSTOMERS
Two of the business target specific customer groups:
⇒ Consumer banking meets the needs of individual customers.

⇒ Corporate and institutional banking meets the needs of companies, banks and other
financial institutions.
Corporate
Organization
Consumer
Individual
& Institutional
Banking Banking
Treasury
- 16 -
Figure 2.1: The Relationship between Respective Customers to Different Departments of
SCB
Companies Banks and other

Financial Institutions
This focus allows the business to develop an in-depth understanding of the banks customer’s
evolving requirements. This in turn enables us to develop the products and services that help
SCB stand out from the competition. Treasury provides support to the customers of both
these business and develops customers (both individual and organizational) of its own.
- 17 -
ORGANIZATIONAL STRUCTURE
The Standard Chartered Bank in Bangladesh has its headquarters and three branches in
Dhaka and one branch in Chittagong, while they are going to open one in Sylhet very soon.
While the full range of services is available at the headquarters, other branches offer specific
services appropriate for the location. At the headquarters, the bank mainly consists of two
divisions:
 Business
 Support
The business division has the following departments:
 Corporate Banking Group (CBG): Standard Chartered Bank offers its local
customers a wide variety of financial services. All the accounts of corporate clients,
which mainly comprise the top local and multinational companies operating in
Bangladesh, are assigned a Relationship Manager (RM) who maintains regular and
close contact to cater to their needs. The objective of this department is to maintain a
thorough knowledge of the client's business and to develop positive relationships
with them. This is maintained through interactions to offer timely advice in an
increasingly competitive business environment. The expertise of the Institutional
Banking and Treasury groups is also available whenever required. The unique Off-
shore Banking Unit (OBU) in Savar offers a full range of facilities to overseas
investors. The Corporate Banking Group in Bangladesh has displayed a spirit of
community involvement by working with NGOs to underwrite soft loans. Standard
Chartered Bank offers its corporate customers:
The wide varieties of lending needs are catered to with skilled and responsive
attention.
The trade finance of Standard Chartered Bank takes care of the commercial activity
related issues, particularly those related to import and export finance services. Some
of the services are:
- 18 -
⇒ Project finance and investment consultancy.

⇒ Syndicated loans.
⇒ Bonds and Guarantees.
⇒ Local and International Treasury products.
Trade finance facilities including counseling, confirming export L/Cs and issuing of
import L/Cs, backed by its international branch and correspondent loan network Bond
and Guarantees Project finance opportunities for import substitution and export
oriented project.
 Treasury (TSY): The foreign exchange and money market operation of the Standard
Chartered Bank in the world is extensive. Exotic currencies happen to be one of its
specials areas of strength. A 24 hour-service is provided to customers in Bangladesh
through the Bank's network of dealing centers placed in the principal of the world.
The Bank's treasury specializes in offering solutions to those who wish to manage
interest rate and currency exposures that result from trade, investment and financing
activities of other dynamic economies of the region. Treasury operations are
developed in line with changing market conditions to provide the best services to its
customers. According to BAFEDA (Bangladesh Foreign Exchange Dealers
Association), Standard Chartered Bank presently controls 42% of the local foreign
exchange market's traded volume.
 Institutional Banking Group (IBG): The IBG of Standard Chartered Bank offers a
wide variety of products and services to banks and financial institutions. It has global
links with leading banking institutions and agency arrangements through its network
of offices in 40 countries. The Bank offers a full range of clearing, payment collection
and import-export handling services. The bank offers foreign missions, voluntary
organizations, consultants, airlines, shipping lines, and their personnel the following
financial services:
(a) Current accounts in both Taka and other major foreign currencies
(b) Convertible Taka accounts (these funds are freely convertible to major
international currencies)
 Consumer Banking (CB): Superior retail banking services comprising a wide range
of deposit and loan products are offered by the Standard Chartered Bank to its
- 19 -
individual customers. The Consumer Banking division constantly faces challenges

and meets them by developing new products and services to fulfill the specific
requirements of local and foreign customers. Bank offers a 24-hour service in
Bangladesh through its Moneylink ATM network and Phone-link Phone Banking
services.
 Custodial Services (CUS): Headquartered in Singapore, Standard Chartered Equitor

fulfils the group's strategic commitment to the provision of custodial service in Asia.
Equitor's customers are primarily foreign global custodians and broker/dealers
requiring cross border information as well as sub-custodian services. Standard
Chartered Bank, Bangladesh is responsible for the planning in Bangladesh, but the
overall management of the custody business is based on Equitor's international
business strategy.
Standard Chartered Bank is primarily corporate driven. Corporate banking generates

more than 40% of its revenue group while Treasury contributes more than 20% to the
overall revenue. The rest is generated from Personal Banking, Custodial services and
Institutional Banking.
The Support division provides assistance to the above business activities and consists
following departments:
 Operations: Operations is part of the support division that helps to run the businesses
of the bank in a smooth and controlled manner. Since it helps mainly in processing the
works of the business units, any mistakes made can be easily detected and on time.
Following are the main functions of the operations department:
(a) Central operations deals with the closing and opening of accounts and other
payment and account related processing of the Personal Banking division
(b) Treasury operations help to deal with the processing works of the treasury
division. Loan Administration Unit (LAU) deals with the processing of the
Corporate Banking division.
(c) Operations also have a department that deals with internal projects that arises
from the need to deal with certain problems or to make certain changes.
- 20 -
 Finance, Administration and Risk Management: Although it is a financial

organization itself, Standard Chartered Bank needs financing to run its operation.
Finance, Administration and Risk Management departments are the ones that are
primarily concerned with maintaining a level of cost incurred that do not cross the
threshold leading the company to bankruptcy.
 Information Technology Center: This department is instrumental in the running of

all the computerized operations of the bank. They help in the implementation and
generation of computerized reports. Another major duty of the department is to
maintain communication with the rest of the world.
 Human Resource Department: This department manages recruitment, training and

career progression plan. Standard Chartered Bank highlights the importance of
developing its people to create a culture of customer service, innovation, teamwork
and professional excellence.
 Legal and Compliance: In the UK, Standard Chartered Bank is regulated by the
Bank of England, while in Bangladesh local banking laws regulate it and rules set by
the Ministry of Finance and Bangladesh Bank. It also encourages its staff to conform
to an internal culture of ethical behavior and sensitivities to the culture and religion of
the country. Some of the key areas that the Legal & Compliance department has to
take care of are: any kind of legal issues, to advise the CEO regarding all matters and
the management on legal and regulatory issues, correspond regulatory compliance
issues to MESA Regional Head of Compliance, and supervise internal control (e.g.
internal audit).
 External Affairs: This department deals with advertising, public relations,

promotions, partial marketing etc. that involve disseminating new products and
services to customers and above all ensuring service quality.
Chain of Command
Chartered Bank in Bangladesh follows a hierarchical pattern of command. The Chief
Executive Officer (CEO), Mr. Osman Murad reports to the Regional General Manager,
MESA in Dubai. All the department heads at the headquarters report to the CEO. A manager
- 21 -
or senior manager who reports to the head of the division heads the major business activities.
In Chittagong, however, since there are two major business activities, a manager or senior
manager, who reports directly to the head of the respective division in Dhaka, heads each.
The Custodial Service division at the headquarters reports to the Head of Corporate Banking.
The respective branch managers are responsible for the performance of their unit. Each
branch is organized functionally along line divisions with some support facilities and the
manager assigns tasks to his/her subordinate personnel and supervises their performance,
instructions are often given without necessary details and clarifications.
Head
Chief
Head
Head
Senior
Support
Chief
Head
of
Operating
of
ofFinance
Legal
Credit
Human
Executive
Client
of
Manager
& to
Resource
Head
Relationships
Institutional
Information
Compliance
Consumer
&
Treasury
Officer
Admin.
ofOfficer
GSAM
CEO
Dept.
Technology
Banking
All
the
staff
- 22 -
members of Standard Chartered Bank belong to an internal trade union known as "Standard
Chartered Bank Employees Union" the clauses of which are reviewed and agreed upon every
two years. The last agreement was made on January 1, 1998.
- 23 -
MANAGEMENT
The goal of Standard Chartered Bank is to be the "Bankers of First Choice." Towards that
goal, the overall planning in the Organization is done at the headquarters level in Dhaka by a
Management Committee (MANCO), headed by the CEO and consisting of the business heads
of Corporate Banking, Consumer Banking, Treasury, and from the support divisions the
heads of Human Resource, Operations and Finance Departments. They meet once a month, or
when a special situation arises, to plan the strategic decisions. The decision making, although
apparently based on a top-down approach, leaves room for participation down to the level of
department heads, which are responsible for carrying out the planning of their department
within the broad guidelines set by MANCO.
Among the broad strategic objectives are:
 Creating a congenial work environment

 Modernization of the Management Information System (MIS) to achieve full automation
by drastically cutting down on the paper work in the long-run
 Focusing on service quality and consumer needs
 Recruiting and maintaining top-grade, efficient employees
 To invest in those technological systems which will upgrade and enhance financial
services.
 Creating an excellent brand image of the Bank
- 24 -
PEST ANALYSIS
A PEST analysis is an analysis of the external macro-environment that affects all firms
including banking industry. P.E.S.T. is an acronym for the Political, Economic, Social, and
Technological factors of the external macro-environment. Such external factors usually are
beyond the firm's control and sometimes present themselves as threats. For this reason, some
say that "pest" is an appropriate term for these factors. However, changes in the external
environment also create new opportunities and the letters sometimes are rearranged to
construct the more optimistic term of STEP analysis.
Many macro-environmental factors are country-specific and a PEST analysis will need to be
performed for all countries of interest. A scan of the external macro-environment in which
the firm operates can be expressed in terms of the following factors:
 Political
 Economic
 Social
 Technological
The acronym PEST (or sometimes rearranged as "STEP") is used to describe a framework
for the analysis of these macro environmental factors.
Political Factors
In case of Bangladesh, political instability like hartal makes difficulties in both domestic and
international trade. As a result banking transactions are also stuck. Beside this corruption is
another factors which hampers business environment. Growing US influence though
ambiguous, relations with the US remain all important, strategically and economically. The
US remains a guarantor of the balance of power in several parts of the region.
 Limited EU Influence: The EU shows increased interest and involvement in trade

aid and good governance issues in Asia, but it is not a threat to the autonomy of the
states.
Political factors include government regulations and legal issues and define both formal and
informal rules under which the firm must operate. Some examples include; Political stability,
- 25 -
Legal framework for contract enforcement, Trade regulations & tariffs, Pricing regulations,
Taxation - tax rates and incentives, Wage legislation - minimum wage and overtime,
Mandatory employee benefits and Industrial safety regulations all these affects banking
industry.
Economic Factors
Economic factors affect the purchasing power of potential customers and the firm's cost of
capital. Banking industry is not an exception too. The examples of factors in the macro
economy are Type of economic system in countries of operation, Government intervention in
the free market, Comparative advantages of host country, Exchange rates & stability of host
country currency, Efficiency of financial markets, Infrastructure quality, Skill level of
workforce, Economic growth rate, Unemployment rate, Inflation rate, Interest rates.
 Globalization and the increase in free trade zones will impact on the autonomy of
the state. International cooperation and others financial economic actors will play an
increasingly important role.
 Increasing impact of globalization on a wide range of social and economic rights

of millions of poor peoples across the region including their right to water, health and
housing.
 Economic restructuring and the transition to a market economy is likely to

continue to impact on rule of law issues with a growth in corruption, organized-crime
and social unrest (e.g. China, India). There is growing economic rivalry and
increasing fears of Chinese domination.
 Feminization of labor: growing presence of free trade zones and export processing
zones employing women in often extremely poor working conditions.
- 26 -
Social Factors
Social factors include the demographic and cultural aspects of the external macro
environment. These factors affect customer needs and the size of potential markets. Some
social factors include health consciousness, population growth rate, age distribution, career
attitudes, emphasis on safety, class structure, Education, Culture, Attitudes and Leisure
interests.
 Poverty affects hundred of millions of people across the region, and there is a
growing anti-globalization movement (partly linked to anti-American sentiments)
especially in Bangladesh (South-Asia).
 Access to medical care food, housing and social welfare will remain restricted in
Bangladesh with the state failing to provide basic provisions. This is especially true in
the situation of armed conflict.
Technological Factors
Technological factors can lower barriers to entry, reduce minimum efficient production
levels, and influence outsourcing decisions. Some technological factors include R&D
activity, automation, technology incentives, rate of technological change, Recent
technological developments, Technology's impact on product offering and Impact on cost
structure.
New technologies including the internet, email and mobile phones will continue to open
possibilities for communication, information sharing and cooperation but this resource
remains inaccessible to the many people in the region who are poor or illiterate or in other
states due to state attempts to control freedom of expression.
- 27 -
SWOT ANALYSIS – SCB vs. MARKET
The acronym for SWOT stands for –

Opportunity
Weakness
Strength
Threat
The SWOT analysis comprises of the Organization’s internal strength and weakness and
external opportunities and threats. SWOT analysis gives an organization an insight of what
they can do in future and how they can compete with their existing competitors. This tool is
very important to identify the current position of the organization relative to others, who are
playing in the same field and also used in the strategic analysis of the organization.
Strengths
– Dominant market position in chosen markets
– Customer franchise
– Strong regional focus
– Product diversity
– Experienced and efficient management team.
– Better infrastructure facilities.
– Company reputation and goodwill.
– Sound profitability and growth with good internal capital generation.
– Larger corporate client base.
Weaknesses
– Limited headroom for growth in top names
– SQ: not at par with customer expectation
– Lack of up-country reach
– Perceived lack of flexibility vis-a-vis local banks
– Turnover and long term people issues
– Small market share.
– High concentration of fixed deposit and large scale of loans.
- 28 -
– Lack of full-scale automation.

Opportunities
– Untapped Middle Market
– Acquisition of PCB clients
– State-owned Enterprises (SOE) Sector
– Acquisition of Banks/NBFI
– Islamic Banking
– Structured Products
– Scope of market penetration through diversified products.
– Automation of transaction processes and online branch banking.
– Government’s policy of encouraging heavy inflow of foreign investment.
– Regulatory environment favouring privet sector development.
– Increasing purchasing power of people.
– Increasing trend in international business.
Threats
– Aggressive competition from Int. & local banks
– Political volatility & regulatory impediments
– Loss of people to competition
– Privatised/re-structured NCBs
– Increasing competition for market share in the industry.
– Frequent changes of banking rules by central bank.
– Market pressure of lowering of lending rate.
– National and global political unrest.
– Default culture of credit.
- 29 -
SWOT ANALYSIS – SCB vs. TOP 4 COMPETITORS
SCB Eastern Prime HSBC Citibank
-Market -Flexibility -Flexibility -Service -Global Cash

dominance -Appetite for -Appetite for quality Mgt.
STRENGTHS -Product term lending project -Quick -Strong
diversity finance Turnaround network
-People
-Service -Limited -Limited -Product & -Lack of focus
quality product suit product suit market -Lack of credit
WEAKNESSES
-Perceived -Technology knowledge & country risk
inflexibility platform appetite
- Middle - MNCs -Cash Mgt. -Increase -Increase wallet
Market - Fx products -Fx products wallet share share in Cash &
- PCB Clients -Govt. Sector Trade
- Syndication
-CM/CF -CM/CF
OPPORTUNITIES -Islamic
product products
Banking
-Structured
products
-Competition -Competition - -Competition -Competition
-Regulatory both local and Competition -Regulatory -Extreme
THREATS restrictions Int. banks both local restrictions sensitivity to
and Int. -Privatized political unrest
-Privatized
banks NCBs
NCBs
- 30 -
SCB’S PERFORMANCE IN BANGLADESH
SCB leads in
SCB dominates in
Profits
- 31 -
Trading
Citibank
SCB
2.1%
0.1%
HSBC TPN.A
Profit
contribution
. contribution
of Bangladesh
by Bangladesh
SCB to the
Operations
group is 21
times that of the other
(Percentage
two banking
overgiants
Group TP)
More than twice as large as Citibank N.A. or HSBC in
Bangladesh
Revenue Trend Analysis (2004-2007F)

Revenue
USD M 2004 2005 2006 2007 (F)
Consumer 31.20 38.20 45.22 52.55
Commercial 25.22 29.21 31.61 36.03
Global Market 23.99 22.61 20.61 24.10
Other Banking - - (0.22) (0.51)
Country 80.41 90.02 97.44 112.17
Exchange Rate 59
The revenue of three sectors of Standard Chartered Bank is shown in graph below-
- 32 -
Trading Profit Analysis (2004-2007F)

Trading Profit
USD M 2004 2005 2006 2007 (F)
Consumer 12.62 16.55 19.37 22.50
Commercial 15.35 19.36 20.13 20.33
Global Market 21.14 19.63 17.16 19.15
Other Banking (1.20) (0.94) (0.77) (0.05)
Country 47.92 54.60 55.89 61.93
Exchange Rate 59
60.00
50.00
- 33 -
- 34 -
70.00
Organogram
Osman
Khandakar
Mirza
Nasreen
Faisal
Arunangshu
Nadia
Tahia
Mahfuzur
Humaira
RahelMorad
Aminur
Head
Mahbub
Khalil
Rahman
Ahmed
Sattar
Rahman
Azam
Kayes
Client
Ahmed
Dutta
Rahman
A Shah
Hasan
Head
HO
Head
HeadCEO
Relationships
Regional
Head
Head
Head
Support
of
WB
Head
ofof
Financial
Business
of
of
of
Client
Acct
Operational
Commodity
Global
Local
Sec
of
Manager
Transaction
Manager
India
Relationships
Services
Corp
Institutions
Planning
Corp&
Risk
Corp
South Manager
Banking
Asia
- 35 -
- 36 -
RECENT CHANGES IN SCB
Recently SCB has reformed its Values and launched the Logo.
The previous values were - The present values are –
Helpful Trustworthy
Responsive Courageous
Efficient Responsive
International
Creative
The Logo has changed
From -
To -
SCB has launched the new Logo in its web site and in the Middle East countries. In
Bangladesh it will be officially launched in the third quarter of this year. From April 2002 it
has been displaying the new screen saver in all computers.
- 37 -
RECOMMENDATIONS
SCB has some threats and weaknesses, which will turn down the operation of this bank to a
great extent. It is been seen that customer complaint has increased recently than before for
this reason it is high time that the employees are trained up more to avoid future mishaps.
Some recommendations are proposed below.
 In the deposit accounts the new emerges in the market are providing a higher rate
of interest compared to SCB and for this reason the MANCO might give a second
thought about re-fixing the rate.
 The latest entrant BRAC Bank is planning to launch a similar product like
Personal Loan for Consumers with a lower rate and charge. SCB should take
precautionary measures to keep their products viable to customers both new and
old.
 SCB should lower its charges immediately to prevent the loss of customers. The
prime dissatisfaction with SCB is with the high interest rate and various fees it
charges from its customers, and competitors have grabbed a big portion of its
customer-base by charging lower rates and charges/offering higher saving rates.
 SCB senior officials should be more cooperative to their subordinates and

arrange for workshops/ training programs to keep them motivated in their work.
- 38 -
ORGANIZATION STRUCTURE – HR DEPARTMENT
In this department, the (HOHR) holds the topmost position in the hierarchy. Under the Head
of Human Resources, there are 1 Senior Relationship Manager (SRM), 2 Relationship
Managers (RM), 1 Resourcing Manager, 1 Operations Manager and 1 Officer directly
reporting to him.
Fig. 1: Organogram of Human Resource Dept, SCB
- 39 -
INTRODUCTION
The concept of human resource management (HRM) has received focused attention for
around 20 years, with the method being that “many US companies found they were being
rivaled and in some instances overtaken, in markets they had dominated” (Ehrlich, 1994, p.
492).
Human resource development (HRD) is presented in this paper as the delivery system used
by organizations to develop individuals through training and development, career
development and organizational development. Moreover, (Mankin, 2001, p. 74) stated that
“HRD is a concept that comprises a variety of activities and processes” (Mankin, 2001, p.
74).
There are attempts taken by the different academics, researchers, and practitioners to define
the concept of Human Resource Development (HRD) and providing frustrating, elusive, and
confusing thoughts (McGoldrick et al., 2002, p. 18). Although a universally accepted
definition of HRD is absent, several scholars have tried to identify its essential elements. For
instance, McLagan and Suhadolink (1989) grouped organization development, training and
development, and career development as the primary factors of HRD. Furthermore Swanson
and Holton (2001, p. 4) define HRD as,
“A process for developing and unleashing human expertise through organization

development and personnel training and development for the purpose of improving
performance.”
This definition is more inclined towards individuals, organizations and work groups or teams.
McLean and McLean (2001) have tried to define HRD from an international perspective as
follows:
“Human resource development is any process or activity that, either initially or over the long
term, has the potential to develop adult's work-based knowledge, expertise, productivity and
satisfaction, whether for personal or group, team gain, or for the benefit of an organization,
community, nation, or ultimately, the whole of humanity (p. 10)”.
- 40 -
Regarding defining the concept one cannot discuss HRD without acknowledging the various
disciplines from which it has taken. Human resource development has borrowed from other
disciplines such as systems theory, psychological theory, and most recently economic theory
(Aliaga, 2001; Swanson, 1999).Thus the difficulty with defining HRD reflects the evolving
nature of the field.
In a more comprehensive definition, Gilley and Maycunich (2000) define HRD as:
“…The process of facilitating organizational learning, performance, and change

through organized interventions and initiatives and management actions for the
enhancing an organization's performance capacity, capability, competitive readiness,
and renewal (p. 6)”.
In a study Garavan T.N., Gunnigle, P., Morley, M. (2000) shows that HRD is mainly
concerned with capabilities, psychological contracts, and learning organization or
organizational learning. In contrast, Holton (2000) argues that the debates on the meaning of
HRD focus on the learning versus performance perspectives. Thus we can say that learning,
performance, and change are three important elements that define HRD.
Statement of the Problem

Recent facts have shown human resource management practices (HRMP) have a positive
influence on organizational performance. Ramsay, H., Scholarios, D., Harley, B. (2000)
demonstrated that the notion of HRMP impacting on organizational performance through a
“high road” approach has become a key element in HR. This “high road” approach asserts
that some HRMP are universalistic, appropriate, and advantageous for all firms.
Accordingly, organizations from different sectors, across industries, and through different
time periods should use these HRMP. Nevertheless, researchers have yet to examine in depth
the provable influence of HRMP under these different conditions. Unfortunately, researchers
who assert the universality of certain HRMP are fail to agree what constitutes those practices
(Delaney and Huselid, 1996; Harel and Tzafrir, 1999; Huang, 2001a, b; Huselid, 1995;
Pfeffer, 1994). For example, Harel and Tzafrir used eight strategic HRMP: grievance
procedure, incentive compensation, participation, promotion from within, recruitment,
selection, and training. Others used innovative work practices such as total quality
management and quality circle. Some saw employment security and employee ownership as
best practices (Pfeffer, 1994), while others did not mention them (MacDuffie, 1995).
- 41 -
The multiplicity of what constitutes universalistic HRMP represents a challenge to

organizational scholars. Little empirical research has focused on the effect of different points
in time on the relationship between so-called universalistic HR practices and organizational
performance (Youndt et al., 1996). Standard Chartered Bank wants to identify whether there
is any positive correlation between HRMP and organizations performance. A study by
Boselie and Dietz (2003) discovered that training, participation, information sharing, as well
as compensation are frequently used as a part of HRMP.
Similarly, Den Hartog and Verburg (2004) focused on selection, incentive pay, participation,
training, etc. as HRMP. Moreover, Wright et al. (2005) based their analysis on selection,
training, pay for performance, and participation. Using these studies, several practices have
been identified (i.e. selection, training, participation, compensation, and internal labor
market) that are generally used as a starting point and appear to affect firm performance
under all circumstances. This list is not complete but encompasses many of the relevant
HRMP in earlier empirical and theoretical studies.
Therefore, the current study proposes compensation, participation, training, and selective
hiring as strategic HRMP, the determinants of organizations performance for Standard
Chartered Bank.
Objective of the Study

A decrease in the magnitude of traditional sources of competitive success has led to the
increased significance of human resources as part of an organization's tangible and intangible
resources having the potential for continuous organizational success (Barney, 1986, 1991,
1995; Von Glinow, 1993; Lado and Wilson, 1994). The new model of human relations views
management as the primary performer in the employment relationship and relates to HRMP
as “good things”. The universalistic perspective has been proposed as a key approach in
human resource management literature, and as other perspectives, it plays a fundamental role
in explaining different levels of organizational performance.
The universalistic perspective asserts that there is a simple direct relationship between several
HRMP and organizational performance (Delery and Doty, 1996). As a result, a universal
human resource management practice would directly influence organizational performance,
remaining all other things constant.
- 42 -
According to the universalistic perspective, organizations from different sectors, across

industries, and through different time periods should use a series of select human resource
management practices (HRMP).
The main purpose of this paper is to investigate whether there is any difference in the
relationship between compensation, participation, training, and selective hiring with the
organizational performance across time.
Significance of the Study

 First, it will help researcher to understand the relationship between training,
participation, and employee selection with perceived organizational performance.
 Second, Human Resource is an emerging concept in Bangladesh and organizations such

as Standard Chartered Bank put much more emphasis on this department so this study
will help the organization as well. In this regard, this research will help to increase
organization’s performance in a way the employee of the organization will think.
 Third, it will encourage further study in this area and will provide useful guidelines for
this type of research.
Research Timeline
Table 2: The Research Time line
2007 November Research Proposal Writing
2007 December Company Overview and Literature Review
2008 January Pilot Testing Data Collection Procedure
2008 March Data Analysis and Interpretation of Findings
2008 April Final Redraft of Complete Manuscript
2008 April Submission of Research Paper
- 43 -
REVIEW OF THE LITERATURE
Literature review distills the existing literature in a subject field; the objective of the literature
review is to summarize the state of the art in that subject field. From this review of earlier and
recent work, it becomes possible to identify areas in which further research would be
beneficial. Indeed, the concluding paragraphs of the literature review should lead impeccably
to research propositions and methodologies. It is therefore important that the literature review
is focused, and avoids the more comprehensive textbook-approach.
Training
It is reasonable to suggest that training has been seen as a very functional part of HRM,
dominated by technical questions which have restricted the capacity for wider alternative and
critical perspectives (Huselid, 1996).
Training has always been recognition of the value it has to the national economy, however,
this tended to be primarily as a response to skill shortages until the 1970s Barraud-Didier's
(2004). Recent accounts have challenged assumptions about training: firstly, it was simply
functional in nature. Secondly, the assumption that training was almost exclusively about
skill development has been challenged. Thirdly, the implication that employees generally
benefited have been questioned, particularly in respect to their opportunity to transport skills
and knowledge throughout external labor markets (Hodson, 2002).
Increasingly, training was linked to internal factors such as culture and commitment, and
external factors such as suppliers and customers (e.g. in the finance industry, studies by Kato
and Morishima (2002) where employees sell a range of financial products as part of a
marketing strategy, and Wilson’s (1994) study of the strategy of introducing a new
management information system and a TQM programmed to “…refocus staff perspective on
the accomplishment of the organization’s goals” (Wilson, 1994, p.122).
In a study MacDuffie (1995) said that, though training is a labor cost issue it is probably the
most visible HRM function and the one most easily targeted by management. MacDuffie
(1995) suggest that contrary to the conventional market view of training, a complex
combination of institutional and market factors did not lead to a deep cutback in training.
- 44 -
Some employers engage in cost reduction during recession, some appear to regard the
continuation or expansion of training as crucial to their performance in their product market
Kato and Morishima (2002).
Relationship between Training and Perceived Organizational Performance

One of the most common practices that appear in the different journal as a best HRMP
practice is training. Pfeffer (1998) and Pfeffer and Veiga (1999) mentioned in their article
that, training as one of seven practices of successful organizations. Harel and Tzafrir (1999)
found that the single HR practice that most influences perceived organizational performance
is training. Other studies have also viewed training activities as a potential universal best
practice (Arthur, 1992; Delaney and Huselid, 1996; Huselid, 1995; MacDuffie, 1995;
Youndt et al., 1996).
In a study of 25 semiconductors manufacturing Hatch and Dyer's (2004) revealed that
statistical process control training for equipment operators resulted in significantly fewer
defects in the produced products. In a study Delaney and Huselid (1996) found a positive and
significant relationship between training and perceived organizational performance. Guerrero
and Barraud-Didier's (2004) study of “High-involvement” they found a significant link
between training and organizational performance.
Employee Participation
One of the key variable in this study is employee participation is managerial style. This is
because the greatest opportunity for employees to get involved in issues that affect them is by
developing a constructive relationship with their immediate boss W. David Rees, Christine
Porter (1998 pp. 165-170). They also suggest that, formal schemes of employee participation,
whether direct or indirect critically depend on the enthusiasm and ability of line management.
In assessing the effectiveness of formal schemes of employee participation it is necessary to
find out how they really operate in practice. In a study of Hodson (2002) said that, if
organizations really want employee participation, they need to review the effectiveness and
attitudes to involvement of their managers at all levels.
- 45 -
Relationship between Employee Participation and Perceived

Organizational performance
Another HRM practice that many researchers believe increases organizational performance
and decreases employees' negative behavior is employee participation (Arthur, 1992; Batt et
al., 2002; Hodson, 2002; Kato and Morishima, 2002; Pfeffer, 1994). Batt's (2002) study of
customer call centers found that employee participation in decision-making decreased the
quitting rate. Hodson (2002) suggested in a study that employee involvement reduces
workplace conflict and improves work life experiences. Kato and Morishima (2002) found
that employee involvement practices, after a long developmental period, led to a significant
8-9 percent increase in productivity. Li (2004) found that participatory management has a
positive effect on productivity of state-owned enterprises in China. Karami, A., Analoui, F.,
Cusworth, J. (2004) revealed the high positive relationship between HR managers'
involvement in formulation of business strategy and its implementation in the electronic
manufacturing industry. Concentrating on middle management involvement, Wooldridge and
Floyd (1990) found that generating options is closely associated with qualitative
organizational performance. In a similar vein, MacDuffie (1995) found a positive correlation
between the number of suggestions made by employees and employee involvement.
Employee Selection
The selection process determines the decisions as to which candidates will get employment
offers. Throughout the history of Industrial, Work and Organizational (IWO) Psychology,
issues employee selection, and assessment have featured prominently in the scientific and
pragmatic agendas that fuse our discipline (Neil Anderson, Filip Lievens, Karen van Dam,
and Ann Marie Ryan, 2004). Indeed employee selection has been one of the central pillars of
the scientific foundations of IWO psychology in North America, Europe, and the rest of the
world (Neil Anderson et. el).
- 46 -
Relationship between Employee Selection and Perceived Organizational

Performance
The aim of these practices is to improve the fit between employees and the organization,
teams, and work requirements, and thus, to create a better work environment. In doing so,
selection may be seen as an essential tool for organizational performance (Terpstra and
Rozell, 1993; MacDuffie, 1995). For example, Delaney and Huselid (1996) observed that
staffing selectivity has a positive impact on perceived organizational performance. Shipton,
H., Fay, D., West, M., Patterson, M., Birdi, K. (2005), noted the role sophisticated HR
practices such as selection have in predicting product innovation and in production
technology innovation. Rowden (2002) conducted in-depth interviews with key managerial
and non-managerial personnel and found that selective staffing is one of several HRMP that
exist in successful small manufacturing companies. Hunter and Schmidt (1982), referring to a
minority issue, concluded that an employment balance can be achieved through a selection
procedure based on ability.
Operational Definitions
Summaries of the operational definitions of measured variables (Training, Employee
Participation, Compensation, Employee selection, and Perceived Organizational
Performance) going to be used in this study are given below in Table 3.
Measured Variables Developed by Reliabilities
TRAINING Harel and Tzafrir (1999) 0.72
EMPLOYEE Arthur, 1992; Batt et al., 2002; Hodson, 2002;

0.82
PARTICIPATION Kato and Morishima, 2002; Pfeffer, 1994.
EMPLOYEE
Terpstra and Rozell, 1993; MacDuffie, (1995) 0.79
SELECTION
PERCEIVED
ORGANIZATIONAL Delaney and Huselid (1996) 0.76
PERFORMANCE
Table 3: Operational definitions of measured variables
- 47 -
HYPOTHESES
Research Questions
1. Is there a significant relationship between Training and Perceived Organizational
Performance in context of Standard Chartered Bank in Bangladesh?
2. Is there a significant relationship between Employee Participation and Perceived

Organizational Performance in context of Standard Chartered Bank in Bangladesh?
3. Is there a significant relationship between Employee Selection and Perceived

Organizations Performance in context of Standard Chartered Bank in Bangladesh?
Hypotheses
1. There is a significant relationship between Training and Perceived Organizational
Performance in context of Standard Chartered Bank in Bangladesh.
2. There is a significant relationship between Employee Participation and Perceived

Organizational Performance in context of Standard Chartered Bank in Bangladesh.
3. There is a significant relationship between Employee selection and Perceived

Organizational Performance in context of Standard Chartered Bank in Bangladesh.
Development of Conceptual Framework
Training
Figure 1: Conceptual Framework of Proposed Variables and their Relationships

Employee Participation
Perceived Organizational
Employee Selection Performance
- 48 -
METHODOLOGY
Research Design
This paper examines HRMP and their relationships with organizational level performance. In
order to identify the research questions and to test hypotheses, the researcher has selected a
co-relational study as appropriate for this research. The earlier graphical representation
(figure 1) of the conceptualized framework reveals the pattern and structure of co-relational
study among the set of measured variables. When a researcher investigates the effects of the
measured variables and analyzes the relationships among the variables, the design is known
as co relational study (Graziano & Raulin 1997; Zikmund, 2000). A correlation exists when
an increase in one variable either increases or decreases another variable (and vice versa) in a
somewhat predictable fashion.
The present study will investigate the relationship between Training, Participation, and
Employee Selection and Perceived Organizational Performance within context of Standard
Chartered Bank in Bangladesh. Training, Participation, and Employee Selection are
considered as independent variables and Perceived Organizational Performance is considered
as dependent variable.
Research Approach
To examine this research problem, information were collected from the employees of
Standard Chartered Bank. The questionnaires were filled up by employees who had at least
two months’ experience with the organization. Participation of the respondents was at their
full discretion. Every participant could withdraw from responding at any time without
showing any reason.
Sampling Method
The study was conducted in different branches of Standard Chartered Bank in Dhaka city
only, due to budget and time constraints. The questionnaires were given to the head of HRM
or the human resource manager of the organization. The questionnaire was provided as well.
- 49 -
For the purpose of research, a single set of population was taken that consisted of entry-level
employees (Grade-9) of the bank.
In this research, Human Resource Managers were chosen as the main subject for three
primary reasons. First and foremost, they had the greatest access to the data related to HRM
activities. Second, the researcher followed caution that perceptual error is smaller, partly, if a
manager's functional area relates to the perceived variable (Huselid and Becker, 2000). Third,
HR managers have the largest storehouse of knowledge about the overall activities of the
organization at wider level, as opposed to the narrow departmental level knowledge base.
The sample size is 150 for this study intended to investigate the relationship of training,
participation, and employee selection with perceived organizational performance in context
of Standard Chartered Bank in Bangladesh. The researcher used both cluster and stratified
sampling method and then a simple random sampling method to choose the appropriate
sample.
Survey Instruments
For lack of secondary data (articles, journals, magazine), the researcher gathered data from
the primary source by using questionnaire. To obtain data for this study the researcher used
questionnaire because of the following reasons:
 The researcher found that most of the previous research with large number of sample
size used questionnaire method.
 It was not possible to make personal interviews for the large number sample size of
150.
 Internet survey was not possible for this study, as the research was conducted in the
context of Bangladesh.
A set of structured questionnaire was used in this research for collecting data from the
employees of the Standard Chartered Bank to measure the four variables that is used in this
research.
Training has been measured in this study, as instructed by Lawler, E.E. III, Mohrman, A.S.,
Ledford, E.G. (1992), using a four item instrument and with the alpha value α=0.72.
Respondents were asked in order to find out the percentage of employees in the organization
- 50 -
who received systematic and formal training in the past year in a variety of skills: leadership,
business areas, quality, and technical aspects of the job.
Employee Participation has been measured in this study, as developed by Lawler et al. (1992)
and recently used by Harel and Tzafrir (1999), adapting the five-item scale and with the alpha
value α=0.82. The items were used to find out the degree of influence that employee rank and
file have on issues such as investment in new equipment, workflow, salary determination, and
so forth. Responses ranged from 1 (not influential) to 5 (very influential).
Employee selection has been measured in this study by an instrument composed of 4 items
with the alpha value α=0.79, in which respondents were asked to evaluate the importance
attributed by the company to selection tools and tests used in the hiring process (such as
“How important is the manager's interview?”), on a scale of 1 (not important) to 5 (very
important).
Finally, perceived organization’s performance in relation to its competitors’ has been

measured through four items questions in which the respondent was asked to evaluate the
quality of her/his organization’s performance as compared to that of competing organizations
performing the same work in the past year. The alpha value used in this regard was α=0.76
This variable covered several aspects, such as the quality of the product/service, new product
development, the ability to attract and retain essential employees, and customer satisfaction.
Pilot Testing
The purpose of pilot test is to evaluate clarity, bias, ambiguous questions of the selected
questionnaire. According to Cooper and Schindler (2003), pilot testing detects weaknesses in
design and instrumentation and provides proxy data for selection of probability sample.
Malhotra (2003) stated that, pre-test refers to the testing of the questionnaire on small group
of respondents in order to identify and eliminate potential problem. Burns and bush (1998)
recommended that a pre-test of 5-10 representative respondents is usually sufficient to
identify problems with questionnaire. The researcher distributed 15-20 questionnaires among
15-20 employees due to time limitation.
- 51 -
Data Collection Procedure

It was not possible to obtain information from secondary sources like magazine, article, or
journal for the reason that very few published study has been conducted within the context of
Standard Chartered Bank in Bangladesh. So, the researchers necessitated primary data in the
exploration of research problem. The researchers conducted questionnaire to collect primary
data.
Data Analysis Procedure

For this study, the researcher used statistical technique Stepwise Regression Analysis. The
researcher used Stepwise regression to test the strength of association between the study
variables. Stepwise regression also gave individual R2 for each independent variable with
dependent variable. For this research, SPSS version 11 has been used as the Statistical Data
Analysis tool as it offers greater flexibility in data analysis and visualization.
- 52 -
RESULTS AND IMPLICATIONS
Reliability Coefficient and Descriptive Statistics

The reliability coefficients, means, and standard deviations of all the constructs in the current
study are displayed in Table 2. The coefficient alphas for the different constructs were
computed using the reliability procedure in SPSS (version 10.0). Nunnally (1978) suggested
that for early stages of any research the reliability of 0.50-0.60 is sufficient. The reliabilities
of all the constructs in this study found to be above the standard set by Nunnally (1978).
Table 4: Reliability Coefficient and Descriptive Statistics of Training, Employee

Participation, Employee Selection and Perceived organizational performance.
Scales Number of items Alpha M SD
Training 5 0.69 3.84 0.39

Employee Participation 5 0.71 3.76 0.45
Employee Selection 6 0.66 3.71 0.48
Organizational Performance 4 0.59 3.72 0.45
Note: n =150
The survey was done with a formatted questionnaire having a 5-point likert scale.
In this study alpha value for all the variables are present. Alpha value indicates the reliability
of a given set of questioners. Reliability denotes the consistency level of a question. The
standard value of alpha is 0.5 means any value over 0.5 is acceptable.
In this study the alpha value is well over the standard value, which is a good thing for
research. By seeing this value there is no doubt that the selection of questions is proper. The
values are a little different from the original study done by Shay S. Tzafrir (2006) due to
some adjustment made in this research.
- 53 -
The means have been calculated by taking the average of all the answers of the questions in
each variable. The calculated mean for Training is 3.84 with a standard deviation of 0.39. It
signifies that the training program of Standard Chartered has high influence on the employee
and the perceived organizational performance as the value is above 3.
The mean for Employee Participation is 3.76 and has a standard deviation of 0.45. So it can
be said that employees’ perception about their participation in different aspect is high and
they believe they are getting sufficient importance in their organization.
The mean value for Employee Selection is 3.71 with a standard deviation of 0.48. This
shows that the employee selection process in Standard Chartered Bank influences the
perceived organizational performance highly.
Correlation Analysis
A correlation analysis was conducted on all variables to discover the relationship between
variables. The correlation procedure was subject to a two-tailed statistical significance at two
different levels: highly significant (p < 0.01) and significant (p < 0.05).
Table 5: Correlation Matrix for Training, Employee participation, Compensation, and

Employee selection and Perceived Organizational performance
Variable Training Employee Employee Organizational

Participation Selection Performance
Training - .529** .557** .579**
Employee - .499** .583**

Participation
Employees - .522**
Selection
Organizational Performance -
**p< 0.01 (2 tailed)
- 54 -
In explaining the relationship between the studied variables first we should know the range
by which we can understand how significantly or strongly each variable related to each other.
The ranges are given below:
0.0 to 0.2 Very weak, negligible

0.2 to 0.4 Weak, low
0.4 to 0.7 Moderate
0.7 to 0.9 Strong, high marked
0.9 to 1.0 Very strong, very high
The table above is a result of a correlation analysis that has been done on all the data that has
been collected through the questionnaire survey. This analysis is done to show the existing
relation among the study variables (training, employee participation, and employee
participation and perceived organizational performance). A bivariate two-tailed co-relation
analysis was done by running the data on SPSS 11.
In the given table it is seen that, each of the figures has the symbol ‘**’ which signifies that
each of the variables are significantly correlated with each other at a significance level of p <
0.01.
In the table it is visible that training is positively and significantly correlated with employee
participation by .529 or 52.9 % (r = 0.529, p < 0.01), with employee selection (r = 0.614, p <
0.01) and with perceived organizational performance (r = .579, p < 0.01).
In case of employee participation it is positively and significantly correlated with employee

selection (r = 0.544, p< 0.01), and with perceived organizational performance, (r = .583, p <
0.01).
Finally, employee selection is positively and significantly correlated with perceived

organizational performance by .522 or 52.2 % (r = 0.522, p < 0.01).
If we summarize the whole result we will see that there are correlations among training,
employee participation, and employee selection with perceived organizational performance
by training (r= .579, p<.01), employee participation (r=.583, p<.01), and employee selection
(r=.522, p<.01).
- 55 -
This indicates that training, employee participation, compensation and employee selection are
moderately and positively correlated with perceived organizational performance.
Table 6: Stepwise regression on Perceived organizational performance
Variable B SEB β R2 ∆R
Step 1 0.391
Employee 0.551 0.036 0.622*** -

Participation
Step 2 0.473 0.089
Employee 0.603 0.046 0.549***

Participation
Training 0.388 0.055 0.474***
Step 3 0.562 0.082
Employee 0.662 0.015 0.602***

Selection
Training 0.498 0.025 0.687***
*p <.05, **p <.01, ***p <.001.
Stepwise regression will work as a useful tool in testing hypothesis. In this part of the
analysis we will see that which independent variables individually and collectively provide a
meaningful contribution towards the explanations of the dependent variable. Stepwise
regression analysis helps to determine the most significantly related variable that explains the
dependent variable.
- 56 -
In table 6, shows that employee participation (p <.001), and training (p <.001) were found to
be statistically most significantly related with perceived organizational performance.
Employee selection failed to enter into the regression equation, which indicates it was not
that significantly related with perceived organizational performance like the other variables.
These results provided a partial support for hypothesis. These three variables (training,
compensation, and employee participation) together explained 56.2% of the variance in
perceived organizational performance. Employee participation, training, and compensation
individually explained about 39.1%, 8.9%, and 8.2% of the variance in perceived
organizational performance respectively.
Assessment of Research Hypotheses
Research Hypothesis 1
From Table 5, it has been found that training (r = .579, p<.01) had a statistically significant
relationship with perceived organizational performance and they are positively correlated in
context of standard Chartered Bank. Thereby, it proves the first hypothesis.
The regression analysis that we have in table 6 also supports this hypothesis. It shows that
training and perceived organizational performance are correlated at p < 0.01. The predictor
variable, in this case training explains 8.9% of the variance in perceived organizational
performance. So this analysis also supports hypothesis 1.
There is a significant relationship between employee participation and perceived

organizational performance in context of Standard Chartered Bank Bangladesh.
The calculated correlation analysis suggests that there is a significant and positive association
among employee participation and perceived organizational performance
(r = 0.583, p <0.01). So from this result it proves that the correlation analysis completely
supports hypothesis 2.
The regression analysis also supports this hypothesis. It portrays that employee participation
and perceived organizational performance are significantly correlated at (p< 0.01). The
predictor variable (in this case: employee participation) alone explains 39.1% of the variance
in perceived organizational performance. So this analysis also supports hypothesis 2.
- 57 -
From Table 5, employee selection (r= .522) with perceived organizational performance is
positively correlated and also statistically significant. It is also positively correlated with the
others. Thereby, it is providing support to the Hypothesis 4.
From regression analysis (Table 6), employee selection has been excluded, because its
significance level is greater then 0.05. It also provides partially support to its relationship
with perceived organizational performance.
- 58 -
RECOMMENDATIONS
After completing the analysis of the studied variables in the context of Standard Chartered
Bank Bangladesh, the following issues were found for recommendation:
 From the analysis, training proved to be a significant factor for organizational

performance. Therefore, Standard Chartered Bank should emphasize on their training
program to a great degree. Standard Chartered Bank should give proper formal
training in different areas to their employees so that they can increase the
organization’s performance through increase their individual performance by getting
good training.
 According to the findings, employee participation turned out to be a very important

factor for Standard Chartered Bank. Majority of the employees believed that positive
participation of employees in different organizational aspects played a strong role in
improving the organizations performance. So Standard Chartered Bank should put
more focus on it and needs to create such organizational environment so that to each
level employee can participate in their respective areas.
 Although compensation has not been analyzed in this research to find out whether it
had any significant relation with perceived organizational performance, it seemed to
be another important factor for Standard Chartered Bank, as per personal interviews.
Overall not a single respondent of the interviews had a negative view on questions
regarding compensation. This could be because they believed that compensation
played a strong role in improving the organizational performance. Therefore, Standard
Chartered Bank should put focus on it and try to give precise remuneration to each
level employee.
- 59 -
LIMITATIONS OF THE STUDY
Although this study makes several important contributions to the literature and has valuable
implications for practice, it is not without limitations. The researcher possessed a marketing
concentration background; therefore it required a substantial time and effort to study a non-
concentration field (i.e. Human Resource Management). This, consequently, shortened the
time required to actually prepare the report. There are be some other factors which can affect
perceived organizational performance like industry sector, organizational size, organizational
age, and union membership or personal relationship with staff which the researcher has not
considered because of the simplicity of the research and to narrow down the research focus.
Moreover, the sample will be taken from the employees of the Standard Chartered Bank who
has six months or more experience in the job and only from the branches in Dhaka city.
- 60 -
CONCLUSION
To improve the organizational performance it is very important to provide formal training,

compensation by which the employees can satisfy themselves, and create opportunities where
every employee can participate. To an extent it is important to select the right kind of
employee for increase organizational performance, but the magnitude of transparency and
quality Standard Chartered Bank exerts in its employee selection process renders it sufficient
to merely continue the current practice. Therefore, from this study Standard Chartered Bank
Bangladesh can get the indications on which of the issues they have to focus more to increase
or improving their performance. Finally, this research will encourage further study and useful
guidelines for these types of researches.
- 61 -
Bibliography
Arthur, J.B. (1992), "The link between business strategy and industrial relations systems in
American steel minimills", Industrial and Labor Relations Review, Vol. 45 pp.488-506.
Bamberger, P., Meshoulam, I. (2000), Human Resource Strategy: Formulation, Implementation,

and Impact, Sage Publication, Thousand Oaks, CA.
Barney, J.B. (1986), "Organizational culture: Can it be a source of sustained competitive

advantage?” Academy of Management Review, Vol. 11 pp.802-35.
Barney, J.B. (1991), "Firm resources and sustained competitive advantage", Journal of
Management, Vol. 17 pp.99-120.
Barney, J.B. (1995), "Looking inside for competitive advantage", Academy of Management
Executive, Vol. 49 pp.49-61.
Batt, R. (2002), "Managing customer services: human resource practices, quit rates, and sales
growth", Academy of Management Journal, Vol. 45 No.3, pp.587-97.
Boselie, P., Dietz, G. (2003), "Commonalities and contradictions in research on human resource
management and performance", paper presented at the Academy of Management Meeting
in Seattle, August.
Burns, A.C., & Bush, R.F. (1998). Marketing research. NJ: Prentice Hall.
Cooper, D.R., & Schindler, P.S. (2003). Business research methods (8th Ed.). Mc-Graw-Hill.
Delaney, T.J., Huselid, A.M. (1996), "The impact of human resource management practices on
perceptions of organizational performance", Academy of Management Journal, Vol. 39
No.4, pp.949-69.
Delery, E.J., Doty, H.D. (1996), "Modes of theorizing in strategic human resource management:
tests of universalistic, contingency, and configurational performance predictions", Academy of
Management Journal, Vol. 39 No.4, pp.802-35.
Den Hartog, D.N., Verburg, R.M. (2004), "High performance work systems, organizational
culture and firm effectiveness", Human Resource Management Journal, Vol. 14 No.1,
pp.55-78.
Ehrlich, C.J. (1994), "Creating an employer-employee relationship for the future", Human
Resource Management, Vol. 33 No.3, pp.491-501.
Garavan, T.N., Gunnigle, P., Morley, M. (2000), "Contemporary HRD research: a triarchy of
theoretical perspectives and their prescriptions for HRD", Journal of European Industrial
Training, Vol. 24 No.1-4, pp.65-93.
Gilley, J.W., Maycunich, A. (2000), Organizational Learning, Performance, and Change: An

Introduction to Strategic Human Resource Development, Perseus Books, and Cambridge,
MA.
- 62 -
Godard, J., Delaney, T.J. (2000), "Reflections on the ‘high performance’ paradigm's implications
for industrial relations as a field", Industrial and Labor Relations Review, Vol. 53 No.3,
pp.482-502.
Graziano. A., & Raulin, M. (1997). Research methods. Sydney. Longman.
Guerrero, S., Barraud-Didier, V. (2004), "High-involvement practices and performance of French

firms", International Journal of Human Resource Management, Vol. 15 No.8, pp.1408-
23.
Aliaga, A.O. (2001), "Human capital, HRD and the knowledge organization", in Aliaga, A.O.
(Eds),Academy of Human Resource Development 2001 Conference Proceedings,
Academy of Human Resource Development, Baton Rouge, LA, pp.427-34.
Harel, H.G., Tzafrir, S.S. (1999), "The effect of human resource management practices on the
perceptions of organizational and market performance of the firm", Human Resource
Management, Vol. 38 No.3, pp.185-99.
Hatch, N.W., Dyer, J.H. (2004), "Human capital and learning as a source of sustainable
competitive advantage", Strategic Management Journal, Vol. 25 pp.1155-78.
Hodson, R. (2002), "Worker participation and teams: new evidence from analyzing
organizational ethnographies", Economic and Industrial Democracy, Vol. 23 No.4,
pp.491-528.
Holton, E.F. III (2000), "Clarifying and defining the performance paradigm of human resource
development", Refereed Proceedings of the Academy of Human Resource Development,
Academy of Human Resource Development, Bowling Green, OH.
Huang, T-C. (2001a), "The relation of training practices and organizational performance in small
and medium size enterprises", Education and Training, Vol. 43 No.8/9, pp.437-44.
Huang, T-C. (2001b), "The effects of linkage between business and human resource management
strategies", Personnel Review, Vol. 30 No.2, pp.132-51.
Hunter, E.J., Schmidt, L.F. (1982), "Ability tests: economic benefits versus the issue of fairness",
Industrial Relations, Vol. 21 No.3, pp.293-309.
Huselid, M.A. (1995), "The impact of human resource management practices on turnover,
productivity, and corporate financial performance", Academy of Management Journal,
Vol. 38 No.3, pp.635-72.
Huselid, M.A., Becker, B.E. (2000), "Comment on measurement error in research on human
resources and firm performance: how much error is there and how does it influence effect
size estimates?", Personnel Psychology, Vol. 53 pp.835-54.
Karami, A., Analoui, F., Cusworth, J. (2004), "Strategic human resource management and
resource-based approach: the evidence from the British manufacturing industry",
Management Research News, Vol. 27 No.6, pp.50-68.
Kato, T., Morishima, M. (2002), "The productivity effects of participatory employment practices:
evidence from new Japanese panel data", Industrial Relations, Vol. 41 No.4, pp.487-520.
Lawler, E.E. III, Mohrman, A.S., Ledford, E.G. (1992), Employee Involvement and Total Quality
Management, Jossey-Bass Publishers, San Francisco, CA.
- 63 -
Li, M. (2004), "Workers' participation in management and firm performance: evidence from large
and medium-sized Chinese enterprises", Review of Radical Political Economics, Vol. 36
No.3, pp.358.
MacDuffie, J.P. (1995), "Human resource bundles and manufacturing performance:

organizational logic and flexible production systems in the world auto industry",
Industrial and Labor Relations Review, Vol. 48 pp.197-221.
Malhotra, N.K., Hall, J., shaw, M., & Crisp,M.( 1996). Marketing research: an applied
orientation. Sydney: prentice Hall Marketing Science, 28(1), 67-85.
Mankin, D.P. (2001), "A model for human resource development", Human Resource
Development International, Vol. 4 No.1, pp.65-85.
McGoldrick, J., Stewart, J., Watson, S. (2002), "Understanding HRD: a research based
approach", International Journal of Human Resources and Management, Vol. 2 No.1/2,
pp.11-30.
McLagan, P., Suhadolink, D. (1989), Models for HRD Practice: The Research Report, American
Society for Training and Development, Alexandria, VA.
McLean, G.N., McLean, L. (2001), "If we can't define HRD in one country, how can we define it
in an international context?", Human Resource Development International, Vol. 4 No.3,
pp.313-26.
Osterman, P. (1994), "How common is workplace transformation and who adopts it?” Industrial
and Labor Relations Review, Vol. 47 pp.173-88.
Pfeffer, J. (1994), Competitive Advantage through People: Unleashing the Power of the Work
Force, Harvard Business School Press, and Boston, MA.
Pfeffer, J. (1998), "Seven practices of successful organizations", California Management Review,

Vol. 40 No.2, pp.96-124.
Pfeffer, J., Veiga, F.J. (1999), "Putting people first for organizational success", Academy of
Management Executive, Vol. 13 No.2, pp.37-48.
Ramsay, H., Scholarios, D., Harley, B. (2000), "Employees and high performance work systems:
testing inside the black box", British Journal of Industrial Relations, Vol. 38 pp.501-31.
Rowden, W.R. (2002), "High performance and human resource characteristics of successful small
manufacturing and processing companies", Leadership & Organization Development
Journal, Vol. 23 No.2, pp.79-83.
Sanyal, N.R. (2001), "Employee benefits in American firms in China", International Journal of
Commerce & Management, Vol. 11 No.1, pp.102-19.
Shay S. Tzafrir (2006), Department of Human Services, Faculty of Social Welfare and Health
Studies, University of Haifa, Haifa, Israel , Journal of Managerial Psychology Vol. 21
No. 2, pp. 109-130.
- 64 -
Shipton, H., Fay, D., West, M., Patterson, M., Birdi, K. (2005), "Managing people to promote
innovation", Creativity and Innovation Management, Vol. 14 No.2, pp.118-28.
Singh, K. (2004), "Impact of HR practices on perceived firm performance in India", Asia Pacific
Journal of Human Resources, Vol. 42 No.3, pp.301.
Starbuck, W.H., Mezias, J.M. (1996), "Opening Pandora's box: studying the accuracy of
managers' perceptions", Journal of Organizational Behavior, Vol. 17 pp.99-117.
Swanson, R.A. (1999), "The foundations of performance improvement and implications for
practice", Advances in Developing Human Resources, Vol. 1 pp.1-25.
Swanson, R.A., Holton, E.F. III (2001), Foundations of Human Resource Development, Berrett-
Koehler, San Francisco, CA.
Terpstra, D.E., Rozell, E.J. (1993), "The relationship of staffing practices to organizational level
measures of performance", Personnel Psychology, Vol. 46 pp.27-48.
Thorley-Hill, N., Stevens, K.T. (2001), "Structuring compensation to achieve better financial
results", Strategic Finance, Vol. 82 No.9, pp.48-51.
Welbourne, T.M., Andrews, A.O. (1996), "Predicting the performance of initial public offerings:
should Human Resource Management be in the equation?", Academy of Management
Journal, Vol. 39 No.4, pp.891-919.
Wooldridge, B., Floyd, W.S. (1990), "The strategy process, middle management involvement,
and organizational performance", Strategic Management Journal, Vol. 11 No.3, pp.231-
41.
Wright, M.P., Gardner, M.T., Moynihan, M.L. (2003), "The impact of HR practices on the
performance of business units", Human Resource Management Journal, Vol. 13 No.3,
pp.21-36.
Wright, P.M., Gardner, T.M., Moynihan, L.M., Allen, M.R. (2005), "The relationship between
HR practices and firm performance: examining casual order", Personnel Psychology, Vol.
58 No.2, pp.409-46.
Youndt, M.A., Snell, A.S., Dean, W.J. Jr., Lepak, P.D. (1996), "Human resource management,
manufacturing strategy, and firm performance", Academy of Management Journal, Vol.
39 No.4, pp.836-66.
- 65 -

Standard Chartered HR Intern Report Bangladesh

Uploaded by

Copyright:

Available Formats

Standard Chartered HR Intern Report Bangladesh

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Standard Chartered HR Intern Report Bangladesh

Uploaded by

Copyright:

Available Formats

What is the purpose of the study?

What is the purpose of the study?

What organization is being studied?

What organization is being studied?

Internship Report: HRMP in Standard Chartered Bank

Origin of the Report

In Bangladesh, Standard Chartered Bank is one of the leading multinational banks. To

Globally, the key resources of SCB include:

• A network of over 600 offices in 48 countries

• A staff of about 25,000 people managing assets of around 47 billion pounds

The global strategies of Standard Chartered Bank are:

BACKGROUND OF STANDARD CHARTERED BANK

History of Grindlays Bank

Acquisition of ANZ Grindlays Bank by Standard Chartered Bank

BUSINESS ACTIVITIES OF THE GLOBAL SCB

1. Global Consumer Finance

Global Personal Banking

2. Global Corporate Banking and Institutional Banking

3. Global Custodial Service

4. International Trade Management

5. Global Cash Management

6. Global Institutional Banking

7. Global Electronic Banking

8. Problem Country Debt Unit

1. Africa: (Includes 11 countries) Botswana, Cameroon, Gambia, Kenya, Sierra Leone,

2. Asia Pacific: (Includes 17 countries) Australia, Brunei, Darussalam, Cambodia, China,

STANDARD CHARTERED BANK IN BANGLADESH

The Chartered Bank started operating in Bangladesh in 1948, opening a branch in

After the Acquisition

Two of the business target specific customer groups:

⇒ Consumer banking meets the needs of individual customers.

Figure 2.1: The Relationship between Respective Customers to Different Departments of

Companies Banks and other

The business division has the following departments:

⇒ Project finance and investment consultancy.

individual customers. The Consumer Banking division constantly faces challenges

 Custodial Services (CUS): Headquartered in Singapore, Standard Chartered Equitor

Standard Chartered Bank is primarily corporate driven. Corporate banking generates

 Finance, Administration and Risk Management: Although it is a financial

 Information Technology Center: This department is instrumental in the running of

 Human Resource Department: This department manages recruitment, training and

 External Affairs: This department deals with advertising, public relations,

Among the broad strategic objectives are:

 Creating a congenial work environment

 Limited EU Influence: The EU shows increased interest and involvement in trade

 Increasing impact of globalization on a wide range of social and economic rights

 Economic restructuring and the transition to a market economy is likely to

SWOT ANALYSIS – SCB vs. MARKET

The acronym for SWOT stands for –

– Lack of full-scale automation.

SWOT ANALYSIS – SCB vs. TOP 4 COMPETITORS

SCB Eastern Prime HSBC Citibank

-Market -Flexibility -Flexibility -Service -Global Cash

SCB’S PERFORMANCE IN BANGLADESH

Revenue Trend Analysis (2004-2007F)

Trading Profit Analysis (2004-2007F)

RECENT CHANGES IN SCB

The previous values were - The present values are –

The Logo has changed

Training - .529 .557 .579**

Employee - .499 .583

p <.05, p <.01, p <.001.