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BAC BUSINESS SCHOOL
BAC
House # 28/B,Road # 5,
Dhanmondi,Dhaka-1205, Bangladesh
E-mail [email protected]
REPORT ON HRM STATUS OFAPON
mailto:[email protected]:[email protected]:[email protected]:[email protected]7/30/2019 Report - HRM 1
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Submitted To
Mrs. Sabreen Siraz
Faculty & Coordinator (Program Development)
Course LecturerHRM
BAC School Of Business
BAC
Submitted By
Kazi Nehal Ahmed
Student Of HND in HRM
School Of Business
ID: 2011421015
Date Of Submission: 12 September 2012
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Letter Of Transmittal
To
Mrs. Sabreen Siraz
Faculty & Coordinator (Program Development),BAC School Of Business
BACHouse # 28/B, Road # 5,
Dhanmondi, Dhaka1205,Bangladesh.
Subject: Submission of report on HRM status of APON
Dear Madam,
With due respect I am submitting my report on HRM status of APON as an obligation forfulfillment of my subject Human Resources Management.
It is my pleasure to inform you that this report has been prepared with information derived from
multiple detailed field visits to APON (Ashokti Purnobashon Nibash) a local NGO working tomainstream the marginalized individuals of the society namely male, female and children drug
addicts.
Therefore I sincerely hope that you will appreciate my effort and I shall be ever grateful if thisreport is accepted for the appropriate purpose.
Thanking you for your continued support, guidance and cooperation.
Sincerely Yours,
Kazi Nehal AhmedID: 2011421015
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Acknowledgement
In the name of Allah; The Most Gracious, The Most Merciful. Allpraise to the Almighty, without his blessings and endorsement this report would not have been
accomplished.
The successful completion of this report might never be possible in time without the help some
person whose inspiration and suggestion made it happen. First of all I want to thank my course
lecturer Mrs. Sabreen Siraz for helping me complete my report on HRM Status Of APON.
I also want to thank Brother Ronald Drahozal CSC for permitting me to access APONsconfidential papers and Md. Shahadat Hossain, Senior Finance & Administration Officer, APON
and Mrs. Afsana Parvin (Luna), Project Coordinator, APON-FHI Modhumita Project for their
continuous and sincere support to expedite information integral for the accomplishment of thisreport.
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Table of Contents
Introduction of APON and APON-FHI Modhumita Project ........................................................................... 6
Roles & Responsibilities of APON-FHI Line Manager .................................................................................... 7
Acts At Play ................................................................................................................................................... 8
Benefits & Challenges of addressing the regulatory framework from APONs viewpoint: ...................... 9
Reasons to choose Human Resources Planning ......................................................................................... 10
Human Resources Planning Stages of Planning ....................................................................................... 11
Requirements Forecasting....................................................................................................................... 11
Availability Forecasting.......................................................................................................................... 11
Taking Action ......................................................................................................................................... 11
Ongoing Planning ................................................................................................................................... 11
Comparison between the recruitment & selection process of APON and Digitech Solution Enterprise ... 12
Effectiveness of the recruitment & selection procedure of APON ............................................................. 15
APONs Reward System .............................................................................................................................. 16
Proposed Reward System For APON (Rationale and System)............................................................... 17
APONs Job Evaluation & Pay Determination............................................................................................. 18
Advantages of Providing Rewards .............................................................................................................. 19
APON-FHI Employee Appraisal Method ..................................................................................................... 20
Reasons for Termination ............................................................................................................................. 20
Comparison between the Exit Procedures of APON & Digitech Solution Enterprise ................................. 22
Regulatory Framework In Relation To Employee Termination ................................................................... 23
Conclusion ................................................................................................................................................... 23
Photograph ................................................................................................................................................. 24
References .................................................................................................................................................. 25
List of Appendices ....................................................................................................................................... 26
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Introduction of APON and APON-FHI Modhumita Project
An addict is sick, not bad, not mad APON started its journey in 1994 with this slogan togenerate awareness in the community on drug addiction treatment and rehabilitation and to
establish the right of the drug users for the opportunity to return to their normal life. APON has
developed a six months long suitable rehabilitation program for the drug users of Bangladeshadapting the principles of 12 Steps of Narcotics Anonymous Program, Therapeutic Community
and other related activities for behavior change. We believe that the drug users are an integral
part of society. So the families, the communities and the service providers should be involved inan effective intervention to combat the drug abuse problem in Bangladesh.
Drug addiction is a relapsing disease. Therefore, we believe that the treatment and rehabilitation
support must be readily available. The purpose of APON is not to make a bad person good but to
help a sick person become healthy. From its inception, more than 2500 drug users and theirfamily members have received support from APON. No addict has ever been turned away from
APONs door due to financial constraint. There is no social, economic or religious restriction foradmission. The only introduction needed is, I am an addict and I want support to get off and stayoffdrugs.
APON is the only organization in Bangladesh and most countries of South Asia that is providinglong-term treatment and rehabilitation services for the male, female, children (minor) drug users
and children at risk. Since its establishment in 1994 APON has slowly developed into the leading
Drug rehabilitation center in Bangladesh using a behavior change approach for the rehabilitationof drug addicts. In June 2007 APON inaugurated APONGAON, which is till date the largest and
most comprehensive drug dependency treatment and rehabilitation complex in Bangladesh.
APON has a General Council Consists of 17 members. The General Council elects the Executive
Committee. The General Council makes policy where as the Executive Committee monitors theoperational activities. The General Council appoints the Executive Director for three years. The
Executive Director (ED) remains responsible for overall implementation of the APON program
and activities.
APON was the first organization to start a separate program working with female drug users in
2003 with assistance from AusAID. Since June 2005, APON has been providing drug addictiontreatment and rehabilitation support for female drug users with assistance from FHI under the
Impact Project. Currently the project is known as Modhumita and is providing preventiveservices to approximately 50 female injecting drug users per year.
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Roles & Responsibilities of APON-FHI Line Manager
A Brief Profile Of APON-FHI Line Manger:
Afsana Parvin (Luna) completed her MBA majoring in HRM in the year 2008 and has been working for
APON from the year 2005. She has had extensive training in M & E, QA & QI, Project Management, HIV& AIDS etc during her tenure and is currently the projects coordinator. Her most valued learning during
her work is the understanding and sensitization of the drug situation amongst women. She is happily
married and has a 2 year old daughter.
Roles & Responsibilities:
Ensuring day to day management of the project and maintaining liaison with senior management of
the APON and FHI.
Ensuring the developing of referral networks with service providing organizations.
Ensuring the advocacy activities with local stakeholders in the project area.
Ensuring liaison with community police and other NGOs for smooth functioning of external referrals
of client.
Ensuring proper monitoring of the centre and the project activities through regular and sudden visits
to centre and field as well.
Supervising and coordinating daily activities of the centre & project and prepare duty rosters to
ensure shifting duties-field visits etc.
Preparing and ensuring monthly plan for the project and the staff.
Organizing project related activities such as sensitization meeting, day observance etc.
Ensuring proper reporting for the donor and the mother organization.
Ensuring quality services of the project according to the FHI guideline. Organizing and conducting weekly and monthly meeting.
Apart from the responsibilities mentioned above it is expected of the line manager to conduct yearly
staff appraisals and mediate any dispute/s etc that may arise within the staff. The FHI line manager will
report and is directly accountable to the Executive Director.
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Acts At Play
There are various acts and policies at play in the ground of human resources in Bangladesh. The
Ministry of Labour & Employment dedicated to this respective field has taken the present shape
and status through different changes and development since independence. The ministry realizesand considers the importance of employment for socio-economic development and poverty
alleviation. The objective of the Ministry of Labour & Employment is to alleviate poverty
through creating employment opportunities for the poor, unemployed and unskilled labour forceof the country.
Currently the ministry is under Eng. Khandker Mosharraf Hossain, Minister, Ministry of Labour& Employment and Expatriate Welfare & Overseas Employment Govt. of the People's Republic
of Bangladesh and Begum Monnojan Sufian, State Minister, Ministry of Labour & Employment
Govt. of the People's Republic of Bangladesh.
The Ministry Of Labour & Employment is directly responsible for the monitoring and
implementation of the human resources related laws. The ministry itself is divided into four
departments:
1. Directorate Of Labour2. Chief Inspector Of Factory & Establishment3. Minimum Wages Board4. Labour Appeal Tribunal
A list of the acts and policies that are addressed in APONs HR Manual are being provided
underneath: (ILO)
1
Workmens Compensation Act, 1923; Payment of Wages Act, 1936;
Maternity Benefit Act, 1936;
Employment of Labour (Standing Orders) Act, 1965;
Shops & Establishments Act, 1965;
Industrial Relations Ordinance, 1969 and
Factories Act, 1965
1International Labour Organization, www.ilo.org
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Benefits & Challenges of addressing the regulatory framework from APONs
viewpoint:
Benefits:
1. Universally standardized employee relations and operations.2. Complements overall transparency.3. Creates an organization which has a reflection that says the company is socially and
morally responsible.
4. Empowers and engages the most valued assets of a service based company which is itsemployees.
5. Attracts and keeps donors.6. High employee morale.7. Low employee turnover.
Challenges:
1. High administrative costs.2. Engagement of human resources in maintaining and updating HRM related activities.
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Reasons to choose Human Resources Planning2
Human resources planning anticipate not only the required kind and number of employees but
also determine the action plan for all functions of personnel management. The major payoffs of
human resources planning may be catalogued in the following way:
a) Human resource planning is necessary of all organization .The aim of the organizationregarding expansion, diversification, technological change, should be backed up by the
availability of human resources. It suggests modification in the plan when the expected
manpower is not available.
b) It offsets uncertainty and change. Sometimes the organization may have machines and
money but not men and consequently the production cannot be started. It offsets such uncertaintyand changes to the maximum possible and enables the organization to have the right men at the
right time and at the right place.
c) It provides scope for advancement and development of employees through training,development etc.
d) It helps to satisfy the individual needs of the employees for the promotions transfers,
salary enhancement, better benefits etc.
e) It helps in anticipating the cost of salary, benefits and all the cost of human resourcesfacilitating the formulation of budgets in a society.
f) It helps to foresee the need for redundancy and plans to check of human resources and to
change the techniques of management.
g) It helps in planning for physical facilities, working conditions, the volume of fringebenefits like canteen, schools, hospitals, conveyance, child care centers, quarters, company stores
etc.
h) It causes the development of various sources of human resources to meet theorganizational needs.
i) It helps to take steps to improve human resource contributions in the form of increased
productivity, sales, turnover etc.
j) It facilitates the control of all functions, operations, contribution and cost of human
resources.
In reality APON does not have or practice the process of planning for human resources. In
consideration of the above said benefits APON should seriously consider the importance andpractical justification of having a HRP.
2Information derived from http://datapole.hubpages.com/hub/advantages-of-human-resource-planning
http://datapole.hubpages.com/hub/advantages-of-human-resource-planninghttp://datapole.hubpages.com/hub/advantages-of-human-resource-planning7/30/2019 Report - HRM 1
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Human Resources Planning Stages of Planning3
R. Wayne Mondy, in his text "Human Resource Management," defines human resource planning
as the systematic process of matching potential candidates (internal and external) with job
openings that a company expects to have over a certain period of time. Or, more simply, humanresource planning is the process of staying up to date on the pool of candidates inside and outside
the company that might fit future positions.
Requirements Forecasting
The first step in this process is requirements forecasting. This is the process through whichhuman resources department estimates how many employees with what specific expertise and
abilities a company will need to fill future positions and meet its organizational goals.
Availability Forecasting
The next stage, after a company has determined how many employees with what skills it needs,
is availability forecasting. In this step, human resources estimates how likely a company is to be
able to hire all the employees that it thinks it needs.
Taking Action
The final stage of human resource planning is taking action. The results of human resourcesforecasting determine what action a company will take. For example, if forecasts show thatdemand is equal to supply, a company doesn't need to do anything.
However, if human resources determine that supply exceeds demand, a company should start to
downsize, restrict hiring or reduce workers' hours to save money. Not doing so will mean thecompany will spend too much money on more workers than it needs for near-term growth.
On the other hand, if experienced workers are in short supply, hiring the talent a company needswill be difficult. A business will need to increase its recruiting efforts to attract the brightest
candidates and keep them from joining rival businesses.
Ongoing Planning
Human resources are almost constantly engaged in these three steps of planning because thingschange so rapidly. For example, a number of retirements can increase the new positions available
dramatically. Or, the bankruptcy of a rival may mean that there will be a flood of talent availablein the industry in the form of laid off workers.
3Stages in Human Resource Planning | eHow.com http://www.ehow.com/list_6514517_stages-human-resource-
planning.html
http://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTE7/30/2019 Report - HRM 1
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Comparison between the recruitment & selection process of APON4 and
Digitech Solution Enterprise5
Persons who are over 18 years of age are eligible for employment in APON provided they meet
the requirements specified for the job, as well as qualify in the relevant test/ interview.
While there will be differences in the recruitment and selection process for any organisation
some basic steps and principles should apply to all recruitment processes. The basic principle
that will always apply is that recruitment must be merit based in order to employ the best
qualified candidate capable of performing the relevant tasks of the position.
The recruitment process should assure potential candidates that the process is being undertaken
in confidence following principles of transparency, equity and fairness.
APON Digitech Solution Enterprise
Recruitment Procedure
1. For each new position a job descriptionshould be prepared based on the needs
of APON. If it is an existing positionthat is vacant then the job description
needs to be reviewed.
2. Consider what level of authority isrequired in order to approve advertisingpositions at different levels. The agreed
authority must be sought before a
vacancy can be advertised.3. The APON management team needs to
determine if it wishes to advertise as an
equal opportunity employer and/or itseeks to promote gender balance based
on agreed human resource policy. In
either case the advertisement willreflect this.
4. The vacancies for all positions,especially the senior positions, should
be advertised in the nationalnewspapers/internet in order to ensure
that information about positions is
available to all potential qualified
candidates. Additionally, an internal
Recruitment Procedure
1. Advertising online by jobsbd.com.
2. There should be job description relate tothe individual post.
3. Proper knowledge at English at reading,
speaking and listening.
4. Attachment photo and voter i.d.
4Ashokti Purnobashon Nibash (Addiction Rehabilitation Residence)
5An outbound call centre.
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notice should be posted within the
organisation.
5. Applications for a position should bethrough written application.Applications will be reviewed and
candidates short-listed for an interview.A three member selection panel willsort the applications, organise testing
where applicable and carry out an
interview process.6. A selection report with
recommendations should then be
forwarded to the Executive Director or
nominated authority for their approvalprior to the candidates being notified.
7. The Executive Director of APON, or
nominated person, will make allappointments to the selected candidatesthrough an appointment letter. The
appointment letter should include
information regarding the agreedannual gross salary, duration of
contract, duration of probation period,
payable benefits and terms fordiscontinuation of the contract.
8. If any information in the application isfound to be false after appointment,
APON would reserve the right to takeappropriate disciplinary action.
9. A comprehensive selection report needsto written at the completion of theprocess outlining the number of
applicants, scoring for each applicant
and justification for selecting the
successful applicant. Resumes of short-listed candidates should be attached to
the report.10.A letter of appointment outlining salary
and non salary benefits needs to be sentto the successful applicant.
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Selection Procedure
1. Screening ApplicationWhere appropriate, initial screening of
short listed applicants will be carried
out by written test and/or a leaderlessgroup discussion or any other
procedure that is suitable for theparticular circumstances. Management
can select any suitable method or
process for screening application.
2. Interview panelInterview panels will consist at least
three people. In general the panel will
consist of the project/Program in
Charge or Manager to whom thecandidate will report Director or
Designate and Member(s) of ExecutiveCommittee. The panel may co-opt
members in the case of selection for
specialized posts.
3. Interview RecordsRecord must be kept of the outcome of
all interviews and it is the responsibilityof the human Resource/Administration
department or person in charge. The
human resource/AdministrationDepartment or person in charge will
verify references and certificates
supplied by candidates before issuing
an appointment letter.
4. Panel for Future VacanciesIf more than one person is suitable forthe position, a panel of suitable
applicants will be complied for similar
vacancies in future and reducing the
costs of recruitment.
5. AuthorizationRecruitment may be made based onapproved human resource plan. In the
case of contract staff (short time), the
relevant project manager/Project-in-
Selection Procedure
1. Short listing.
2. Call for interview at individual post.
3. Take a demo presentation at relatedsubject.
4. Reading test.
5. Listening test.
6. Speaking test.
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Charge may proceed with recruitment
for the post. For all other posts the
human resource department will
commence recruitment in consultationwith the relevant
Department/Region/Programme.
6. Approval of Appointment
Before an offer of employment, Admin
Department will submit the name(s) of
the recommended applicant(s) by the
interview panel to the Executive
Director for approval with the bio-
data/C.V, interview notes, certificates
and reference checks must be includedwith the recommendation.
7. Contract of employmentAll newly appointed staff must receive
an appointment letter from APON. The
terms and conditions will be clearlyexplained to the newly appointed staff.
Effectiveness of the recruitment & selection procedure of APON
In a birds eye view comparison of the two organizations, APON undoubtedly has the most effective
recruitment and selection process for two different reasons:
1. For the predefined clarity of how to go over with the process guided by the Human Resources
Manual.
2. For the effective and efficient implementation of the procedures outlined in the manual.
The benefits that APON is experiencing from practicing the theoretical aspects of the recruitment and
selection procedure outlined in the manual are:
1. Low employee turnover.
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2. High employee morale.
3. Employee with a better understanding and feeling of ownership.
4. Reduced numbers of insubordination or acts of insubordination.
5. Greater frequency of extra positive initiatives.
6. Overall positive attitude towards extra work load.
7. Less employee employer disputes and
8. Increased professionalism.
APONs Reward System
Apparently, the only reward mechanism or system in play at the APON-FHI Modhumita project
is monetary. None the less a brief description of some motivational theories and contemporary
motivational theories are being provided underneath including suggestions of some reward
systems that APON can bring into practice.6
ERG Theory of Motivation (Contemporary)
To bring Maslows need hierarchy theory of motivation in synchronization with empiricalresearch, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of
motivation. He re-categorized Maslows hierarchy of needs into three simpler and broaderclasses of needs:
Existence needs- These include need for basic material necessities. In short, it includes
an individuals physiological and physical safety needs. Relatedness needs-These include the aspiration individuals have for maintaining
significant interpersonal relationships (be it with family, peers or superiors), getting
public fame and recognition. Maslows social needs and external component ofesteem needs fall under this class of need.
Growth needs- These include need for self-development and personal growth and
advancement. Maslows self-actualization needs and intrinsic component of esteemneeds fall under this category ofneed.
McClellands Theory of Needs (Contemporary)7
David McClelland and his associates proposed McClellands theory of Needs / Achievement
Motivation Theory. This theory states that human behavior is affected by three needs - Need for
Power, Achievement and Affiliation. Need for achievement is the urge to excel, to accomplish
6http://www.managementstudyguide.com/erg-theory-motivation.htm
7http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm
http://www.managementstudyguide.com/erg-theory-motivation.htmhttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://www.managementstudyguide.com/erg-theory-motivation.htm7/30/2019 Report - HRM 1
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in relation to a set of standards, to struggle to achieve success. Need for power is the desire to
influence other individuals behavior as per your wish. In other words, it is the desire to have
control over others and to be influential. Need for affiliations a need for open and sociable
interpersonal relationships. In other words, it is a desire for relationship based on co-operation
and mutual understanding.
Vrooms Expectancy Theory
The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964.
Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The
theory states that the intensity of a tendency to perform in a particular manner is dependent on
the intensity of an expectation that the performance will be followed by a definite outcome and
on the appeal of the outcome to the individual.
The Expectancy theorystates that employees motivation is an outcome of how much an
individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to
expected performance (Expectancy) and the belief that the performance will lead to reward
(Instrumentality).
Proposed Reward System For APON (Rationale and System)
Rationale
Employees should be compensated and rewarded for the time and effort they put into work.
APON should expedite a strategic reward management system that involves the formulation and
implementation of an equitable reward system that is congruent with the organizations strategic
objectives. Rewards can be either intrinsic or extrinsic. However, it is important when designing,
implementing and using a reward strategy, that it meets both individual and organizational needs.
System
APON should develop a total reward management process which will consist of four buildingblocks:
base pay (Block 1),
performance pay (Block 2),
employee benefits (Block 3) and
non-financial rewards (Block 4).
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With enormous change in the labour markets and employment contracts, reward systems today
have also evolved. Contemporary reward strategies include employability pay, person-based pay,
market-determined pay and team-based rewards. Reward management is a vital part of the total
SHRM8
process as it supports the achievement of strategic objectives through thecommunication of desired behaviors to employees. It also elicits a clear link between individual
performance and organizational performance and thereby acts as a catalyst for positive
organizational cultural change.
Therefore with the base pay in existence if APON incorporates the other three blocks including
putting its appraisal system into practice it can experience smoother achievements of its
organizational objectives through highly motivated employees. Examples of employee benefits
would include health insurance, enjoyment of corporate agreements with hospitals etc whereas
non financial rewards may include crest giving, retail discount coupons etc.
APONs Job Evaluation & Pay Determination
Evaluating Jobs9
APON is committed to a formal salary administration program through which the relative
worth of a position to APON and in the labor market where we recruit can be determined.
The job evaluation process establishes the relative value of jobs throughout the organization.
There are two steps involved in this process:
Job Descriptions - Each position has a job description that identifies the job's major
responsibilities, decision making, accountability, qualifications, and organizational
relationships.
Job EvaluationAPON uses a system that measures three major factors: knowledge required
for effective performance; the complexity of the decision making role; and the authority or
control invested within the position. These compensable factors are assessed and given anumerical value. The total value is then matched to a corresponding Salary Range .
8Strategic Human Resources Management
9Adopted from http://brown.edu/about/administration/human-resources/employee-resources/compensation-
information/determining-pay-and-evaluating-jobs
http://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobs7/30/2019 Report - HRM 1
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Pay Determination
APON has its own salary scales for its employees; Salary ranges provided by different scales
must be approved by the EC of the organization. There will be provision for normal annualincrement in the salary scales generally for all staff which are granted on the basis of satisfactory
performances.
In addition, there may be provision for a meritorious increment in addition to normal increment.
This will be decided by the ED on the basis of recommendation of Project Manager/Project
Director.
Advantages of Providing Rewards10
There are many different factors that motivate employees and individuals. These includefinancial reasons, power, achievement, opportunity for advancement, the ability to contribute,
etc. Another major factor is the power of recognition.
Employees who feel good about their abilities and their contributions to a company or team are
more likely to be happy, content and motivated. When they are recognized for their efforts, theywill also continue in their desire to excel.
Another factor that needs to be considered is the importance of retaining good employees and
personnel. Many companies invest significant money, time and resources in training theiremployees only to have them leave for other careers or so called better opportunities. The small
costs of presenting an award or gift would not compare to the significant amount of money andeffort invested in employees that would be lost when a company loses a valuable employee.
10www.recognitionrewards.com/why_give_awards.htm
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APON-FHI Employee Appraisal Method
The staff performance will be evaluated periodically, before confirmation of employment,
awarding annual increment and before promoting to the next higher position. The immediate
supervisor will evaluate and appraise first and then forward it with recommendation to the Headof the Section/ Department/Head of the Organization, as appropriate according to the
organogram.
The following steps should be undertaken during a performance appraisal:
i. Reviewing the job description to ensure that it is an accurate description of the roles andresponsibilities of the employee. If changes need to be made this will be done by the
supervisor and approved by the Executive Director/Chief Executive.
ii. Setting annual objectives. These objectives need to be specific, measurable objectivesthat the employee and their supervisor mutually agree are both attainable and within theorganisational priorities.
iii. Identifying specific training needs or skills development that the employee needs in orderto either achieve the objectives, or further their career goals
iv. Writing a performance plan based on the job objectives and training and developmentneeds.
v. Regular monitoring and an annual performance appraisal (or more frequently if required)to review performance against the plan and set the next years performance plan.
vi. Writing a summary of progress against the performance plan and recommendation for theannual salary increment if performance is acceptable.
The format which is followed to appraise employees is provided in Appendix 1.
Reasons for Termination
An employee may experience termination from the organization for an array of reasons. APONs
termination policies according to its HR Manual are mentioned underneath:
Resignation
The service of an employee who has been confirmed by APON may be terminated with a written
notice of not less than one month, or on payment of one month salary in lieu of notice. In the
case of terminating the service of an employee, the decision of the executive committee is final.
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Discharge
A confirmed employee can be discharged on account of physical, Mental or emotional in
capacity (Not misconduct)
Dismissal
An employee may be dismissed without notice by the employer on account of misconduct.
Disciplinary Actions
The followings acts and omissions shall be treated as misconduct and liable for disciplinary
action including dismissal:
Willful in subordination or disobedience, whether alone or in combination with others, inlawful or reasonable order of a superior.
Any undesirable or anti social behavior in connections with the employers business,property of funds e.g. theft, fraud, dishonesty.
Taking or giving bribes, or any illegal gratification, directly or indirectly, in connectionwith any resident/client, his/her guardians, relatives or others.
Habitual late attendance.
Habitual absence or absence without leave for ten days.
Resorting to illegal strike or go slow or inciting others to the same. Falsifying, tampering with, damaging or causing loss of employers official records. Carrying in or out unauthorized communications, articles, money etc to and from the
residents/clients or permitting others to do so or to commit any other serious breaches of
the APON rules.
Moral turpitude.
Direct or indirect involvement with these involved in drug trafficking and prostitution/thesex profession.
Failure to maintain the confidentiality of any one, specially residents or clients and ortheir relatives and friends, who come to APON for information, admission, aftercare,
business, visits or other matters about which the person or persons may wish to keep their
visit here or the reasons for coming confidential, anonymous or unknown to others.
Exploitation of any residents or clients specially a present, past or possible future residentor client of APON, his/her guardians or relatives for any financial social or anti social
gain or activities.
Abuse of drugs, alcohol or other mind altering chemicals or substances on or off duty.
Activities which may be harmful to the residents for clients of this project such asbringing in or supplying the residents or clients with drugs, alcohol etc or permitting
others to bring in or supply the residents or clients with such materials.
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Comparison between the Exit Procedures of APON & Digitech Solution
Enterprise
APON Digitech Solution Enterprise
When resigning or retiring from a position at
APON, an employee should submit a "Notice
of Resignation", in writing, to the Director atleast 1 month prior to the effective date of
resignation. The director may under special
circumstances waive any notice so required or
may do so on payment of compensation in full(one month salary) or in part, to APON by the
employee concerned.
ResignationWhen the service of a confirmed employee is
terminated, he/she shall be given the following
benefits.
One month notice or one month salaryin lieu of notice.
Provident fund payment as per rule.
Discharge
When a confirmed employee is discharged onaccount of physical, Mental or emotional in
capacity (Not misconduct) he/she shall begiven the following benefits:
Provident Fund contributions as perrules.
Three months prior notice or notice payin lieu of notice
Dismissal
When a confirmed employee is dismissed from
service, he/she shall be given only thefollowing:
Provident fund payment as per rule
Three months prior notice or notice payin lieu of notice
1. They terminate employees at their will anddoes not provide any prior notice.
2. They may cut down a months salary.
3. Have to sign a 3 months contract and thatcannot be breached. In case of resignationwithout 3 months notice a compensation
must be paid.
4. There is no rule of taking loan.
5. If employee commits any kind ofharassment or breaking of rule/s he/she willbe terminated.
6. If employee is not able to make 8 sales in amonth then he/she will be terminated atnext month.
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Regulatory Framework In Relation To Employee Termination11
The regulatory framework directly complementing and outlining APONs employee termination
policy is the Employment Of Labour (Standing Orders) Act, 1965 (as amended in 1985) (ELSA)
and the Industrial Relations Ordinance, 1969 (as amended in 1975) (IRO).
The ELSA applies to all shops or commercial establishments, all industrial establishments and all
other establishments where five or more workers are employed. It excludes from its scope shop
workers or persons employed in commercial enterprises owned and directed by the State (sec.1,
ELSA).
Conclusion
APON is a very special type of organization where the rules, regulations, conditions and working
hour are different from most other establishments and organizations in Bangladesh. Here the
employees are just not asked to fill in their job roles but also do positive role modeling for the
derailed beneficiaries that they are catering to. At APON an addict and his family is the most
important person on the premises, they are not a distraction for our work but the focus of our
work. The organizations mission and vision is expected to be embed in the employees heart so
that when providing a service it is not a job being accomplished but a lifestyle being lived. Being
a people related organization working with and for the people of Bangladesh the field of human
resources at APON is unique and unlike any other organization in the country.
11actrav.itcilo.org/library/.../digest_termination_of_employment.pdf
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Photograph
Picture taken during the field visit at APONFHI Modhumita Project 2012
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References
1. International Labour Organization, www.ilo.org
2. http://datapole.hubpages.com/hub/advantages-of-human-resource-planning
3. Stages in Human Resource Planning |eHow.com http://www.ehow.com/list_6514517_stages-human-resource-planning.html
4. http://www.managementstudyguide.com/erg-theory-motivation.htm
5. http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm
6. http://brown.edu/about/administration/human-resources/employee-
resources/compensation-information/determining-pay-and-evaluating-jobs
7. www.recognitionrewards.com/why_give_awards.htm
8. actrav.itcilo.org/library/.../digest_ termination_of_employment.pdf
http://datapole.hubpages.com/hub/advantages-of-human-resource-planninghttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.managementstudyguide.com/erg-theory-motivation.htmhttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://www.recognitionrewards.com/why_give_awards.htmhttp://www.recognitionrewards.com/why_give_awards.htmhttp://www.recognitionrewards.com/why_give_awards.htmhttp://www.recognitionrewards.com/why_give_awards.htmhttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://www.managementstudyguide.com/erg-theory-motivation.htmhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://datapole.hubpages.com/hub/advantages-of-human-resource-planning7/30/2019 Report - HRM 1
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List of Appendices
Appendix 1: Annual Appraisal Format
Appendix 2: Human Resource Manual For APON
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Appendix 1
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Appendix 2