Final Research Copy

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An Exploratory Study of Human Resources Development Practices in Telecom Industry in
Bangladesh: A case study of Grameenphone Employees.
Independent University, Bangladesh
Internship Report
On
An Exploratory Study of Human Resources Development Practices in Telecom Industry in
Bangladesh: A case study of Grameenphone Employees.
Supervised By
Mr. Abul Bashar
Senior Lecturer
School Of Business
Prepared By
S.M. Riajul Hasan
ID: 1020712
Major: Human Resource Management
Date of Submission: 4th September 2014

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Letter of Transmittal
4th September 2014
Mr. Abul Bashar
Senior Lecturer
School Of Business
Independent University, Bangladesh
Subject: Submission of Internship Report
Sir,
Please find herewith my internship report titled “An Exploratory Study of Human Resources
Development Practices in Telecom Industry in Bangladesh: A case study of Grameenphone
Employees” has prepared this report as part of my internship program. The report has been
compiled as per your requirement and those set by the host organization. This internship project
has given me the opportunity to explore one of the most important aspects of the Telecom
Industry of Bangladesh and my main and only focus on Grameenphone. That expand my
knowledge and thereby.
The report starts with an inclusive overview of Human Resource Development practice. It
contains detailed description of Employee performance based on HRD practice.
With Kind regards
S.M.Riajul Hasan
ID: 1020712

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Acknowledgement
First of all I am grateful to almighty Allah for blessing me in completing the report. No Nobel
achievement can be achieved by an individual without help of others. I am indebted to a number
of people for their kind recommendation, submission, direction, cooperation, and their
collaboration.
Then I also give thanks to my honorable supervisor, Mr. Abul Bashar (Senior Lecturer School of
Business, Independent University, Bangladesh) from the core of my heart for his kind support,
guideline, construction, supervision, instruction and advice and for encouraging me to do this
Report.
It gives me immense pleasure to thank my organizational supervisor, Mohammad Imran Hossain
(Manager Security Risk and Expat Support Shared Service People and Organization) and the
officers of Grameenphone, for their co-operation in completing my internship and by providing
important information and different materials. Mr.Abul Bari Dolar also extended his helpful
hand to me.
It was great opportunity to do internship in such an organization. The experience I have gathered
will be helpful for my future career planning.

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Table of Contents
SL. No. Topic Page
Number
1 1.Executive Summery 6
2 2.Introductory Part 7
3 3.Broader Objectives 7
4 4.Specific Objectives 8
5 5.My responsibilities at Grameenphone 8
6 6.My core responsibilities at Grameenphone 8
7 7.Organizational Chart 9
8 8.Process Follows of Security Risk & Expat Support wings 10
9 9.Description of
Grameenphone
9.1.Grameenphone ownership structure 10
9.2.The Telenor group 10
9.3.Grameenphone Corporate Governance 11
9.4.Grameenphone Brand 11
9.5.Vision of Grameenphone 11
9.6.Mission of Grameenphone 12
9.7.The Values of Grameenphone 12
9.8.The Brand promise of Grameenphone 12
9.10.Corporate Responsibilities and values 12
9.11.CR Vision 13
9.12.CR goals 13
9.13.Grameenphone CR initiatives 13
9.14.Some key of CR initiatives 13
10 10.Review of
Literature
10.1.Quality of work Life and Welfare Measures 14
10.2.Relationship between Quality of work Life and Welfare
Measures, Employee Performance
15
10.3.Organizational Development 17
10.4.Relationship between Organizational Development and
Employee Performance
18
10.5.Training and Development 19
10.6.Relationship between Training and Development and Employee
performance
21
10.7.Performance Appraisal and Rewards 22

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Review of Literature
10.8.Relationship between Performance Appraisal and Rewards and
24
10.9.Participative Management 25
10.10.Relationship between Participative Management and Employee
Performance
26
10.11.Employee Performance 26
11 11.Research framework 28
12 12.Research questionnaire and Hypothesis 28
13 13.Research Design 29
14 14.Sampling 30
15 15.Sample unit 31
16 16.Instrument 31
17 17.Data Collection 31
18 18.Data Analysis 32
19 19.Frequency Test 32
20 20.Reliability Test
20.1.Quality of work life and welfare measures 33
20.4.Performance Appraisal and Reward 34
21 21.Hypothesis Testing
(Co-relation)
21.1.Quality of work life and employee performance 36
21.2.Organizational Development and Employee Performance 36
21.3.Training and Development and Employee performance 37
21.4.Performance Appraisal and Reward and Employee Performance 37
21.5.Participative Management and Employee Performance 38
22 22.Regression
Analysis
22.1.Quality of work life and Welfare Measures 38
22.4.Performance Appraisal and Reward 39
23 23.Limitation 41
24 24.Recommendations 41
25 25.References 42
26 26.AppendixA 51
27 27.AppendixB 54

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1.Executive Summery
The introduction of telecommunication industry has been pretty late in our country compared to
that of the neighboring countries. This is very much attributable to the political unrest in early
1990s. Though the first telecom company, Citycell, was introduced ages ago, the device has not
become so pervasive until 1997, the year when the biggest telecom of the country, Grameen
Phone (GP) hit the market with its GSM technology, since then there was no looking back. The
industry grew at such an incredible rate in just a decade that anyone could hardly imagine. Now
there are a number of players battling so hard for their respective market share and because of
this fierce competition, the consumers as well as the economy benefitted tremendously. The
following sections elaborate on almost every aspect of the industry, ranging from how it become
so big, what fueled the growth to what are the risks and opportunities that it currently renders for
the players. The growing importance of this sector has attracted my attention and because of that
I prepared this present research paper to demonstrate an empirical study of telecom industry
regarding the HRD practices. The research has been done based on Grameenphone employees.
The survey questionnaire has been constructed and administered among the selected employees
of GP from managerial to non-managerial level. The sample of the study has been undertaken on
50 employees. The study brings out the existing picture of HRD practices at Grameenphone and
offers suggestions to improve the pace of such practices wherever they need improve.
Throughout the research I get positive result. Grameenphone give emphasis on practicing human
resources development. All employees argue that, they should be treated equally but my result
shows that they already being treated almost equally. Employees are happy with GP’S human
resources practices. Ultimately employee performance improves tremendously.

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2.Introductory Part
Grameenphone, widely known as GP. Grameenphone is the largest cellular operator in the
country. It is a joint venture enterprise between Telenor and Grameen Telecom Corporation, a
non-profit sister concern of the internationally acclaimed microfinance organization and
community development bank Grameen Bank. Grameenphone was the first company to
introduce GSM technology in Bangladesh. It also established the first 24-hour Call Center to
support its subscribers. With the slogan Stay Close, stated goal of Grameenphone is to provide
affordable telephony to the entire population of Bangladesh. Now its Brand promise is go
beyond. Grameenphone received a license for cellular phone operation in Bangladesh from the
Ministry of Posts and Telecommunications on November 28, 1996. Grameenphone started
operations on March 26, 1997, the Independence Day in Bangladesh. Grameenphone originally
offered a mobile-to-mobile connectivity, which created a lot of enthusiasm among the users. It
became the first operator to reach the million subscriber milestone as well as ten million
subscriber milestones in Bangladesh. Human Resources Development is a process of developing
and unleashing expertise’s through organization development and personnel training and
development for the purpose of improving performance (Swanson: 2001).It is the human
resource, which works in all departments of the organization and helps the organization to put its
thumb mark everywhere. Hence, human resources are the greatest of all our assets (Shah: 1990).
Moreover, the skilled, competent and flexible workforce energizes the organization to keep its
existence in global storm. Due to this fact the role of HRD in the new economic environment is,
thus, becoming important in improving technical, managerial skills and employee motivation to
face today’s challenges of liberalization (Rao et al.:1994). Thus, the young population of
Bangladesh is likely to drive data usage, as the youth are more technology savvy. It is against
this backdrop that the present study has been conducted study the HRD practices and their
relationship with the performance of employees at Grameenphone.
3.Broad Objectives of the Research
The broader objective of this research is to understand the Human Resources Development
practices in Bangladesh. By this research I try to understand whether the organizations are still
using traditional ways of Human Resources Development practices or the strategic ways of

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Human Resources Development practices. Moreover I tried to find out how MNC’S are
contributing in the development of strategic Human Resources Development practices.
4.Specific Objective of the Research
To assess the perception of employees towards HR practice at Grameenphone.
To study the employee performance at Grameenphone.
To examine the impact of HR practice on employees performance at Grameenphone.
To find out the employees expectation toward the HR practice.
To examine the lacking of Human Resource Development practices of Grameenphone.
5.My responsibilities at Grameenphone
I finished my courses without internship in April 201. From 25th may I started my internship at
Grameenphone in People and Organization department at GP House. My first choice was
Grameenphone, because I completed my graduation in Human Resource Management. So as a
student of HRM everyone has a dream to start his or her career at any MNC which have richest
HR & Administration department. Really Grameenphone has richest HR & Administration
department which is called People and Organization department.
6.My Core Responsibility
Weekly Report Update
ROC software data update
Telenor group policy procedure acknowledgement and review
Security agreement with vendor acknowledgement
Statistics report collect and prepare every week
Security mobile information update
Awareness data collect from all RSO members every month
Fire drill support Savar and Gazipur switch
Yellow page update
Fire controlling training and information of safety from fire.
Policy study and presentation making
Leader feedback collect from different region

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Monthly data update and summarize
Presentation making based on different field visit
Switch and BTS tower visit
7.Organizational Chart
PPPPPPPEOPLE
Note: I was the Intern of Security and Expat Support at Share Service division which is under
People and Organization Department.
Organizational Divisions
People & Organization Corporate Affairs Finance Division Technology
Division
Commercial
Division
MDs Division Communications
Division
People & Organization Division
Center of Expertise Business Partner Shared Service Compliance HSSE
Shared Service
Facility Service Operation &
maintenance
Vendor & service
management
Service Center Security Risk &
Expat Support
Coordinator
Transport
Operation
Co-coordinator

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8.Process Follows of Security Risk & Expat Support wings
Analyze & Identify probable security & major threats areas and takes protecting measure for
fiber security with co-ordination Network Concerns. Interact with the network employees and
gain feedback for further improvement of securities protection. Administer fiber activities.
Monitor the presence of deployed guard in fiber route. Ensured proper deployment &
Withdrawing in all over BD. Provided on call support to protect Network installation. Arrange
training for fiber physical security personnel. Conduct awareness campaign for reducing fiber cut
incidents. Lodge GD/FIR in the local police station for any kind of deviation or any incidents.
Connect with LEA as per routine basis for protecting fiber Network. Provide emergency support
for any kind of sabotage or Network hassle.
9.Description about the Grameenphone
9.1.Grameenphone Ownership Structure
The shareholders of Grameenphone contribute their unique, in-depth experience in both
telecommunications and development. It is a joint venture enterprise between Telenor (55.8%),
the largest telecommunications service provider in Norway with mobile phone operations in 12
other countries, and Grameen Telecom Corporation (34.2%), a non-profit organization of
Bangladesh. The other 10% shares belong to general retail and institutional investors. The
technological know-how and managerial expertise of Telenor has been instrumental in setting up
such an international standard mobile phone operation in Bangladesh. Being one of the pioneers
in developing the GSM service in Europe, Telenor has also helped to transfer this knowledge to
the local employees over the years. The international shareholder brings technological and
business management expertise while the local shareholder provides a presence throughout
Bangladesh and a deep understanding of its economy. Both are dedicated to Bangladesh and its
struggle for economic progress and have a deep commitment to Grameenphone and its mission
to provide affordable telephony to the entire population of Bangladesh. Telenor is emerging as
one of the fastest growing providers of mobile communications services worldwide with
ownership interests in 12 mobile operators across Europe and Asia. Telenor is organized into
three business areas; Mobile operations covering 12 countries, and Fixed-line and Broadcast
services covering the Nordic region. Telenor holds 55.8 per cent of Grameenphone, with
Grameen Telecom Corporation owning the remaining 34.2 per cent. The rest of the shares belong
to general retail and institutional investors. Telenor has played a pioneering role in development
of cellular communications in Bangladesh.
9,2.The Telenor Group
More than 150 million mobile subscribers worldwide
Strong subscription growth, particularly in our Asian operations

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Listed as No.1 on Dow Jones Sustainability Index 2008
Ranked as the world's seventh largest mobile operator
Revenues 2007: NOK 105 billion
Workforce 2007: 35 800 man-years
Listed on the Oslo Stock Exchange, with headquarters in Norway
9.3.Grameenphone Corporate Governance
In the fast-paced world of telecommunications, vibrant and dynamic Corporate Governance
practices are an essential ingredient to success. Grameenphone believes in the continued
improvement of corporate governance. This in turn has led the Company to commit considerable
resources and implement internationally accepted Corporate Standards in its day-to-day
operations. Being a public limited company, the Board of Directors of Grameenphone have a
pivotal role to play in meeting all stakeholders’ interests. The Board of Directors and the
Management Team of Grameenphone are committed to maintaining effective Corporate
Governance through a culture of accountability, transparency, well-understood policies and
procedures. The Board of Directors and the Management Team also persevere to maintain
compliance of all laws of Bangladesh and all internally documented regulations, policies and
procedures. Grameenphone is a truly transparent company that operates at the highest levels of
integrity and accountability on a global standard.
9.4.Grameenphone Brand
The right and contemporary use of technology is the key to the progress of a nation. Keeping this
in mind, Grameenphone always brings the future proof technology in order to facilitate your
progress. The possibilities in this new world are immense and someone as bright as you should
not be behind in anyway. At the end of the day, all the individual progresses accumulate to the
progress of the beloved motherland. Grameenphone promises you to bring the best of
communication technologies so that you can Go Beyond.
9.5.Vision of Grameenphone
“We Empower societies. We provide the power of digital communication, enabling everyone to
improve their lives, build societies and secure a better future for all.”

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9.6.Mission of Grameenphone
“We’re here to help our customers. We exist to help our customers get the full benefit of being
connected. Our success is measure by how passionately they promote us.”
9.7.The Values of Grameenphone
Make It Easy
Keep Promises
Be Inspiring
Be Respectful
9.8.The Brand Promise of Grameenphone
Go Beyond
9.9.Corporate Responsibilities
Even a journey of a thousand miles begins with a single step..." - Chinese proverb. At
Grameenphone, we live by the statement "Development is a journey, not a destination." Our
work is not just about ensuring connectivity; it is about connecting with people and building
relationships, based on trust, with our subscribers, business partners, employees, shareholders, as
well as the wider community. We have always believed that good development is good business.
While we maintain our business focus, taking the nation forward remains our top priority. Thus
our relationship with Bangladesh is built on a partnership which strives to achieve common
economic and social goals. Corporate social responsibility, as we see it, is a 'complementary'
combination of ethical and responsible corporate behavior, as well as a commitment towards
generating greater good for the society by addressing the development needs of the country.
9.10.CR vision
To be recognized as the most socially responsible mobile operator in Bangladesh and in the
corporate sector.

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9.11.CR goals
Create shared value for Grameenphone and society through our mobile technology
Integrate responsible business practices in all operations
Integrate responsible business practices in all operations
9.12.Grameenphone Corporate responsibility initiatives focus on creating shared value
through
Maximize the enabling effect of mobile telecommunications
Promote safer products and services
Minimize our carbon footprint
9.13.Grameenphone CR initiative is based on 3 main focus areas
Health
Education
Environment
9.14.Some of Key CR initiatives of Grameenphone
Safe Motherhood & Infant Care Project, More than 1.7 million free primary healthcare
services to underprivileged pregnant mothers & their infants
Free eye care support for around 28,780 people3,458 eye sights restored so far
Awareness building on varied national issues- AIDS, National Immunization Day
Information boats with digitized livelihood contents and internal access for remote
riverine communities
Economic freedom for more than 400,000 Village Phone Operators
More than 500 Community Information Centers- connecting life and learning
Proud sponsor of Bangladesh Special Olympics team
Employment opportunity to acid survivors
Scholarship for underprivileged meritorious students
Blood donation camps for underprivileged Thalassemia patients

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Establishment of Blood Bank at Bogra for underprivileged patients
Emergency relief effort in natural calamities
10.Review of Literature
10.1.Quality of Work Life and Welfare Measures
QWL is described as the favorable working environment that supports and promotes satisfaction
by providing employees with rewards, job security, career growth opportunities, etc. Hackman
(1980) identified that the work environment that is able to fulfill employees’ personal needs is
considered to provide a positive interaction effect, which will lead to an excellent QWL.
Cunningham and Eberle (1990) emphasized that the personal needs are satisfied when rewards
from the organization, such as compensation, promotion, recognition and development meet their
expectations. The elements those are relevant to an individual’s quality of work life include the
task, the physical work environment, social environment within the organization, administrative
system and relationship between life on and off the job. Chan and Einstein (1990) explained
QWL reflects as a concern for people’s experience at work, their relationship with other people,
their work setting and their effectiveness on the job. The basic requirement of this comparative
study is to identify a list of QWL companies and a list of comparable companies in service
industries. In the absence of such a list, the primary source for a list of companies with reputable
quality of work life (hereafter, QWL companies) for this research was reported by Fortune
magazine’s listing of the 100 best companies to work for in the USA (Levering and Moskowitz,
1999). Fortune’s rating was based on six different criteria, with multiple questionnaire items
within each of them. These criteria include:
pay and benefits
opportunities;
job security;
pride in work and company
openness and fairness; and
Camaraderie and friendliness.

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Levering and Moskowitz’s first list of QWL companies appeared in 1984 and subsequent lists
were published in 1994, 1998, and 1999. Because QWL takes time to implement and maintain,
the lists of companies have been fairly stable from year to year as the majority of QWL
companies in prior years retain their places on the list.
The concept of employee welfare has been used by many organizations as a strategy of
improving productivity of employees especially in the mobile industry since work related
problems can lead to poor quality of life for employees and a decline in performance (Manzini
and Gwandure, 2011).Priti (2009) argues that the role of welfare activities is to promote
economic development by increasing efficiency and productivity with the underlying principle
being making workers give their loyal services ungrudgingly in genuine spirit of co-operation
and the general well-being of the employee. Despite this, points out that naturally welfare
services may not directly relate to an employee's job but the presence or absence of the services
is notable through employee performance, attitude, and high or low labor turnover. The police
service provides essential service to the public in Kenya and thus their labor welfare activities
need to address the same.
10.2.Relationship between Quality of Work life and Welfare Measures, and Employee
Performance
The Quality of work life and Welfare Measures is related to Employee performance. If any
organization can ensure the employees good quality of work life then the employee performance
will increase, no doubt .Quality of work life is a concept of behavioral scientist, and the term was
first introduced by Davis in 1972 (Mathur, 1989; Hian and Einstein, 1990). QWL is “a process
by which an organization responds to employee needs by developing mechanisms to allow them
to share fully in making the decisions that design their lives at work”. The key elements of QWL
in the literature include job security, job satisfaction, better reward system, employee benefits,
employee involvement and organizational performance (Havlovic, 1991; Scobel, 1975). For the
purpose of this study, QWL is defined as the favorable condition and environment of employees
benefit, employees’ welfare and management attitudes towards operational workers as well as
employees in general. So the employee performance will automatically increase.

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Therefore, quality of life is sociological and psychological phenomenon, but sociologists are not
putting their interest in industrial sector, where the workers are the core potential resource for
organizational performance. In the workplace, the term “QWL” and “WM” are ‘work in
excellence’ and ‘working conditions’ such as standards of living, life styles. Now the terms has
developed with the introduction of social compliance (SC) in the workplace. In the past decade,
there was a trend to introduce ISO 9001, and ISO 14000, with the emphasis on product quality.
Hackman, J. R., and Lawler, E. E., (1971) have shown that there are two kinds of indicators for
defining quality of life. One is an objective indicator, for example money and the other is
subjective indicator, such as financial status, living standard, job etc. In a nutshell, objective
indicators define as quality of life in terms of goods and while subjective indicators are defined
as quality of life as perceived by individuals. Havlovic, S. J., (1991), stated that ‘quality of life’
is not a sum of its component units. Quality of life is more than interaction, attitude, aspiration,
fears, satisfaction or dissatisfaction thus it creates cross cultural similarities and dissimilarities.
It has stated in his paper on organic solidarity and life quality indicators that quality of life has
been accepted by psychological factors. That has been considered as an individual satisfying or
frustrating factors. Later, Mishra (1985) found in his study that age and length of service did not
affect QWL. It was a function of income of the employees, income leads to high QWL, and
higher level of education higher level of QWL. The basic objectives of an effective QWL
program are improved working conditions (mainly from an employee’s perspective) and greater
organizational effectiveness (mainly from an employer’s perspective). Positive results of QWL
have been supported by a number of previous studies, including reduced absenteeism, lower
turnover, and improved job satisfaction (Havlovic, 1991; Cohen et al., 1997; King and Ehrhard,
1997). Not only does QWL contribute to a company’s ability to recruit quality people, but it also
enhances a company’s competitiveness. Common beliefs support the contention that QWL will
positively nurture a more flexible, loyal, and motivated workforce, which is essential in
determining the company’s competitiveness (Allan and Loseby, 1993; Meyer and Cooke, 1993;
Bassi and Vanburen, 1997). Other studies also found positive associations between progressive
human resource management practices, such as training and staffing selectivity, and common
firm performance measures (Huselid, 1995; Delaney and Huselid, 1996). Employee satisfaction
is essential to implementing high‐performance or high‐commitment work systems (Osterman,

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1995), which often lead to high financial and market performance. Roth (1993) empirically
found statistically significant correlations between a measure of QWL and business performance
(in terms of market performance, stakeholder value, and business sustainability) as well as
differentiating competitive capabilities (in terms of service quality, delivery, employee
knowledge, flexibility, and technological leadership).
Heskett et al. (1994) referred “internal service quality” to the quality of work environment that
contributes to employee satisfaction, which has also been known as “quality of work life” or
QWL. The term “quality of work life” was first introduced in 1972 during an international labor
relations conference (Hian and Einstein, 1990). QWL received more attention after United Auto
Workers and General Motors initiated a QWL program for work reforms. Robbins (1989)
defined QWL as “a process by which an organization responds to employee needs by developing
mechanisms to allow them to share fully in making the decisions that design their lives at work”
(p. 207). QWL has been well recognized as a multi‐dimensional construct and it may not be
universal or eternal. The key concepts captured and discussed in the existing literature include
job security, better reward systems, higher pay, opportunity for growth, and participative groups,
among others (Havlovic, 1991; Straw and Heckscher, 1984; Scobel, 1975). For the purpose of
this study, QWL is defined as the favorable conditions and environments of a workplace that
support and promote employee satisfaction by providing them with rewards, job security, and
growth opportunities.
10.3.Organization development (OD)
Organization Development (OD) is the practice of helping organizations solve problems and
reach their goals. A key emphasis in OD is assisting clients not just in meeting their goal but
with learning new problem-solving skills they can use in the future Bitner et al. (1990). OD is
action oriented. It starts with a careful organization-wide analysis of the current situation and of
the future requirements, and employs techniques of behavioral sciences such as behavior
modeling, sensitivity training, and transactional analysis. Its objective is to enable the
organization in adopting-better to the fast-changing external environment of new markets,
regulations, and technologies. Organization development is a growing field that is responsive to
many new approaches. Kurt Lewin (1898–1947) is widely recognized as the founding father of

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OD, although he died before the concept became current in the mid-1950s. From Lewin came
the ideas of group dynamics and action research which underpin the basic OD process as well as
providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research
Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after his death. RCGD
colleagues were among those who founded the National Training Laboratories (NTL), from
which the T-groups and group-based OD emerged. Kurt Lewin played a key role in the evolution
of organization development as it is known today. As early as World War II, Lewin
experimented with a collaborative change process (involving himself as consultant and a client
group) based on a three-step process of planning, taking action, and measuring results. This was
the forerunner of action research, an important element of OD, which will be discussed later.
Lewin then participated in the beginnings of laboratory training, or T-groups, and, after his death
in 1947, his close associates helped to develop survey-research methods at the University of
Michigan. These procedures became important parts of OD as developments in this field
continued at the National Training Laboratories and in growing numbers of universities and
private consulting firms across the country. There are five main characteristics of OD (French
and Bell, 1990). First, OD is a planned, proactive process as opposed to being a reactive activity.
Second, OD focuses on an entire organization or a large part of an organization. Third, it is
initiated and managed from the top level of an organization. Fourth, OD enhances an
organization's problem solving and renewal processes so that the organization is able to achieve
its goals and objectives. The well‐being of organizational members is a primary concern of OD.
Lastly, OD is based on planned change or interventions made with the help of change agents or
third parties who are familiar with the behavioral sciences and action research. An intervention is
an activity or a series of activities aimed at helping an organization to achieve its goals while
successful action research relies on collaboration between an OD strategist and organizational
members.
10.4.Relationship between Organizational Development and Employee Performance
The relationship between Organizational Development and Employee Performance is massive.
Organizational development can improve the employees performance.

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Using organizational development as an organizational culture initiative offers many advantages.
Culture change is most successful when there is support at the top of the organization (Kotter,
1996). In its simplest form, organizational culture is the values and beliefs shared by employees
in an organization (Schein, 1992). When those values and beliefs are modeled by upper
management, norms for behavior are established and implicitly communicated throughout the
organization. Ultimately the employee’s performance will increase. As a consequence, helping
senior leadership develop the competencies needed to support the new strategy of the
organization is an integral part of initiating a meaningful cultural transformation (Kotter, 1999).
In this example, the organizational development worked very hard to educate other company
executives on the importance of organizational culture and leadership development; this ensured
that support from the Executive Committee was strong at the start of the development initiative.
Integrating leadership development activities within an organizational development initiative is
by no means a new concept but one that can often‐times produce vastly better results than when
these two efforts operate in isolation of each other. Hostetler (2007), as an example, details the
work undertaken to improve organizational culture at the University of Maryland Medical
Center. Senior leadership had determined that the culture of the hospital was negatively
impacting financial performance. As a means for improving the culture, hospital leadership
provided leadership development efforts targeted at medical center directors. Directors were
invited to carry out change projects to improve the culture in their center, offered development
sessions to carry out those projects, and provided feedback on their new leadership style. The
leadership development helped to greatly improve the financial performance of the hospital
(Hostetler, 2007).
10.5.Training and Development
Training and development programs offered by a business might include a variety of educational
techniques and programs that can be attended on a compulsory or voluntary basis by staff.
Training and development activities provide all involved system of care parties with the tools
they need to develop professionally, increase their knowledge, effectively work with families,
and build their capacity to perform the tasks associated with their positions within the system of
care.

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This involves training and development of workforces and managers (Briscoe 1995: 83).
Training and development are often used to close the gap between current performances
and expected future performance. Training and development falls under HRD function
which has been argued to be an important function of HRM (Weil & Woodall 2005).
Amongst the functions activities of this function is the Identification of the needs for
training and development and selecting methods 17and programmers suitable for these
needs, plan how to implement them and finally evaluating their outcome results (McCourt
& Eldridge 2003, 237.Guest (1997) argues that policies are necessary to ensure that
employee performance is evaluated, which in turn ensures that the appropriate training
and development take place. With the help of the performance appraisal reports and
findings, the organization can be able to identify development needs. However, individuals
themselves can help to indicate the areas requiring improvement as a result of the issues
raised in the performance appraisal process and their career path needs.Training and
development play an important role in the effectiveness of organizations and to the
experiences of people in work. Training has implications for productivity, health and safety at
work and personal development (Goldstein I. L. & Ford K. 2002). All organizations employing
people need to train and develop their staff. Most organizations are cognizant of this
requirement and invest effort and other resources in training and development. Such
investment can take the form of employing specialist training and development staff and
paying salaries to staff undergoing training and development. Eugen Rotarescu in the year
(2010) the decisions have been optimized by the human resources training and development, the
decision makers have readily available with two methods of analysis they are: (1) the decision
matrix and (2) the decision tree method. Both methods compute the alternatives based on the
estimated monetary value (EMV). Finally the decision matrix and the decision tree analyses
represent two viable, scalable and easily applicable framework analyses for selecting the
optimum course of action regarding the training and development of human resources. Both
analyses generate the same solution and rely on the accuracy of the expected monetary value
(EMV) method calculated for each course alternative action.
Of these two methods, the selected decision method depends on the circumstances, the
complexity of the situation and preference of the decision makers. Formal training programmers
are an effective way of directly transferring the organizational goals and values to a whole group

21
of people simultaneously (Shen, 2006). Appropriate training can develop managers at all levels
including the knowledge and skills required to gain competency in order to manage change in
organization in any business environment (Stewart, 1996; John, 2000) .In multinational
companies, training can provide an important impetus to achieve shared values and facilitates
network building between headquarters and subsidiaries. Human Resource Management (HRM)
practices of training and development enhance employee skills, knowledge and ability which in
turn enhance task performance of individual and in the long run increases the organizational
productivity (Huselid 1995). However, Wood, (1999) argues that HRM practices are universal
across organizations or whether the effectiveness of human resources management is contingent
upon factors while (Asgarkhani, 2003) argues that the success of training is contingent upon the
effectiveness of performance planning and measuring. The fact of the matter is that the three
fundamental aspects surrounding this approach are process classification, selection of proposed
methods, and delivery. We could go further and consider Shandratilek (1997) and Dessler 2005
who emphasized that the point that the availability of high quality employees, places the
organization in a competitive advantage over others even within the same industry and that the
inadequacy of expertise is a major constraint as such organization take major concrete measures
to organize training programmers. The resultant effects of properly executed training
programmers are reflected through the performance management process.
10.6.Relationship between Training and Development, and Employee Performance
A significant relationship was found between the employees training and development
with their resultant performance in accomplishing different tasks. It was found that those
employees who have taken trainings were more capable in performing different task & vice
versa. Training and development have direct relationship with the employees’
performance. Basically training is a formal & systematic modification of behavior through
learning which occurs as result of education, instruction, development and planned
experience (Michael Armstrong, 2000). Because of the practical implications of training, it
is important to have training that is effective. Studies have proven that more costly but
effective training can save money that is wasted on cheap but inefficient training.
Therefore, training has acquired a strategic value for hotels since service quality depends
on employee customer care effectiveness Connie Zheng (2009).Training and development

22
increase the employee performance like the researcher said in his research that training &
development is an important activity to increase the performance of health sector
organization. The hard approach assumed the employees in the organizations as mere
resources to achieve the objectives of the organization, whereas the soft approach viewed
the employees more as valued assets capable of development (Tyson and Fell 1986).
Despite focusing on efficiency and cost control the spending on training should increase
because organization get more efficiency , effectiveness out of the training and
development . Training practices used by organizations may have an effect, direct or
indirect on both employees Motivation and organizational commitment (Meyer and Allen,
1990). By the provision of appropriate training to all the workers the firms can get high
productivity level. According to Obisi (1996) the concepts, of training and development are
used interchangeably. However, it can be differentiated from the other. Training is for
specific job purpose while development goes beyond specifics development covers not only
those activities which improve job performance, but also those which bring about growth
of personality. In training, you using one stone to kill one bird while in development you
use one stone to kill two birds Mamoria, (1995). Employee development activities are very
important for the employees, as the activities are performed, it indicates that organization
cares about their employees and wants them to develop (Elena P. 2000). Many of the
organizations are investing in employee development. When organizations are
contributing towards the employee development activities, the employees work hard;
utilize their full skills and efforts to achieve the goals of the organizations.
10.7.Performance Appraisal and Rewards
A performance appraisal is a systematic and periodic process that assesses an individual
employee’s job performance and productivity in relation to certain pre-established criteria and
organizational objectives. Other aspects of individual employees are considered as well, such as
organizational citizenship behavior, accomplishments, potential for future improvement,
strengths and weaknesses, etc. In the arena of human resource management (HRM), performance
appraisal and reward decisions have been shown to be critical to performance management
systems and tend to influence a variety of employee attitudes such as job performance,

23
commitment to the organization and tenure intent (e.g., Holbrook, 1999; Schuler & Huber,
1993). In a broad sense, in both of these functions, the role of organizational justice principles or
fairness has been emphasized by several authors (e.g., Folger, Konovsky & Cropanzano, 1992;
Taylor, Tracy, Renard, Harrison & Carroll, 1995). While distributive justice principles are
closely associated with reward distributions, the procedural justice principles of due process are
closely associated with performance appraisal practices. Further, effective performance appraisal
practices are instrumental to administrative decisions organizations make such as merit pay
allocations or promotions (Fletcher, 2001). Thus, one can conceptualize performance appraisal
and reward distribution decisions as two critical aspects of performance management systems.
Generally speaking, organizational justice refers to perceived fairness in the workplace and
comprises of distributive, procedural, and interactional justice (Greenberg, 1990). Distributive
justice perception is concerned with the perceived fairness of the outcome grounded in Adam’s
(1965) equity theory. Although Adam’s equity theory is concerned with an evaluation of one’s
own inputs with outcomes with that of a comparison others, distributive justice may also involve
an evaluation of one’s own performance or effort and the associated rewards without any specific
reference to comparison others. Procedural justice is based on dispute resolution models (Thibaut
& Walker, 1975) and is concerned with the fairness of the procedures used in the distribution of
the outcome. This dimension of justice is concerned with the processes used by organizations to
allocate rewards and may consist of adequate notice about performance expectations, clear
communications of these standards, involvement of the supervisors and subordinates in the
setting of performance standards, periodic review of task accomplishment, accurate performance
feedback, and an opportunity to resolve grievances with the supervisors.
An effective performance management system presupposes an effective performance appraisal
system (PAS) that measures individual performance accurately and rewards employees based on
their performance (Ahmad, 2004; Fletcher, 2001). Thus, PAS should be instrumental to effective
reward system thus resulting in an effective performance management system. Taylor, et al.,
(1995) tested the due process metaphor with the incorporation of procedural justice principles in
the PAS and found that due process principles resulted in more positive attitudes such as
perceived fairness, intent to remain with the organization, accuracy of performance appraisal and

24
positive attitudes about the managers (raters). Similarly, Holbrook (1999) also reported that
procedural justice principles in PAS resulted in positive employee attitudes such as satisfaction
with the system among the employees.
10.8.Relationship between Performance Appraisal and Rewards, and Employee
Performance
Ajila and Abiola (2004) revealed that performance appraisal and reward package can influence
on employee performance. Base on their findings they concluded that performance appraisal and
reward system helps to increase employee performance by enhancing employee skills,
knowledge and abilities in order to achieve organizational objectives. According to the, reward
practices play a vital role in improving employee performance and to achieve organizational
goals. As mentioned earlier, many researchers have identified that employee rewards directly
attach to employee performance. According to the available literature they identify, if
organization fails to reward employees, it will directly affect to decrease employee performance
and an efficient reward system can be a good motivator but an inefficient reward system can lead
to demotivate the employees in terms of low productivity, internal conflicts, absenteeism, high
turnover, lack of commitment and loyalty, lateness and felling grievances. Therefore,
organization needs to develop strategic reward system for employees in order to retain competent
employees which result to obtain sustainable competitive advantage.
Human resource is the most important factor which brings competitive advantage by contributing
their knowledge, skills and capabilities to the organization. The existing literature reveal that
human resource can be preserved within the organization and optimally utilized through
inspiring it using different strategies such as working condition, leader’s influence, training and
development, learning culture, organization reputation and rewards. Among those strategies
reward is a key factor. (Agwu, 2013: Heng, 2012: Yapa, 2002). Reward is the benefits that arise
from performing a task, rendering a service or discharging a responsibility. “The principal
reward for performing work is pay, many employers also offer reward packages of which wages
and salaries are only a part. The packages typically include: bonuses, pension schemes, health
insurance, allocated cars, beneficial loans, subsidized meals, profit sharing, share options and
much more” (Agwu, 2013).

25
10.9.Participative Management
An extensive body of research has shown that participative management – defined as joint
decision making or at least shared influence in decision making by a superior and his or her
employees (Koopman and Wierdsma, 1998) – offers a variety of potential benefits to the overall
school organization and to its employees (Day et al., 2005; Gebert et al., 2003). Nevertheless,
studies (Sato et al., 2002) have also indicated that teacher involvement in the decision-making
process can generate job-related stress and role ambiguity and can create tension and conflict
among teachers, principals, and administrators. Participative management challenges traditional
practices and encourages autonomy, openness to new suggestions or ideas, and novel objectives
(West, 2002). A participative management environment involves an increase in social and mental
demands, such as job meaningfulness, responsibility for others and collaboration (Stevens &
Ash, 2001). Weihrich et al., (2008) says that one of the most important human activities is
managing. Ever since people began forming groups to accomplish aims they could not achieve as
individuals, managing has been essential to ensure the coordination of individual efforts. As
society has come to rely increasingly on group effort, and as many organized groups have
become large, the task of managers has been rising in importance. Participative management
gives employees more responsibility for organizational performance and for making planning
and organizing decisions, thus inherently signaling that the organization recognizes the employee
can make important contributions to it (Luthans, 1995; Stevens & Ash, 2001). Previous studies
(Penley and Tomaka, 2002; Vollrath, 2001) have indicated that highly conscientious individuals
perceive themselves as able to meet situational demands, tend more readily to accept
responsibility for problems that arise and persevere even when facing obstacles.
Working in a participative management environment tends to foster more interaction among
team members and requires individuals who have robust social skills (Lawler, 1992). But
researchers (Argyle & Lu, 1990; Hills & Argyle, 2001) have indicated that social interaction can
be a major source of pleasure and happiness for highly extroverted individuals, which, in turn,
generates positive moods and ultimately overall happiness (Tkach & Lyubomirsky, 2006).
Participative management has the potential to balance the involvement of managers and their
subordinates in information-processing, decision-making, or problem-solving endeavors
(Wagner, 1994). A participative management environment helps teachers discover new

26
opportunities and challenges and enables them to learn by acquiring, sharing, and combining
knowledge.High levels of conscientiousness are characterized by a general tendency to be
involved in work, entailing a greater likelihood of obtaining satisfying formal and informal work
rewards (respect, sense of personal accomplishment) (Organ & Lingl, 1995). Robbins & Coulter
(1996) opine that participative/democratic describes a leader who tends to involve subordinates
in decision making, delegate authority, encourage participation in deciding work methods and
goals, and use feedback as an opportunity for coaching. Participative management, in fact,
promotes a sense of „we feeling‟ among the employees and enable to own the decisions taken by
the managers.
10.10.Relationship between Participative Management and Employee Performance
Since its origins with Elton Mayo’s The Human Problems of an Industrial Civilization (1933)
and, a large and diverse literature have been, assembled on participative management, which
includes employee involvement, industrial democracy, and Employee Performance. Interest in
participative management has been persistent during this period, with periodic surges
corresponding to the social, political, and economic issues of chronically low productivity in the
1960s and 1970s, and international challenges to U.S. industry and product quality in the 1980s
and 1990s when worker motivation, productivity and innovativeness became priority issues.
Recently, the focus has been on the relationship between participative management and the
newer, organic and networked organizational forms, dramatically improved information and
communication technology, and greater citizen involvement in organizational decision making.
The literature reflects a growing recognition among U.S. academics and managers that a high
productivity/high wage economy requires new labor-management relationships, including ways
to share gains and organize work that more fully develop and utilize the skills, knowledge, and
motivation of the workforce (Fantasia, Rick, Dan Clawson, and Gregory Graham. 1988).
10.11.Employee Performance
Employee performance is defined as the outcome or contribution of employees to make them
attain goals while performance may be used to define what an organization has accomplished
with respect to the process, results, relevance and success Uganda National Development

27
Program (1995). Afshan et al. (2012) define performance as the achievement of specific tasks
measured against predetermined or identified standards of accuracy, completeness, cost and
speed. Employee performance can be manifested in improvement in production, easiness in
using the new technology, highly motivated workers. Employee Performance means employee
productivity and output as a result of employee development. Employee performance will
ultimately affect the organizational effectiveness. Employee learning explains the process of
acquiring knowledge through curiosity to learn. It is a mind-set who has anxiety to get
information. Employee learning will increase the abilities and competency of the employee
(Dixon 1999). The abilities and competencies are helpful in employee performance and
productivity.
Employee Development is one of the most important functions of Human Resource
Management. Employee development means to develop the abilities of an individual employee
and organization as a whole so; hence employee development consists of individual or employee
and overall growth of the employee as when employees of the organization would develop the
organization, organization would be more flourished and the employee performance would
increase (Elena P. 2000). Therefore, there is a direct relationship between Employee
Development and Employee Performance. As when employees would be more developed, they
would be more satisfied with the job, more committed with the job and the performance would
be increased. When employee performance would increase, this will lead to the organization
effectiveness (Champathes, 2006). Employee is a valuable resource (asset) of the organization.
The success or failure of the organization depends on employee performance. Individuals are
allowed to take the responsibility. They are treated as a partner to achieve personal and
organizational goals. As goals are achieved, the performance is enhanced (Agarwal, 2006). The
investment in perceived developmental activities of the employee are important in order to
increase the employee performance.

28
11.Research Framework
HRD Practice
Quality of Work Life and Welfare Measures
Organizational Development
Training and Development Employee Performance
Performance Appraisal and Rewards
Participative Management
12.Research Question and Hypothesis
H1: The effective use of basic HRD practice (Quality of Work Life and Welfare Measures) leads
to high level of employee performance.
Q1: Is there any relation between Quality of Work Life and Welfare Measures and Employee
Performance
H2: The effective use of basic HRD practice (Organizational Development) leads to high level of
employee performance.
Q2: Is there any relation between Organizational Development and Employee Performance
H3: The effective use of basic HRD practice (Training and Development) leads to high level of

29
Q3: Is there any relation between Training and Development and Employee Performance.
H4: The effective use of basic HRD practice (Performance Appraisal and Rewards) leads to high
level of employee performance.
Q4: Is there any relation between Performance Appraisal and Rewards and Employee
Performance.
H5: The effective use of basic HRD practice (Perceptive Management) leads to high level of
Q5: Is there any relation between Perceptive Management and Employee Performance.
13.Research Design
The degree to which the research question has been crystallized or structured is the first
descriptor of research design. There are two options which are exploratory and formal research.
The exploratory studies are used when the research question is still fluid or undetermined. The
goal of exploration is to develop hypotheses or questions for future research. Formal studies are
used when the research question is fully developed and there have hypotheses to be examined. I
use the formal research strategy. In my research begins with hypotheses, exact procedures, and
research questions.
There are two types of data collection method. One is Monitoring and another is Communication
Study. Communication study means that the researcher questions the subjects and collects their
responses by personal or impersonal means. I collect the data by interview and fill up the
questioner.
The power of the researcher to produce effects in the variables under study is experiments.
Experiments are studies involving the manipulation of one or more variables to determine the
effect on another variable. Experimental design is appropriate when one wishes to discover
whether certain variables produce effects in other variables. Experimentation provides the most
powerful support possible for a hypothesis of causation.

30
The purpose of the study is casual explanatory study. In casual explanatory study, I try to explain
relationship between dependent and independent variable which one variable produces changes
in another variable. In my article dependent variable are related in independent variable.
My research time dimension is cross-sectional studies. Cross- sectional studies are carried out
once and represent a snapshot of one point in time. A cross-sectional study is a short term
research. So my research is cross- sectional study.
The topical scope refers to the breadth and depth of the study in question. My research topical
scope is case study because a case study places more emphasis on full contextual analysis of a
few events or conditions and their interrelations. Case studies rely on qualitative data and
emphasize the use of results for insight into problem-solving, evaluation, and strategy.
The environment of my research is field conditions. Field conditions mean that the research
occurs in the actual environmental conditions where the dependent variable occurs.
The participants’ perceptions of the research are active routine. I conduct my research in
interview and questioner fill up where all the participants’ are actively related. There are three
levels of perception:
1. Participants perceive no deviations from everyday routine.
2. Participants perceive deviations, but as unrelated to the researcher.
3. Participants perceive deviations as researcher induced.
14.Sampling
A sample is some part of a larger body specially selected to represent the whole. Sampling is the
process by which this part is chosen. Sampling then is taking any portion of a population or
universe as representative of that population or universe. For a sample to be useful, it should
reflect the similarities and differences found in the total group. The main objective of drawing a
sample is to make inferences about the larger population from the smaller sample.

31
15.Sampling unit
The sample for this Research consists of Leading Telecom Company in Bangladesh which is
Grameenphone. HR managers, Senior Executives, Executives, Specialists, Engineers, Architects,
and Apprentices are included in the sample for the research. Simple random sampling has been
utilized. A total 50 employees (respondents) from the company were drawn.
16.Instrument
In my research Questionnaire I use some demographic information in our sample like, gender,
age, monthly income etc. Then I set my question based on the variable. I used five (5) score
scale to get information. There are Five (5) response choices.
In my research we have use 5 independent variable and 1 dependent variable. Independent
variables are Quality of Work Life and Welfare Measures (QWLWM), Organizational
Development (OD), Training and Development (TD), Performance Appraisal and Rewards
(PAR), Participative Management (PM), and our dependent variable is Employee Performance
(EP). We have total 5 hypotheses to test this research. The questions are given appendix.
17.Data Collection
There are two types of data collection process. They are Primary Data & Secondary Data.
Primary Data are those collected for the first time .Secondary Data are those which have already
been collected and analyzed by someone else. In the context of Bangladeshi people, as
researchers we used primary data to examine the research problem and verify hypothesis. The
researcher use questionnaire method to collect data from the primary sources. Because this
research will cooperate us exclusively for carrying out in order to adopt senior executive. In this
study mostly primary data will be used to draw a recommendation. I will confirm my
respondents that all the data collected from them will be kept confidential and exclusively used
for academic purposes and their individual identity would be kept undisclosed individuals, each
taken fifty (50) questionnaires to be filled out by respondents from the devised sample. While
1. Strongly Disagree (SD) 2. Disagree (D) 3. Neither agree nor Disagree
(NAND) 4. Agree (A) 5. Strongly Agree (SA)

32
filling out the questionnaires the researchers assisted the respondents to get a better idea of their
actual behaviors to minimize the margin of error.
18.Data Analysis
After collecting the data from survey, the Statistical Package for Social Science (SPSS) version
17 was used to analyses the data. I did Descriptive analysis, Reliability test, Hypothesis test and
Regression analysis.
19.Frequency test
The sample consists of 46 male and 4 female. 92% of male and 8% of female participates
in this survey.
Among the survey 2 respondents age were between 15-25 years, 39 respondents age were
between 26-35, 9 respondents age were between 36-45 and 4 respondents age were 46 &
Above .
There are four income ranges. 2 respondents which is 4% were in 20,000 to 30,000 tk.
Range, 7 respondents which is 14% were in 31,000-40,000, 16 respondents which is 32%
were in 41,000-50,000, 25 respondents which is 50% were in 51,000 + ranges.
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 46 92.0 92.0 92.0
Female 4 8.0 8.0 100.0
Total 50 100.0 100.0
Age
Percent
Valid
15-25 2 4.0 4.0 4.0
26-35 39 78.0 78.0 82.0
36-45 9 18.0 18.0 100.0
Total 50 100.0 100.0

33
Income
Percent
Valid
20,000-30,000 2 4.0 4.0 4.0
31,000-40,000 7 14.0 14.0 18.0
41,000-50,000 16 32.0 32.0 50.0
51,000 & above 25 50.0 50.0 100.0
Total 50 100.0 100.0
20. Reliability Test
20.1.Quality of Work Life and Welfare Measures (QWLWM)
In questionnaire, Question no. 1 to 7 is for Quality of Work life and Welfare Measures
(QWLWM). These questions are desirable because Cronbach Alpha value is .722 and number of
item is 7. Alpha value should be between 0.5- 0.6 for sufficient and 0.7 and above is desirable.
So the Cronbach Alpha value is .722 is desirable.
Reliability Statistics
Cronbach's
Alpha
N of Items
.722 7
20.2.Organizational Development (OD)
In questionnaire, Question no. 8 to 14 is for Quality of Organizational Development (OD). These
questions are desirable because Cronbach Alpha value is .869 and number of item is 7. Alpha
value should be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach
Alpha value is .869 is desirable.
Cronbach's
Alpha
N of Items
.869 7

34
20.3.Training and Development (TD)
In questionnaire, Question no. 15 to 18 is for Training and Development (TD). These questions
are desirable because Cronbach Alpha value is .702 and number of item is 4. Alpha value should
be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach Alpha value is
.702 is desirable.
Cronbach's
Alpha
N of Items
.702 4
20.4.Performance Appraisal and Rewards (PAR)
In questionnaire, Question no. 19 to 22 is for Performance Appraisal and Rewards (PRA). These
questions are sufficient because Cronbach Alpha value is .661 and number of item is 4. Alpha
value should be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach
Alpha value is .661 is sufficient.
Cronbach's
Alpha
N of Items
.661 4
20.5.Participative Management (PM)
In questionnaire, Question no. 23 to 27 is for Participative Management (PM). These questions
are desirable because Cronbach Alpha value is .871 and number of item is 5. Alpha value should
be between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach Alpha value is
.871 is desirable.

35
Cronbach's Alpha N of Items
.871 5
20.6.Employee Performance (EP)
In questionnaire, Question no. 28 to 32 is for Employee Performance (EP). These questions are
desirable because Cronbach Alpha value is .875 and number of item is 5. Alpha value should be
between 0.5- 0.6 for sufficient and 0.7 and above is desirable. So the Cronbach Alpha value is
.875 is desirable.
Cronbach's Alpha N of Items
.875 5
21. Hypothesis Testing (Correlation Testing)
Spearman’s Correlation
If correlation coefficient p (rho) ≠ 0 and significance, α (alpha) < 0.05. Then accept alternative
hypothesis Ha, which means there is a relationship between Independent variable & Dependent
variable.
21.1.Quality of Work Life and Welfare Measures & Employee Performance
There is a relationship between customer service orientation of the firm and service recovery
performance. Because the value of P (rho) = .531 and the value of alpha is .000 which is less
0.05 so I can accept the alternative hypothesis Ha.

36
Correlations
Quality of Work
Life and Welfare
Measures
Employee
Performance
Spearman's rho
Quality of Work Life and
Welfare Measures
Correlation Coefficient 1.000 .531**
Sig. (2-tailed) . .000
N 50 50
Correlation Coefficient .531**
1.000
Sig. (2-tailed) .000 .
N 50 50
**. Correlation is significantatthe 0.01 level (2-tailed).
21.2.Organizational Development & Employee Performance
Correlations
Organizational
Development
Employee
Performance
Spearman's rho
N 50 50
Correlation Coefficient .479** 1.000
N 50 50
21.3.Training and Development & Employee Performance

37
Correlations
Training and
Development
Employee
Performance
Spearman's rho
Training and Development
N 50 50
1.000
N 50 50
21.4.Performance Appraisal and Rewards & Employee Performance
Correlations
Performance
Appraisal and
Rewards
Employee
Performance
Spearman's rho
Performance Appraisal and
Rewards
N 50 50
1.000
N 50 50
21.5.Performance Appraisal and Rewards & Employee Performance

38
Correlations
Partcipative
Management
Employee
Performance
Spearman's rho
Partcipative Management
N 50 50
1.000
N 50 50
22.RegressionAnalysis
R square values represent how much a dependent variable is explained in the independent
variable.
22.1.Quality of Work life and Welfare Measures
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .475a
.225 .209 .58271
a. Predictors:(Constant),Quality of Work Life and Welfare Measures
The value of R Square is .225 that means Employee Performance is 22.5% explained by the
Quality of Work life and Welfare Measures.

39
22.2.Organizational Development
Model Summary
Square
Std. Error of the
Estimate
1 .537a
.289 .274 .55845
a. Predictors: (Constant),Organizational Development
Organizational Development.
22.3.Training and Development
Model Summary
Square
Std. Error of the
Estimate
1 .508a
.258 .243 .57012
a. Predictors:(Constant),Training and Development
Training and Development.
22.4.Performance Appraisal and Rewards
Model Summary
Square
Std. Error of the
Estimate
1 .511a .261 .246 .56915
a. Predictors:(Constant),Performance Appraisal and Rewards
Performance Appraisal and Rewards.

40
22.5.Participative Management
Model Summary
Square
Std. Error of the
Estimate
1 .719a
.516 .506 .46047
a. Predictors:(Constant),Participative Management
Performance Appraisal and Rewards.
23.Limitations
There are some limitations of this study. The study was limited by a number of factors. Firstly,
sample size was very small to present the proposed scenario. Secondly, time constraint led to get
narrower outcomes and finally, the knowledge constraint of the researcher was another limitation
for this study. Thirdly, there might be some sampling error because of convenience sampling
process. Some of the respondent did not properly answer the questions due to lack of time and
language barrier. They had problem with understanding research word.

41
24.Recommendations
HRD plays a very vital role in the success of an organization. It actually affects the performance
of the employees directly or indirectly. If the HRD atmosphere is favorable, the company may
avail the maximum cooperation of the employees to achieve the organizational objectives. The
study brings in to light the fact that HRD climate in the telecom sector consist of huge of scope
for improvement. The results also show that the only dependent variable is Employee
Performance can be enriched by practicing and maintaining the all Independent variables. The
Grameenphone needs to take some necessary steps to bridge the gap with employees and try to
develop a feeling of mutual trust and confidence. A transparent communication process actually
helps in the establishment the HRD climate. All possible efforts should be made to encourage the
employees to fearlessly express their feelings and grievances to the management. The feedback
should be taken at fixed time span to know the drawback in the system. The HR policies of the
Grameenphone should be designed and implement in such a manner that these policies
encourage the employees to contribute their best. Employees should be authorized so that they
can take the right decision at the right time in case of emergencies and exigencies. Management
should discourage the stereo types and favoritism. All employees should be treated on equity
basis. Most of the variables equally explain the employee performance but the most of the
employees of Grameenphone give emphasis on participative Management, and it should be
established as a result the employee performance will increase tremendously. Moreover the team
sprite should also be developed among the employees. Management should discourage the stereo
types and favoritism. Team sprite also be developed among the employees. These
recommendations if implement properly will go a long way to help the management of Grameen
phone.

42
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51
Appendix A:
26.ResearchQuestioner
This research is conducted for academic purpose only. So please do not hesitate to answer.
Your information will keep confidential.
Research Topic: An Exploratory Study of Human Resources Development Practices in
Telecom Industry in Bangladesh: The study has been done based on Grameenphone
Employees.
PersonalInformation
Please give the √ mark.
1. Male Female
2. Age: 15-25 26-35 36-45 46 and above
3. Income per month:-
20000-30000 31000-40000 41000-50000 51000 and above
4. Occupation……………………………
5. Date:-
6.
1. Strongly Disagree (SD)
2. Disagree (D)
3. Neither agree nor Disagree (NAND)
4. Agree (A)
5. Strongly Agree (SA)

52
SD: - Strongly Disagree, D: - Disagree, NAND: - Neither agree nor Disagree, A: - Agree, SA: - Strongly
Agree. Please circle the number, which most closely responds to your thinking.
SL
NO.
Statement SD D NAND A SA
1 The top management gives importance to human
resources and treats them humanly 1 2 3 4 5
2 The top management of this company goes out of its
way to make sure that employees enjoy their work 1 2 3 4 5
3 The top management is willingly to invest a
considerable part of their time and other resources
to ensure the development of employees.
1 2 3 4 5
4 The psychological climate in this organization is
very conductive for any employee interested in
developing himself by acquiring new knowledge
and skills.
1 2 3 4 5
5 Development of human resource is considered while
farming the personnel policies.
1 2 3 4 5
6 The organizational climate is favorable for the
employees to develop new skills and knowledge.
1 2 3 4 5
7 Employee welfare measures are provided to such an
extent that employees can save a lot of their mental
energy for work purposes.
1 2 3 4 5
8 There is accurate job description in the organization 1 2 3 4 5
9 Job relation in your company is done to facilitate
employee’s development.
1 2 3 4 5
10 Employees in your company are not afraid to
express or discuss their feelings with their
supervisor
1 2 3 4 5
11 Employees are encouraged to experiments with new
methods and try out creative ideas.
1 2 3 4 5
12 When an employee commits any mistake, his
supervisor treats it with understanding and helps
him to learn from such mistake rather than
punishing/discouraging him.
1 2 3 4 5
13 There is good term-spirit and cooperation in the
organization.
1 2 3 4 5
14 All the employees are aware of the human resource
development policies followed in the organization.
1 2 3 4 5

53
SD: - Strongly Disagree, D: - Disagree, NAND: - Neither agree nor Disagree, A: - Agree, SA: - Strongly
Agree. Please circle the number, which most closely responds to your thinking.
Statement SD D NAND A SA
15 Promotion decisions are based on the capacity of the
person promoted and not on my favoritism.
1 2 3 4 5
16 Employees are briefed about the company’s future
plans so as to develop them for future.
1 2 3 4 5
17 Career and growth opportunities are pointed out to
juniors to senior officers.
1 2 3 4 5
18 There is well-developed human resource information
system in this organization.
1 2 3 4 5
19 People lacking competences in doing their jobs are
helped to acquire competences rather than being left
un attended.
1 2 3 4 5
20 Specific training programs are being organized in
your organization on regular basis.
1 2 3 4 5
21 Employees are sponsored for training on the basis of
genuine training needs.
1 2 3 4 5
22 Employees, who have been given a chance of
sponsored training, take it seriously and utilize the
training for development.
1 2 3 4 5
23 When an employee’s does good work the officer take
special care in appreciating it.
1 2 3 4 5
24 There is mechanism in this organization to reward
good work done or any other contribution made by
the employees.
1 2 3 4 5
25 The top management makes effort to identify and
utilize the potential of the employee.
1 2 3 4 5
26 Performance appraisalreports are based on objective
assessment and adequate information and not on
favoritism.
1 2 3 4 5
27 Seniors guide their juniors and prepare them for
responsibilities/roles they are likely to take up.
1 2 3 4 5
28 Delegation of authority is encouraged by the
managers to enable the employees capable of
handling higher responsibilities.
1 2 3 4 5
29 When seniors delegated some responsibilities to their
juniors, they take it as an opportunity.
1 2 3 4 5
30 Weakness of employees they take it seriously and use
it for development.
1 2 3 4 5
31 When behavior feedback is given to employees they
take it seriously and use it for development.
1 2 3 4 5
32 When a problem arises in the company, it is
discussed openly and tried to be solved rather than
keep on accusing each other.
1 2 3 4 5
Thank you very much for your cooperation

54
Appendix B
27.Variable Wise Questionnaires
SL
NO.
Statement
Quality of Work Life and Welfare Measures
1 The top management gives importance to human resources and treats them humanly
2 The top management of this company goes out of its way to make sure that employees enjoy
their work
3 The top management is willingly to invest a considerable part of their time and other
resources to ensure the development of employees.
4 The psychological climate in this organization is very conductive for any employee interested
in developing himself by acquiring new knowledge and skills.
5 Development of human resource is considered while farming the personnel policies.
6 The organizational climate is favorable for the employees to develop new skills and
knowledge.
7 Employee welfare measures are provided to such an extent that employees can save a lot of
their mental energy for work purposes.
8 There is accurate job description in the organization
9 Job relation in your company is done to facilitate employee’s development.
10 Employees in your company are not afraid to express or discuss their feelings with their
supervisor
11 Employees are encouraged to experiments with new methods and try out creative ideas.
12 When an employee commits any mistake, his supervisor treats it with understanding and helps
him to learn from such mistake rather than punishing/discouraging him.
13 There is good term-spirit and cooperation in the organization.
14 All the employees are aware of the human resource development policies followed in the
organization.
Training and Development
15 Promotion decision are based on the capability of the person promoted and not on my
favoritism
16 Employees are briefed about the company’s future plans so as to develop them for future.
17 Career and growth opportunities are pointed out to juniors to senior officers.
18 There is well-developed human resource information system in this organization.
Performance Appraisal and Rewards
19 People lacking competences in doing their jobs are helped to acquire competences rather than
being left un attended.
20 Specific training programs are being organized in your organization on regular basis.
21 Employees are sponsored for training on the basis of genuine training needs.
22 Employees, who have been given a chance of sponsored training, take it seriously and utilize
the training for development.
Participative Management
23 When an employee’s does good work the officer take special care in appreciating it.
24 There is mechanism in this organization to reward good work done or any other contribution
made by the employees.
25 The top management makes effort to identify and utilize the potential of the employee.

55
26 Performance appraisalreports are based on objective assessment and adequate information
and not on favoritism.
27 Seniors guide their juniors and prepare them for responsibilities/roles they are likely to take
up.
28 Delegation of authority is encouraged by the managers to enable the employees capable of
handling higher responsibilities.
29 When seniors delegated some responsibilities to their juniors, they take it as an opportunity.
30 Weakness of employees they take it seriously and use it for development.
31 When behavior feedback is given to employees they take it seriously and use it for
development.
32 When a problem arises in the company, it is discussed openly and tried to be solved rather
than keep on accusing each other.

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