The Strategic Policy And Practices In Organisations Commerce Essay Example

developing, and managing human resources in various government offices. It formulates reviews and develops strategic policies, rules, and regulations for HRM practices in government offices and interprets HRM-related rules and regulations. In essence, it handles all HRM matters related to the efficient functioning of public administration in Bangladesh.

It serves as the authorization for naming all BCS officers and managing the personal direction services for civil retainers in public administration.
Overview of HR scheme in MoE
MoE has a strong bureaucratic culture, guided by clear rules and regulations that reflect the role culture identified by Charles Handy based on Roger Harrison's 1972 article. In MoE, a person's ability to perform in a role is the basis for assignment. Ambitious individuals who solely rely on their talents may become frustrated because promotions are based on seniority, not just talent. The pay structure for employees is poor, but other benefits such as free home phones, chauffeur-driven transport, housing allowance, medical allowance, a generous pension, and VIP facilities help balance the compensation package and attract talented individuals.

The text below discusses the unity between the authorities and employees, emphasising how the employer encourages employees to see themselves as part of the government. As a result, there have been no strikes or protests from civil retainers against government decisions. Additionally, on-the-job training is used to further reinforce this mindset. A noteworthy feature of the Bangladesh civil service is its strong job security, allowing individuals to work with the government until retiring at age 57. Furthermore, there is an inclination towards excessive staffing in the HR system as more individuals are hired for positions that could be managed with fewer employees.

The entire service is

governed by various relevant service regulations and ordinances.

Analysis of Recruitment/selection patterns in MoE

Recruitment regulation that covers occupation specification/description and a step-by-step process for recruitment/selection is in place. The maximum age limit to enter the service is 30 and it aims to hire fresh graduates. Previous work experience is not valued. Unlike most countries in the world, Bangladesh has a fully independent and autonomous body known as the Bangladesh Public Service Commission (BPSC), comprised of experts from different universities and retired civil servants who are recognized as experts, working as the recruiting agency for government jobs including BCS. The most rigorous recruitment process in the country takes about a year to process a batch of 200 officers on average, from more than 150,000 candidates applying for each batch.

Competition for this service is highly competitive due to the societal status and prestige associated with it. BCS jobs are widely regarded as the top jobs in the country. Joining this service elevates an ordinary individual to an extraordinary status. The total number of positions in this service is approximately 4600, and recruitment occurs when there are clear vacancies, with an additional 10% of people recruited to cover temporary or leave vacancies. According to the rules, the BPSC must advertise the exact vacant positions at the time of the advertisement, which is the first step in the process. However, they cannot recruit against these exact vacancies because some positions become vacant during the year-long recruitment process. This is a barrier that always results in some vacant positions on the day of appointment.

The process of choosing is divided into two steps - preliminary choice and concluding choice. BPSC utilizes the

most widely distributed daily newspaper to advertise, where this advertisement contains all the necessary information for job application, such as job specification/description, application procedure, and step-by-step selection process. Applicants have approximately 21 days to apply from the advertisement's release until the final day of the application month. They must complete a form specifically designed to assist BPSC in the primary examination. Any incomplete forms are immediately rejected during the primary examination. Additionally, a preliminary aptitude test worth 100 marks is conducted to create a short list for the preliminary selection phase.

The shortlisted campaigners must undergo a rigorous written trial on 6 topics. Those who pass the written trials then proceed to an interview. The successful campaigners are then referred to a comprehensive police confirmation process for any criminal record and a physical fitness trial at the end. The physical fitness trial ensures that no one enters the service with a terminal disease. Despite being time-consuming, this intensive selection process is in place to choose the most qualified individuals through a well-accepted and tested selection procedure. The questions in the test are designed at such a level that only the talented can pass.

The selection process for BCS officers is highly rigorous and ensures that only the most qualified individuals are chosen, making them the best in the country.

Assessment of Recruitment/Selection Process

Nonetheless, this procedure is lengthy and takes an entire year to finish. Furthermore, advertising positions that are already filled at the time of advertisement and excluding positions that become vacant during the year-long selection process create obstacles, leading to some positions remaining unfilled after the final selection.

The recruitment regulations should be immediately reviewed to

ensure that the exact number of vacancies is enrolled by the end of the recruiting process. It is important to perform an early calculation based on retirement age in order to identify positions that will become vacant during the selection process. These positions must be included in the selection process to guarantee no vacancies on the day of final selection. Another approach to addressing this issue would be reviewing the entire process and reducing its duration. One way to expedite preliminary selection is by conducting the first aptitude test online, a practice adopted by many companies today. Currently, the government recruits fresh graduates without giving preference to experienced individuals and provides them with training for their suitability in work.

Given the thorough and extensive training provided to officers to meet the expectations of the authorities, it is reasonable to not consider any previous employment experience during the recruitment phase. This approach to officer development proves beneficial for the authorities as they can easily mold recent graduates into their desired candidates. Individuals with prior experience often develop attitudes that are resistant to change through training. The fact that there have been no strikes or protests against the government's decision thus far is evidence of the government's success in recruiting recent graduates and shaping them according to their needs.

BPSC acts as an independent authority and recruitment agent, ensuring a fair and unbiased selection process. Automation of BPSC can expedite the entire selection procedure. Introducing online aptitude tests to shortlist 150,000 candidates can help reduce processing time.

Analysis of Training and Development Process in MoE

BCS officers undergo a rigorous two-year training program consisting of formal and on-the-job training at the

beginning of their career. The formal training is provided by various institutions, including the Military Academy, Bangladesh Public Administration Training Centre (BPATC), BCS (Admin) Academy, Survey and Settlement Academy, Bangladesh Institute of Administration and Management, Academy for Planning and Development, Land Administration Training Centre, and the Audit and Accounts office. The main objective of the formal training is to develop multifunctional abilities in individuals so they can work in any government office or position that performs different functions for the government.

To be confirmed in the service within two years, individuals must achieve a certain class (60% or above) on their end-of-preparation appraisals. Failing to meet this requirement may result in disciplinary action for inefficiency, potentially rendering them unqualified for further promotion or termination of service. So far, all recruited candidates have successfully attained the required grades in their preparations, as only top-tier applicants are selected. In addition to mandatory preparations, officers also undergo specialized training designed to equip them with additional skills necessary for specific assignments. Mandatory training courses are available to junior, mid-level, and senior officers, while extra courses are accessible to junior officers.

Continuous training is essential in MoE to enhance the skills of officers and enable them to excel in their respective fields. This training is highly valued, even by the private sector. To ensure commitment, officers are obliged to sign a compulsory service contract, committing them to serve for a specific duration or reimburse the training expenses if they leave before that period. Typically, officers are assigned their first role after completing two years of probationary training.

Every 2-3 years, everyone is transferred to a new place and given a new

assignment, including a new office. This allows for employees to gain new skills and easily handle challenging tasks. Additionally, a two-year long training program is considered as compensation from the employer to the employee. This program helps make the employee more skilled and qualified for their job. The Ministry of Education (MoE) serves as the HR Department for all civil servants but did not have a dedicated wing or department for Human Resource Planning (HRP). To address this need, the Career Planning and Training wing was established in 2003 with a dedicated team for HRP.

Additionally, an IT department was implemented to support the wing's research and planning endeavors. Previously, a manual human resource planning process was utilized on an as-needed basis. However, this has now been replaced with a continuous and technologically advanced procedure. CPT flying now possesses an updated database and has the ability to generate reports instantly. This demonstrates a commendable effort by the authorities to address HRM issues in a systematic manner. The analysis of recruitment, resourcing, training, etc. is now effectively managed with the aid of IT, resulting in an overall improvement in government performance.

The Career Development and Training division of MoE and the Research and Development Department of Bangladesh Public Service Training Centre (BPATC) consistently evaluate the need for preparations and develop curriculum accordingly. The training is highly respected as it undergoes regular monitoring and evaluation. Trainees give feedback on both the training program and facilitators at the end of each session, which contributes to its high value within Bangladesh as well as in South Asia.

The BPATC is responsible for reorganizing the preparation criteria for civil retainers of SARC states.

These civil officers undergo a two-month development program at the Military Academy because they may be assigned to lead ground forces and enforce law and order. In certain situations, civil officers may need to work alongside the military to address challenging circumstances. Additionally, BCS officers are expected to actively participate in warfare if the state is at war. Therefore, every BCS officer must possess knowledge about military operations, tactics, and the process of leading armed forces.

The justification for spending two years at a conscientious training academy to acquire multifunctional abilities is evident due to the frequent relocation of military officers. Given that officers are expected to serve the government for their entire lives and the low rate of resignations or dismissals before retirement age, investing in training costs is warranted. Consequently, the training and development practices align with the organization's needs.

The disciplinary process in the Ministry of Education (MoE)

By examining the disciplinary process implemented in MoE, we can observe a well-established set of regulations for handling disciplinary actions. Depending on the severity of the charge, there are two types of punishments, each with its own unique procedures. For charges that warrant the mildest penalty, such as a formal warning known as "Censure," a straightforward and sequential process is followed. This process is exclusively managed by the authorized officer, without involving any third parties. The authorized officer can issue a Censure penalty based solely on reading the written statement and considering the response provided by the accused individual.

On the other hand, allegations that may result in more severe consequences, such as a one-year freeze on wage increases, demotion to a lower

position, reduction in pay-scale, or termination of employment, are handled in a formal manner that allows the accused individual to defend themselves. The process for dealing with major disciplinary cases is similar to that of civil court cases. The accuser must provide evidence in front of a senior officer who acts as a judge (referred to as the enquire officer) and must be of higher rank than the accused officer. The enquire officer conducts a formal hearing, issuing formal notices to both parties and taking notes of all the arguments presented. They then provide a written determination, declaring the accused either guilty or not guilty based on a thorough analysis of the evidence and reasoning. If the accused is unsatisfied with the enquire officer's determination, they can appeal. Appeal cases are handled similarly to civil cases and are reviewed by a panel of designated judges called the appellant court. The appeal process follows the same procedures as those in civil court, involving attorneys and the entire legal system.

If the appellant court rejects the appeal, the alleged person can make a clemency request to the President of the state. The President has complete discretion in deciding the clemency request, with no requirement for a hearing. The formal disciplinary process begins when the authorized officer charges the alleged individual and officially notifies them of the proposed penalty. The alleged individual must then provide reasons why they should not be sentenced to the proposed penalty. If these reasons are not deemed satisfactory and the charge is not dropped, an enquiry officer will be appointed to conduct a formal hearing with both parties.

The enquiry officer will determine whether the

alleged individual is guilty or not based on the grounds presented by both parties and provide reasoning for the determination. The officer will then submit the determination to the authorized officer. If the authorized officer decides that a penalty should be imposed, they must publish a second notice along with the enquiry study to explain why the penalty is necessary. If, after considering the enquiry study and the explanation provided by the alleged individual, the authorized officer agrees that a penalty should be imposed, they will officially communicate the penalty to the alleged individual. However, if at any point the authorized officer believes that the alleged individual is not deserving of punishment, they may drop the charge. Depending on the severity of the charge and if it is deemed harmful for the government's interest, there is an option to temporarily suspend the alleged individual while the charge is being addressed.

During the temporary suspension period, the alleged individual is entitled to receive a subsistence allowance but not the wage.

Evaluation of Disciplinary Procedures:

Disciplinary procedures implemented in MoE are similar to the standard model used by most organizations. However, this system is biased towards employees and supports the Human Rights Campaign, which may make it difficult for senior management to swiftly remove a problematic employee. Therefore, the process should be reconsidered. Sometimes, an excessively good system can become problematic, as seen here. Thus, this system needs to be reviewed in order to be user-friendly for both employers and employees.

Disregarding an individual is a time-consuming process in BCS (Business Computer Solutions), therefore job security is at its highest. The dismissal procedure is employee friendly, however it becomes even

more time-consuming and difficult to dismiss a serious wrongdoer when the appeal process involves the legal system. Being terminated from a government job leaves individuals unemployed for life as no one will employ them, thus a fair trial is necessary to ensure justice for major penalties. However, showing too much bias towards the alleged creates a problem in swiftly and smoothly firing individuals who are considered bad elements. Therefore, there should be a balance allowing senior management to easily and quickly dismiss serious wrongdoers.

Decision

Sing the overstaffing and hapless wage scheme of the Ministry of Education (MoE), it is relevant to note that a proposal was made during my time in the MoE to downsize the service and increase wage levels using the savings. The national think tank believed that our small country has an excessive number of people. Therefore, if we can maintain more people performing a task that could be done by fewer people, we are creating employment opportunities for society. However, if we employ fewer people to do the same task but with increased salaries funded by the government treasury, it will lead to increased unemployment and have a negative impact on society. Furthermore, the poor salary scale was compensated for by a handful of other benefits. Thus, rejecting the downsizing proposal and increasing salaries using the savings seems logical for Bangladesh.

Recommendations Based on our observations in this analysis, the following recommendations are suggested for MoE:

1. The recruitment regulations should be reviewed to accommodate recruitment for vacant positions during the selection process.
2. The selection process should be reviewed in order to expedite it.
3. Automation of BPSC is
   

necessary to accelerate the selection process.