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BAC BUSINESS SCHOOL

BAC

House # 28/B,Road # 5,

Dhanmondi,Dhaka-1205, Bangladesh

E-mail -info@bacbd.org

REPORT ON HRM STATUS OFAPON

mailto:info@bacbd.orgmailto:info@bacbd.orgmailto:info@bacbd.orgmailto:info@bacbd.org

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Submitted To

Mrs. Sabreen Siraz

Faculty & Coordinator (Program Development)

Course LecturerHRM

BAC School Of Business

BAC

Submitted By

Kazi Nehal Ahmed

Student Of HND in HRM

School Of Business

ID: 2011421015

Date Of Submission: 12 September 2012

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Letter Of Transmittal

To

Mrs. Sabreen Siraz

Faculty & Coordinator (Program Development),BAC School Of Business

BACHouse # 28/B, Road # 5,

Dhanmondi, Dhaka1205,Bangladesh.

Subject: Submission of report on HRM status of APON

Dear Madam,

With due respect I am submitting my report on HRM status of APON as an obligation forfulfillment of my subject Human Resources Management.

It is my pleasure to inform you that this report has been prepared with information derived from

multiple detailed field visits to APON (Ashokti Purnobashon Nibash) a local NGO working tomainstream the marginalized individuals of the society namely male, female and children drug

addicts.

Therefore I sincerely hope that you will appreciate my effort and I shall be ever grateful if thisreport is accepted for the appropriate purpose.

Thanking you for your continued support, guidance and cooperation.

Sincerely Yours,

Kazi Nehal AhmedID: 2011421015

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Acknowledgement

In the name of Allah; The Most Gracious, The Most Merciful. Allpraise to the Almighty, without his blessings and endorsement this report would not have been

accomplished.

The successful completion of this report might never be possible in time without the help some

person whose inspiration and suggestion made it happen. First of all I want to thank my course

lecturer Mrs. Sabreen Siraz for helping me complete my report on HRM Status Of APON.

I also want to thank Brother Ronald Drahozal CSC for permitting me to access APONsconfidential papers and Md. Shahadat Hossain, Senior Finance & Administration Officer, APON

and Mrs. Afsana Parvin (Luna), Project Coordinator, APON-FHI Modhumita Project for their

continuous and sincere support to expedite information integral for the accomplishment of thisreport.

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Table of Contents

Introduction of APON and APON-FHI Modhumita Project ........................................................................... 6

Roles & Responsibilities of APON-FHI Line Manager .................................................................................... 7

Acts At Play ................................................................................................................................................... 8

Benefits & Challenges of addressing the regulatory framework from APONs viewpoint: ...................... 9

Reasons to choose Human Resources Planning ......................................................................................... 10

Human Resources Planning Stages of Planning ....................................................................................... 11

Requirements Forecasting....................................................................................................................... 11

Availability Forecasting.......................................................................................................................... 11

Taking Action ......................................................................................................................................... 11

Ongoing Planning ................................................................................................................................... 11

Comparison between the recruitment & selection process of APON and Digitech Solution Enterprise ... 12

Effectiveness of the recruitment & selection procedure of APON ............................................................. 15

APONs Reward System .............................................................................................................................. 16

Proposed Reward System For APON (Rationale and System)............................................................... 17

APONs Job Evaluation & Pay Determination............................................................................................. 18

Advantages of Providing Rewards .............................................................................................................. 19

APON-FHI Employee Appraisal Method ..................................................................................................... 20

Reasons for Termination ............................................................................................................................. 20

Comparison between the Exit Procedures of APON & Digitech Solution Enterprise ................................. 22

Regulatory Framework In Relation To Employee Termination ................................................................... 23

Conclusion ................................................................................................................................................... 23

Photograph ................................................................................................................................................. 24

References .................................................................................................................................................. 25

List of Appendices ....................................................................................................................................... 26

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Introduction of APON and APON-FHI Modhumita Project

An addict is sick, not bad, not mad APON started its journey in 1994 with this slogan togenerate awareness in the community on drug addiction treatment and rehabilitation and to

establish the right of the drug users for the opportunity to return to their normal life. APON has

developed a six months long suitable rehabilitation program for the drug users of Bangladeshadapting the principles of 12 Steps of Narcotics Anonymous Program, Therapeutic Community

and other related activities for behavior change. We believe that the drug users are an integral

part of society. So the families, the communities and the service providers should be involved inan effective intervention to combat the drug abuse problem in Bangladesh.

Drug addiction is a relapsing disease. Therefore, we believe that the treatment and rehabilitation

support must be readily available. The purpose of APON is not to make a bad person good but to

help a sick person become healthy. From its inception, more than 2500 drug users and theirfamily members have received support from APON. No addict has ever been turned away from

APONs door due to financial constraint. There is no social, economic or religious restriction foradmission. The only introduction needed is, I am an addict and I want support to get off and stayoffdrugs.

APON is the only organization in Bangladesh and most countries of South Asia that is providinglong-term treatment and rehabilitation services for the male, female, children (minor) drug users

and children at risk. Since its establishment in 1994 APON has slowly developed into the leading

Drug rehabilitation center in Bangladesh using a behavior change approach for the rehabilitationof drug addicts. In June 2007 APON inaugurated APONGAON, which is till date the largest and

most comprehensive drug dependency treatment and rehabilitation complex in Bangladesh.

APON has a General Council Consists of 17 members. The General Council elects the Executive

Committee. The General Council makes policy where as the Executive Committee monitors theoperational activities. The General Council appoints the Executive Director for three years. The

Executive Director (ED) remains responsible for overall implementation of the APON program

and activities.

APON was the first organization to start a separate program working with female drug users in

2003 with assistance from AusAID. Since June 2005, APON has been providing drug addictiontreatment and rehabilitation support for female drug users with assistance from FHI under the

Impact Project. Currently the project is known as Modhumita and is providing preventiveservices to approximately 50 female injecting drug users per year.

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Roles & Responsibilities of APON-FHI Line Manager

A Brief Profile Of APON-FHI Line Manger:

Afsana Parvin (Luna) completed her MBA majoring in HRM in the year 2008 and has been working for

APON from the year 2005. She has had extensive training in M & E, QA & QI, Project Management, HIV& AIDS etc during her tenure and is currently the projects coordinator. Her most valued learning during

her work is the understanding and sensitization of the drug situation amongst women. She is happily

married and has a 2 year old daughter.

Roles & Responsibilities:

Ensuring day to day management of the project and maintaining liaison with senior management of

the APON and FHI.

Ensuring the developing of referral networks with service providing organizations.

Ensuring the advocacy activities with local stakeholders in the project area.

Ensuring liaison with community police and other NGOs for smooth functioning of external referrals

of client.

Ensuring proper monitoring of the centre and the project activities through regular and sudden visits

to centre and field as well.

Supervising and coordinating daily activities of the centre & project and prepare duty rosters to

ensure shifting duties-field visits etc.

Preparing and ensuring monthly plan for the project and the staff.

Organizing project related activities such as sensitization meeting, day observance etc.

Ensuring proper reporting for the donor and the mother organization.

Ensuring quality services of the project according to the FHI guideline. Organizing and conducting weekly and monthly meeting.

Apart from the responsibilities mentioned above it is expected of the line manager to conduct yearly

staff appraisals and mediate any dispute/s etc that may arise within the staff. The FHI line manager will

report and is directly accountable to the Executive Director.

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Acts At Play

There are various acts and policies at play in the ground of human resources in Bangladesh. The

Ministry of Labour & Employment dedicated to this respective field has taken the present shape

and status through different changes and development since independence. The ministry realizesand considers the importance of employment for socio-economic development and poverty

alleviation. The objective of the Ministry of Labour & Employment is to alleviate poverty

through creating employment opportunities for the poor, unemployed and unskilled labour forceof the country.

Currently the ministry is under Eng. Khandker Mosharraf Hossain, Minister, Ministry of Labour& Employment and Expatriate Welfare & Overseas Employment Govt. of the People's Republic

of Bangladesh and Begum Monnojan Sufian, State Minister, Ministry of Labour & Employment

Govt. of the People's Republic of Bangladesh.

The Ministry Of Labour & Employment is directly responsible for the monitoring and

implementation of the human resources related laws. The ministry itself is divided into four

departments:

1. Directorate Of Labour2. Chief Inspector Of Factory & Establishment3. Minimum Wages Board4. Labour Appeal Tribunal

A list of the acts and policies that are addressed in APONs HR Manual are being provided

underneath: (ILO)

1

Workmens Compensation Act, 1923; Payment of Wages Act, 1936;

Maternity Benefit Act, 1936;

Employment of Labour (Standing Orders) Act, 1965;

Shops & Establishments Act, 1965;

Industrial Relations Ordinance, 1969 and

Factories Act, 1965

1International Labour Organization, www.ilo.org

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Benefits & Challenges of addressing the regulatory framework from APONs

viewpoint:

Benefits:

1. Universally standardized employee relations and operations.2. Complements overall transparency.3. Creates an organization which has a reflection that says the company is socially and

morally responsible.

4. Empowers and engages the most valued assets of a service based company which is itsemployees.

5. Attracts and keeps donors.6. High employee morale.7. Low employee turnover.

Challenges:

1. High administrative costs.2. Engagement of human resources in maintaining and updating HRM related activities.

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Reasons to choose Human Resources Planning2

Human resources planning anticipate not only the required kind and number of employees but

also determine the action plan for all functions of personnel management. The major payoffs of

human resources planning may be catalogued in the following way:

a) Human resource planning is necessary of all organization .The aim of the organizationregarding expansion, diversification, technological change, should be backed up by the

availability of human resources. It suggests modification in the plan when the expected

manpower is not available.

b) It offsets uncertainty and change. Sometimes the organization may have machines and

money but not men and consequently the production cannot be started. It offsets such uncertaintyand changes to the maximum possible and enables the organization to have the right men at the

right time and at the right place.

c) It provides scope for advancement and development of employees through training,development etc.

d) It helps to satisfy the individual needs of the employees for the promotions transfers,

salary enhancement, better benefits etc.

e) It helps in anticipating the cost of salary, benefits and all the cost of human resourcesfacilitating the formulation of budgets in a society.

f) It helps to foresee the need for redundancy and plans to check of human resources and to

change the techniques of management.

g) It helps in planning for physical facilities, working conditions, the volume of fringebenefits like canteen, schools, hospitals, conveyance, child care centers, quarters, company stores

etc.

h) It causes the development of various sources of human resources to meet theorganizational needs.

i) It helps to take steps to improve human resource contributions in the form of increased

productivity, sales, turnover etc.

j) It facilitates the control of all functions, operations, contribution and cost of human

resources.

In reality APON does not have or practice the process of planning for human resources. In

consideration of the above said benefits APON should seriously consider the importance andpractical justification of having a HRP.

2Information derived from http://datapole.hubpages.com/hub/advantages-of-human-resource-planning

http://datapole.hubpages.com/hub/advantages-of-human-resource-planninghttp://datapole.hubpages.com/hub/advantages-of-human-resource-planning

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Human Resources Planning Stages of Planning3

R. Wayne Mondy, in his text "Human Resource Management," defines human resource planning

as the systematic process of matching potential candidates (internal and external) with job

openings that a company expects to have over a certain period of time. Or, more simply, humanresource planning is the process of staying up to date on the pool of candidates inside and outside

the company that might fit future positions.

Requirements Forecasting

The first step in this process is requirements forecasting. This is the process through whichhuman resources department estimates how many employees with what specific expertise and

abilities a company will need to fill future positions and meet its organizational goals.

Availability Forecasting

The next stage, after a company has determined how many employees with what skills it needs,

is availability forecasting. In this step, human resources estimates how likely a company is to be

able to hire all the employees that it thinks it needs.

Taking Action

The final stage of human resource planning is taking action. The results of human resourcesforecasting determine what action a company will take. For example, if forecasts show thatdemand is equal to supply, a company doesn't need to do anything.

However, if human resources determine that supply exceeds demand, a company should start to

downsize, restrict hiring or reduce workers' hours to save money. Not doing so will mean thecompany will spend too much money on more workers than it needs for near-term growth.

On the other hand, if experienced workers are in short supply, hiring the talent a company needswill be difficult. A business will need to increase its recruiting efforts to attract the brightest

candidates and keep them from joining rival businesses.

Ongoing Planning

Human resources are almost constantly engaged in these three steps of planning because thingschange so rapidly. For example, a number of retirements can increase the new positions available

dramatically. Or, the bankruptcy of a rival may mean that there will be a flood of talent availablein the industry in the form of laid off workers.

3Stages in Human Resource Planning | eHow.com http://www.ehow.com/list_6514517_stages-human-resource-

planning.html

http://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTE

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Comparison between the recruitment & selection process of APON4 and

Digitech Solution Enterprise5

Persons who are over 18 years of age are eligible for employment in APON provided they meet

the requirements specified for the job, as well as qualify in the relevant test/ interview.

While there will be differences in the recruitment and selection process for any organisation

some basic steps and principles should apply to all recruitment processes. The basic principle

that will always apply is that recruitment must be merit based in order to employ the best

qualified candidate capable of performing the relevant tasks of the position.

The recruitment process should assure potential candidates that the process is being undertaken

in confidence following principles of transparency, equity and fairness.

APON Digitech Solution Enterprise

Recruitment Procedure

1. For each new position a job descriptionshould be prepared based on the needs

of APON. If it is an existing positionthat is vacant then the job description

needs to be reviewed.

2. Consider what level of authority isrequired in order to approve advertisingpositions at different levels. The agreed

authority must be sought before a

vacancy can be advertised.3. The APON management team needs to

determine if it wishes to advertise as an

equal opportunity employer and/or itseeks to promote gender balance based

on agreed human resource policy. In

either case the advertisement willreflect this.

4. The vacancies for all positions,especially the senior positions, should

be advertised in the nationalnewspapers/internet in order to ensure

that information about positions is

available to all potential qualified

candidates. Additionally, an internal

Recruitment Procedure

1. Advertising online by jobsbd.com.

2. There should be job description relate tothe individual post.

3. Proper knowledge at English at reading,

speaking and listening.

4. Attachment photo and voter i.d.

4Ashokti Purnobashon Nibash (Addiction Rehabilitation Residence)

5An outbound call centre.

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notice should be posted within the

organisation.

5. Applications for a position should bethrough written application.Applications will be reviewed and

candidates short-listed for an interview.A three member selection panel willsort the applications, organise testing

where applicable and carry out an

interview process.6. A selection report with

recommendations should then be

forwarded to the Executive Director or

nominated authority for their approvalprior to the candidates being notified.

7. The Executive Director of APON, or

nominated person, will make allappointments to the selected candidatesthrough an appointment letter. The

appointment letter should include

information regarding the agreedannual gross salary, duration of

contract, duration of probation period,

payable benefits and terms fordiscontinuation of the contract.

8. If any information in the application isfound to be false after appointment,

APON would reserve the right to takeappropriate disciplinary action.

9. A comprehensive selection report needsto written at the completion of theprocess outlining the number of

applicants, scoring for each applicant

and justification for selecting the

successful applicant. Resumes of short-listed candidates should be attached to

the report.10.A letter of appointment outlining salary

and non salary benefits needs to be sentto the successful applicant.

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Selection Procedure

1. Screening ApplicationWhere appropriate, initial screening of

short listed applicants will be carried

out by written test and/or a leaderlessgroup discussion or any other

procedure that is suitable for theparticular circumstances. Management

can select any suitable method or

process for screening application.

2. Interview panelInterview panels will consist at least

three people. In general the panel will

consist of the project/Program in

Charge or Manager to whom thecandidate will report Director or

Designate and Member(s) of ExecutiveCommittee. The panel may co-opt

members in the case of selection for

specialized posts.

3. Interview RecordsRecord must be kept of the outcome of

all interviews and it is the responsibilityof the human Resource/Administration

department or person in charge. The

human resource/AdministrationDepartment or person in charge will

verify references and certificates

supplied by candidates before issuing

an appointment letter.

4. Panel for Future VacanciesIf more than one person is suitable forthe position, a panel of suitable

applicants will be complied for similar

vacancies in future and reducing the

costs of recruitment.

5. AuthorizationRecruitment may be made based onapproved human resource plan. In the

case of contract staff (short time), the

relevant project manager/Project-in-

Selection Procedure

1. Short listing.

2. Call for interview at individual post.

3. Take a demo presentation at relatedsubject.

4. Reading test.

5. Listening test.

6. Speaking test.

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Charge may proceed with recruitment

for the post. For all other posts the

human resource department will

commence recruitment in consultationwith the relevant

Department/Region/Programme.

6. Approval of Appointment

Before an offer of employment, Admin

Department will submit the name(s) of

the recommended applicant(s) by the

interview panel to the Executive

Director for approval with the bio-

data/C.V, interview notes, certificates

and reference checks must be includedwith the recommendation.

7. Contract of employmentAll newly appointed staff must receive

an appointment letter from APON. The

terms and conditions will be clearlyexplained to the newly appointed staff.

Effectiveness of the recruitment & selection procedure of APON

In a birds eye view comparison of the two organizations, APON undoubtedly has the most effective

recruitment and selection process for two different reasons:

1. For the predefined clarity of how to go over with the process guided by the Human Resources

Manual.

2. For the effective and efficient implementation of the procedures outlined in the manual.

The benefits that APON is experiencing from practicing the theoretical aspects of the recruitment and

selection procedure outlined in the manual are:

1. Low employee turnover.

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2. High employee morale.

3. Employee with a better understanding and feeling of ownership.

4. Reduced numbers of insubordination or acts of insubordination.

5. Greater frequency of extra positive initiatives.

6. Overall positive attitude towards extra work load.

7. Less employee employer disputes and

8. Increased professionalism.

APONs Reward System

Apparently, the only reward mechanism or system in play at the APON-FHI Modhumita project

is monetary. None the less a brief description of some motivational theories and contemporary

motivational theories are being provided underneath including suggestions of some reward

systems that APON can bring into practice.6

ERG Theory of Motivation (Contemporary)

To bring Maslows need hierarchy theory of motivation in synchronization with empiricalresearch, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of

motivation. He re-categorized Maslows hierarchy of needs into three simpler and broaderclasses of needs:

Existence needs- These include need for basic material necessities. In short, it includes

an individuals physiological and physical safety needs. Relatedness needs-These include the aspiration individuals have for maintaining

significant interpersonal relationships (be it with family, peers or superiors), getting

public fame and recognition. Maslows social needs and external component ofesteem needs fall under this class of need.

Growth needs- These include need for self-development and personal growth and

advancement. Maslows self-actualization needs and intrinsic component of esteemneeds fall under this category ofneed.

McClellands Theory of Needs (Contemporary)7

David McClelland and his associates proposed McClellands theory of Needs / Achievement

Motivation Theory. This theory states that human behavior is affected by three needs - Need for

Power, Achievement and Affiliation. Need for achievement is the urge to excel, to accomplish

6http://www.managementstudyguide.com/erg-theory-motivation.htm

7http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm

http://www.managementstudyguide.com/erg-theory-motivation.htmhttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://www.managementstudyguide.com/erg-theory-motivation.htm

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in relation to a set of standards, to struggle to achieve success. Need for power is the desire to

influence other individuals behavior as per your wish. In other words, it is the desire to have

control over others and to be influential. Need for affiliations a need for open and sociable

interpersonal relationships. In other words, it is a desire for relationship based on co-operation

and mutual understanding.

Vrooms Expectancy Theory

The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964.

Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The

theory states that the intensity of a tendency to perform in a particular manner is dependent on

the intensity of an expectation that the performance will be followed by a definite outcome and

on the appeal of the outcome to the individual.

The Expectancy theorystates that employees motivation is an outcome of how much an

individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to

expected performance (Expectancy) and the belief that the performance will lead to reward

(Instrumentality).

Proposed Reward System For APON (Rationale and System)

Rationale

Employees should be compensated and rewarded for the time and effort they put into work.

APON should expedite a strategic reward management system that involves the formulation and

implementation of an equitable reward system that is congruent with the organizations strategic

objectives. Rewards can be either intrinsic or extrinsic. However, it is important when designing,

implementing and using a reward strategy, that it meets both individual and organizational needs.

System

APON should develop a total reward management process which will consist of four buildingblocks:

base pay (Block 1),

performance pay (Block 2),

employee benefits (Block 3) and

non-financial rewards (Block 4).

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With enormous change in the labour markets and employment contracts, reward systems today

have also evolved. Contemporary reward strategies include employability pay, person-based pay,

market-determined pay and team-based rewards. Reward management is a vital part of the total

SHRM8

process as it supports the achievement of strategic objectives through thecommunication of desired behaviors to employees. It also elicits a clear link between individual

performance and organizational performance and thereby acts as a catalyst for positive

organizational cultural change.

Therefore with the base pay in existence if APON incorporates the other three blocks including

putting its appraisal system into practice it can experience smoother achievements of its

organizational objectives through highly motivated employees. Examples of employee benefits

would include health insurance, enjoyment of corporate agreements with hospitals etc whereas

non financial rewards may include crest giving, retail discount coupons etc.

APONs Job Evaluation & Pay Determination

Evaluating Jobs9

APON is committed to a formal salary administration program through which the relative

worth of a position to APON and in the labor market where we recruit can be determined.

The job evaluation process establishes the relative value of jobs throughout the organization.

There are two steps involved in this process:

Job Descriptions - Each position has a job description that identifies the job's major

responsibilities, decision making, accountability, qualifications, and organizational

relationships.

Job EvaluationAPON uses a system that measures three major factors: knowledge required

for effective performance; the complexity of the decision making role; and the authority or

control invested within the position. These compensable factors are assessed and given anumerical value. The total value is then matched to a corresponding Salary Range .

8Strategic Human Resources Management

9Adopted from http://brown.edu/about/administration/human-resources/employee-resources/compensation-

information/determining-pay-and-evaluating-jobs

http://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobs

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Pay Determination

APON has its own salary scales for its employees; Salary ranges provided by different scales

must be approved by the EC of the organization. There will be provision for normal annualincrement in the salary scales generally for all staff which are granted on the basis of satisfactory

performances.

In addition, there may be provision for a meritorious increment in addition to normal increment.

This will be decided by the ED on the basis of recommendation of Project Manager/Project

Director.

Advantages of Providing Rewards10

There are many different factors that motivate employees and individuals. These includefinancial reasons, power, achievement, opportunity for advancement, the ability to contribute,

etc. Another major factor is the power of recognition.

Employees who feel good about their abilities and their contributions to a company or team are

more likely to be happy, content and motivated. When they are recognized for their efforts, theywill also continue in their desire to excel.

Another factor that needs to be considered is the importance of retaining good employees and

personnel. Many companies invest significant money, time and resources in training theiremployees only to have them leave for other careers or so called better opportunities. The small

costs of presenting an award or gift would not compare to the significant amount of money andeffort invested in employees that would be lost when a company loses a valuable employee.

10www.recognitionrewards.com/why_give_awards.htm

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APON-FHI Employee Appraisal Method

The staff performance will be evaluated periodically, before confirmation of employment,

awarding annual increment and before promoting to the next higher position. The immediate

supervisor will evaluate and appraise first and then forward it with recommendation to the Headof the Section/ Department/Head of the Organization, as appropriate according to the

organogram.

The following steps should be undertaken during a performance appraisal:

i. Reviewing the job description to ensure that it is an accurate description of the roles andresponsibilities of the employee. If changes need to be made this will be done by the

supervisor and approved by the Executive Director/Chief Executive.

ii. Setting annual objectives. These objectives need to be specific, measurable objectivesthat the employee and their supervisor mutually agree are both attainable and within theorganisational priorities.

iii. Identifying specific training needs or skills development that the employee needs in orderto either achieve the objectives, or further their career goals

iv. Writing a performance plan based on the job objectives and training and developmentneeds.

v. Regular monitoring and an annual performance appraisal (or more frequently if required)to review performance against the plan and set the next years performance plan.

vi. Writing a summary of progress against the performance plan and recommendation for theannual salary increment if performance is acceptable.

The format which is followed to appraise employees is provided in Appendix 1.

Reasons for Termination

An employee may experience termination from the organization for an array of reasons. APONs

termination policies according to its HR Manual are mentioned underneath:

Resignation

The service of an employee who has been confirmed by APON may be terminated with a written

notice of not less than one month, or on payment of one month salary in lieu of notice. In the

case of terminating the service of an employee, the decision of the executive committee is final.

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Discharge

A confirmed employee can be discharged on account of physical, Mental or emotional in

capacity (Not misconduct)

Dismissal

An employee may be dismissed without notice by the employer on account of misconduct.

Disciplinary Actions

The followings acts and omissions shall be treated as misconduct and liable for disciplinary

action including dismissal:

Willful in subordination or disobedience, whether alone or in combination with others, inlawful or reasonable order of a superior.

Any undesirable or anti social behavior in connections with the employers business,property of funds e.g. theft, fraud, dishonesty.

Taking or giving bribes, or any illegal gratification, directly or indirectly, in connectionwith any resident/client, his/her guardians, relatives or others.

Habitual late attendance.

Habitual absence or absence without leave for ten days.

Resorting to illegal strike or go slow or inciting others to the same. Falsifying, tampering with, damaging or causing loss of employers official records. Carrying in or out unauthorized communications, articles, money etc to and from the

residents/clients or permitting others to do so or to commit any other serious breaches of

the APON rules.

Moral turpitude.

Direct or indirect involvement with these involved in drug trafficking and prostitution/thesex profession.

Failure to maintain the confidentiality of any one, specially residents or clients and ortheir relatives and friends, who come to APON for information, admission, aftercare,

business, visits or other matters about which the person or persons may wish to keep their

visit here or the reasons for coming confidential, anonymous or unknown to others.

Exploitation of any residents or clients specially a present, past or possible future residentor client of APON, his/her guardians or relatives for any financial social or anti social

gain or activities.

Abuse of drugs, alcohol or other mind altering chemicals or substances on or off duty.

Activities which may be harmful to the residents for clients of this project such asbringing in or supplying the residents or clients with drugs, alcohol etc or permitting

others to bring in or supply the residents or clients with such materials.

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Comparison between the Exit Procedures of APON & Digitech Solution

Enterprise

APON Digitech Solution Enterprise

When resigning or retiring from a position at

APON, an employee should submit a "Notice

of Resignation", in writing, to the Director atleast 1 month prior to the effective date of

resignation. The director may under special

circumstances waive any notice so required or

may do so on payment of compensation in full(one month salary) or in part, to APON by the

employee concerned.

ResignationWhen the service of a confirmed employee is

terminated, he/she shall be given the following

benefits.

One month notice or one month salaryin lieu of notice.

Provident fund payment as per rule.

Discharge

When a confirmed employee is discharged onaccount of physical, Mental or emotional in

capacity (Not misconduct) he/she shall begiven the following benefits:

Provident Fund contributions as perrules.

Three months prior notice or notice payin lieu of notice

Dismissal

When a confirmed employee is dismissed from

service, he/she shall be given only thefollowing:

Provident fund payment as per rule

Three months prior notice or notice payin lieu of notice

1. They terminate employees at their will anddoes not provide any prior notice.

2. They may cut down a months salary.

3. Have to sign a 3 months contract and thatcannot be breached. In case of resignationwithout 3 months notice a compensation

must be paid.

4. There is no rule of taking loan.

5. If employee commits any kind ofharassment or breaking of rule/s he/she willbe terminated.

6. If employee is not able to make 8 sales in amonth then he/she will be terminated atnext month.

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Regulatory Framework In Relation To Employee Termination11

The regulatory framework directly complementing and outlining APONs employee termination

policy is the Employment Of Labour (Standing Orders) Act, 1965 (as amended in 1985) (ELSA)

and the Industrial Relations Ordinance, 1969 (as amended in 1975) (IRO).

The ELSA applies to all shops or commercial establishments, all industrial establishments and all

other establishments where five or more workers are employed. It excludes from its scope shop

workers or persons employed in commercial enterprises owned and directed by the State (sec.1,

ELSA).

Conclusion

APON is a very special type of organization where the rules, regulations, conditions and working

hour are different from most other establishments and organizations in Bangladesh. Here the

employees are just not asked to fill in their job roles but also do positive role modeling for the

derailed beneficiaries that they are catering to. At APON an addict and his family is the most

important person on the premises, they are not a distraction for our work but the focus of our

work. The organizations mission and vision is expected to be embed in the employees heart so

that when providing a service it is not a job being accomplished but a lifestyle being lived. Being

a people related organization working with and for the people of Bangladesh the field of human

resources at APON is unique and unlike any other organization in the country.

11actrav.itcilo.org/library/.../digest_termination_of_employment.pdf

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Photograph

Picture taken during the field visit at APONFHI Modhumita Project 2012

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References

1. International Labour Organization, www.ilo.org

2. http://datapole.hubpages.com/hub/advantages-of-human-resource-planning

3. Stages in Human Resource Planning |eHow.com http://www.ehow.com/list_6514517_stages-human-resource-planning.html

4. http://www.managementstudyguide.com/erg-theory-motivation.htm

5. http://www.managementstudyguide.com/mcclellands-theory-of-needs.htm

6. http://brown.edu/about/administration/human-resources/employee-

resources/compensation-information/determining-pay-and-evaluating-jobs

7. www.recognitionrewards.com/why_give_awards.htm

8. actrav.itcilo.org/library/.../digest_ termination_of_employment.pdf

http://datapole.hubpages.com/hub/advantages-of-human-resource-planninghttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.managementstudyguide.com/erg-theory-motivation.htmhttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://www.recognitionrewards.com/why_give_awards.htmhttp://www.recognitionrewards.com/why_give_awards.htmhttp://www.recognitionrewards.com/why_give_awards.htmhttp://www.recognitionrewards.com/why_give_awards.htmhttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://brown.edu/about/administration/human-resources/employee-resources/compensation-information/determining-pay-and-evaluating-jobshttp://www.managementstudyguide.com/mcclellands-theory-of-needs.htmhttp://www.managementstudyguide.com/erg-theory-motivation.htmhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://www.ehow.com/list_6514517_stages-human-resource-planning.html#ixzz268uz4yTEhttp://datapole.hubpages.com/hub/advantages-of-human-resource-planning

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List of Appendices

Appendix 1: Annual Appraisal Format

Appendix 2: Human Resource Manual For APON

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Appendix 1

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Appendix 2