Human resource theories and Banglalink

Abstract

During my internship in Banglalink “Conversion Project” was assigned to me by my supervisor. This project was mainly about converting temporary employees into permanent. This conversion project problem was many employees has to come to head office at Dhaka from regional office outside or in Dhaka but far way from head office. If there was automation this wouldn‟t have been happened. Employees time have saved. For employment certificate and NOC employees from far away has to come to collect NO and employment certificate. If there is fully automated system employees don‟t have to come. Bangalink doesn‟t only depend on resource and capabilities or threats and opportunities. so, this imply Banglalink doesn‟t Industrial organization model blindly or Resource based view model blindly. They follow both. This is because they have to focus both resources and on industry. In Banglalink hygiene factors employees salary, even a simple thing like AC is also hygiene factor. In Bangalink satisfiers are employees increment and promotion. Banglalink fulfills ERG theory‟s lower order physiological and security needs but not fully. Employees growth need is not fully satisfied because Banglaink don‟t provide extensive trainings to their employees. In Bangalink when one employee perform well get promotion so other employee learn from it. The other employee performs well because he knows if he perform well he will get promotion or increment. this practical implication of social learning theory. Banglalink has all the components of Best Practice but as entry level employees don‟t receive extensive training and selection procedure is not perfect. That‟s why we can‟t say Banglalink practice is Best Practice.