| dc.description.abstract | On 10 May 2001 Shahjalal Islami Bank Limited (SJIBL) laid down the Islamic Shariah Rule in the Bank Companies Act of 1991. Over these years, SJIBL has increased its management participation by opening new branches in a number of purposefully important fields, where over-contributions by the nation are made to invest and deposit different support items. Islamic Banking is not merely a finance business INTEREST-FREE, but also provides an intelligent business item in this way that creates real money and consequently boosts the economy's GDP. I did my internship in SJIBL and my subject was "Shahjalal Islami Bank Limited's HRM practice."
Each association's human resources are the principal asset in gaining a favorable competitive advantage over competitors. There are several strategies utilized globally by various firms to produce a competent workforce in order to manage these human resources. These HR practices are a set of concepts used to identify adequate staff and increase their commitment to the firm, productivity and loyalty.
This report provides a description of Shahjalal Islami Bank Limited's human resources procedures and of the importance of improving their workforce. The analysis is based on my trip as an intern in the Department of Human Resources.
Our academic understanding tells us that procedures such as recruitment and selection, HRP, training & development, offsetting and benefit, and performance management exist in theory, as summarized in HR practices. There are several variations but my experience tells me that not many organizations adopt these library theories. In general, they will revise, update and even drop them whenever its necessary.
In my internship report, I modestly tried to maintain and follow the Human Resource practices established by SJIBL, to find out the problems that relocate them and to give a suggestion that could improve their circumstances. | en_US |
