1.

Introduction

Internship is the mandatory course for all BBA students to fulfil the graduation because it gives
firsthand experience of the complexities of practical life. As a result it benefits the students to
relate our acquired knowledge with practical job life. The prime objective of the internship
program is to work under organizational environment so that, we can turn up ourselves as
professionals with practical experience and can get an opportunity to reconcile the theoretical
knowledge with real life situation. For this reason internship is an indispensable part of BBA
program. These policies are implemented with the help of banking sector. It is imposable to do
foreign trade with the help of bank. Banks provide services that help the business sector a lot to
carry on the business. For example: giving guaranty, different types of certificate, expertise
advice to business people. Banks also help to establish good faith among business persons.

1.1 Origin

In order to fulfill the partial requirement of the BBA program, my respected supervisor Sheikh
Abdur Rahim Associate Professor BBA Program, Faculty of Business and Economics, Daffodil
International University, assigned me to study An Analysis of the Human Resource
Management Practices of Mutual Trust Bank Limited followed by a detail report.

1.2 Background

The internship program which is necessary to complete the BBA program exercise a significant
importance as it enables a student to familiar with the practical business activities. The student
work closing with the people of an organization and learn about the function of that organization.
This program enables a student to develop his/her analytical skill and scholastic attitude. This
report on the topic “HRM practice in Mutual Trust Bank Limited” has been prepared during the
internship period covering 3 months starting from May 2017 to July 2017 at Gulshan Corporate
Branch of Mutual Trust Bank Limited. I was very fortunate that I could utilize the entire 3
months of internship for gaining experience in the very well- organized office environment in
such a reputed organization i.e. Mutual Trust Bank.
 1.3 Objectives

1. To explain human resource management practices of Mutual Trust Bank Limited;

2. To identify problems related to human resource management practices of Mutual Trust bank
Limited;
3. To make some recommendations to solve the problems.

1.4 Scope

The report covers the operational and functional area of HR Policy & Development Strategy of
Mutual Trust Bank Limited. The report may be classified in three broad sections:

 Organizational part

 Literature part

 report part

In the organizational part the focus has nearly been given on the History and formation of the
Mutual Trust Bank Limited, its structure, strategies and the expansion speed.

The literature part emphasizes the theoretical explanation of recruitment and selection, training
and development, and it’s related with important dimension like the major HRM practice.

On the project part, the prime and almost part, covers the “HR policy & Development strategy in
Mutual Trust Bank”, it will be needed to the study the environment and human resource practice
of the organization which runs the regulation of effective HR policy.

1.5 Methodology

The internship report has been prepared on the basis of “on the job” experience with the Mutual
Trust Bank Limited, Gulshan Corporate Branch, located at Gulshan, Dhaka. Working with the
organization for a meager period of three month is the main aspect of acquiring data and
information to evaluate the culture, working environment and similar sort of affairs of the
organization.
 1.6 Study Design

The report was fully investigative in nature. Data have been collected from both primary and
secondary sources. This study mainly based on secondary data available from the various
divisions and departments of Mutual Trust Bank Limited, in addition to these other necessary
information have been collected from the daily news papers, relevant journals, annual reports of
Mutual Trust Bank Limited, Bangladesh Bank, Ministry of Finance and Planning and
publications of other relevant institutions have also been taken into consideration.

1.6.1 Primary Sources of Data

Many of the data and information were collected from my practical experience and queries from
the executives while doing my internship at The Mutual Trust Bank Ltd. Information and data
regarding recruitment and selection, training and development.

Primary sources data also regarding:

 Face to face conversation with the bank officers & staffs

 Contact with the course teacher

1.6.2 Secondary Sources of Data

Data regarding the operation of The Mutual Trust Bank Ltd. and analysis of financial statement
were collected from secondary sources like Annual Report, Brochures, Manuals and Publication
of The Mutual Trust Bank Ltd, and also the General. Manager’s circulars regarding rules of
operation etc. were the major sources of secondary data

Secondary sources data also regarding:

 Procedure manuals published by the Mutual Trust Bank Limited

 Files and documents of the branch

 Different papers of Mutual Trust Bank Limited

 Different text books.

 Websites
 1.7 Limitations

The present study was not out limitations. But as an intern it was a great opportunity for me to
know the banking activities of Bangladesh specially Mutual Trust Bank Limited. Some restraints
are disclosed below

 The main constraint of the study is insufficiency of information, which was required for the
study. There are various information the bank employee can’t provide due to security and
other corporate obligations.

 months of internship period is rather short period to collect all the required information while
performing the duty as an internee.

 Due to time limitations many of the aspects could not be discussed in the present report.

 Since the bank personnel’s were very busy, they could provide me very little time.

 I can’t present the recent data because the annual report and the financial statement are
published at the year end.

 I carried out such a study for the first time; so, in experience is one of the main constraints of
the study.
 2. History of Mutual Trust Bank Limited:

The Company was incorporated as a Public Limited Company in 1999, under the Companies Act
1994, with an Authorized Share Capital of BDT 1,000,000,000 divided into 10,000,000 ordinary
shares of BDT 100 each. At present, the Authorized Share Capital of the company is BDT
10,000,000,000 divided into 1,000,000,000 ordinary shares of BDT 10 each. The Company was
also issued Certificate for Commencement of Business on the same day and was granted license
on October 05, 1999 by Bangladesh Bank under the Banking Companies Act 1991 and started its
banking operation on October 24, 1999. As envisaged in the Memorandum of Association and as
licensed by Bangladesh Bank under the provisions of the Banking Companies Act 1991, the
Company started its banking operation and entitled to carry out the following types of banking
business:

2.1 Vision

Mutual Trust Bank’s vision is based on a philosophy known as MTB3V. We envision MTB to
be:

 One of the best performing banks in Bangladesh

 The bank of choice

 A truly world-class bank.

2.2Mission

We aspire to be the most admired financial institution in the country, recognized as a dynamic,
innovative and client focused company, that offers an array of products and services in the search
for excellence and to create an impressive economic value.

2.3 MTB Core Values

Shareholders – Create sustainable economic value for our shareholders by utilizing an honest
and efficient business methodology.
Community – Committed to serve the society through employment creation, support community
projects and events and be a responsible corporate citizen.

Customers – Render state-of-the-art service to our customers by offering diversified products

and by aspiring to fulfill their banking needs to the best of our abilities.

Employees – We rely on the inherent merits of the employee and honor our relation as a part of
this renowned financial institution. We work together to celebrate and reward unique
backgrounds, viewpoints, skills and talents of everyone at the work place, no matter what their
job is.

Accountability:

As a bank, we are judged solely by the successful execution of our commitments; we expect and
embrace this form of judgment. We are accountable for providing the highest level of service
along with meeting the strict requirements of regulatory standards and ethical business practices.

Agility:

We can see things from different perspectives; we are open to change and not bound by how we
have done things in the past. We can respond rapidly and adjust our mode of operation to meet
stakeholder needs and achieve our goals.

Trust:

We value mutual trust, which encompasses transparent and candid communications among all
parties.

2.4 Corporate Slogan

You Can Bank On Us

2.5 Strategies of MTB

The strategies of MTB are as follows:
  To manage and operate the bank in the most efficient manner to enhance financial performance
and to control cost of fund.
 To strive for customer satisfaction through quality control and delivery of timely services.
 To identify customers credit and other banking needs and monitor their perception towards our
performance in meeting those requirements.
 To review and update policies, procedure and practices to enhance the ability to extent better
service to customers.
 To train and develop all employees and provide them adequate resources so that customers needs
can be reasonably addressed .
 To promote organizational effectiveness by openly communicating company plans, policies,
practices and procedures to employees in a timely fashion.

2.6 Structures
To organizational structure and corporate governance of mutual trust bank strongly reflect its
determination to establish, uphold and gain a stronger footing as an organization, which is
customer-oriented and transparent in its management.

Board of directors:
The Board of directors consists of 13 members elected from the sponsors of the Bank.The Board
of Directors are the apex body of the Bank.

Board Committees:
The responsibilities of each committee are determined by the Board of Directors who also
decides the composition of each committee.

Executive committees:
All routine matters beyond delegated powers of management are decided by or routed through
the all executive committee, subject to ratification by the Board of Directors.

Policy Committee:
All matters relating to the principles, policies, rules and regulations, ethics etc.for operation and
management of the Bank are recommended by the committee to the Board of Directors.

Audit Committee:
In line with the guidelines of Bangladesh Bank , a 03(three) members Audit Committee of the
board of Directors has been formed to assist the Board in matters related to Audit and Internal
control system of the Bank.
Board of Director:

Chairman

Vice Chairman

Directors & Sponsors

Managing Director

Company Secretary

Chief Advisor

Tax Advisor

Auditors
Management Team:

Mnaging Director

Deputy Managing Director

Senior Executive Vice President

Executive Vice President

Senior Vice President

Vice President

Senior Asst. Vice President

Asst. Vice President

 2.7 Organization Chart

Sponsor & Shareholders

Executive Committee Policy Committee Chief Advisor

Board of Directors

Managing Director Company Secretary

Deputy Managing Director

 2.7 HRD Employee Hierarchy

Sponsor & Shareholders

SEVP
Executive Committee Policy Committee Chief Advisor
Board of Directors

Managing Director
FAVP Company Secretary
FAVP FAVP

Deputy Managing Director

Sr. Officer

Officer

Jr. Officer

Asst. Officer Asst. Officer Asst. Officer

 2.9 SWOT analysis of the Mutual Trust Bank

The word SWOT means Strengths, Weaknesses, Opportunities and Threats. SWOT Analysis is
an important tool for evaluating the organizations’ Strengths, Weaknesses, Opportunities and
Threats. It helps the organization to identify how to evaluate its performance and can scan the
macro environment. It can help to take the appropriate actions against negative sides and
appraise to the positive sides of the organizations.

2.9.1 Strengths:

 MTB has strong non-interest earning Base.

 Wide Branch Network among the 3rd generation Banks.
 Low infection in loan exposure.
 Wide product line.

1. Top Management

The top management of the bank, the key strength for MTBL has contributed heavily towards the
growth and development of the bank. The top management officials are highly educated and
some of the most experienced banking personnel of our country.

2. Company Reputation

The reputation of the bank is increasing day by day. People are relying on this bank gradually.

3. Sponsors

The sponsors of the bank are some of the top companies and top business personnel of our
country. In assessing the collateral aspect of a loan request, the loan officer must ask, does the
borrower possess adequate net worth or own enough quality assets to provide adequate support
for the loan? The loan officer is particularly sensitive to such features as the age, condition, and
degree of specialization of the borrower’s assets.
4. Modern Facilities and Computer

From the very beginning MTBL tries to furnish their work surroundings with modern equipment
and facilities. For speedy service to the customer, MTBL had installed money-counting machine
in the teller counter. The bank has computerized banking operation under software called PC
banking. More over computer printed statements are available to internal use and occasionally
for the customers. MTBL is equipped with telex and fax facilities.

5. Stirring Branches

From the formative stage of MTBL tried to furnish their branches by the impressive style. Their
well-decorated branches gets attention of the potential customer, this is one kind of positioning
strategy. The Basundhara City Branch is also impressive and is comparable of foreign banks

6. Interactive Corporate Culture

The corporate culture of MTBL is very much interactive compare to other local organization.
This interactive environment encourages the employee to work attentively. Science the banking
jobs is very much routine work oriented and lovely environment boots up the work capability of
the employees.

2.9.2 Weaknesses

 It has high cost of fund.

 It has highly exposed to volatile garment business.
 It has excessive dependency on term of deposit.
 Inadequate delegation of power.
 Inadequate IT infrastructure.

1. Limitation of Information System (PC Bank)

PC bank is not comprehensive banking software. It is desirable that a more comprehensive

banking system should replace PC bank system.
2. Hierarchy Problem

The hierarchy problem treated as a weakness for MTBL, because the employee will not stay for
a long. So there will be a chance of brain drain from this bank to other bank. Another important
aspect of credit policy is pricing of loans. MTBL bank’s management determine rate of interest
through considering the cost of their allocated fund. Bank’s management proves their skill by
determining their loan pricing which reflects on their high rate of profitability. Comparing to the
newly established Bank’s, MTBL bank’s loan pricing is competitive

3. Advertisement Problem

There is another weakness for MTBL is advertisement. Their media coverage is so much low
that people do not know the bank thoroughly.

2.9.3 Opportunities

 It has credit card business.

 It has scope of market penetration through diversified products and wide banking
network.
 It has regulatory environment favoring private sector development.

1. Diversification

Mutual Trust Bank can pursue diversification strategy in expanding its current line of business.
They do not serve not only the army but also the general people. At the initial stage, Concerned
Branch manager has the Authority to consider whether the bank is going to give loan to the
particular borrower. After submitting the proposal to the Head office, it is their responsibility to
take the final decision to disburse the loan.

2. Business Banking

The investment potential of Bangladesh is foreign investors. So MTBL has opportunity to

expand in business banking. Loan follow-up means the technique of supervision (of loan). The
branch manager keep a close and constant watch on all their loans and advances to ensure that
timely action is initiated in each case for adjustment of account or its renewal, if it is decided to
continue the facility. For this purpose each branch maintain a diary or card in prescribed format
in which the due date of expiry of loan facilities are noted down. At least thirty days before the
date of expiry of any loan facility, a notice send to the borrower reminding him of the due date of
repayment and making formal demand of repayment are renewal as the case may be. Vigorous
follow up actions there after taken by issuing repeated reminders and putting pressures on the
borrower by calling on him personally.

3. Credit Card

There is an opportunity to launch Credit Card in Bangladesh by MTBL. Beside this, MTBL can
acquire services for cards like VISA, MASTER CARD etc. So that they can enhance the market
based card service

Credit policy is the guideline for the bank’s credit division. It generally aims at firstly creating
healthy loan assts to ensure good interest earnings for the bank, secondly ensuring ultimate

safety through good selection of assets based on its salability and thirdly improving discipline on
use of resources. It providing limit to total loan of a bank in relation to its deposit funds, limits of
its exposure to different sectors, limits of risk assets on types of security, limits of loans to single
borrower entity and limits of loan approval authority at different tiers is the single most
important document of guidance to managers and executives of a bank.

2.9.4 Threats

 It has increased competition for the market for public deposits.

 Market share for lowering interest rate.
 Deteriorated export, import and guarantee business due to indecent competition as well as
economic slump.

1. Contemporary Banks

The contemporary banks of Mutual Trust Bank like: Dhaka Bank, Dutch Bangla Bank, National
Bank, The Trust Bank, Mercantile Bank is its major rivals. They are carrying out aggressive
campaign to attract lucrative clients as well as big time depositors. MTBL should remain vigilant
about the steps taken by these banks, as these will in turn affect MTBL strategies.

2. Multinational Bank

The Rapid expansion of multinational bank poses a potential threat to new PCB’s. Due to the
booming energy sector, more foreign banks are expected to operate in Bangladesh. Moreover,
the existing foreign banks such as HSBC, AMEX, CITI N.A, and Standard Chattered are now
pursing an aggressive branch expansion strategy. Since the foreign banks have tremendous
financial strength, it will pose a threat to local bank to a certain extant in terms of grabbing the
lucrative clients.

3. Default Culture

Default culture is very much familiar in our country. For a bank, it is very harmful. As Mutual
Trust Bank is new, it has not faced it seriously yet. However as the bank grows older it might
become big problems.

After determining the total extendable limit of loan in the policy, it becomes essential for MTBL
Bank to fix limits of loans for disbursing the loans in the different sector to diversify the risk.
MTBL Bank. MTBL Bank emphasis in the following sector to disbursement of their loan.
 3.1 Human Resource Policy

The dictionary meaning of “policy” is a “plan of action” and that “plan” is a policy. Policy is
making and planning is, therefore, synonymous. “A policy” says Flippo, is “is a man- made rule
of pre- determined course of action that is established to guide the performance of work toward
the organization objectives. It is a type of standing plan that serves to guide subordinates in the
execution of their task.”

Yoder observes, “A policy is a pre- determined, selected course established as a guide toward
goals and objectives… They (Policies) establish the framework of guiding principles that
facilitate delegation to lower levels and permit individual managers to select appropriate tactics
or programs… In contrast to these, HR policies are those that individuals have developed to keep
them on the track towards their personnel objectives… Management policies are developed by
working organizations to keep them on course headed and directed toward their organizational
objectives. These define the intensions of the organization and serve as guidelines to give
consistency and continuity to total operations… They provide a base for management by
expediency.

Thus HR policies refers to principles and rules of conduct which “formulate, redefine, break into
details and decide a number of actions” that govern the relationship with employees in the
attainment of organization objectives.

HRM is the policies and practices involved in carrying out the people of human resource aspects
of a management position including recruiting, screening, training, rewarding, and appraising.

The term “Human Resource Management” has been commonly used for about the last ten to
fifteen years. Prior to that, the field was generally known as “Personnel Administration”. The
name change is not merely cosmetic. Personnel Administration, which emerged as a clearly
defined field by the 1920s (at least in the US), was largely concerned the technical aspects of
hiring, evaluating, training and compensating employees and was very much of “staff function”
in most organizations. The field did not normally focus on the relationship of disparate
employment practices on overall organizational performances or on the systematic relationships
among such practices. The field also lacked a unifying paradigm.
HRM developed in response to the substantial increase in competitive pressures. American
Business Organizations began experiencing by the late 1970s as a result of such factors as
globalization, deregulation and rapid technological change. These pressures gave rise to an
enhanced concern on the part of firms to engage in strategic planning –a process of anticipating
future changes in the environmental conditions (the nature as well as level of the market) and
aligning the various components of the organization in such a way as to promote organizational
effectiveness.

Although the technical aspects of traditional personnel administration are still an integral
component of HRM, strategy formulation and implementation has become its dominant and
integrating paradigm. Human resource managers are concerned with designing overall
employment systems that are internal complementary and ultimately contribute to the firm’s
attainment of its principal goals. The function is also seen to be much closer to the strategic apex
of the firm than personnel administration.

The Strategic Human Resource Management (SHRM) literature envisions HR managers as

utilizing, in effect, a kind of toolkit of HRM methods that can be crafted into overall
organizational HR systems. Schuler (1988), for example, argues that the general organization
strategies firms generate give rise to a need to promote specific behaviors on the part of
employees (e.g. risk-taking vs. risk avoidance, individual vs. team based, innovative vs.
conventional); HR strategies are then designed to elicit desired behavioral repertories. Issues
addressed in Hr strategy formulation include- staffing, compensation, training & development,
motivation& maintenance.

3.2 Estimation of Workforce

The estimation of workforce in an organization is done by the management to determine the

number and type of employees to be needed by the organization at a given point of time. The
basic fact of an organization is such that the human resource in an organization constantly
changes in terms of its present and future sight. Additional human resources are gained through
new employment, vacancies through personnel promotion, through transfer and through
demotions. On other hand, personnel are lost through voluntary quit, death, dismissals,
termination and retirement. Human resource management of an organization makes the
adjustment for wastage, anticipated and expected losses and separations, then finds out the real
shortage and surplus number.

3.3 Purpose:

HRM practice is fairly recent one. Now a days, many renowned and multinational companies
such as General Motors, City Bank Ltd, Mutual Trust Bank Limited etc. have separate Human
Resource Department.

The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring personnel and
management practices conform to various regulations. Activities also include managing the
approach to employee benefits and compensation, employee records and personnel policies.
Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves
because they can't yet afford part- or full-time help. However, they should always ensure that
employees have -- and are aware of -- personnel policies which conform to current regulations.
These policies are often in the form of employee manuals, which all employees have.

3.4 Functions

Human Resource Management is vital functions in organizations. It is becoming more important

than ever. Line Managers are getting involved in HRM, and human resource managers are
becoming members of the management team. Also, everyone in the organization can make a
contribution to the management of people and the success of the organization at the same time.
Human Resource Management includes a variety of activities, such as the following.

3.4.1 HR Planning

By analyzing the current workforce will allow the company to evaluate the department
performance and helps to realize what kinds of staff are required in order to form the skills which
they needed. Owners need to employ the right number of staff in order to make the workforce
more efficiency. Too many employees will increase costs, and too few will not able to carry out
of its work. Therefore, owners have to analysis both current human resources within the
organizations, and future plans or strategies of the organization and the effect on human
resources.

Whenever an organization is in the process of the determining its human resource needs, it is
engaged in a process we call human resource planning. HRP is one of the most important
elements in a successful HRM program; because it is a process by which an organization ensures
that it has the right number and kind of people, at the right place, at the right time, capable of
effectively completing those tasks that will help the organization achieve its overall strategic
objectives. Such as-

 To ensure optimum use of Human Resources

 To forecast future skills

 To provide control measure

 To determine recruitment’s level

 To anticipate redundancies

 To determining training levels

 To arrange management development program

 To access future accommodation

 To indicate about lead time

3.4.2 Recruitment & Selection:

Successful employment planning is designed to identify an organization’s human resource needs.

Once these needs are known, an organization will want to do something about meeting them.
The next step, then, in the staffing function assuming, pf course, that demand for certain skills,
knowledge, and abilities is greater than the current supply recruiting. This activity makes it
possible for a company to acquire the people necessary to ensure the continued operation of the
organization.

According to Decenzo & Robbins “Recruitment is the process of discovering potential job
candidates for actual or anticipated organizational vacancies. Or from another perspective, it is a
linking activity-bringing together those with jobs to fill and those seeking jobs.”

3.4.2.1 Necessity of Recruitment:

Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of position
to be filled.

There are several ways in which HRM has changed earlier attitudes and assumptions of
personnel management about managing people. The new model of HRM includes many
elements vital to the basic management goal of achieving and maintaining competitiveness.

First, HRM earlier reacted piece-meal to problems as they arose. Effective HRM now
increasingly seeks to link HRM issues to the overall strategy of the organization.

Organizations with the most effective HRM policies and practices seek to integrate such policies
in corporate strategies and to reinforce or change an organization's culture.

Second, building strong cultures is a way of promoting particular organizational goals, in that "a
'strong culture' is aimed at uniting employees through a shared set of managerially sanctioned
values ('quality', 'service', 'innovation', etc.) that assume an identification of employee and
employer interests."

Third, the attitude that people are a variable cost is, in effective HRM, replaced by the view that
people are a resource and that as social capital can be developed and can contribute to
competitive advantage. Increasingly, it is accepted that competitive advantage is gained through
well-educated and trained, motivated and committed employees at all levels. "The existence of
policies and practices designed to realize the latent potential of the workforce at all levels
becomes the litmus test of an organization's orientation."
Fourth, the view that the interests of employees and management or shareholders are divergent
and confliction - though substantially true in the past - is giving way to the view that this need
not necessarily be so.

Fifth, top-down communication coupled with controlled information flow to keep power within
the control of management categories is gradually giving way to a sharing of information and
knowledge. This change facilitates the creation of Mutual Trust and commitment and makes
knowledge more productive. Control from the top is being replaced by increasing employee
participation and policies which foster commitment and flexibility which help organizations to
change when necessary.

3.4.2.2 Sources of Recruitment:

Recruitment is more likely to achieve its objectives if recruiting sources reflect the type of
position to be filled. The recruitment methods are-

1. Internal Search which involved inside of the organization, that may include-transfer,
employee referrals, & rehiring.

2. External Search which include

i. Advertisement

ii. Employment Agencies

iii. Educational Institutes

iv. Professionals Organizations

v. Unsolicited Application

3. Cyberspace Recruiting Cyberspace Recruiting is the process of attracting the potential

candidates through internet.

3.4.2.3 Selection:
Selection is the screening or filtering process through which recruitment process comes to an
end. Selection is the process of eliminating less qualified candidates previously attracted by
recruitment and determining the employees those match best to the requirements.

For selection of people, the HR manager should first plan the job requirement of the
organization, and then select the individuals who possess specific skills, knowledge and abilities
that are directly linked to specific jobs required in the organization.
Generally, more effective employee evaluation and selection decisions are made when more than
one person is involved in the decision making process. The operating manager should have more
to say about the evaluation and selection decision than their HR specialist. For this reason an
effective evaluation / selection skill is an integral part of the management function. The table
below Operational and HR management roles illustrates the respective roles of operating
managers and HR managers in the evaluation and selection process.

3.4.2.4 Employee evaluation and selection criteria:

If an evaluation / selection program is to be successful the employee characteristics which are

believed necessary for effective performance on the job should be stated explicitly in the job
specification. The criteria usually can best summarize in the following categories

 Education

 Experience

 Physical Characteristics

 Personal Characteristics

Basically, the employee evaluation and selection criteria should list the characteristics of present
employees who have performed well in the positions to be filled. However, if the list of
characteristics desired is too long, it may not be possible to select anyone. With no list of
criterion, the wrong prospects are likely to be selected.
These predictors of success, particularly the more formal mechanisms such as items on a paper
and pencil test, have two characteristics

 Reliability

 Validity

The reliability of an employee evaluation and selection instrument, such as a test, is the extent to
which the instrument is a consistent measure of something. An intelligence test is said to be
reliable, if the same person's scores do not vary greatly when the test is taken several times. The
higher the reliability, the more confidence can be placed in the measurement method. Usually,
the instrument is more reliable if it is longer. The instrument used must also be internally
consistent to be considered reliable, which is a good predictor of success for the job performance
in question.

Reliability and validity can be thought of in the following way. A yardstick is a reliable measure
of space; no matter how many times you carefully measure a basketball player, he will be the
same height. But a yardstick has no validity as a measure of his muscular coordination. Thus a
selection device such as a test may be reliable without being valid. Human resource specialists
can compute the validity of a selection instrument several ways.

 One way, is to look at the currently successful employees, find a factor that is common to
them, and designate it as a predictor. This is called concurrent validity.

 A second way is to use an instrument such as a test during the evaluation / selection process,
then wait until the successful employees are identified and correlate the test or test measures
with the successful and unsuccessful employees. This is called predictive validity.

 A third way, sometimes used by smaller organizations, because the numbers of persons in
similar jobs is too small to use concurrent or predictive methods, is called synthetic validity.
In this case, elements of several jobs that are similar, rather than a whole job, are used to
validate the selection instrument. This method is newer than the other two and us used less
frequently.

3.5 Training & Development:

Every organization needs to have well-trained and experienced people to perform the activities
that have to be done, if current “or potential job occupants can meet this requirement, training is
not important. When this is not the case, it is necessary to raise the skill levels and increase the
versatility and adaptability of employees. As jobs have become more complex, the importance of
employee training has increased. The rapid changes taking place during the last quarter-century
in out highly sophisticated and complex society have created increased pressures for
organizations to readapt the products and services produced, the manner in which products and
services are produced and offered, the types of jobs required and the types of skills necessary to
complete these jobs. In a rapidly changing society, employee training is not only an activity that
is desirable but also an activity that an organization must commit resources to if it is to maintain
a viable and knowledgeable work force.

Management Development is more future oriented and concerned with education than is
employee training, or assisting a person to become a better performer. By education, we mean
that management development activities attempt to install sound reasoning processes to enhance
one’s ability to understand and interpret knowledge rather than imparting a body of serial facts or
teaching a specific set of motor skills. Development therefore focuses more on the employee’s
Personal Growth.

Successful managers have analytical, human, conceptual and specialized skills. They are able to
think and understand. Training peers cannot overcome a manager’s or potential manager’s
inability to understand cause-and-effect relationships, to synthesize from experience, to visualize
relationships or to think logically. As a result, we suggest that management development be
predominantly an education process rather than a training process. (Robbins, 99)

3.5.1 Training:

Training is a learning experience in that it seeks a relatively permanent change in an individual

that will improve the ability to perform on job. Training can involve the changing skills,
knowledge, attitudes or behavior. It may mean changing what employees know, how they work,
their attitudes toward their work or their interaction with their coworkers or supervisors. The
training technique can do much to improve an employee’s job performance. Employee training is
not only an activity that is desirable but also an activity that an organization must commit
resources to if it is to maintain a viable and knowledgeable workforce.

3.5.2 Training Approaches;

The most popular training methods used by the organization classifies as either on- the- job or
off- the- job training.

3.5.2.1 On- The- Job Training:

The most widely used training methods take place on the job. The popularity of these methods is
attributed to their simplicity and the impression that they are less costly to operate. On the job
training places the employees in actual work situations and makes they appear to be immediately
productive. It is learning by doing. For jobs that either are difficulty to stimulate or is learned
quickly by watching and doing on the job training make sense.

3.5.2.2 On- The- Job Training Method:

3.5.2.2.1 Job Rotation:

Job rotation involves moving employees to various positions in the organization in an effort to
expand their skills, knowledge and abilities. Job rotation is either horizontal or vertical. Vertical
rotation is nothing more promoting a worker, into a new position.

3.5.2.2.2 Assistant- To Position:

Employees with demonstrated potential are sometimes given the opportunity to work under a
seasoned and successful manager, often in different areas of the bank. Working as staff assistants
or in some cases serving on special boards, these individuals perform many duties under the
watchful eye of a supporting coach. In doing so, these employees get exposure to a wide variety
of management activities and are groomed for assuming the duties of the next higher level.

3.5.2.2.3 Committee Assignment:

Committee assignment provides an opportunity for the employee to share in decision making, to
learn by watching others and to investigate specific organizational problems. When committees
are of a temporary nature, they often take on task- force activities designated to delve into a
particular problem, ascertain alternative solutions and make a recommendation for implementing
a solution. These temporary assignments are both interesting and rewarding to the employee’
growth.

3.5.2.3 Off- The- Job Training:

Off- the- job training covers a number of techniques- classroom lectures, films, demonstrations,
case studies and other simulation exercises and programmed instruction. The facilities needed for
each technique vary from a small, makeshift classroom to an elaborate development center with
large lecture halls, supplemented by small conference rooms with sophisticated instructional
technology equipment.

3.5.2.4 Off- The- Job Training Method:

3.5.2.4.1 Lecture Courses & Seminars:

Traditional forms of instruction revolve around formal lecture courses and seminars. These
offered an opportunity for individuals to acquire knowledge and develop their conceptual and
analytical abilities.

3.5.2.4.2 Outdoor Training:

A trend has been the use of outdoor training. The primary focus of such training is to teach
trainees the importance of working together of gelling as a team. Outdoor training typically
involves some major emotional and physical challenge. These are white- water rafting mountain
climbing upon ball games or surviving a week in the jungle. The purpose of the training is to see
how employees react to the difficulties that nature presents to them.

3.5.2.4.3 Sequence of Training Program:

1.Discovering or identifying training

needs (Through organizational
operations manpower analysis, etc.)

2. Getting ready for the job

3. Preparation of the learner (Create

desire & prepare accordingly)
 4. Presentation of operations
and knowledge
(Applications of TRG

5. Performance try- out

6. Follow- up (Rewards and

feedback)

Figure: Sequence of Training Program

3.5.3 Development:

It refers to the future oriented training focusing on the personal growth and advancement of the
employees, specially the persons working in the upper level.

"Development training is a basic and simple concept, but it is notoriously difficult to find
basic and simple words which adequately define it. This is partly because the quality of the
experience is critical ... and any defining of quality is usually a complex linguistic exercise...

"Development Training ... enhances individual effectiveness by evoking a sense of purpose,

developing coping and learning skills and increasing self-understanding ... Development training
accelerates learning and cultivates the habit of learning from life." (Everard, 1993)

Definitions of development training often make use of its two component words to describe it as
two concepts in one. For example

Development Training combines "the concepts of development (change and growth) and training
(learning specific skills)." (Everard, 1993)

Development means whole person development

"Development Training is a process of active learning from experience, leading to systematic

and purposeful development of the whole person body, mind and spirit. (Everard, 1993)
'Whole person development' is central to development training philosophy but it is usually
expressed more modestly in program aims. Commitment to self-development and customer
satisfaction makes it difficult for providers of training to have purposes other than those of
meeting customer needs and providing opportunities for self-development. Because of this
difficulty (let alone the difficulty of evaluating whole person development) I have argued in a
research report that”

A list of some important Training & Development institutes in Bangladesh is given below

BBTA Bangladesh Bank Training Academy

BIBM Bangladesh Institute of Bank Management

IBTRA Islamic Bank Training & Research Academy

NAEM National Academy for Education & Management

BIAM Bangladesh Institute of Administration & Management

TTI Teacher’s Training Institute

3.5.3.1 Necessity of Development:

Employee development is more future oriented and concerned with education than is employee
training or assisting a person to become a better performer. The necessity of development
programs are given below.

3.5.3.1.1 Adaptation with the changes:

At present competitive world various changes are being occurred in the business arena. So, in
order to adapt with the changes managers must have to have conscious regarding the latest
techniques, procedures and changes. Through continuous management development these
changes are informed and strategies skilled is given. As result managers do not have to suffer to
adapt any types of changes.
3.5.3.1.2 Introduce new changes:

New procedures in business arena must be introduced with increasing the techniques of modern
business, technology and rapid social changes. Through management of development the
technical and technological knowledge and skilled may be increased for the managers.

3.5.3.1.3 To achieve objective:

Management development can play an important role to increase the skilled of the managers to
achieve the aims and objectives of the organization through the smooth co-ordination of the
overall elements of the organization, strong handling and control.

3.5.3.1.4 Develop efficiency:

New technology and technical knowledge can help increase skilled ness in the job arena. By
giving modern arts and techniques the efficiency of the managers may be increased.

3.5.3.1.5 Versatility:

Development program not only gives regarding institutional related knowledge but also gives
conception regarding various aspects of the world. So, mangers belong to versatile genius and his
intelligence is enriched.

3.5.3.1.6 Management obsolescence:

Management development refrains from backdated knowledge to the managers. The information
of modern techniques, technology, technical knowledge and latest information can inform
managers from old knowledge.

3.5.3.1.7 Attain job satisfaction:

Development process increases efficiency of the managers and creates eagerness towards action.
As a result by enriching job attitudes loyalty and high morale is developed towards organization
which can play an important role aid to job satisfaction.
3.5.3.1.8 Research & Development:

Management development creates opportunity for conducting continuous research. As a result,

new procedures and process explore in the organization.

3.5.3.1.9 Proper Utilization of Resources:

Human Resource Management increases efficiency of the managers involved in the organization
in order to use effective human resources. As a result of achieving latest techniques and
procedures the uses of instruments, element and raw materials of the organization are ensured by
proper utilization of resources.

3.5.3.1.10 Establish cordial labor management relationship:

The development of the organization quietly depends on to established cordial labor management
relationship. Management development can play a vital role to reduce the misunderstanding
between management and employees and creates good relationship between them. As a result the
job dissatisfaction and labor turnover is removed through developed mutual relationship.

3.5.3.1.11 Management Development:

Development refers to the future oriented training focusing on the personal growth and
advancement of the employees usually the employees of upstairs and concerned with education
than is employee training or assisting a person to become a better performer. By education, we
mean, that management development activities attempt to install sound reasoning processes-to
enhance one’s ability to understand and interpret knowledge rather than imparting a body of
serial facts or teaching a specific set of motor skills. Development therefore focuses more on the
employee’s personal growth.

Successful managers have analytical human, conceptual and specialized skills. They are able to
think and understand. Training peers cannot overcome a manager’s or potential manager’s
inability to understand cause-and-effect relationships, to synthesize from experience, to visualize
relationships or to think logically. As a result, we suggest that management development be
predominantly an education process rather than a training process. (Robbins, 99; 250-254)

3.5.3.2 Methods for Employee’s Development:

Some development of an individual’s ability can take place on the job. We will review several
methods, three popular on-the-job techniques (job rotation, assistant to positions, and committee
assignments) and three off-the-job methods (lecture courses and seminars, simulation exercise
and outdoor training).

3.5.3.2.1 Job Rotation:

Job Rotation involves moving employees to various positions in the organization in an effort to
expand their skills, knowledge, and abilities. Job rotation can be either horizontal or vertical.
Vertical rotation is nothing more than promoting a worker into a new position. Horizontal
dimension of job rotation, which may be better understood as a short-term lateral transfer.

Job Rotation represents an excellent method for broadening an individual’s exposure to company
operations and for turning a specialist into a generalist. In addition to the individual’s experience
and allowing him or her to absorb new information, it can reduce boredom and stimulate the
development of new ideas. It can also provide opportunities for a more comprehensive and
reliable evaluation of the employee by his or her supervisors.

3.5.3.2.2 Assistant-To-Positions:

Employees with demonstrated potential are sometimes given the opportunity to work under a
seasoned and successful manager, often in different areas of the organization. Working as staff
assistants or, in some cases, serving on special boards, these individuals perform many duties
under the watchful eye of a supportive coach. In doing so, these employees get exposure to a
wide variety of management activities and are groomed for assuming the duties of the next level.

3.5.3.2.3 Committee Assignment:

Committee assignments can provide an opportunity for the employee to share in decision
making, to learn by watching others, and to investigate specific organizational problems. When
committees are of a temporary nature, they often take on task-force activities designed to delve
into a particular problem, ascertain alternative solutions, and make a recommendation for
implementing a solution. These temporary assignments can be both interesting and rewarding to
the employee’s growth.
An appointment to permanent committees increase the employee’s exposure to other members of
the organization, broadens his or her understanding, and provides an opportunity to grow and
make recommendations under the security of other committee members.

3.5.3.2.4 Lecture Courses and Seminars:

Traditional forms of instruction revolved around formal lecture courses and seminars. These
offered an opportunity for individuals to acquire knowledge and develop their conceptual and
analytical abilities. For many organizations, they were offered in-house by the organization
itself, through outside vendors, or both.

The lecture is, by definition, words spoken by the instructor. It is thus a "verbal-symbol"
medium, offering a relatively passive and unstimulating experience for learners, unless the
speaker has unusual vocal and rhetorical talent. The lecturer needs plenty of interesting
examples to illustrate theory, colorful and persuasive language to enhance a well-organized
pattern of ideas, and a pleasant and stimulating voice.

Seminars often combine several group methods lectures, discussions, conferences,

demonstrations.

Pros Group members are involved in the training. The trainer can use many group methods as
part of the seminar activity.

Cons Planning is time-consuming. The trainer must have skill in conducting a seminar. More
time is needed to conduct a seminar than is needed for many other methods.

3.5.3.2.4.1 Lecture:

A lecture is the method learners often most commonly associate with college and secondary
education. Yet, it is also considered one of the least effective methods to use for adult learners. In
this method, one person (the trainer) does all of the talking. He or she may use handouts, visual
aids, question/answer, or posters to support the lecture. Communication is primarily one-way
from the instructor to the learner.

Pros Less time is needed for the trainer to prepare than other methods. It provides a lot of
information quickly when it is less important that the trainees retain a lot of details.
Cons Does not actively involve trainees in training process. The trainees forget much
information if it is presented only orally.

3.5.3.2.4.2 Demonstration:

Demonstration is very effective for basic skills training. The trainer shows trainees how to do
something. The trainer may provide an opportunity for trainees to perform the task being
demonstrated.

Pros This method emphasizes the trainee involvement. It engages several senses seeing, hearing,
feeling, touching.

Cons It requires a great deal of trainer preparation and planning. There also needs to be an
adequate space for the training to take place. If the trainer is not skilled in the task being taught,
poor work habits can be learned by the trainee

3.5.3.2.4.3 Conference:

The conference training method is a good problem-solving approach. A group considers a

specific problem or issue and they work to reach agreement on statements or solutions.

Pros There is a lot of trainee participation. The trainees build consensus and the trainer can use
several methods (lecture, panel, and seminar) to keep sessions interesting.

Cons It can be difficult to control a group. Opinions generated at the conference may differ from
the manager’s ideas, causing conflict.

3.5.3.2.4.4 Simulations:

Any artificial environment that attempts to closely mirror an actual condition. Trainees
participate in a reality-based, interactive activity where they imitate actions required on the job.
It is a useful technique for skills development. Some simulation methods are given below:

Classroom Lectures Lectures designed to communicate specific interpersonal,

 technical, or problem-solving skills.
Videos and Films Using various media productions to demonstrate
specialized skills that are not easily presented by other
training methods.
Simulation Exercise Training that occurs by actually performing the work. This
may include case analysis, experimental exercise, role
playing, or group decision making.
Computer-Based-Training Simulating the work environment by programming a
computer to imitate some of the realities of the job.
Vestibule Training Training on actual equipment used on the job, but
conducted away from the actual work setting-a simulated
work station.
Programmed Instruction Considering training materials into highly organized,
logical sequences. May include computer tutorials,
interactive video disks, or virtual reality simulations.

3.5.4 Motivation:

Motivation is concerned with motivating employees by creating condition in which they may get
social and social and psychological satisfaction. For this purpose a plan for non- financial
incentives (such as recognition, privileges, symbols of status) is formulated; a communication
system is developed, morale and attitude surveys are undertaken, the health of human
organization diagnosed and efforts are made to improve human relation in the organization. The
line management has to be advised on the implementation of the plan and on the need, areas and
ways and means of improving the morale of employees.

Many organizations today are recognizing that motivating employees also requires a level of
respect between management and the workers. This respect can be seen as involving employees
in decision that affect them listening to employees and implementing their suggestions where
appropriate.
 Chapter-04

Human Resource Management

Policies & Practices of Mutual Trust Bank

4.MTB Management
The Management System of MTB is used as a process of efficiently for getting activities
completed with and through other people. This management system is included to the planning,
organizing, leading, & controlling activities that take place to accomplish objective. The
management system of MTB has came from three common factors, those are goal, limited
Resources, and people. The management team of MTB is to work under three factor,And the
management sector has a specific field that are used as a effective way.that name is human
resource management.

We know that management is classified in two ways.

Management

1.Centralize Management system 2.Decentralize Management System

4.1MTB Management System

Mutual Trust Bank is followed both management system to make an effective decision and it is
depended on situational based.Most of the valuable decision is made by the centralize management
policy.But some time MTB management team follow the decentralize management system to make
universal acceptable decision.So that we can say that MTB management structure is an ideal model.

4.2Human Resource management of MTB

An organization is nothing without human resource.A lot of branch and employees with
expensive equipment and some impressive bank balance.Each organization want to provide best
service to the customer.In this situation MTB has made the Human Resource
Division(HRD).The HRD of MTB prime task is staff managed.So that the MTB authorities keep
it mind,and MTB authorities has recruited 10 employees in the HRD.To look at HRD of MTB
specially they suggest that it is a process consisting of four function. a. Acquisition, b.
Development, c .Motivation, and, d. Maintenance
 4.2.1Acquisition

The acquisition function begins with planning. Comparatively to human resource requirement,
MTB management needs to know where we are going & how we are going to get there. And its
includes the estimating of demand and supplies of employee. Acquisition includes the
recruitment and selection of employees and socialization of employees.

4.2.1.1 Human Resource Planning

A successful moment of management team comes from a deep involvement idea. And this
involvement can create a good human resource planning. In this situation when MTB
management team recruits a employee that time they are to balanced between the job description
and individual attitude. Then they make effective HR planning for the favor employee &
organization.HR planning help to achieve the objective of long short term process of determining
HR needs of MTB and ensuring that the organization has the right number of qualified people in
the right jobs at the right time. While a management team goes to preparer a effective HR
planning that time they are to benchmark some condition for the favor of employee and
organization.

4.2.1.2 Human Resource Information System (HRIS)

The human resource information system is a software or online solution for the data entry, data
tracking, & data payroll, management & accounting function within a business.

When MTB have implemented a human resource information system, MTB employees can have
direct access to important information .They can use this information to make better decision
when to act and how .They can optimize usage of their time in the performance of their
respective job. Mutual Trust Bank is used HRIS for making a better human resource planning.
Although it is very expensive but the staff of organization can finish the work very rapidly.

4.2.1.3 Job Analysis:

A job analysis is a systematic exploration of the activities within a job. This is used to define the
duties responsibilities and accountabilities of a job. Mutual Trust Bank Limited has systematic
job analysis, which consists of job specification, job description and job evaluation. Recruitment
process ideally begins with the analysis of job description and person specification for that job. A
job description and analysis of person specification provide the foundation for stipulating the job
title and salary scale of the position.
4.2.1.4 Job Description & Job Specification:

Mutual Trust Bank Limited has structured job description, which includes the job title, the duties
to be performed, the authority and responsibilities of the jobholder. For example, the duties of
the Recruitment & Selection Professional are to recruit and select right candidates for the
company as per business need. Job specification defines the education, training, experience and
competencies required by the jobholder.

The job specification of Mutual Trust Bank Limited is mainly prepared by a committee and
written in

the service rule of Mutual Trust Bank Limited. The following information is specified in the job

specification.

 There are minimum educational as well as experience qualification for the post of

probationary officer to peon or supportive staff. For example for lateral entry an

applicant for the post of Probationary Officer should have a minimum Master Degree.

 There are also required qualifications for promotion in a certain post.

Job Evaluation:

The compensation package of Mutual Trust Bank Limited is not fully based on the job
evaluation. At the time of establishment analyzing all the characteristics of every post the
compensation package has been developed .But extraordinary performer can get extra bonus or
some special benefits. In this process the jobs with common demands in terms of skills,
education and other personal characteristics are placed in the common compensation group
according to the service rule of Mutual Trust Bank Limited.

4.2.1.5 Recruitment Policy:

4.2.1.6 Objective of the Policy

Objective of recruiting personnel are stated below:

  To build honest, dedicated and Mutual Trustworthy cadre officers.
 To provide the bank with an efficient and cost effective human resource setup.
 To keep the bank free from unhealthy practice of Trade Unionism.
 To ensure attractive career path for the competent officers.
 To mobilize best quality bankers for providing best services to the customers.

4.2.1.7 Recruitment Method:

Recruitment method of Mutual Trust Bank Ltd is very systematic. The bank appoints fresh
officers through direct appointment for the post of Management Trainee Officers, Junior Officers
and directly appoints widely experienced persons at the lateral posts.

4.2.1.8 Appointment of Junior Officer:

i. The Junior Officer is appointed usually once in a year as per bank’s need basis.

ii. Eligibility for the post of Trainee/ Junior Officers

a) Candidate have to be Bangladeshi citizen expect for any overseas appointment if necessary.
b) Maximum Age Limit is 30 years as of application closing date.
c) For the appointment of Junior Officer in General Banking, minimum qualification is Post
Graduation from the recognized university/ institute but Master Degree from Business
School background and Economic is preferred. Minimum qualification for the appointment
of Junior Officer in Non- operational Dept, i.e. Cash and Other Dept. is graduation in any
discipline.
d) For Junior Officer in Operational Dept, i.e. General Banking, at least one 1st division/ class
or CGPA- 3.0 under 4 scale or 3.5 under 5 scale in any level of education of the career. For
the Junior Officer in Non- operational Dept, i.e. Cash and Other Dept at least 2nd class
division/ class or CGPA 2.5 under 4 or 3.0 under 5 scale is minimum requirement.
e) Person having overseas degree other than from well- reputed institutions have to submit
equivalency certificate from the competent authority of Bangladesh.
 f) Candidate indicated by the court or with the charge of any criminal proceedings pending is
not allowed to apply.

iii. Collection of Application:

iv. Applications are received from the interested candidates.

v. IV. Candidates will have to appear for written test. The mode of test is in English.

vi. Candidates obtaining qualifying mark are called for viva voce.

vii. A merit list is prepared after combining the total written and viva score.

viii. The required number of candidates is appointed according to merit.

ix. Confirmation
a. Newly appointed Junior Officers have to undergo in- house training on Foundation Course at
Mutual Trust Bank Limited Training Academy for 2 weeks.
b. Then they remain in Training Period for one year just after joining.
c. On successful completion of Foundation Course, they are posted in every area due to the
proper rotation of job and get opportunity to acquire professional knowledge.
d. After one year, they are again provided 15 days long follow- up training namely Advance
Course at Mutual Trust Bank Limited Academy.
e. Job is confirmed after successful completion of one year training period along with
satisfactory score in both the training of Foundation Course.
f. An employee is given a second chance to complete the training successfully if he fails on the
first chance.

4.2.1.9 Appointment of Management Trainee Officer (MTO):

i. Eligibility for the post of Management Trainee Officers:

a. Candidates have to be Bangladeshi Citizen except for any overseas appointment if necessary.
b. Maximum Age Limit is 30 years as of application closing date.
c. The applicants must come from business school background i.e. BBA/ B.Com (Hons.),
M.Com in Accounting, Finance, Management, Marketing, Economics, MBA, MBM, CA,
and ICM from any recognized university / institution.
 d. At least two 1st Division/ Class of CGPA 3.0 under 4 scale or 3.5 under 5 scales in any level
of education of the career. No third class is allowed to apply.
e. Person having overseas degree other than from well reputed institutions have to submit
equivalency certificate from the competent authority of Bangladesh.
f. Candidate is indicated by the court or with the charge of any criminal proceedings pending is
not allowed to apply.
ii. The opportunity is also given to the in- house employees serving in the post below the
rank of Senior Officer and having minimum educational qualification of masters or
equivalent degree in any discipline with at least one 1 st Division/ Class or CGPA 3.0
under 4 scale or 3.5 under 5 scale in any level of the career from any recognized
university/ institute e to apply for the post.

iii. The mode of the test is in English. Written test is followed by interview.

iv. Candidates obtaining qualifying mark are invited for interview

v. Appointment is given to the candidates according to merit list after combining the total
written and viva score.

vi. Probationary Period & Confirmation

a. Newly appointed Management Trainee Officers remain on one year probation period.
b. Upon joining, they are given three weeks long foundation Training at BIBM (Bangladesh
Institute of Bank Management).\
c. After successful completion of Foundation course, newly appointed officers are then they are
posted in different operational places considering one year as probationary period.
d. After one year they are again provided three weeks long follow- up training namely Advance
Course at BIBM or elsewhere.
e. They are confirmed in the post of Senior Officer after successful completion of probationary
period including satisfactory score in both the trainings.
f. On becoming unsuccessful to complete both trainings he/ she is not confirmed. But, he/ she
get another opportunity to successfully complete the courses with the next batch
 Management Trainee Officers, and during this time he/ she continue to serve as Management
Trainee Officer.

4.2.1.10 Change of Cadre:

Interested employees from Non- operational dept, i.e. Cash Dept, Computer Operators, Telex
Operators, Telephone Operators etc are given the opportunity to come in the Operational dept,
i.e. in main banking by fulfilling the following criteria.

I. Completion of at least four years continuous service.

II. Completion of Banking Diploma Part One.

III. Getting qualified on the written test internally arranged by the bank which will be in English.
IV. Those who meets the above mentioned criteria, is taken out of the Non-operational
department and can be placed in the Operational department subject to the availability of the
required manpower in the Non- operational department for maintaining uninterrupted service to
the service to the customers.
V. Such test is held once in the every two years period.

4.2.1.11 Selection Policy:

Mutual Trust Bank Limited has very effective selection policy. Mutual Trust Bank selects the
candidates through the appointment. The selection of staff (guard, driver, peon etc) of bank is not
done directly but managed on casual basis from outside sources. Retired Ansar/ VDP personnel
from other agencies are preferred for guard. There may be exception to the above policy if
exclusive situation arises.

4.2.1.12 Appointment Process:

Appointments to post of Executives and Officers in Category- I is made both by direct

recruitment and by promotion.
All appointments in bank are made by competent authority as per recommendation of
Recruitment Committee constituted by the Board.

4.2.1.13 Criteria for Appointment:

Criteria for appointment of all categories of employees are prescribed by Board from time to
time.

On appointment, every employees fills in and signs employees Regulation and Personnel Record
Forms. Letter of acceptance of appointment certificate of fitness from a qualified physician
copies of certificate of educational/ professional qualifications and other documents/ papers as
required as per terms of appointment letters are to be submitted before joining.

4.2.2Development

4.2.2.1 Training:

Training is the most effective process for developing quality human resources. It is the
requirement to groom up the employees to serve in an efficient way in the service industry, i.e.
bank and provide the best services to the customer. Training is very important to develop
professionalism in the banking activities and in future to shoulder more important responsibilities
of higher post.

4.2.2.2 Objective of Training:

 To build up quality human resources.

 To make highly quality profession in the bank
 To prepare the bankers to efficiently face the future challenge.
 To keep the executives/ officers up- to- date with the latest banking rules and regulations.
 To make them well conversant, thorough and confident about the banking actives.
 And finally to create expert banker with specialty in a particular area such as Credit, Foreign
Exchange, General Banking, FCD etc.

4.2.2.3 Kinds of Training:

I. Internal i.e. In- house Training to be held at Mutual Trust Bank Limited Training Academy.

Mutual Trust Bank Limited Training Academy arranges Foundation Course and Advance Course
(Follow- up) course for the Junior Officers and Others to be appointed fresh.
The academy arranges weeklong and two weeks long training program round the year for the
officers on various banking issues.
The academy arranges workshop, seminar and short course on the contemporary issue related to
bank or on any amendment or enactment of law, rules, regulation etc.

II. External Training to be held at Bangladesh Institute of Bank Management (BIBM) or

elsewhere in the country.
The Management Trainee Officers newly appointed fresh will be provided three weeks long
training of Advance Course (Follow- Up) at BIBM or elsewhere. If necessary trainings will be
arranged at Mutual Trust Bank Limited Training Academy for the Management Trainee Officers.
The competent executives/ officers are also sent to participate in the various training related to
the banking business to be arranged at BIBM or other suitable institutions.

4.2.2.4 Specialized Short Training Program:

HRD (Training) also conducts following advance level training courses to increase the
professionalism of employees:

 Book keeping and Accounting of Banking Transactions;

 On Processing of Credit Proposals;
 Credit Appraisal;
 Lending Risk Analysis;
 Customer Services & Business Developments;
 Import costing and financing;
 Export costing and financing;
 Ready made garments (RMG) export financing;
 Travelers cheques and Foreign Remittances;
 Book Keeping of Foreign Exchange and Foreign Trade Transactions;
 Marketing of Banking Services;
 Credit Management;
 Fund Management;
 Credit Needs Assessment of Applicants;
 Performance Budgeting of Banks;
 Project financing;
 Computer package programs;
 Accounting tools for Bank Management;
 Branch Management;
 Other Banking related courses;

4.2.2.5 Training Area:

The training covers the following area:

 Staff service, code of conduct, discipline, manner and behavior, code of ethics, violation of
service rules, disciplinary action and other matters related to HRD.
 General Banking including Negotiable Instrument Act, Contact Act, Function of Bank,
Central Bank and other related matters.
 Loans & Advances including processing of credit proposal, borrower selection, evaluation of
credit proposal, types of loan, sanctioning of loan, loan documentation, loan administration,
CL and other statements and other relevant matters.
 Foreign Exchange including Letter of Credit, Lodgment of Documents, Negotiation of
documents, Adjustment of liability, Correspondent banking and other relevant matters.
 Financial Control including reconciliation of both local and Nostro Accounts, SBs & other
statement, central accounts, fund management, call money, Report/ Reverse Report and other
related matters.
 Financial Statements and its evaluation.
 Other comp temporary issues related to bank, money market and capital market.

4.2.2.6 Training & Development Policy:

Employees of Mutual Trust Bank Limited are not provided training and development facilities
haphazardly rather a plan for training and development is maintained. Employees of various
departments even if the new employees are scheduled to participate in the training sessions and
in the executive development programs. The policy regarding this training and development,
performances of old employees are measured for the development of this tasks and career.
According to the policy, new employees are board to participate in a fundamental training
session because through this program, the new employees will be informed regarding a special
financial sector namely looking and of course Mutual Trust Bank Ltd..

However, Mutual Trust Bank Limited organize training program every year which may be for
two or three times. And this training program is not only the Mutual Trust Bank Limited’s
employees but also those who need training for their career development and seeking for job.
This participant must have the qualification to join the training program. Mutual Trust Bank
Limited advertise for the training program in Website and National Daily Newspaper. The main
thing is, this training program may help those people who have dreamt to join Mutual Trust Bank
Limited or other related banks.

4.2.2.7 Uses for Training & Development:

There are various uses for organizational training and development. Organizational development
is a collection of planned-change interventions, built on humanistic-democratic values, that seeks
to improve organizational effectiveness and employee well being. Progressive organizations go
one step further in their training and development approach. This requires that they forecast what
new competencies will be demanded by changing technology and methods.

4.2.2.8 Role of Human Resource Department in Employee Training:

There is big role of Human Resource Department in employee training. What, then would be an
effective strategy based on the strengths of academicians and managers to make training and
development pay off? Here are some suggestions:
 Academically oriented resource persons need to learn a great deal about the companies they
consult with their products, services, culture, needs, and so on.
 Manager development plans must be integrated with the aims of the enterprise. Academic
trainers and consultants need to be up to date on the company’s mission, goals and new
policies.
 The teacher trainers must select the train champions with the firm for keeping program’s
momentum alive and must conduct follow-up surveys and programs. Continuous
reinforcement of new ways of managing is necessary for transferring knowledge and skills
from the classroom to the workforce.
 Teacher-trainers will be more effective if they interview trainees before the program begins.
These interviews are best conducted at the workplace of the participants that the teacher-
trainer is interested in their problems. The program can also be better tailored to the needs of
the organization.
 On the basis of an analysis of organizational and individual needs, a combination of training
methods should be selected, such as presentations, skill training, individual consultation, and
process consultation. Training and development need must determine training methods.
 Training and development must be evaluated on the basis of pre selected, verifiable
objectives.
 Academicians as well as managers need to cooperate and use their respective strengths to
prepare young people for the challenging job managing.
 4.2.3 Motivation

4.2.3.1 Performance Appraisal system in Mutual Trust Bank Limited:

Performance appraisal is the process of determining and communicating to an employee how he /
she is performing on the job and ideally, establishing a plan of improvement. It is very much
critical because it helps the managers to take the administrative decisions effectively relating to
promotions, payoffs and merit pay increases of the employees. So, performance appraisal is a
must for all organizations. This report helps to evaluating the existing performance appraisal
systems of Mutual Trust Bank Limited. So, it is an annual review of an employee’s overall
contributions to the organization by his/her manager.

Mutual Trust conducts a performance appraisal program to evaluate performance of executives,

officers, and staffs. Regular employee’s performances are evaluated annually. The newly
recruited management trainee officers and are to undergo training on basic training course both
practical and theoretical for three months from their joining. Evaluation of training for
management trainee officer contains evaluation criteria like direct functions and indirect
functions. Direct functions include general banking, credit management and investment and
foreign exchange etc. and indirect functions include dress sense, punctuality, attendance, manner,
departments, behavior with senior colleagues, Behavior with Clients, communication skills,
accuracy in Work, eagerness to Learn, ability to match with new things, innovativeness,
convincing Power, ability to perform under stress. The evaluation is done according to Avg.
/Poor Average, Good, Very good and Excellent on criteria-wise performance of each trainee.
Actually Mutual Trust Bank use in the graphic rating scale method, a rater describe an employee
as falling at 5 point on a performance scale, such as, poor, average, good, very good, excellent.
The scale point is assigned (5 points for excellent to 1 for poor). Total score for an employee can
be computed by summing the rating across all dimensions rated.
4.2.3.2 MTB Appraisal Cycle
B
T
M
A
C
ra
p
cle
y
4.2.3.3 MTB Performance appraisal Process Activities

Establish Performance Standards

Compare Performance Expectation to Employees

Measure Actual performance

Discuss the Appraisal with employee

Then Necessary, initial Corrective action

4.2.3.4 Compensation Policy of Mutual Trust Bank Limited:
Compensation is the most important part in any organization as it is one of the key factors of
motivation for all employees now-a-days. Therefore different organization undertakes attractive
compensation policy to uphold the potential employees to increase the productivity. Generally,
we can see two types of compensation system. One is financial and another one is non financial.
Mutual trust bank has been also offering lucrative compensation to their employees for years for
which their demand is up scaling day by day. One of the finest thing that I observe that MTB has
always tried their utmost to keep their best person else by ensuring the best pay scale comparing
with the competitors. Therefore it is seen that the turnout ratio of employees of MTB is so low.
MTB goal of compensation is to focus on the certain activity or works done by the employees
upon which the compensation is maintain or scaled such as it has maintain a combination of
cash, benefits, retirement, perquisites as a total compensation package.

There are several compensation policies taken by MTB. These are given below:

1.Salary:

To compare with all the local banks MTB pays relatively so high to their lower level employees.
It is done due to grab the potential employees from the market. Actually there are few companies
in the market to pay such a high basics to their employees for which MTB is still is the first
choice of new comers. This is the area in which MTB has done marvelous job because now-a-
days employees are more concern of their basics. MTB has successfully adapted this change. It
has been seen that employees of MTB are highly satisfied due to the convenient salary structure
as other company in the market are not paying like this. Moreover, MTB used to review its
salary once in a year. For a instance every December, the salary of the employee review based on
the performance which is key motivating factor to perform well. Another thing that is to mention
that MTB conducts performance evaluation twice in a year according to that they are to review
the salary.

The overall pay structure of the employees varies in Salary

different layers which are shown below:- Designation ( BDT
taka)
Assistant Officer (AO) 34,000
Junior Officer (JO) 40,000
Officer 48,000
Senior Officer 54,000
Junior Assistant Vice president (JAVP) 60,000
First Assistant Vice President (FAVP) 66,000
Assistant Vice President (AVP) 74,000

2.Salary Payment:

The most important thing about the payment of the salary of MTB is that it clears all the salary
payments within 25thof each month which is quite absent in other companies. The employees are
paid their every month salary on their accounts which they have to open while joining in the
company. It is good in such way that all the tax and deductable income are cut by company itself
and the employees get those amounts withdrawn the money from their account as a whole.

3.Bonus:

Like the other banks, MTB provides two festival bonuses to their employee’s one is in Eid-ul-
Fitar another one is Eid-ul-Azha. The bonus is equivalent to the basics of the employees.
Moreover, there is another provision regarding the bonus which is based on the performance of
the employee. But it actually depends in the performance of the branch which means if a branch
does well as a whole then all the employees of that branch get bonuses of their performance.

4.Performance Bonus:

If the bank makes profit, the employees will be entitled to 3% of pre-tax profit as performance
bonus. Fifty percent of such bonus distributed on the basis of basic pay of an employee, and
balance fifty percent on the basis of performance of individual employees. Performance appraisal
for the purpose made on the criterion set by the management time to time.

5.Provident Fund & Gratuity:

The employees are also entitled with provident fund in MTB. Actually 10% of the basic are
deducted from each employee for the provident fund along with this 10% another 10% provided
by the company total 20% is installed as the payment of provident fund. This fund is given to
their employees at the end of their service. If any employees leave the organization before
completing three years of employment he will get the provident fund induce from the 10% of the
basic that will calculated upon his service period which means those employees will not be able
to claim the other 10% provided by the company. In addition MTB also provide gratuity to their
which has a handsome amount apart from the basics. The employees who complete 10 years are
used to get a gratuity equivalent to the basic of 3 months.

6.Annual Increment:

There is a provision of annual increment of MTB which is 10% increment based on the
performance. It works as a motivating factor for the employees to perform well. Therefore each
employee tries their best to make it happen so that their base salary having well shaped structure.

7.Travel Allowance:

The bank also provides travel allowance to their employees. If any employee travels any place in
Bangladesh regarding company’s prospect, they will get the money or remuneration that is cost
by them but the cost that is spent is verified by the HR personnel and after that they got the

8.House Rent Allowance:

The company also provides house rent to their permanent employees who are in the managerial
level. Each employee in the managerial level gets 55% of their basic as house rent. This
encourages the potential candidates in the market to work for MTB.

9.Employee Loan:
Unlike other banks, MTB provides a great scheme of loans to their employees. First of all, the
permanent employees get loans from their provident fund at a cost of 10%. They can use their
money for several purposes. Secondly, from the executive level the employees are qualified for
home loans, car loans and others at a cost of 8% where it is around 15% for the customers so it
an extra benefits consumed by the employees.

10.Medical Facilities:

The medical facility provided by MTB is quite different from other banks. MTB has their own
medical team to look after their employees in case of any medical assistance. They have their
nursing home as well. Therefore employees of MTB do not have the opportunity to enjoy life
insurance which means MTB does not provides life insurance policies to the employees.

11.Welfare Funds:

Every year 200 taka for each employee is deducted to count in the employee welfare fund. The
money induced from the welfare fund is used for the welfare for the employees when they are in
trouble or in emergency. This money is totally distributed to the employees so that they feel safe
at their emergency period.

12.Earn Leave:

The employees who complete one year of service without any unusual leave, get 30 days for earn
leave in a year. It means their paid equivalent 30 days of compensation.

13.Disability Leave:

If any employee faces unusual accident or physical challenge, then they are provided leave
granted by the company which is called disability leave but for this leave the salary of them will
not be deduced which means these are paid leave.

14.Maternity Leave:

Maternity leave may be granted by the competent authority to an employee for a maximum three
months period at a time. This flexibility is provided considering the labour law made by the
government. This is also a paid leave.
15.Study leave:

There is a fantastic opportunity for the employee of MTB. The employees who perform
extensively well and show gratitude of benefits that they can contribute for the sake of company
are entitled for recommendation to study. Generally, the employees are recommended to get 3
(three) years paid leave for their studies but all the employees do not get this advantage because
it is for those who are really high performer are to authorized to get the full payment to continue
their studies.

There are several compensation policies in an organization. Compensation is important such a

way that without a fair policy in this sector, it is not possible to make the employee participate in
their work effectively. Mutual trust bank undertake different lucrative policies regarding the
compensation of their employees so that they can manipulate employees to have a productive
outcome. The policies over the compensation taken by MTB are discussed below:-

The most important policy of MTB is providing the death benefits to their employees to support
their families to run with. It is such a benefit that is handover to their families after the death of
employees. To get this after this death employee nominate a person of him to take the money
which is done for the proper documentation and safety of the money. Due to this the families of
those employees feel comfortable and secure after the death of their wage earner. The death
benefit varies according to the designation and employment status. The following chart will give
the clear overview of several death benefits in different layers.

Designation Amount of taka

Managing Director 10 Lac
EVP-SVP 8 Lac
AVP-VP 7 Lac
SO-FAVP 6 Lac
AO-JAVP 5 Lac

There is another policy which is providing loan to the employees at a lower interest rate. MTB of
the employee are ought to pay only 8% interest rate over the loan. So, the employees can use this
money of the loan for their personal welfare.
Another eye catching policy of MTB is their welfare fund. It is actually undertaken for the
welfare of the employee’s so that they can run themselves in a solvent way when they become
unable and physically challenged to work. But the fact is they have to deposit 200 taka to their
welfare fund at end of each year. But the sanction of the money of the welfare fund is distributed
according to the job status of the job employees.

Designation Amount of taka

MD 6 Lac
DMD 5.5 Lac
SEVP 4.5 Lac
AVP-EVP 4 Lac
Officer 3.5 Lac
Other 2.5 Lac

MTB has undertaken different plans of the employees who are of ages over 60 years regarding
the compensation. The basic compensation policies are not valid to the employees who are over
60 years old. It means all the employees get the compensation benefits within 60 years.

In addition, MTB also provides financial aids to those employees who are enthusiastic to
participate any competitive examination. MTB bears all the fees and necessary finance of those
particular competitions. For instance if any employee eager to participate in CDCS (Certified
documentary credit specialist) where an employee will need eighty thousand taka which is totally
bear by the bank.

Moreover, MTB also some policies over the completion over the several courses like JAIBB
(Junior Associate of the Indian Institute of Bankers). If the employee can complete the first part
of JAIBB, he will be provided eight thousand taka where if they become able to complete the
second part they will be funded fifteen thousand taka. These sorts of assistance encourage the
employees to make themselves to more competent to relevant field by undertaking those
professional courses.

4.2.4 Maintenance
Mutual Trust Bank has made a lot rules and procedures. All rules and procedure has a significant
impotency for this organization.HRD of MTB has created this rules and regulation by deep
thinking .In this concomitances MTB has some employees, they are regularly monitored this
rules regulation.

This segment of report, I would like to discuss about safety-health and employee relations.

4.2.4.1 Safety and Health

Human resource division of MTB has a responsibility to ensure that the work place is free from
unnecessary hazard and that condition surrounding the work place is not hazardous to
employee’s physical or mental health.MTB working environment is amazing. All employees are
satisfied about their work place. They are working with freedom And customers is satisfied
about this Banking environment .Actually this is not only office environment but also it is
environment of luxuries apparent .All component of luxury apartment have setup into working
environment of MTB . In this situation some health and safety components are; Air condition,
Fire protectors, prayer room, Conference room ,dining room , kitchen ,high definition television
system, Telephone, four security Guard, two cleaner and two peons. As a result we can say that
MTB working condition is safe and healthy without any confusion.

4.2.4.2 Equal Employee Opportunity

It is the policy of MTB to prohibit racial, gender, sexual and other forms of unlawful harassment.

Employees at all levels are responsible for demonstrating through their personal behavior , that
harassment, bullying ,victimization and other such reprehensible type of conduct is unacceptable
and will not be tolerated .Employees are also responsible for taking action to prevent
harassment ,bullying, victimization etc. From occurring in the work-place and its environs, in the
first place. They are also responsible for recognizing instances of harassment and bullying within
their teams, and for taking rapid and effective steps to deal with any problems that arise.

Employee Relation

MTB is a group of organization . a lot of employees are working here.I think that there are
approximately 1000 employees working in MTB .Each employee is well educated .All time they
are working together without any conflict .They are so helpful to each person. Every day they are
working eight hour from 10am to 6pm.Every employee are cooperative on internship student.
 Chapter-05
Recommendation & Conclusion
 5. Findings:

As a student of BBA, Department of HRM, Faculty of Business & Economics, The Daffodil
International University; I have to complete internship program. With reference to that I was
referred to Mutual Trust Bank Ltd, and worked there for 3 months. The followings are the
findings of my three month’s observation as an Internee:

1. No justification for newly created post is found with the employee requisition form.

2. Possibilities of biasness when the collected CVs are sent to the concerned department.

3. It takes time for necessary approval to go through recruitment process.

4. The advertisement process is sometimes lengthy and sometimes found ineffective

5. The interview is unstructured in nature.

6. The ‘Initial Recruitment Appraisal Form’ is not used.

7. Very time consuming process.

8. The program content is not so rich, thus the orientation is not so effective
9. No ‘employee welcome pack’ is developed/ found

10. Training need assessment and post training evaluation is not properly done.

11. There is no mechanism to get the output of the training.

12. Employees are not considering the training for the development of the organization.

13. The company does not have professional trainer.

5.1 Recommendations:

As I have gone through all the departments under Human Resources Management, I have come
up with some points, which can improve the efficiency as well as quality of the work. Though
the bank was found as a productive concern, the study reveals that the bank could do much more
if it was handled more efficiently. However, some steps may be taken to improve the efficiency
and to increase the performance of the bank in future which are given below-

1. Concerned department should justify the recruitment for a newly created post. HRD must
analyze that justification before proceeding further.

2. The collected CVs should not be sent to the concerned department. The short-listing should
be done by the HRD as per the requisition form.

3. For existing post no approval should be required. The HRD can go for necessary recruitment
for these existing positions.
4. There should be a standard format for each type of advertisement. So that, it will not take
time for advertisement design and approval.

5. There should be some specific questions for each position of each department. This allows
the interviewers to judge the candidate equally.

6. The candidate performance appraisal form should be used properly to evaluate the
candidates.

7. More emphasis should be given to recruit from CV bank. An effective CV bank should be
maintained at HRD for instant and for quick recruitment when warranted

8. Candidates should be given with event date and time before the event. So that they can
collect relevant information on their own.

9. The company should revise and develop a more fruitful orientation manual for the new
employees.

10. The company should develop an Employee hand book.

11. HR department should arrange all the training programs including sourcing, and evaluation
etc.

12. There should be strict practice to complete a periodic training need assessment, as well as the
post training.

13. Employees are to be motivated about the effectiveness of the training and also their use in the
organization. There must be a mechanism so that organization can get the training output
from the employee. For example, a trained employee can train another employee. The
company should have a professional trainer.
 5.2 Conclusion:

Considering the facts that have been studied so far, it can be stated that Human Resource
Management Practice in Mutual Trust Bank Limited is quite satisfactory, though all the process
of HRM procedures are not strictly followed as stated in the references. Their recruitment &
selection, training & development process are upgrade, standard and satisfactory.

The management strategy, organizational setup, attitude towards employees and working
environment of Mutual Trust Bank has a positive impetus on the overall procedure of the human
resource development of the bank. As it is a common perception that the most successful
organization always creates a customized blend of all the factors that best fulfills their
requirements.

The usual role of the HR department role is to provide assistance in HRM matters and directly
interfere in producing the organization’s goods and services. According to their service,
acquiring their knowledge, developing the skill of the employees, motivating them to high levels
of performance and ensuring that they continue to maintain their commitment to the organization
are essential in achieving organizational objective.

On the basis of these principles, the HR division is assigned for completing those tasks that are
regarded as necessary. In Mutual Trust Bank Limited, the HR Department deals the huge
workforce about their recruitment & selection, training & development process from a very
efficient and modern viewpoint. Its HR policy and Development strategy are based on
appropriate regulations. The HRM practice in Mutual Trust Bank Limited can be demonstrated
as very much adequate for producing a sincere, honest, punctual, hard-working and intellectual
workforce.

5.3 Bibliography

References:

Books:
 Cynthia D. Fisher, Lyle F. Schoenfeldt, James B. Shaw “Human Resource
th
Management”, 6 Edition .
 David A.DeCenzo & Stephen P.Robbins(1999),“Personnel/HumanResource
Management”,Third edition ,Prentice Hall:London.
 DecenzoA David &Robbin P. Stephen & Sons Wiley Johe, Human Resource
management, 9th Edition, Inc, Singapur, 2003.
 Gary, Dessler, Human Resource Management, 12th Edition, Prentice Hall, 2008
 Khan Gary Abdul, Human Resource management & Industrial Relations, Abir
Publication, 1st edition. 2009.
 Zimmerer, Thomas W, Entrepreneurship and small Business Management, -2006
Websites:
 http://university-essays.tripod.com/reward_management.html, retrieved on 21 March,
2017 at 06.45 pm
 http://www.Mutual Trustbank.com.bd/corporate-information/reports-and-statements,
Retrieved on 24 March, 2017 at 05.10 pm.
 http://www.Mutual Trustbank.com.bd/about-Mutual Trust Bank Limited, Retrieved on 24
February, 2017 at 11.10 pm.
 http://www.Mutual Trustbank.com.bd/training, Retrieved on 25 February, 2017 at 11.30
pm.
 http://www.Mutual Trustbank.com.bd/corporate-information/management, Retrieved on
24 March, 2017 at 11.10 pm