Human Resource Management Aspects of Muslim Commercial Bank

Abstract

Our project is based on the Human Resource Practices studied in our course of MBA and the practical experience on HRD to thrash out the training practices followed at MCB. Our project is divided in two phases. In the first phase we have discussed the HRD practices followed by organization and in the next phase we have discussed the strengths and weaknesses of the practices followed by organization and challenges faced by organization and solutions. MCB is one of the leading banks of Pakistan with a deposit base of about Rs. 280 billion and total assets of around Rs.300 billion. Incorporated in 1947, MCB soon earned the reputation of a solid and conservative financial institution managed by expatriate executives. The Purpose and motive of our project is to study Human Resource, in order to get practical awareness of planning, recruitment, selection, performance management; to investigate how these are translated into building of an organization, culture and making it competitive, flexible and efficient. Among all practices followed at MCB, our main focus is to get an in-depth practical knowledge of training and development at MCB. The training at MCB is done at two broad areas, banking and personality development, which are also further categorized. The identification that either the training of current employees is necessary or not depends on the Annual Performance Report. In APR the training pressure points might be Poor Performance of employees, lack of skills in employees, employee himself asks for training and his boss identifies him for training. Other than APR, some of the valid reasons for conducting the training program are new hires, new technology, internal growth (New Branch) and new services. Among the various training methods, MCB is using the methods to trains its employees as behavior modeling, degrees and certifications, on job training and class room instructions. To overcome on the weaknesses and to fulfill the training needs of the more than 1054 branches of MCB, it needs to decentralize its training centers and should open a new training center for Karachi region. For time being to share the burden of training, more instructors should be hired for the training wing. To avoid the chances of errors due to biasness and halo-factor. ‘Rater Error Training’ and ‘Rater Accuracy Training’ should be given to the employees.