#1 Philippine Traditional Folk Cultural Dance PART-01

Philippine Traditional Folk Cultural Dance

The cariñosa is a Philippine folk dance of Hispanic origin. It is closely associated with the island of Panay and the Visayas region in general. The word cariñosa is from the Spanish cariñosa meaning the affectionate one. Most Filipina women can be described as karinyosa.

This is a courtship dance that portrays acts of flirtation between a man and a woman. The dancers perform steps resembling hide-and-seek movements. The woman holds a handkerchief or sometimes a fan.
According to folklore, this traditional dance was first performed by a young woman named Kanang who was the best dancer in the province of Surigao del Norte. At a baptismal reception, she was asked to perform and she improvised her dance steps to imitate the way a duck walks and splashes water on its back to attract a mate.

RAKUB

 Because without them all the modern equipments assembled in an institution go in vain. Human resources play an important role in all the institutions including trade and commerce, industry, public, private and religious institutions. That is the ground of human resource management is extended there where the human being are engaged. The appointment of the employees, selection, the preservation of the environment of training activities, providing the salary and wages, psychological motivation, creation of the opportunities and the special care for the miscellaneous activities are performed through human resource management.

RAKUB carries out its activities usually through the employees. This bank has its own functions like other institutions.

As the largest development partner in the north-western region RAKUB aims at overall development of farmers and all the sectors and sub-sectors of agriculture in this region. Besides catering to agricultural credit, financing, agro-business and agro-based industries and poverty alleviation programs the bank performs ancillary banking functions.

As the employee’s role is important to perform the bank’s function orderly, the bank’s human resource department is playing an important role to develop the socio-economic condition of the government, and also the country through HRDP.

Background of the study

The report named “the activities of the bank and financial institutions            -2001-2002” published by economic department, finance ministry and the government of the peoples republic of Bangladesh expressed that RAKUB is the largest partner of the development works of the north-western region, like Rajshahi division of the country, and it is the large finance institution for providing the agriculture loan. It provides the required agro-loan for the appropriate use of the potentiality of agriculture is the north-western region and for the development of the present and for the overall development of the agricultural sector. Moreover, it provides all kinds of banking service besides the loan for setting up agro-based industries, trade of agricultural products, socio-economic development and loan distribution for poverty alleviation. This bank started its function on 15^th March 1987. If could not succeed to produce commercial benefit through it has been playing an important role to develop the agriculture and socio-economic condition of the north-western region from the very beginning. As a result, TK. 3071 million total loss has been imposed on bank’s shoulder. In this circumstance, PARL has been formed in the presence of the chief executive of the main branch and all the officers and employees of other branches in the fiscal year 2001-2002. Its target was to root out the crisis through collection loan payment, fair loan distribution, and fulfillment target through procuring the deposit. Besides, it aimed at making the bank profitable and more dynamic through various techniques.

For the first time in the history of RAKUB it got membership of the famous ADFIMI during the year. This will provide RAKUB employees opportunity to interact with fellow professionals in the international level and upgrade their knowledge and develop skills. Besides this, some special training courses such as human resource development and branch management, mobile training courses, long-term fund management, basic computing were imparter to develop human resources during the year.

But, the success of PARL to eliminate this problem is dependent on the participation of the officers and employees of all levels. So, the dynamic research of HRDP of Human Resource Department of the bank is very essential.

Objectives of the Study

This research has the overall objectives to acquire successful use for Human Resource Development Program of this bank. It has also the following objectives:

v To know employees recruiting and selection method of RAKUB.

v To pinpoint on working relationship among the employees of this bank.

v To find out the favorable working environment into RAKUB.

v To know how the employees of RAKUB increases their professional skills.

v To provide some suggestion and recommendation for taking future action about the development program of RAKUB.

Limitation of the Study

There are some limitations of this study concerning the human resource development program of RAKUB:

Lack of time: The bank could provide the sufficient time that was required to carry out the study.

Lack of sufficient information: They could not provide sufficient information as no such work was performed previously concerning the development of the bank employees.

Self-limitation: There is self-limitation to carry out the study.

Lack of proper knowledge of the officers and employees: the officers and the employees posses very little knowledge about their rights as well as their power. They are absolutely confined to the post whatever they are engaged to.

Lack of cooperation: The employees did not cooperate giving right information while taking interview. So, it has not been possible to collect all the information only because of the lack of cooperation.

 

Overall view about RAKUB

RAKUB was established by the president’s ordinance No. 58 of 1986 with aim of providing institutional agricultural credit for optimum utilization of agricultural potentials of Rajshahi Division.

Taking over the branches and offices along with assets and liabilities of the Bangladesh Krishi Bank with in Rajshahi Division. The bank started functioning on 15 March 1987.

The board is vested with the responsibility of formulation of policy in line with attainment of growth in agriculture and economic development of the region through agricultural credit support. The Board of Directors constitutes of seven members and the government appoints them all

There are three large departments and thirteen departments in the head office situated at Rajshahi.

1.    Administrative large department

v Employee management department

v General service department

v Budget and expenditure controlling department.

2.    Directorate large department

v  Loan and advanced department….(1)

v  Loan and advanced department….(2)

v  Research and development department

v  Branch controlling department

3.    G.M audit and collection department

v  Audit and inspection department

v  Central account department….(1)

v  Central account department….(2)

v  Loan collection department….(1)

v  Loan collection department….(2)

There is a department of the security and it is controlled.

The total branches according to the region

Region	Branches
Rajshahi	21
Panchagar	18
Thakurgoan	17
Nilphamari	20
Lalmonirhat	17
Dinajpur Zone	16
Dinajpur(South)	19
Rangpur	25
Kurigram	18
Joypurhat	15
Naogaon	26
Nawabgang	16
Bogra Zone	18
Bogra (South)	14
Natore	20
Sirajgang	22
Pabna	22
Gaibandha	23
Dhaka	1
L.P.O	1
Total	349

The main activities of RAKUB are—

v Disbursement of loans

v Recovery of loans

v Deposit mobilization

Authorized capital of the bank amounts to Tk. 1500.00 million                                             

The bank continued manpower development program in order to motive the officers and staff to work for successful implementation of the reform program.

Table

Year	2000	2001	2002, 31st    March	2002, 30th June	2003
Total Manpower	3737	3716	3692	3689	4152
Employer	1675	1674	1655	1654	1746
Employee	2062	2042	2037	2035	2406

Source: Official record of RAKUB

The objective of the new program is to impart training for creating productive workforce amongst the officers and staffs for successful implementation of overall activities of the bank, particularly the reform program.

Main objectives HRD program are:

v Self motivation of the bank employees

v Creating favorable work environment

v Increased professional skills of the bank employee.

Steps taken for implementing HRD program:

v An executive development program was introduced at head office to build up head of the departments as competent executives.

v Short training courses were regularly conducted at field levels and refreshers courses at the training institute. In all courses there were sessions on self-motivation conducted by the senior executives.

v For prefect and successful implementation of the reforms program effective measurers were undertaken to bring maximum number of officers and staffs of the bank under training courses, workshops, seminars and symposiums. Eight hundred thirteen officers and staffs were trained at field levels and the training institution.

Transparency in Administration

For successful implementation of the reforms program efforts were taken to ensure transparency in administration of the bank. Accountability at all levels was maintained as much as possible. A monitoring call under the control of the Managing Director was opened to act trouble shooter as and when necessary. In order to increase the quality of operational efficiency and increase internal control initiatives have been under taken to introduce MBO to be observed both in the head office as well as in the field levels.

Recruitment

Honest and skilled employees should be accumulated to increase the performance of an institution. RAKUB accumulated the qualified and required members of employees to fill its vacated posts. The bank utilizes its external and internal sources to fill the vacated posts.

A list of the officers and employees accumulated from both sources:

Source	Internal	External
First class officers	50%	50%
Second class officers	50%	50%
Third class employees	100%	---------
Fourth class employees	--------	100%

Source: Official record of RAKUB

Now posts have not been created as the bank’s present organogram is yet to be materialized. As a result, the bank has performed its accumulation of the employees from its internal source through the promotion in current fiscal years. In the fiscal year 1997-1998 and 1998-1999 the last 176 officers have accumulated from the external source.

 

Selection

The selection process begins after the accumulation of the bank’s employees. RAKUB appoints the officers and employees directly through the written and oral tests from the applications received from the internal and external sources. The bank has its own selection board that is carried out by joint decisions.

Associated officers/employees	Selection committee	Appointment authority
All the fourth class employees in the field	The selection committee appointed by the managing director	Associated zonal/ regional manager
Fourth class employees of the central office	The selection committee appointed by the managing director	General Manager (Administration)
All the third class employees of the bank	The selection committee appointed by the managing director	Managing Director
Officers and equivalent higher officers and head officers and equivalent officers	The selection committee appointed by the managing director	Managing Director
The higher chief officer and equivalent assistant general manager and equivalent general manager	The selection committee appointed by the managing director	Managing Director approved by board of directors

Source: Official record of RAKUB

Salary and status

The status and the salary scale is a very sensitive issue for the officers and employees of an institution. RAKUB maintains the well-organized salary structure for its different types of officers and employees.

The positional status and salary structure is maintained in accordance with the approved organizational structure of 2003—

Status	Salary
M.D.	15000
D.M.D.	12900-14300
G.M.	12900-14300
D.G.M.	11700-13500
A.G.M.	10700-13100
S.P.O	9500-12100
P.O.	7200-10840
S.O.	4300-7740
O	3400-6625
3rd class employee	3300-5505
4th class employee	1500-2905

Source: Official record of RAKUB

 

Promotion and Transfer

Promotion’s objective

Manpower is the key force to run an organization. The objective of the promotion of RAKUB is to bring about the dynamism in the activities, transparency, accountability in its human resource.

The ground of promotion

RAKUB uses the merit, qualification, and seniority as the criteria of the appropriate evaluation.

 

The general criteria of RAKUB’s promotion

v 30^th June will be considered as the ground of promotion of every year.

v The employee-managing department prepares the list of the promotion worthy vacated posts by 30^th June every year and presents the proposal of promotion, information and necessary planning to the bank’s manager.

v  The separate office orders have to be circulated from the central office of the bank about the formation of the recommendation committee of the promotion.

v No promotion will be given without the recommendation of the different associated promotion committee. Besides, committee’s recommendation will have to be approved by the associated approved committee.

v The duration of the action of the bank’s branch, regional observer office and regional manager will be considered as the duration of fieldwork. But, the duration of the fieldwork will not be applicable for being assistant general manager from superior prime officer (SPO) and deputy manager from assistant manager.

v  Those officers and employees will not be eligible who cannot secure at least pass marks yet there is a system of interview for the promotion of the grade officers and employees. In this case, the total marks of the interview and the annual secret report of evaluation.

v The promotion of the temporary suspended and charge sheeted officers and employees will not be considered.

 

 

The system of promotion evaluation

Deputy General Manager and

Assistant General Manager.

A. B. C. D.	The last five years secret report The evaluation of educational and professional qualification Service tenure Interview	50 number 20 number 10 number 20 number
	Total	100 number

Source: Official record of RAKUB

Transfer

RAKUB transfers an employee from one place to another when it thinks that she/he will do better in the second place.

The objectives of transfer

RAKUB is playing an important role from the beginning of its foundation to develop the agriculture and socio-economic condition of the north- western region of the country. Most of the officers and employees of it are the inhabitants of the north-western region. All of them know well their        own regions and people. So, the bank arranges transfer expecting the more skilled work from an employee.

But the bank transfers its officers and employees to any branch of it for the sake of administrative necessity. Sometimes, the bank cancels the system of transferring the officers and employees based on region, division, and zone. If transfers its officers and employees on the basis of bank to which they have been employed.

Working Relationship of RAKUB

Though RAKUB is a large banking system, its activities are based on only the north-Bengal. Most of the officers and employees of it are the inhabitants of this region. The bank maintains the cordial and congenial atmosphere by giving motivation, and mental strength to develop its human resources. The bank adopts the financial and managerial steps to increase the mental strength of its employees.

v RAKUB gives the appropriate salary to increase the mental strength of the employees.

v It gives the festival bonuses, they are –

           Eid bonus.

           Puja bonus

           Yearly interest bonus.

v RAKUB preserves the security of the service through “ Servant Service Rule”, if any one commits any serious crime out rules; the action is taken through proper investigation and evidences.

v The bank performs its work with “ Participative Management” to increase the mental strength.

v Training is provided to remove the inequality and to perform the activities orderly.

Motivation

 RAKUB observes “the ability of work” and “ desire to work” with different attitude to develop its manpower. Because, the employees have their joy, delight, suffering etc. The overall activities can be achieved through the proper evaluation of these. RAKUB gives the motivation to its employees through maintaining the good relationship with the employees to perform the overall activities. Bank gives the 10% incentive from accumulated loan to the officers and employees under its MIRACLE program.

Job Evaluation

There are many departments in the bank. These departments perform different activities and different employees have been employed to perform the duty. Cooperative work relation in the different types of work is determined through comparative work evaluation. RAKUB uses the point system to evaluate the work.

Trade Union

The real picture of any organization is its trade union. RAKUB is not exception from this picture. Registration in the Rajshahi Trade Union is necessary to get the external and internal facilities of employees. RAKUB Trade Union has a representative, named C.B.A.

Working Environment of RAKUB

Transparent and well-organized administrative environment is desirable for any institution. RAKUB considers some environment for the sake of its human resource development.

Economic Environment

Any financially solvent employee is capable of performing more works. RAKUB provides its employee with due salary. RAKUB preserves the environment where the employees get their due salary in due time. So that, no employee can fall into the danger of financial problems and lose interest to work being mentally disappointed.

Bank provides various financial opportunities for the development of the employee:

Þ       It gives the salary increment every year.

Þ       It gives the communication bonus.

Þ       It gives the festival bonus.

Þ       It gives the bonus for medical treatment.

Þ       It provides the children with education.

Þ       It gives the bonus for lunch.

Þ       It provides the facilities of taking loan.

Þ       It gives training bearing the expenses itself.

Þ       It ensures getting of appropriate and one time pension after a fixed time.

Cultural Environment

RAKUB arranges indoor games in the Rajshahi district auditorium and outdoor games in the Rajshahi stadium at the end of every year for its all officers and employees.

There is a separate room in central office of RAKUB for saying prayers for all the officers and employees.

The bank organizes well-come ceremony for the fresher and farewell ceremony for the out going employees.

Technological Environment

RAKUB could not deny the technology in the present age pf technology for its development of human resource.

Þ       The bank provides the electric fans to ensure the comfortable environment.

Þ       The bank has improved its telecommunication network to receive the news from one branch to another even from the branch of gross-rooted level.

Þ       The bank has taken initiative to preserve the bio-data, the certificates of educational qualifications and all other information of all the officers and employees in the computer.

Þ       The research and development branch of the bank preserve all the required information in the required computers for the sake of the development of its human resources.

Besides, they analyze all that information and take decision on the basis of the analysis about the transfer and promotion of an officer/employee. Even, they monitor the expiring date of the service of an officer/employee. The bank performs these entire tasks rapidly through the computer.

Þ       Very up-to-date information is available in the web page of its own computer.

Þ       It was its own E-mail to exchange the letter and information.

Political Environment

No institution is totally free from the politics. RAKUB is a public institution. It performs the natural activities of a bank besides contributing in the agriculture and industry. So, it has the purpose of acquiring the interest. But, the bank is to exempt the different loan as per the order from the finance ministry. Again, the loan is to be given without the proper observation in accordance with the government’s order. There is a trade union to demand the rights of all the officers and employees. In addition, the bank does not face any political difficulties.

Training System of RAKUB

RAKUB has been investing its money since its foundation to eliminate the poverty, to develop the fate, to establish the agro-based industry, to give the micro credit to the large rural population of the north0western region of the country. Besides, it is contributing to develop the national economy, especially to increase the progress in the agriculture sector. The bank is spreading its function in the light of social and national demand. The bank is trying to lead these expended functions to establish it as service and benefit related organization. RAKUB is directing training institute and training to make the skill man power, the only training institute of the bank launched updated manpower development program according to the need of time replacing conventional training courses

Several training courses were also organized to impart training for enabling the employee to operate newly introduced computerization system both at head office and field level.

Short training courses were regularly conducted at field levels and refreshers courses at the training institute.

Some special training courses such as human resources development and branch management, mobile training courses, and long term fund management, basic computing was imparted to develop human resources during the year.

In all courses there were sessions on self-motivation conducted by the senior executives.

The principal purpose of the institute

v The banking activities are to be skillful through giving training to the all officers and employees of the bank.

v The realistic recommendations are to be prepared through the workshop and seminar or many relevant subjects.

v The training activities are applied and materialized to implement the new policies adopted by the government.

 

Management

 Training institute is run by the overall supervision of the manager. The annual training is prepared at the beginning of every fiscal year and the training is conducted the whole year taking the approval of the authority.

RAKUB provides many facilities to increase the skill of the employees:

v It provides training bearing the expenses by itself.

v It gives the accommodation facilities.

v It provides library facilities to give the necessary books.

v It provides the communication facilities by providing the necessary bus to go and leave the training institute.

v It provides the medical facilities if any one because ill.

v It provides mental consolation and entertainment to its trainees.

 

Training Duration

 The bank arranges foundation training for one year for the newly appointed officers and employees. RAKUB arranges different types of training the whole year. Calendar training is run for one year where 30 employees are trained together. Besides, there is weekly job training.

Training System

RAKUB follows various training methods such as Oration, White board, OHP, Open discussion, Debate and Practical lesson.

Besides this to acquire developed knowledge in various professional aspects 125 officers and staffs got training at BIBM, Bangladesh bank and other institutions during the year. System of rewards was introduces for brilliant results of the participants in course assessments.

For the first time in the history of RAKUB it got membership of the famous ADFIMI during the year. This will provide RAKUB employees opportunity to interact with fellow professionals in the international level and upgrade their knowledge and develop skills.  

Problems

It is found from the previous analysis that this bank has some problem in the human resource development program:

  As the bank’s present organogram is not being materialized, the newly vacant posts are not being created. So, the many officers/employees are suffering from frustration being deprived from the duly promotion.

  RAKUB has taken step only to say prayer, but the bank has no mosque of its own.

  There is no system of justification whether the time determined by the training institute for the employees is sufficient for the trainee and whether they are mentally adjusted to it.

  Training is provided how an employee will perform his/her duties with more honestly and skillfully. But the bank does not provide any training how an employee will perform his/her responsibilities with mental and physical sound health.

  RAKUB is a large organization of the north-western region. So, the priority is given to the applicants of this region while accumulating the employees and in the election. The meritorious applicants of the whole region are not evaluated properly.

  The bank preserves no scope of constructive criticism by passing the bank’s policy for an employee.

Recommendation

Some initiatives should be taken to make the bank’s human resource development program dynamic through eliminating the problems.

  The freedom of expressing opinion increases the skill of an employee. So, an employee should be provided with the scope of neutral as well as constructive criticism.

  The equal and duly evaluation should be provided to the meritorious and experienced applicants from the whole country while accumulating and selecting the employees.

  Consciousness helps an employee to be neutral and confident while applying the power. So, the proper steps should be taken for training to create the awareness.

  An employee should be given the task that he prefers more to do for the sake of the development of the human resource of RAKUB. It will enhance his/her job satisfaction and turn him/her into a skillful employee. 

  Steps should be taken to justify the mental preparation of an employee before giving the training.

  The authority should take necessary steps very urgently to approve the final decision of the finance ministry to implement the bank’s present organogram based on five thousand man powers.

       Healthy and neat and clean environment for performing work should be created for an employee.

Conclusion

It is no doubt that the horizon of the trade and business is expanding quickly in the present world. It is obvious even in Bangladesh. There is no alternative of the skills and merits of the employees of an institution to carry out the distribution and the development of the trade and business.

The distribution and the business environment are being difficult with the passage of time. The development of the human resource has been essential to survive in the competitive world. As a result living cost has increased. The pattern of life style has changed. So, the attention should be given to the development of the employees and their need.

In this circumstance, RAKUB has taken “Human resource development program” to carry out the banking activities for the development of the north-western region. Bank has given importance to the increase the merit, skill and attitude of the employees and taken steps for bringing about the development. It ensures the development of the institution as well as of the Human Resource.