| dc.description.abstract | On May 10, 2001, Shahjalal Islami Bank Limited (SJIBL) implemented the Islamic Shariah Rule under the Bank Companies Act of 1991. By building new branches in a number of strategically significant fields where the country makes extra-contributions to invest in and deposit various support goods, SJIBL has strengthened its management participation over the years. Islamic banking offers a smart business product that makes real money and raises the GDP of the country in addition to being an interest-free finance company. My research topic for my internship at SJIBL was "Shahjalal Islami Bank Limited's HRM practice."
The most crucial resource for establishing a competitive edge over rivals is human resources. Many businesses employ a number of techniques to manage these human resources and create a skilled workforce. These HR practices are a set of ideas used to find qualified candidates and boost their loyalty, productivity, and dedication to the business.
This paper outlines the human resources practices used by Shahjalal Islami Bank Limited and emphasizes the value of developing its personnel. My time as a department intern in the human resources division served as the basis for the analysis. Our academic understanding, as summarized in HR practices, states that there are, in theory, processes such as recruiting and selection, HRP, training and development, compensation and benefit, and performance management. There are a number of versions, but in my experience, not many businesses employ these library notions. In general, they will make necessary revisions, updates, and even removals.
In my internship report, I made a small effort to uphold and adhere to the general human resource activities set up by SJIBL, to pinpoint the problems that led to their relocation, and to offer a solution to make things better. | en_US |
