Human resource management practices in dhaka zoo

Human Resource Management Practices in Dhaka Zoo

2.1 Dhaka Zoo in brief : where the study was conducted.

Dhaka Zoo, situated at Mirpur which is adequately vegetated and eco friendly area having lucrative landscape and magnificent natural beauty, 20 km off from Dhaka Zero point with a very good road and river communication. River “Turag” is flowing to its North-West with Dhaka City protection dam. Two heavenly lakes, to North and to South, are spreading further beauty holding the lap of the Zoo. At present the total acquisitioned area of the zoo is 186.63 acres (75.55 hector) including 2 natural lakes covering 32 acres of land having 2299 nos. of animals of 171 species where visitor turn out is about 5 million round the year. Life blood stream by which the Institute is running, 250 manpower of different categories mostly of which are class IV employees.

World Zoo histories : 2.2 Location of Dhaka Zoo: Administrative and Geographical Government of the People’s Republic of Bangladesh ► Ministry of Fisheries and Livestock ► Department Livestock Services, Bangladesh ► Director, Health and administration ► Dhaka Zoo within the jurisdiction of Shah Ali and partly Mirpur (2) Police Station. Dhaka Zoo lies between 230 41’ and 230 46’ N latitude and 900 22’ and 900 26’ E longitude.

Some big Institutes surrounding the eastern part of the zoo is –

•

○ National Botanical Garden

•

○ National Herbarium

•

○ Rudder Station, Bangladesh Air Force

•

○ Bangladesh Insulator and Sanitary Factory

•

○ Tabani Beverage (Coca Cola)

•

○ BCIC School and College

•

○ Shine Pukur Holdings etc.

2.3 Daily activities of Dhaka Zoo in brief : •

Parking : One of the major revenue earning sector on yearly

leased out basis from where leasing authority collect tolls from vehicle owner daily dawn to dusk according to the Govt. set out boundaries. It is cleaned and washed by City Corporation; maintained by leasing company and zoo authority almost jointly.

•

Main Gate (visitors entry) : Largest sector of revenue collection which is also running yearly leasing out basis and the leas holder company collecting revenue through entry ticket. The visitor entry ports and lawn in premises cleaned, washed and maintained leasing company with directives of zoo authority. This gate is opened for visitors from 7.00 am to 6 pm (Seasonal variation of half an hour 5.30-6.00 pm is there) six days in a week except Sunday (Sunday is also open if that is a Govt. holiday).

•

Sheds / Enclosures : It starts cleaning and washing by 6.30 am. Animal Care Takers (ACTs) are accomplishing the job regularly with the guidance and supervision of respective Zoo Officers. Exceptionally, some sheds and enclosures are being cleaned and washed again in the afternoon where ever necessary.

•

Zoo museum and aquarium : After cleaning and washing started by 6.30 am workers are being involved in looking after visitors on visit the two unit by ticketing up to dusk on guidance of Officer-in Charge, Museum (seasonal variations applied). This unit is also a leasing out section on yearly basis amounting revenues a very good.

•

Elephant and horse riding : Both the animal and sheds (riding lone also) are washed, cleaned and groomed duly early morning and the

Animal Care Taker starts riding the enthusiastic visitors on the basis of (ticketing) leasing schedule time under the supervision of Zoo Officer, normally first half of the day (except on Govt. holiday). It is also revenue collection unit of the zoo on leasing yearly basis.

•

Food receiving and distribution : Animal Nutrition section is hoisting the duty of receiving food items daily from contractors starting 10.00 am regularly on yearly contractual procuring system (with exception of off fed day and animal variation) and distributing the food items to the respective section with the presence, guidance and authority of Nutrition Officer and Zoo Officers respectively and in presence of looking after committee members as well.

•

≫ Food supply : After collection of foods from nutrition section, Zoo Officers of respective section allocate items to shed / enclosure in formulated manner according to necessity of animals with due frequency in the day time.

•

Investigation : Disease investigation, regular rotational stool

collection for examination and other sample collection for laboratory test on requisition, is being carried out by research section. Technicians are accomplishing the job regularly under the guidance of Scientific Officer. Another important task is hoisting this section to post mortem investigation, sample collection, preservation, forwarding it to other laboratories and offering hygienic guidance to zoo sections in written and in oral (exceptionally, discharging additional duty to animal health section two days in a week and vise-versa).

•

≫ Treatment : Veterinary Surgeon regularly discharging the duty of treating and prophylaxis of animals on information and requisition and in some cases routinely with the assistance of compound and dressers (exceptionally, discharging additional duty to research section two days in a week and vise-versa).

•

≫ Engineering : Repairing of utilities, machineries and civil works are being exerted by a full regiment of technicians under the guidance and supervision of two Engineers.

•

≫ Nursing : Refers ensuring welfare of animals suffering from ailments, especially, if brought to quarantine with the jurisdiction of health section. Both Veterinary Surgeon and Scientific Officer nurse up the diseased.

•

≫ Zoo education : Bridging zoo to visitors and students, ventilating zoo mandates and ethics to visitors and students, conceptual sense making to the visitors and students on zoo and wild animal in captivity in serious constraint. Administrative and regulatory arrows are the main bottleneck to furnish the job as asked.

Scientific Officer in addition carrying out the job of conducting zoo

education

limited

with

students

from

Colleges

and

Universities. Addressing visitors in this issue is still scanty, at least not regular.

•

≫ Security : Security Supervisor is looking after the matter with the assistance of security guards and armed ansars round the clock; alerting, tightening and ensuring security to protect Govt. properties and law and order situation where ever necessary. In occasional crowed Police force are frequently asked to cover the situations.

•

≫ Fishing : Angling is a regular phenomena of catching fish by angler from two lakes dawn to dusk basis on payment of Tk. 500.00 with Govt. money receipt. Section Officer of Fisheries section is guiding the job with the assistance of section worker.

Beside this, occasional netting to catch sale fish is holding the section on tender. It is another revenue earning sector of the zoo.

•

≍ Amusement at pagoda : Picnic, Celebration party, anniversary party, meetings and get together ceremonials are being hoisting here with looking after of admin section of zoo in two pagoda (Nizhum, tk. 500/day and Utsab, tk.1000/day) on prior permission and payment. Good amount of revenue is coming from these water islands.

Eye catching vegetation : Entire zoo area including the botanic garden has many high altitude supporting trees (both exotic and indigenous), which harbor a lot of beautiful birds and many other small animals like squirrels (Appendix- ).

Climate : The climate of Dhaka Zoo is similar to Dhaka City. It can be characterized by hot rainy, humid summer and dry cool winter.

November to February is winter, March to May summer and June to October monsoon. Temperature is too high (variation ranges 30 to 39 o Celsius) in summer.

2.4 Monthly variation of temperature, rainfall and humidity in Dhaka in 2005 (Collected from Dhaka meteorological office): Table - 1 Month January February March April May June July August

Temperature o C Minimum Maximum Mean 14.1 23.1 18.6 18.3 29.1 23.7 22.5 32.2 27.35 24.1 34.4 29.25 24.2 33.2 28.7 26.8 33.4 30.1 26.1 31.1 28.6 26.7 32.0 29.35

Rainfall (mm) 04 03 155 91 298 260 542 361

Humidity (%) 58 55 58 70 63 79 79 76

2.5 Sketch map of Dhaka Zoo

2.6 Section wise HR photograph 2.7 Zoos in Bangladesh : Table - 2 Sl No .

1

Name

Dhaka Zoo

Mirpur 1, Dhaka 1216

Tel:+880-2-9002020 Fax:+880-2-9002954 e-mail: curator_dhakazoo@yahoo.com

2

Rangpur Zoo Chittagong Zoo

Rangpur

Tel: +880-521-62264

6,50,000

Chittagong

Tel:+880-31-659262

11,50,000

Chitt. District Council (Govt.)

4

Rajshahi Zoo

Rajshahi

Tel: +880-721-774184

7,00,000

Rajshahi City corporation (Govt.)

5

Banbilash Zoo

2,00,000

6

Aranyak Zoo

Khulna Cantt.

Govt.

Savar Cantt.

Govt.

7

Kurmitola Golf Club Mini Zoo Comilla, Zoo

Zahanabad Cantonment, Khulna Savar Cantonment, Savar Krmitoal, Dhaka Comilla

3,50,000

Srimangal, Moulovibazar

50,000

Cox’sbazar

3,00,000

3

8

9

10

Address Communication to

Sitesh Ranjan Dey Zoo Dulahazara Safari Park

Estimated Visitors per year 50,00,000

1,20,000

90,000

Guided by

Ministry of Fisheries & Livestock (MOFL) Govt.

MOFL, Govt.

Dhaka Cantt.

Govt.

District Council (Govt.)

Private

Dept. of Forest,Govt.

2.8 Present Animal Status in Different Zoos in Bangladesh: Table - 3 Class Mammals Reptiles Birds Fishes Total

Dhaka Zoo Sp. Tot. 59 491 12 51 72 1289 28 468 171 2299

Dula.

Safari Sp. Tot. 40 300 6 18 35 780 8 90 89 1188

Rangpur Zoo Sp. Tot. 19 87 3 5 17 118 39 210

Chittagong Zoo Sp. Tot. 32 94 3 15 21 74 1 4 57 187

Rajshahi Zoo Sp. Tot. 17 276 2 3 21 274 40 533

Comilla Zoo Sp. Tot. 9 47 4 5 13 52

Kurmitola Golf Club Sp. Tot. 1 19 10 64 11 83

Other two Zoos are : a very little known Banbilash - Jahanabad Cantonment , Khulna Aranyak - Savar Cantonment, Savars

Materials and methods 3.1 General: Success of any research work related to HR definitely depends upon the tid-bit activities in any tiny corner they offer and neglect within their jurisdiction boundary. So, to evaluate and pin point problems and solutions on HR practices and its managerial effectiveness in Dhaka Zoo requires in obligatory to address the possible A to Z dealings accomplishing everyday here in Dhaka Zoo. As a result, almost all the activities in each and every dimension has taken into consideration, collected, compiled and discussed in finding out the reality persists.

3.2 Study Period and total hour spent for the study: The study period intended from March 2006 to February 2007 exclusively. A total of 1,886 hours in 234 days were spent to complete and compose the draft the whole study. Table – 4 :

MONTH

TOTAL DAYS

HRS. SP. PER DAY

TOTAL HRS.

March

10

8

80

April May June July August

15 18 18 24 24

8 8 8 10 10

120 144 144 240 240

ITEMS AND PATTERNS (1ST 1/3, 2 ND 1/3 AND 3RD 1/3 OF TIME SPENT) OBSERVED Observing top Data Discussion and to bottom collection, interviewing activities compilation According duty From Office Authority, assigned for &personal Officers, Staffs sources and Visitors

Do Do Do Do Do

Do Do Do Do Do

Do Do Do Do Do

September

January February

24 24 24 26 20 7

10 10 10 4 4 2

240 240 240 104 80 14

Do Do Do Do Do Do

Do Do Do Do Do Do

Do Do Do Do Do Do

Total

234

-

1,886

-

-

-

October November December

3.3 Dhaka Zoo Status (Land and HR):

3.3.1 Land Description of Dhaka Zoo : Table -5 Sl. No. 1 2 3 4

Description Land acquisitioned Handed over for Central Poultry Farm Handed over for flood control dam Total land of Dhaka Zoo at present a. Area for south lake b. Area for north lake c. Area for boundary wall d. Area for residence in two pockets

Area (Acre) 213.41 020.13 006.65 186.63 018.00 014.00 000.19 002.00

3.3.2 Present Manpower in Dhaka Zoo: Table - 6 Categories

Class

Officer-A Officer-B Staff-A Staff-B Total Day labour Hired Security Grand Total

First Class Second Class Third Class Fourth Class Master Role Ansar (Security)

Granted Post 14 6 31 164 215 15 20 250

Filled Post 14 3 29 137 183 14 20 217

Vacan t Post 3 2 27 32 1 33

3.3.3 Grouping according to strength and detailing: Appendix – 1 to 7

3.3.4 Grouping according to divided activities : Appendix – 8

3.3.5 HR in Dhaka Zoo can be grouped again into – A. According to class and status 1. First Class : Almost officers and managers.

2. Second Class : Few officers.

3. Third Class : Few associate workforce.

4. Fourth Class : Almost all are regular field workforce.

5. Master Role : Daily basis worker.

B. According to working pattern – 1. Managers : Decision making and looking after the implementation process.

2. Associates : Field supervision of work.

3. Root field worker : Carrying out the daily and occasional instructions.

C. According to technology adoption – 1. Highly technical : Those who having higher technical education and training.

2. Sub technical : Those who are educated and trained.

3. Non technical : Those who are not trained formally.

D. According to job security – 1. Permanent : those having job security, but yet subject to transfer (not unlikely to odd position).

2. Temporary to zoo or in job : those having no job security in zoo or department.

3. Deputation : those having on deputation in zoo and chance of canceling it persists.

4. Absolute Temporary : those who are master role and always subject to risk of termination from job.

E. According to recruitment – 1. Centrally recruited : those who are appointed centrally and general for over all livestock activities.

2. Locally recruited : Covers only master role work force.

3.4 Dhaka Zoo organogram :

3.5 Dhaka Zoo master plan :

3.6 Dhaka Zoo Status (Animal and Plants) :

3.6.1 Present Animal Stock in Dhaka Zoo: Table - 7 Sl. Class of Nos. of Species Total Nos. of No. Animals Animal Mammals 1 59 491 2 Reptiles 12 51 3 Birds 72 1289 Total 143 1831 Aquarium Fish 4 28 468 Grand Total 171 2,299 Total Nos. of Cage-125, Total Nos. of Chamber- 345 As on 04 Dec. 2006

3.6.2 List of Surplus Animal in Dhaka Zoo t Table - 8 No.

Animal

Present stock male

Female

Total

D Z capacity Male

Female

Total

Suplus

Total

Male

Female

1

Indian Lion

11

10

21

4

4

8

7

6

13

2

Royal Bengal tiger

7

7

14

4

4

8

3

3

6

3

Black Bear

2

4

6

2

2

4

1

1

2

4

Python

8

5(6)

20

4

4

8

5

1 (6)

12

5

Hippopotamus

5

3

8

2

3

5

3

-

3

6

Spotted

81

180

20

60

80

79

21

100

d 99

7

Pond Heron

42

46

88

20

20

40

22

26

48

8

Night heron

60

51

111

20

20

40

40

31

71

Grand Total (Surplus) () Sex undetected

3.6.3 Threatened Vertebrates in Dhaka Zoo: Table - 9 Group

Extinct

Mammals Birds Reptiles Total

2 1 3

Critically Endangere d 11 3 3 17

Endangere d

Vulnerable

Total Sp.

7 5 3 15

2 4 4 10

22 13 10 45

3.6.4 Breeding status of Threatened animals in Dhaka Zoo: Table - 10 Species Bengal Tiger Leopard Fishing cat Barking Deer Samber Deer Binturang Rhesus Monkey Nilgai Porcupine Rock python Peaowl Hollock gibbon

Status CE CE EN EN CE CE VU EX EN EN EX CE

Total 1988-2006 25 9 7 37 46 7 69 25 10 32 26 2

Present stock 14 3 4 11 7 1 40 4 9 30 12 5

CE-Critically Endangered, EN-Endangered, EX-Extinct, VU-Vulnerable

3.6.5 Animal Donation from Dhaka Zoo: Table- 11 Class Mammals Reptiles Birds Total

Home Sp. 21 2 13 36

Abroad Nos. 178 14 151 343

Sp. 7 3 4 14

Nos. 47 7 38 92

255

3.6.6 Migratory Birds in Dhaka Zoo : Table - 12 Name of Birds Gadwall Eurasian Wigeon Northern Shoveler Northern Pintail Gargany Moorhen

Scientific Name Anas strepera Anas Penelope Anas clypeata Anas acuta Anas querquedula Gallinula chloropus

Type Migratory Migratory Migratory Migratory Migratory Local Migratory

3.6.7 List of Aged Animal in Dhaka Zoo Captivity : List of Aged Animals in Dhaka Zoo

3.6.7.1. Carnivores Section: Table - 13 Animal name & Sex Scientific name Age(Yrs.) Date of Eng. limit in Birth Captivity, 1. Royal Bengal Tiger, M 2. Royal Bengal Tiger, M 3. Royal Bengal Tiger, M 4. Indian Lion, M 5. Indian Lion, M 6. Indian Lion, F 7. Black Bear, M 8. Black Bear, F

9. Spotted Hayena, M 10. Spotted Hayena, F 11. Stripped Hayena,M 12. Stripped Hayena,M 13. Stripped Hayena,F 14. Stripped Hayena,F

Panthera tigris Panthera tigris Panthera tigris Panthera leo Panthera leo Panthera leo Selenarctos thibetanus Selenarctos thibetanus

Crocuta crocura Crocuta crocura Hayena hayena Hayena hayena Hayena hayena Hayena hayena

Present age (Years)

15-20 15-20 15-20 15-20 15-20 15-20 15-20

01/08/1984 05/09/1990 05/09/1990 01/10/1990 15/10/1990 15/10/1990 05/03/1978

22 15 . 11 15 . 11 15 . 10 15 . 10 15 .10 28 . 05

15-20

02/09/1976

29.11

15-20 15-20 15-20 15-20 15-20 15-20

01/07/1988 01/07/1988 01/08/1979 01/03/1980 01/08/1980 01/05/1981

18 . 01 18 . 01 27 26 .05 26 25 .03

3.6.7.2 Large Animal and Herbivores Section: Table - 14 Animal name & Sex Eng.

Scientific name

1. Elephant (Pabantara),F

Elephas maximus

2. Elephant

Elephas maximus

Age(Yrs.) limit in Captivity, 60 60

Date of Birth 24/11/194 0 09/10/194

Present age (Years) 65 .09 57. 10

(Kushumtara), F 3. Chimpanjee, M

Pan troglodytes

26

4. Neel Gui, M

Boselaphus tragocamel-us

15

5. Tapir, M

Tapirus indicus

15

6. Hippopotamus, M

Hippoptamus amphibius

35

7. Samber, M

Cervus unicolor

16

8. Samber, F

Cervus unicolor

16

9. Goyal, M

Bos frontalis

20

10. Horse (Rani), F

Equus equus

20-25

11. Horse (Bahadur), M

Equus equus

20-25

12. Zebra, F

8 10/08/198 3 01/01/199 2 18/11/197 9 15/07/198 1 25/08/198 7 01/08/199 4 12/11/199 9 03/05/198 4 28/10/198 7

25

23 14 . 07 26 . 09 25 . 01 19 12 13 .08 22 . 03 18 . 09 20

3.6.7.3 Small Mammals and Reptiles Section: Table - 15

Animal name & Sex Eng. 1. Gharial, M

Scientific name

4. Guinea Baboon, F

Gavialis gangeticus Mandorillus sphinix Mandorillus sphinix Papio papio

5. Golden Mangabey, M 6. Olive Baboon, M

Cercocebus torquatus Papio anubis

7. Estuarine Crocodile, M

Crcodylus porosus

2. Mandril, F 3. Mandril, M

Age(Yrs.) limit in Captivity, 29

Date of Birth 10/08/1971

Present age (Years) 35

20-25

13/07/1982

24 . 01

20-25

13/05/1984

22.03

15-20 -

10/07/1986 13/04/1983

20 . 01 23 . 4

25 60-80

28/08/1980 13/04/1927

26 79 . 04

Date of Birth

Present age (Years)

3.6.7.4 Birds Section: Table - 16 Animal name & Sex Eng.

Scientific name Age(Yrs.) limit in Captivity,

1. Ostrich Bird, M

Struthio camelus

20-25

10/08/1983

23

2. Kessowary, F

Caswarius caswarius Grus antigoneantigon e Grus grus lilfordi Pelicanus onocrotalis Heptotilos dubius

18-20

10/08/1982

24

15-20

10/08/1979

27

15-20 7-8

10/06/1979 01/08/1990

27 17

15-20

01/07/1982

24

3. Sarus Crane, M

4. Lilford Sarus, M 5. White Pelican, M 6. Indian pied Hornbil, M

3.6.8 Statement on Thousands of Trees in Dhaka Zoo : Table - 17 Class

Fruits Timber Herbal Flowering Beauty Grand Total

No. Of Total Nos. Total Nos. Species (Large and Planted 22 51 9 7 89

Total Nos. Planted

Mature)

(Young) 2002 - 04

(Young) 2005 - 06

2,975 4,837 1,119 210 9,141

1,525 1,154 500 1,600 350 5,129

970 2,075 1,135 2,000 6,180

Grand Total 5,492 8,117 1,635 4,728 567 20,539

3.7 DIET SCHEDULE OF SELECTED ANIMALS : Table - 18 Sl. Name of the No animal .

Diet prescribed for each animals

Quantity for each animal/day

Remarks

1

Bengal Tiger

Indian Lion

12 Kgs 250 gms (when nec.)

2 Nos(weekly once) 10 Kgs 250 gms(when nec) 2 Nos(Weekly once) 5 Kgs

Sunday is fasting day

2

Beef (With bone) Liver Eggs Beef (With bone) Liver Eggs Beef ( With bone)

3

Leopard

Do Do

4

Asiatic Black Bear

5

Spotted Deer

6

Tapir

Bread slices Banana Vegetable Milk Honey Eggs Sugar Green Grass Vegetable leaf Vegetable Concentrated feed Green Grass Banana Gram

2 Kgs 2 kgs 2 kgs 500 ml 10ml.

1 No 5 gms 4 Kgs 500 gms 500 gms 1.25 Kgs 10 kgs 4 kgs 1 kgs

Breed Concentrates feed Green Grass Vegetable Gram Concentrate feed Green Grass Vegetable leaf Concentrated feed

800 gms 2.5 kgs 10 Kgs 2 kgs 1 kgs 2.5 Kgs 70 Kgs 15 kgs 8 kgs

7

Zebra

8

Hippopotamus

9

Nilgai

Green Grass Vegetable Banana Gram Conc. Feed

10 kgs 3 kgs 3 kgs 1 kgs 2 kgs

10

One horned Rhino

Green Grass Vegetable leaf Vegetable Banana Gram Conc. Feed

70 Kgs 15 Kgs 10 kgs 10 Kgs 2.5 kgs 10 kgs

11

Chimpanzee

Bread slices Banana Apple Orange Grapes Eggs Milk Sugar Papaya/ Mango/Vegetable

800 gms 4 kgs 1 kgs 1 kgs 500 gms 2 Nos 500 ml 25 gms 1kgs

Sl. No .

Name of the animal

Diet prescribed for each animals

Quantity for each animal/day

12

Rhesus Monkey

Bread Eggs Ground nut Gram Vegetable Banana Pineapple/

100 gms ½ No 20 gms 20 gms 500 gms 750 gms 125 gms 125 gms

Orange/Malta 13

Common Langur

Date Bread Eggs Ground nut Gram Vegetable Banana Mango/Pineapple

Orange/Malta Date 14

Mandrill

Bread Eggs Ground nut Gram Vegetable Banana Mango/Pineapple

100 gms 1 No 20 gms 50 gms 500 gms 750 gms 250 gms 125 gms 50 gms 150 gms 1 No 20 gms 50 gms 50 gms 750 gms 250 gms

Seasonal

Remarks

Seasonal

Seasonal

Seasonal

Orange/Malta 15

Hollock Gibbon

Date Vegetable Gram Banana Eggs Mango/Pineapple

125 gms 50 gms

Date

500 gms 50 gms 750 gms 1 No 250 gms 125 gms 50 gms

Orange/Malta 16

Crocodile Estuarine

Beef

5 kgs

17

Gharial

Fish

1 Kgs

18

Ostrich

Banana Wheat Seed Vegetable leaf Boiled Egg Poultry feed

1 kg 500 gms 250 gms 6 kgs 1 No 1 kg

19

Emu

Wheat Seed Vegetable leaf Bread Poultry feed

500 gms 250 gms 2 kgs 250 gms 500 gms

20

Pelican

Fish

1 Kg

Sl. Name of the No animal

Diet prescribed for each animals

Quantity for each animal/day

21

Peacock

Papaya Wheat Ground nut Boiled Eggs Poultry feed

100 gms 50 gms 100 gms 1 No 100 gms

22

Pheasant

Papaya Ground nut Boiled Eggs Poultry feed

100 gms 25 gms ½ No 100 gms

23

Sarus Crane

Wheat Ground nut Boiled Eggs Poultry feed

100 gms 100 gms 1 No 100 gms

24 25 26

Black necked Stork Lesser Adjutant Flamingo

Fish Fish Prawn

500 gms 600 gms 750 gms

Seasonal

weekly once

Remarks

3.8 Dhaka Zoo Financial Status :

3.8.1 Year Wise Income – Expenditure in Dhaka Zoo: Table - 19 Financial

2000-01

2001-2002

2002-2003

2003-2004

2004-2005

Year

2005-2006 Upto June 2006

Main Gate

1,17,00,910

1,11,46,272*

1,18,42,265

1,86,62,005*

1,94,95,500*

1,69,25,479*

*

Parking

16,32,238

24,21,304*

24,36,000*

21,37,279*

17,23,568

14,73,835*

Museum

-

-

-

14,92,700*

14,96,240*

12,28,831*

Toilet

1,33,602*

1,92,981*

2,61,615*

3,41,269*

3,25,778*

2,56,261*

Shops

1,84,867

1,02,792

1,96,142

1,51,236*

2,11,527*

1,14,484*

Riding

3,03,161

2,62,937

2,66,854

3,73,227*

3,38,154*

2,25,613*

Tender

1,13,700

1,10,850

2,09,300

2,04,000

1,18,550

31,950

3,51,900

3,88,500

5,71,200

5,47,000

10,28,500

2,79,500

6,81,924*

8,65,284*

19,19,101*

14,82,104*

8,09,438*

3,75,597*

1,51,02,303

1,54,90,882

1,76,22,478

2,53,90,821

2,55,47,257

2,09,11,553

Documents Fishing Ticket Other Income Total

Income Total

3,27,45,627

3,33,01,245

3,93,92,950

4,06,24,152

4,65,40,177

Expenditure Note: 1. * Indicates VAT implies 2. Land Tax with interest for the year 2004-2005 3.Tk. 70,00,000 paid for Animal Food for the Year 2003-04

3.8.1.1 Income from Deer and other animals and birds Sale (Others Income) : Table - 20 Financial Year 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 December-05

Deer No. 16 20 43 8 10 6

Tk 3,84,000 4,80,000 10,32,000 1,92,000 2,12,000 1,80,000

Other Animals and Birds No. Tk. Wild Boar 309 --41 1,36,945 -------

Total Sale Tk. 3,84,309 4,80,000 11,68,945 1,92,000 2,12,000 1,08,000

3.8.1.2 Income from lake fish year wise (Others Income): Table - 21 Financial Year 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 Upto Dec.05

From Angling From Netting Ticket 3,51,900 6,571.50 3,88,500 49,240.00 5,71,200 2,75,153.35 5,47,000 1,15,180.26 10,10,500 2,12,804.89 2,79,500 1,75,785.50

Total Tk. 3,58,471.50 4,37,740.00 8,46,353.35 6,62,180.26 12,23,304.89 4,55,285.50

2,06,05,424

3.8.1.3 Income from fruits year wise (Others Income) : Table - 22 Financial Year 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006

Tk. 78,506.60 88,858.10 1,77,726.50 1,55,967.75 1,97,297.00 -

Comments

-

3.9 Dhaka Zoo Financial Status (Budget): Last five years budget given from Ministry according to heads : Next page, Table - 23

Name and heads of allocation

2002-03

2003-04

2004-05

2005-06

8,50,000

8,80,000

10,00,000

10,30,000

16,50,000

4601- Staff Salary

55,50,000

56,00,000

57,40,000

54,84,000

80,00,000

4705- House rent

27,00,000

26,50,000

27,15,000

27,30,000

36,00,000

1,75,000

1,80,000

1,80,000

1,80,000

2,00,000

4713- Festival bonus

10,70,000

11,00,000

11,00,000

10,86,000

12,10,000

4717- Medical allowance

6,99,000

6,99,000

6,99,000

6,99,000

7,87,000

4725- Laundry allowance

65,000

65,000

50,000

50,000

48,000

4051- Officers Salary

4709- Rest & recreation

2001-02

4755- Tiffin allowance

2,18,000

2,18,000

2,18,000

2,18,000

1,84,000

4765Conveyance

1,66,000

1,60,000

1,50,000

1,32,000

1,47,000

4801- Traveling allowance

30,000

1,00,000

1,00,000

90,000

1,00,000

4803- Revenue

-

-

4,44,000

6,52,000

5,000 gnvN©¨

gnvN©¨fvZv 4810- Sewerage tax 4811- land tax 4814- Postage 4816- Telephone

AvqKi18,681

7,00,000

7,00,000

2,88,000

2,00,000

3,00,000

75,00,000

75,00,000

75,00,000

1,00,00,000

1,05,00,000

5,000

5,000

5,000

5,000

1,00,000 + 50,000

1,00,000

1,00,000

1,35,000

5,000 1,00,000

MOFL Additional

4819- Water supply

3,00,000

3,00,000

1,50,000

1,50,000

3,60,000

4821- Electricity

9,70,000

9,90,000 + 2,50,00 MOFL Addi

12,00,000

14,00,000

12,50,000

4823- Fuel and lubricant

1,30,000

1,80,000

2,00,000

1,50,000

1,35,000

-

-

-

-

1,50,000

4864- Fish and animal food

1,08,00,000

1,12,00,000

1,50,000

1,70,00,000

2,00,00,000

4869- Medical expense

-

-

-

1,00,000

1,00,000

30,00,000

31,78,000

35,00,000

36,00,000

36,50,000

90,000

1,20,000

1,20,000

1,00,000

1,00,000

4991- Repairing and maintenance

-

-

10,00,000

27,00,000

30,00,000

6851- Asset (animal) collection

-

93,62,600

-

-

-

3,51,18,000

4,55,87,s600

4,14,59,000

4,79,06,000

5,56,34,681

4833- Publicity and advertising

4899- Other expenses 4901- Vehicle andTransport

Total

3.10

Dhaka Zoo physical Opportunities for visitors :

1. Good Road and River Communication : It is well communicated with Dhaka City and with the country by River Turag and City roads.

2. Car Parking : A very beautiful vegetated area, carpeted road and circular disciplined.

3. Wide Ticket waiting lawn : A magnificent architect having with its ticketing plaza.

4. Information Center : Displayed and on demand zoo information center is there.

5. Roads inside : About 4 km Carpeted road in circular along with herring bond road of about 3 km is there inside zoo all having sufficient width of 5 – 15 feet’s.

6. Eye catching Vegetation : A mind refreshing vegetation harbors the zoo with enormous plant diversity.

7. Green fields : To sit on and getting together for all, several green lone are there inside the zoo.

8. Children Park with rides : Children park, a bit different of its kind, along with Elephant and Horse riding facilities are there for enthusiastic young and all age visitors.

9. Animal Museum : Staffed mommies and animal motifs are displayed in decoration to remember human’s destructive deeds which are vanished, disappeared and died earlier in zoo or collected from anywhere.

10. Fish Aquarium : Lucrative and magnificent colorful aquarium fishes are displayed in 30 large size aquarium inside zoo museum in apprehending the under water world and its diversity which is invaluable as well.

11. Elephant and Horse Riding : Adjacent to the enclosures two large lone is being used for riding purpose.

12. Water Island Pagodas: It is rented by visitors 24 hour basis for Picnic, AGM, Cultural Programs etc. Migratory birds, water body,

pelicans and vegetated area are well visible from the pagodas (Nizhum and Utshab).

13. Angling in two large lakes : Daily except extra ordinary situation anglers are enjoying two lakes dawn to dusk.

14. Visitors resting sheds : During day time natural calamities like drought and storm, visitors are taking shelter in 7 resting sheds around inside the zoo.

15. Drinking water reservoirs : Visitors are drinking pure drinking water from the reservoir supplied from internal water supply during hot and humid hours.

16. Shooting, Photography, Art etc. : Nice place of scenario to have this activity within some setout boundaries.

17. Prayer : Both ladies and gents mosques are there inside the zoo for Muslim community.

18.

Education and research : Those who are interested in conducting research and education activities on wildlife zoo is very unique place for them.

19. Lost and Found Search : Announcement on loud speaker can be done on any lost or found cases both for child and goods.

20. Telephone Service : A card phone booth is there inside zoo nearest to main gate for making emergency calls.

21. Security : For protecting visitors and valuables with them are ensured by security people from miscreants.

22. Public Toilets : Three public toilet in three different spots are there inside the zoo.

23. Animal Sale / Collection : Interested animal lover can purchase / collect animals from zoo with Govt. fixed price on some conditions

including

permission

from

CITIES

and

forest

department.

24. First Aid : Very initial first aid facilities are there in our vet. Hospital for visitors which is inadequate in terms of necessity.

25. Wheel Chair for disabled : Sufficient number of wheel chair there in information center free of cost for disabled visitors on demand.

3.11 Time Schedule for Visitors : 1. April – September : 7.00 am – 6.00 pm.

2. October – March : 7.00 am – 5.00 pm.

Note: Dhaka Zoo closed for visitors on Sunday other than Govt. holyday (on Govt. holyday open for visitors).

Elephant and Horse Riding schedule (regular) : 1. April – September : 3.00 pm – 5.00 pm.

2. October – March : 2.00 pm – 4.00 pm.

Elephant and Horse Riding schedule on Govt. holyday : 1. April – September : 11.00 am – 1.00 pm and 3.00 pm – 5.00 pm.

2. October – March : 10.00 am – 12.00 pm and 2.00 pm – 4.00 pm.

Zoo Museum Visiting Hours : 1. April – September : 7.00 am – 6.00 pm (daily on opening day).

2. October – March : 7.00 am – 5.00 pm (daily on opening day).

3.12 Messages for visitors : 3.12.1 “DO’S in Dhaka Zoo” (For visitors on principle) : ♪ Be kind to the captive animals ♪ Abide by the rules on signage of Dhaka Zoo ♪ Keep yourself and Children at safe distance from the zoo animals ♪ Take care of your children from being lost ♪ Help zoo keepers to serve you properly ♪ Leave the zoo before dusk 3.12.2 “DON’TS in Dhaka Zoo (For visitors on principle) :

♪ Don’t tease in any way ♪ Don’t try to fed zoo animals on your own ♪ Don’t get close to the zoo animals ♪ Don’t put hands inside animal enclosure ♪ Don’t carry pet(s), firearms and other weapons in the zoo ♪ Don’t create public nuisance, please 3.13

Human Resource Practices in Dhaka Zoo :

First time, when I contacted with Dhaka Zoo local authority to conduct my dissertation program here in Dhaka Zoo, I came to know that the Institute has no individual department in the name of HR department and it is guided and supervised by the Department of Livestock Services, Bangladesh under the administration of Ministry of Fisheries and Livestock in favor of the Govt. of Bangladesh. Other than very few delegated power the institute has to forward cases with their comments for decision from higher authority. The vital task of recruiting, selecting, training and development, motivating, job designing, performance appraisal and rewarding and giving benefits etc. are being carried out by mostly higher authority according to the tiers and level of HR to be gathered for discharging the duties.

HR Planning : It is through effective human resource planning that adjustments and refinements can be made transformed workforce into what the organization expects to need in the future (DeNisi, Angelo S., and Ricky W. Griffin, Human Resource Management. USA Library of Congress, 2001). Job analysis, in turn, is one of the building blocks of the human resource planning process and is a fundamental source of information for this process. A dynamic and progressive institute should exercise job analysis with recent, accurate and responsive information to make the categorized jobs easy and simple to study and understand so that managers can better understand the process through which they may most effectively perform and also managers can have full sense of the nature of those analyzed jobs and the kinds knowledge of skills and abilities necessary to better perform it. Purposes of carrying out job analysis can be summarized as follows –

1. Legal compliance – Specifying required duties to properly classify jobs into exempted and non-exempted categories under the Fair Labor Standard Act. 2. Recruiting – Constructing accurate and detailed job advertisements in order to attract mostly qualified and truly interested applicants for further screening.

3. Selection – Choosing tests that measures the kinds of KSAs identified in a job analysis for a specific job.

4. Performance appraisal – Using job analysis to identify the relevant performance targets used in annual employee appraisal.

5. Compensation – Evaluating job duties and KSAs (Knowledge, Skills and Abilities) to determine the worth or “value added” of different jobs for setting equitable wages and salaries.

6. Training – Developing training programs that cover the kinds of tasks and skills needed for a specific job.

7. Career Development – Specifying career paths comprised of sequences of jobs with specific duties and KSAs. In view of gathering competent HR, it is advisable to incorporate appropriate information from right sources like human (existing incumbent, supervisors, knowledgeable employees especially those who are intimately familiar with the true nature of the job ) and non-human (training manuals and literatures etc.) sources along with compatible methods (observation, interview, structured questionnaires etc.) and techniques (i.e. narrative or text description) of collecting information to the final outcome of a good job description (identifying information – a. Title / department; b. Location; c. Supervisor; d. Date completed; e. Who provided information; f. Who reviewed; g. Proper signatures etc., job summary – brief description of major responsibilities and their purposes within the workflow and institute, job specifications – a. List of KASs; b. List of qualifications that include education, training and experience; c. Special credentials such as licenses, certification etc. and job responsibilities, duties and tasks – Detailed description of the major responsibilities, duties and tasks of the job). Job description and responsibility – Appendix –15.

3.13.1 Dhaka Zoo Reality in HR regards: 1.LEGAL COMPLIANCE

Jointly formulated by the Department of Livestock Services (DLS), Ministry of Fisheries and Livestock (MOFL), Ministry of Establishment, Ministry of Law and Ministry of Finance. But it is not duly updated to face the growing challenges and not even coped up according to the Global essence of facing the animal welfare ethics and conserving biological diversity. All the things, they have done on the issue to HR, are not by matching with manpower appropriating timely zoo needs rather for broader aspect of livestock.

2.RECRUITMENT AND SELECTION

Recruitment refers to organizational activities that influence the number and types of applicants who apply for a job and whether the applicants accept jobs that are offered or not. Thus recruitment is directly related to both HR planning and selection. Before organization can feel a job vacancy it must find people who not only are qualified for the position but also want the job.

Recruitment confers both type of recruitment, Internal Search (normally termed as promotion) and External Search (normally termed as entry level to all tiers).Selection is the process by which organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental condition. At a basic level all selection program attempt to identify the applicants who have the highest chance of meeting or exceeding the organizations’ standard of performance. It can also involve other objectives such as quality of output, absenteeism, theft, employee’s satisfaction and career development.

But incase of Dhaka Zoo HR recruitment and selection, it is not as such described above rather different and bears some peculiarities, but according to set out rules and quotas. Zoo and wild animals fields are highly technical, dynamic and manual oriented labor intensive job field where HR recruitment and selection should have taken place keeping in mind of specific science technical qualification as prerequisite other

in-service courses to shape up. Dhaka Zoo is getting its HR readymade recruited and selected by higher authority those are not specific quality selection for zoo excepting master role employee who is not also technical or even sub technical.

First Class Officers in Gazette (from entry level) are being recruited and selected to BCS (Livestock) cadre by the Ministry of Fisheries and Livestock with the concurrence of other concerned Ministries including Ministry of Establishment where the process is conducted by Public Service Commission. Department of Livestock Services then issue posting letter according to vacancy announced. This cadre is limited with Animal Husbandry and Veterinary Science graduates (Must be registered to Vet. Council under Veterinary Reactionaries Act. 1982).

Through internal recruitment and selection process Officers of this tier is entitled to get higher position in all the posts under DLS and surely zoos posts also. Incase of other tiers; 2nd, 3rd and 4th class in field office assistant, managerial assistant and root workers respectively; Dhaka Zoo having its HR readymade recruited by DLS and its administrative Ministry (MOFL) with necessary concurrence to other ministries. This recruitment is also not specific for zoo and they are neither educated, experienced nor technically sound for specific zoo field. For these three tiers no in - service development scopes are there but still they are committed to deal with highly technical and sophisticated business for the institute. Very few or scanty training programs are managed and availed by the Officers tiers only. For almost all the employees in all the tiers are subjected to transfer anywhere outside the zoo even he may obligatory for the Institute by his outstanding performances.

3. TRAINING AND DEVELOPMENT

Training is extremely important for new or present employees. It is an attempt to improve current or future performance. Most likely as in other Govt. organs, an apprentice period of two years for class – 1 entry level are there while a 4 month long foundation training in Bangladesh Public Administration Training Center (BPATC) along with departmental training (training on zoo related subjects not even compulsory for Officers working in zoo) in any type is mandatory to confirm job and passing of departmental accounts examination is also obligatory to acquire job confirmation. Some of zoo related local or global trainings are being managed and availed by this tier on their own discretion with foreign money. This tier is working in zoo as manager of different levels.

Rest of the tiers are not at all focused with training of any sort, even they can’t taste primary orientation. Where as their training essence is absolutely non separable from their working life for the simple survivable of the Institute. Class-III staffs, in core position, are engaged in field service under the supervision of the managers. Academic standard (eight standard) of this class might not allow them to carry out the job duties and responsibilities in true sense, as it is scientific and highly technical arena. So, no question, in absence of technical education and HR development activities (training > both on-the-job and off-the job training program) they can’t serve the purposes of the institute.

4.MOTIVATION

To have and triggered total quality management (TQM), one of the main criteria for effective Human Resource Management is motivation.

For the desired result of any organization, motivating the employees is very important. But the zoo does not have a standard motivational process in all respect other than Govt. setout. Some basic motivational tools that they uses and can use are:

► Providing Increment to the current salary at a systematic interval – present yearly ► Arranging Social gathering in different occasions - scanty ► Providing scholarship to the talented children of the employees – centrally present but not for all ►Arranging different competitions within the organization – yet to address ► Organizing some welfare related activities – yet to address ► Providing risk allowance – necessary, but yet to address

5.PERFORMANCE APPRAISAL SYSTEM IN DHAKA ZOO

Performance Evaluation and Appraisal is the HRM activities that is used to determine the extent to which an employee is performing the job effectively. It is done mostly by the observation on how the employee is doing or dealing with his service implied on him. Personal appraisal can be done by self-evaluation, superior evaluation (controlling officer), peer evaluation, subordinate evaluation and customer (visitors) evaluation. Beside this 360-feedback approach or multi-source appraisal for determining appropriate performance appraisal for various aspects of evaluation can also be done. Unlike the selection, training and motivation process Dhaka Zoo does not have a standard effective performance appraisal process.

Process of performance appraisal practiced in Dhaka Zoo – ☻ Formal process : As outlined by Govt. Rules, prescribed form for annual confidential report (ACR) on various aspects of activities round the year in separate format for officers and staffs are being used in appraising the HR in Dhaka Zoo unlike other Govt. organs. Each and every superior has to evaluate his subordinate in arithmetical % of achievements on the criteria setup in format. It is a mandatory regular year wise process, effectively used for officers but incase of staffs it is although regular even remains ineffective other than offering limited times scales and other benefit in competitions.

Even a good performer (officer) can’t superset other performer who is top of the gradation list during recruitment. In this context, the appraisal system remains almost ineffective.

6.REWARD SYSTEM

Rewarding employees basing on their actual performance is a key to motivate them towards achieving organizational goal. Dhaka Zoo is also not an exception to this HR practice. But it does not provide any system to reward its employees. This absence has a negative impact on the employee both who is in quite a higher level of the organizational ladder and below to it because, zoo activity is comparatively different in labor effort with other Govt. institutional activity.

7.COMPENSATION PATTERN IN DHAKA ZOO

As Dhaka Zoo is a Govt. organization its’ employees receive the compensations like all other employees of the other Govt. organization.

While compensating any worker, the zoo first determines the class of that post. Dhaka Zoo has seven classes (Curator – Deputy Secretary, Deputy Curators – Senior Assistant Secretary, Other Class I Officers – Assistant Secretary, Class II, Class III, Class IV and Master role) of employee out of ten in Govt. employee classes. And it is covering almost 15 salary scales out of 19 in Govt. new pay scales. On classifying, the zoo determines the rank of the post within the classification and compensate according to the compensation scale.

The compensation scale is not enough attractive for the employees working in the zoo.

Prevailing components of compensation system can be summarized as follows – ►Direct Compensation Components (General / For all) a. Basic pay b. Incentive pays 1. Festival bonus 2. Medical allowance 3. House rent allowance 4. Rest and recreation 3 yearly ►Indirect Compensation Components (General / For all) a. Group insurance b. Provident fund c. Traveling allowance

►Extra ordinary Compensation Components (scale and class specific) e.g. – a. Dress / uniform and laundry – specific for class IV b. Conveyance and Tiffin – from class II to class IV c. Vehicle, fuel, lubricant, driver, daily news paper, telephone, furnished bungalow, 7.5% house rent exemption – specific for Curator.

8. BENEFIT PACKAGE:

Though Dhaka Zoo does not have a up to the mark satisfactory performance appraisal or reward system, it has a very good benefit package unlike other Govt. organization. Firstly, zoo does have a package of different types of leaves for all level of employees. The bank provides a satisfactory annual leave, sick leave and causal leave.

Besides these the bank has kept the opportunity for the employees to have extra leave for emergency situation including education leave.

Female workers get four months long maternity leave for twice in the

working life in this organization. Additional to this leave (17 types) package the institute provide an opportunity for the employees to have a provident fund, handsome interest and emergency loans on it for house building. Employees of all the tiers can enjoy treatment funds both in special and general category from Govt. employees benevolent fund. Govt. provides transportation facility in some cases.

And nothing in the form of special package for risky job benefit as working zoo.

9. DISCIPLINE AND GRIEVANCES:

All the Govt. employees are to abide by the Rules and Regulations come in to effect for them. Bangladesh Service Rules (e.g. The Government Servants (Conduct) Rules, 1979; The Government Servants (Discipline and Appeal) Rules, 1985; Pension Rules; The Public Servants (Dismissal on Conviction) ordinance, 1985 etc.), Financial Rules and Treasury Rules are there as the guidelines in accomplishing the jobs. So far I came to know that all the Rules are not maintain as hard and fast always, but it should be. Certain situations lies with the loosing implementation of the Rules. As a sensitive issue, nobody aliened to disclose the fact. But everybody knows it. Even then zoo, unlike other Govt. organ, has a very systematic disciplinary guideline both for preventive and corrective measures but its regulation procedure is lengthy that it can’t help promptly to increase the efficiency of the employee.

Before taking any disciplinary action authority study on

seriousness and depth of the problem, duration of problematic activities, facts and ingredients involved, employee’s work history and impact of the problem on other employee etc. by forming investigation team mostly. If it is found anything punishable then action took place according to the depth and dimension of the wrong doing and within the guidelines of Service Rule. But still it is not satisfactory in al cases. Examples of actions are –  Oral or verbal reprimand,

 Written reprimand with a record in personal file of employee,  Deduction of salary amount,  Holding up yearly increment,  Forwarding letter to higher authority for suspension,  Forwarding letter to higher authority for Holding up promotion,  Mentioning the wrong doing in the ACR, On proof of guilty, discharging from job or forced to retirement according the Rules guided by. Etc. Each and every case of wrong happening has got a progressive disciplinary action, practice is scanty some them told.

A grievance is any work related complaint or formal dispute that is brought to the attention of the superior or top management. It is one of the vital aspects for every organization. Indeed, in Dhaka Zoo as other Govt. body, it is practiced in the form of “show cause notice” to the respective employee mentioning the complaint, asking explanation within a given time, if not satisfactory, warning and possible corrective measures and forwarding copies to higher authority and keeping copy to personal file for future action.

10. PROMOTION:

It is not different from other Govt. organization. First of all the appropriate administration searches for the capable person for any vacant post within the organization. It means that, they are to promote the lower order workers to upper order in the organizational chart. But for this promotion every employee has to have some qualifications and these are – ■ The employee must have a certain degree to be promoted ■ S/he must be senior to the employees in his/her tier ■ S/he must have to serve the organization for at least for a fixed period of time. This period is a variable for different posts.

Such as, for promotion in the class I tier entry level and next

two level need to face Departmental Promotion Committee (DPC – members from several ministries) by papers and documents, for next two tier it is Superior Selection Board (SSB) to face the same course of action. From class II to lowest tier it is done with a committee forming by DLS with the concurrence of administrative ministry, i.e. MOFL. Another form of promotion is their naming pool change (Normally livestock cadre to administration cadre, only DS level).

3.13.2 Some notable promotion Committees have to face by some tier of zoo personnel’s as in other Govt. organ –

a. Superior Selection Board (SSB): 1. Cabinet Secretary – president 2. Principal Secretary to PM office – member 3. Finance Secretary to finance division – member 4. Comptroller and Auditors General – member 5. Secretary, Ministry of Establishment – Member Secretary 6. Secretary, Ministry of Home Affairs – member 7. Secretary, Ministry of Law and Parliamentary Affairs – member 8. Secretary, concerned Ministry / Division – member Working area – promotion and appointment to Deputy Secretary and onwards (including other activities). b. Departmental Promotion (appointment) Committee (DPC): 1. Secretary, concerned Ministry / Division – president 2. Additional / Joint Secretary, Ministry of Establishment – member 3. Additional / Joint Secretary, Finance Division – member 4. Concern Head Of the Department – member Working area – promotion and appointment of 4th, 5th and 6th grade cadre and non cadre officers (including other activities). c. Promotion/senior level Time scale/Selection grade related committee –

1. Secretary / Additional Secretary to administrative ministry – president 2. Representative from ministry of establishment (not below the rank of Joint Secretary) – member 3. Related Joint Secretary to the administrative ministry / head of the Department/ Division / Office – member Working area - promotion of 7th, 8th and 9th grade class I cadre and non cadre officer’s Promotion/senior level Time scale/Selection grade (including other activities). d. Departmental Selection Committee (DSC): 1. For ministry / Division Deputy Secretary, concerned ministry / division – Convener / president Sr. Assistant / Assistant Secretary, ministry of establishment (as representative) – member Sr. Assistant / Assistant Secretary, (as representative of any other ministry) – member One representative of Public Service Commission (if possible) – member  Sr. Assistant / Assistant Secretary, concerned ministry – member secretary 2. For Division / department: Director (Status above or equivalent to DS) – Convener / president Sr. Assistant / Assistant Secretary, ministry of establishment (as representative) – member Sr. Assistant / Assistant Secretary, concern ministry (as representative of administrative ministry) – member One representative of Public Service Commission (if possible) – member Deputy director / Assistant director (concern department / division) – member secretary

Working area – Applicable for the department / division while their head office is outside Dhaka. Class III promotion, selection grade, time scale and other activities. e. Divisional Selection Board : 1. Divisional Commissioner – president 2. DIG, Police – member 3. Deputy director of public instruction – member 4. One representative of PSC – member 5. Personal secretary to Div. Com. – member secretary Working area – deals posts that are not fulfilled by head of the department centrally.

So, all these 5 committees are not dealing with 4 th class employees who are the majority (about 95%) of work force in Dhaka Zoo. This blood stream is some how or rather neglected in terms of promotion excepting changing escalation of scales. With a very limited extent they are subjected / entitled to exchange their post to equivalent scale only.

3.13.3 Service Confirmation requirement for entry level Class I :

f.

Satisfactory completion Foundation Training Course (1600 marks)

g. Passing Departmental Accounts Examination h. Satisfactory completion apprentice period i.

Good ACR for three years Av. > 65 %

j.

Departmental training

3.13.4 Some Important Criteria for Promotion to entry level Class I:

a. Confirmed service by gazette notification b. Good ACR for last five years c. Passing

senior

scale

examination

(Service

rule,

departmental subject and general knowledge on National and International affairs).

3.14

Data analysis :

Widows Office XP 2000 was used all over the study paper. MS word used for text compositions and tabulating data. MS-Excel software spreadsheet was representations

being used for making charts and graphical

from

collected

data.

Statistical

analysis

were

performed by hand and no statistical package were used. The statistical tests performed were non-parametric, because certain conditions (homogeneity of variance) required in using parametric analysis were not met by the collected data. Some information are put along with the texts and some are in the form of appendix. Total works in computer capacity of about - M bytes. Font used Century Gothic United States.

Total pages : About…150…………..

Total words : About……………..

Results 4.1 General : These are interesting times for human resource (HR) managers. Globalize production and sales mean more competition, and more competition means more pressure to improve – to lower costs, to make workers more productive, and to do things better and less expensively. For employers around the world, the human resource function is a key player in helping companies achieve these strategic aims. For example, more than one third of all firms now rely on computerized HR technology to more efficiently track, test, and/or select job applicants. Forty-one percent of large firms (and 24% of firms overall) have human resource call centers, or internet-enabled processes that let employees service their own HR needs (changes in

benefits, for instance). At least 25% of all firms provide their employees with computer – supported and/or we-based training. At Dell Computer, supervisor has easy access via Dell’s internet to over 30 web applications (including automated employee appraisals), and so can do tasks by themselves that formerly required costly participation by HR department employees. At the Mercedes Benz

plant in Arkansas,

changes HR oversaw – such as organizing the workforce around teams – have now spread to the company’s plants in Germany and South Africa (Dessler G, HRM, 2005, Pp-3).

The manager’s human resource management jobs, i.e. management process summarized as five basic functions of (I) planning, (II) organizing, (III) staffing, (IV) leading and (V) controlling (Dessler G, HRM, 2005, Pp-4).

With the heading “ The Changing Environment of HR Management ” it is said that the HR department’s responsibilities have gradually become broader and more strategic since the days when business people began including “ personnel departments ” in their organization charts.

In the earliest firms, “personnel” first took over hiring and firing from supervisors, ran the payroll department, and administered benefit plans. As technology in areas like testing and interviewing began to emerge, the personnel department began play an expanded role in employee selection, training and promotion. The emergence of union legislation in the 1930s added “ protecting the firm in its interaction with unions ” to the personnel department’s responsibilities. Then, as new equal employment legislation created the potential for discriminationrelated lawsuits and penalties, personnel’s advice and oversight became even more indispensable (Dessler G, HRM, 2005, Pp-10).

Today, the globalization of the world economy and several other trends are again triggering changes in how companies organize,

manage, and use their personnel / HR departments (Dessler G, HRM, 2005, Pp-10).

Being an HR manager today is a challenging task, and requires at least 4 categories of proficiencies, (I) HR proficiencies, (II) business proficiencies,

(III)

leadership

proficiencies

and

(IV)

learning

proficiencies (Dessler G, HRM, 2005, Pp-16).

The Need to “ Know Your Employment Law ”- A growing web of HRrelated laws effects virtually every HR decision the HR or line manager makes. Equal employment laws set guidelines regarding how the company writes its recruiting ads, what questions its job interviewers ask, and how it selects candidates for training programs or evaluates its managers. Occupational safety and health laws mandate strict guidelines regarding safety practices at work. Labor laws lay out, among other things, what the supervisors can and can’t say and do when the union comes calling to organize the company’s employees (Dessler G, HRM, 2005, Pp-17).

Dhaka Zoo is still far away from all these components, criteria and practices. It is running under very general form of management in Govt. formulation. Even being an institute of specialization in every sort it has not yet got its own planning itself, don’t have own budgeting, having no financial and administrative freedom and not having independence to its essential health and disease investigation practices.

Human Resource Management Practices found Affected by Change •HUMAN RESOURCE PLANNING

LONGER TERM FOCUS TIE TO THE NEEDS OF THE SERVICE REQUIRED

•STAFFING MORE SOCIALIZATION MORE OPPORTUNITIES •PERFORMANCE APPRAISAL

CUSTOMER SERVICE MEASURES FEEDBACK

•COMPENSATION RELATE TO PERFORMANCE APPRAISAL AWARDS AND CELEBRATION •TRAINING AND DEVELOPMENT Source: Adapted from Schuler (1992).

MORE SKILL TRAINING CUSTOMER SERVICE UPGRADATION

It also seems to be a potentially useful way for organizations to make changes to improve the level of their service quality. [Susan E. Jackson and Randall S. Schuler , HRM PRACTICES IN SERVICE-BASED ORGANIZATIONS: A ROLE THEORY PERSPECTIVE, Internet].

4.2 History and background : As it passes 38 years run with several difficulties, it’s consistency to run more is proved. It might be the outcome of necessity and public demand. Surely not due it’s managerial and HRM practices, rather may be partial. If it is practiced duly, question of touching standards up to the mark i.e. unlike other standard zoos in the world, didn’t come frequently by the national and international quarters. Rationally, HRM practicing standard resulted in the organization, i.e. whole the zoo.

4.3 Daily activities : As far as 16 very important daily activities are being carried out by zoo personnel, mostly (66%) of which are not aware and concern in fluent with the science involved in the works out of not due practicing HR by the managers.

4.4 In relation to other zoos in Bangladesh : More than 50% (about 60%) zoo visitors visit Dhaka Zoo each year which indicate it’s highness(Table – 2 and 3). So, making this trend consistent by starting work with targeting touching the standard of public demand is to feel essential right at this moment, i.e. starting up to date HRM practices so as to the zoo as a whole. Because, Dhaka Zoo alone is more than 50% in terms diverse species variety, total no. of animals, no. of visitors and revenue collection and obviously central/parent position in the sense of geographical location and national importance.

4.5 Hrs. has to spent : Data, information, filing and record keeping is found so sluggish that indicate a backdated managerial and HRM practices in such a large institute frustrating (Table - 4). I have to knock door to door for each and every information and data. No where there is a complete record on any specific area of the study.

4.6 Land use : In appropriate use and improper handling of lands acquisitioned for Dhaka Zoo (Table - 5) resulted bound to handover 20.13 acre for central poultry farm, 6.65 acre for flood control dam and unequal land exchange with forest department has squeezed the opportunity for further expansion. Moreover, 2.0 acres of land is there which was acquisitioned for zoo made an involvement of ownership fighting (encroachment) with local people. Additionally, drainage waste by several outlets from nearby residential area made suffocative environment

for

south

lake.

Managerial

in

effectiveness

and

inadequate HRM practiced could be held responsible for this.

4.7 Present manpower : Out of total 250 manpower (Table – 6, appendices1to 7) class I comprising 14 (5.6%), class II comprising 6 (2.4%), class III comprising 31 (12.4%), class IV comprising 164 (65.6%), master role comprising 15 (6%) and hired security (armed ansar) comprising 20 (8%) while 33 posts are remaining vacant within which 0, 3, 2, 27, 1and 0 posts respectively. Among all the classes tire IV is the busiest and most active portion of HR in terms of regular activities but they are the backward most part of the workforce in all consideration.

Moreover, among the 33 vacant post, class IV scores 27 alone itself.

These reality gives an unpleasant picture of tracking the HR in reluctant pattern of managerial and HRM practices here in Dhaka Zoo. 4.8 Animal stocks : Remarkable no. of animals and species, considerable no. of surplus animals, no. of animals donated, old aged animals, list of migratory birds and plants are there with categorization (Table 7-17). But very important thing of maintaining birth history (pedigree) is almost omitted. As a result adequate steps towards reducing

/

minimizing

presently

ongoing

inbreeding

(repeated

propagation within same blood line) effects may not be conducted in future with the consequence of not having exchange programs to standard zoos in the world. Scientific record management (ARKS, ZIMS) with pedigree i.e. taxonomic relations is now obligatory for future

existence. Even with a record no. of animal production Dhaka Zoo is not carrying out such unavoidable activities. This sort of zoo keeping can be terminated as reluctant and unscientific management i.e. HRM practices by the higher level managers.

4.9 Income – expenditure (Table 19 and 23): Even with several constraint profitable trend is there while Dhaka Zoo treated as cheapest zoo in the world in terms of entrance fee (table - 19). It should be noted that this is not commercial firm to be considered only in terms of profit rather it is a service industry in national consideration. Whole zoo maintaining expenditure (and budget allocation ) trend each year (last five years, table - 23) shows yearly increment of about 10 million in local currency while only food expenses for animals increment is nearly twice for last 3 years. It is not although and all through justified in terms of price hike rather inappropriate use (amount of feed settled by trial and error basis). Science and logic based formulation of foods is desirable in minimizing cost involved in this connection. It is also can be terminated as managerial deficits and reluctant dealing of HR concerned.

4.10 Prevailing HRM practices (3.12 Dhaka Zoo HRM practices) : Very big question but can be answered in brief in this context of ordinarily Govt. formulated and operated present style of HRM practice as it is not outfit applicable for this specialized institution. In a frustrating job description and job responsibilities (appendix - 14), yet all HR is working with where gaps of practically work field is there. International, regional and national issues of ex situ wildlife conservation in connection to biodiversity, this organ is obligatory important than any other Govt. organs e.g. land revenue department has got narrow scope of expenditure for further development. In contrast, Dhaka Zoo has enormous scope to develop for environmental enhancement by carrying out its set mandates and ethics. Keeping this in mind, HRM practices, from recruitment to the end step (1to10) of HR operation should be of

special in nature. Description states, unrelated persons are involved from

recruitment

operational

to

promotion

instruments,

stage

insufficient

to

benefit

the

HR,

inadequate

packages,

nil

HR

development activities, ambiguous transfer and posting (both inside and outside) made the question and answer stated above. So a root out step of HRM practices is to incorporated to achieve DZ’s quality operation and desired standard by HRM practice pattern of rapidly changing world.

Although the operational strategy-HRM system relationship alludes to the influence of the external environment on internal processes, it is client focused and ignores other external influences on HRM system design. These influences include the economic climate (Lahteenmaki et al,1998), labour-market conditions (Katz et al,1985; Kochan et al,1986), barriers to competition (Batt & Keefe,1999; Osterman,1994), and normative imitation for legitimacy purposes

(DiMaggio &

Powell,1983; Meyer & Rowan,1977). Indeed, scholars generally agree that firm performance is more than a function of the quality of a HRM system. In practice, it is a function of both industry-level effects (i.e., competitive forces) and firm-level effects (i.e., quality of corporate decision-making in reacting to competitive forces, and the quality of a HRM system) (Hansen & Wernerfelt,1989; Weiner & Mahoney,1981); (Victor C. Egan, Curtin University of Technology, Australia; The Effects of Human Resource Management Practices on Firm Performance: The Case for Minimalism, internet).

No structured questionnaire was formulated but on discussion it was experienced dissatisfaction to job description in almost all the tiers of employees in different level. Review shows, the concern for creating favourable workplaces to significantly effect employee behaviours and job satisfaction has been a central endeavour of managers. A belief that the social environment can influence employee responses underpinned

the

social

information

process

framework

conceptualised by Salanick and Pfeffer (1978). Some support for their perspective that task perceptions and attitudes that evolve from written job descriptions as well as verbal cues from colleagues and supervisors has been reported (O’Reilly & Caldwell 1979, O’Connor & Barrett 1980, Griffin 1983). However, prior to the evolution of this theoretical paradigm, conceived by Salanick and Pfeffer (1978), the most popular task design endeavours were embedded in the job attributes model. By building on the work of Turner and Lawrence (1965), Hackman and Lawler (1971) were able to assess the degree to which job content features such as skill, task significance, job feedback can effect employee responses. Over time more expansive frameworks have been devised and evaluated in endeavours to determine relationships between job complexity and a variety of work related outcomes such as commitment, involvement, motivation, satisfaction, attendance. Accompanying this continuous exploration in more complex job networks there has been the introduction of a wide range of composite and global scales that directly ask overall feelings about the job (Taylor, R. (2004). Evaluating an Instrument Designed to Assess Job Satisfaction of Airline Passenger Service Staff, Research and Practice in Human Resource Management, 12(1), 172-183).

4.11 SWOT analysis : SWOT analysis and Dhaka Zoo at a glance revealed its weaknesses, strengths, opportunities and possible / forthcoming threats lies with it. At the same time adopting ICTs and related software use is thought to be another obligatory activities in achieving quality operation and standard management procedures.

Education and HR development : Appendices 1-6 states that educational level to class IV employees and their HR development scope is frustrating while Hr development scope to all tires is hopeless further. Appendix – 7(manpower calculation), indicates inappropriate

distribution of workforce to the sections. This internal posting pattern is to rethink for effective HRM practices in present capacity.

4.12 History management (Appendix –12, Partially collected from oral questioning with the persons involved, experienced, living yet etc.) : Present is always based on the past. So, record keeping of the history must be the basis for present and further improvement. Keeping this true in mind all the laborious, terrific, memorable and toxic events is to noted for further experience through which a good managerial and HRM practice could be designed. This is for first time some notable facts brought to broad light while I was collecting other information’s.

4.13 Stuffing (appendix note) : Stuffing practice is to preserve dead body of valuable and rare animal for display in view of showing enthusiastic visitors the animal ever had and at the same time for education purpose in years to come. But reluctance in this exercise took grave concern for all related. Even the animals sent there for stuffing was not always stuffed in the question of decomposition of the dead body.

So, all these talking coming out from the ineffective

managerial and inadequate HRM practices in Dhaka Zoo. Likewise, so many unnecessary work is available but so many important activities are absent all over.

FUTURE RESEARCH DIRECTIONS Although the results of this study are supportive of the MBA thesis, there is still room for additional research.

The implication of this study is that HR practices that fit the strategy, should result in higher levels of organizational effectiveness study. In the study in this article, it implicit all hypothesis was not tested.

Therefore, future research should tackle the challenge of developing and incorporating measures of both needed and actual practices persists.

Further research might also investigate a broader set of HRM practices.

Including more HRM practices (e.g., recruitment and selection methods) might reveal a relationship between selection practices and strategy. In order to conduct such a study, however, researchers must first develop measures that accurately specify the alternative strategies pursued by service-based firms. Such measurement specification, as well as conceptual understanding, may require that researchers use

the case study approach and conduct in-depth discussions with the organizations. It appears that stronger support for hypothesized relationships between needed role behaviors and HR practices is likely to be found when there is greater understanding and participation by the employees in the organizations being studied. However, this speculation is based on a single case study, so additional research is required before drawing firm conclusions.

Weather

Topic

Humidity (%)

Temperature o C Mean 0

200

400

Evaluation

600

August July June May April March February January

Dhaka Zoo Rangpur Zoo Chittagong Zoo Rajshahi Zoo Banbilash Zoo Aranyak Zoo Kurmitola Golf Club Mini Zoo Comilla, Zoo

1400 1200 1000 800 600 400 Mammals Reptiles Birds Fishes

200 0

Sp. Tot.

Dhaka Zoo

Sp.

Tot. Sp.

Tot.

Dulahazara Rangpur Safari Park Zoo

Sp. Tot.

Sp. Tot.

Chittagong Rajshahi Zoo Zoo

Sp. Tot.

Sp.

Comilla Zoo

Kurmitola Golf Club

Tot.

Species in Different Zoo’s

Dhaka Zoo Dula. Safari Rangpur Zoo Chittagong Zoo Rajshahi Zoo Comilla Zoo Kurmitola Golf Club

Total Population in Different Zoo's

Dhaka Zoo Dula. Safari Rangpur Zoo Chittagong Zoo Rajshahi Zoo Comilla Zoo Kurmitola Golf Club

March

250

April May

200

June 150

July August

100

September October

50

November 0

TOTAL DAYS (234)

HRS. SP. PERDAY

TOTAL HRS. (1,886)

December January February

90

82 80

70

60

50

42 40

32 30

22 20

11

9 10

7

6

5

8

5

3

y Sur ve

Eng ine er in g

Ga rde n

ity Sec ur

Fis her y

oo Sec tion

4Z

Pub lic it y

Mu s eu m

Nut ritio n

Res ear ch

Hea lth

Ad min is tr atio n

0

Chart 1.Section Wise Human Resources features in Dhaka Zoo

Discussion Human resource management is now a days a very dynamic and progressive part of organizational activity. The volume of work widens the HR activity, specially if it is labor intensive scientific arena. Dhaka

Zoo is such an organization who have unlimited field of work making the essence of HRM practices up to the limit of sky. Unfortunately, huge constraint are there but even it is possible to overcome that.

Indirect HR that is visitors are the outcome of the performance of zoo personnel as well. Five million visitors figure each year is amazing, no doubt. During 3-4 occasions round the year, about 65,000 visitors per day visits Dhaka Zoo resulting such a gathering that it becomes zero distance between one to another, traffic jams become intolerable, whole area becomes dusty, all sorts of movement become restricted, law enforcing agencies rushed into, and so forth. So, including the compact internal works, visitors control also become emergency. All these thing made the HRM practice with effective, dynamic, modern and appropriate modality an essence. “The literature on service quality sees it as a potential source for achieving competitive advantage and looks for ways to attain it. Many researchers have already explored the contribution human resource management can make to service quality. Nonetheless, the role of trust within employment relations as an accelerator of service quality has not been examined. Since trust is associated with achieving positive organizational outcomes, we assumed that trust may help generate service climate, which in turn affects service quality. The research was undertaken in healthcare organization in Israel, and our purpose was to evaluate the role of trust as a mediating variable between perceptions of HRM practices and perceived service quality.

Survey data from 411 employees across 29 clinics was analyzed. Results indicated that: (1) two of the five tested HRM practices were positively associated with service quality; (2) employee trust was positively associated with service quality; (3) trust mediated the relationship between perceptions of feedback and service quality. The study

provides evidence for the positive influence of organizational trust on service quality. Additionally, the findings contribute to the existing debate on whether there are universal HRM best practices, or if the effectiveness of HRM practices is organization or sector dependent” (Amit Gur, MSc ; “The Influence of the Perceptions of HRM Practices on Perceived Service Quality and the Contribution of Trust to the Interaction between Them”, Internet).

Firm growth and long-term survival were found to have eventuated despite minimal, non-strategic HRM systems. For Australian EDCs, the economic climate, and the quality of strategic decision making at the corporate level, overwhelmed HRM system quality in contributory significance to firm performance. The results of the study further suggest that unmodified American HRM practices permeate

Australian

EDCs.

Such

unmodified

practices include employee induction, succession planning,

mentoring,

performance

appraisal,

management-by-objectives, profit-share schemes, and intra-nets. The un reflected copying of American

HRM

practices

reduced

their

implementation to a parody of organizational theory. Implementation was aimed at normative legitimacy, and was, in practice, oblivious to the potential for latent dysfunctions created within the organizations. Bereft of context and perspective, engineering

managers

have

mistaken

the

instruments of management for management itself. This finding invalidates the assumption that the application of a HRM practice at the organization-level

naturally

results

in

positive

outcomes at the individual-level. Consequently, the finding has implications for the conventional HPWS research methodology based on large scale mail surveys and single points-of-contact within firms (Victor C. Egan, Curtin University of Technology, Australia; The Effects of Human Resource

Management

Practices

on

Firm

Performance: The Case for Minimalism, internet).

Based on the views of hundreds of managers in 10 states surveyed in 1982 and 2000, this article explores the severity of a range of human resource-related barriers to effective state management. Adequately rewarding outstanding employees, difficulty filling key staff vacancies, retaining experienced staff,

disciplining low-performing employees,

and—in 2000—uncompetitive pay were among the most serious impediments. Little change in the severity of various human resourcerelated problems occurred between 1982 and 2000, however. Despite the criticism often levelled at them, variation in civil service coverage and variation in public sector collective bargaining were typically only weakly related to the severity of particular personnel-related problems.

In fact, certain problems were less serious in those states with more extensive

civil service coverage or more widespread collective

bargaining. There was little evidence that deregulating

aspects of

state human resource systems reduced the severity of personnelrelated impediments ( Richard C. Elling and T. Lyke Thompson , Wayne State University, “Human Resource Problems and State Management Performance Across Two Decades”, The Implications for Civil Service Reform , Internet).

Human Resource Management orientation in UK hotel industry has been reviewed, the article says, over the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK hotel industry. Common perceptions of management practices in the hotel industry typically include work intensification, high labour turnover, lack of training and poor career prospects, and casualised terms and conditions of employment. Using data from a survey of over 200 hotels, this book challenges such stereotypes by demonstrating that this part of the service sector is just as likely to have experimented with new approaches to HRM as the manufacturing industry. It suggests that primary influences on managerial decision-making in the hotel industry are no different from the primary influences affecting decisionmaking

elsewhere,

countering

the

argument

that

mainstream

management theories are inapplicable within the hotel industry.

Furthermore, where hotels emphasise the importance of service quality enhancement and where they introduce HRM as an integrated, mutually supporting package of practices, a strong relationship between HRM and organisational performance is proposed. Human Resource Management in the Hotel Industry is essential reading for students and researchers with a specific interest in the hotel and catering industry, but will also be of interest to researchers with a wider interest in HRM issues (Kim Hoque, “Human Resource Management in the Hotel Industry: Strategy, Innovation and Performance (Routledge Studies in Employment Relations)�, Publisher: Routledge, an imprint of Taylor and Francis Books Ltd., 23 Sep. 1999, ISBN – 10: 0415208092).

No works have been carried out yet on the HRM issue in Dhaka Zoo or in any zoo in Bangladesh or in any absolute Govt. organization of Bangladesh other than some Banks, pharmaceutical companies or

other big business organization, which all are non Govt. organization and most of it is in reporting form. Data and information where is hand reach available.

Conclusion and Recommendations Conclusion

Considerable no. of animals, wide species diversity, huge diversification of

daily

and

occasional

voluminous

activities,

national

and

international reputation, worked out mandates, remarkable no. of employees and considerable figure of revenue collection made Dhaka Zoo a big institution of highly sophisticated, specialized, scientific and labor intensive Govt. operated unique service industry.

This tremendous bigness centrifuged centering the human resources of diversified categories laboring here in Dhaka Zoo. Human resources numbering 250 of all categories among which 4 th class terminal employees are highest with 65.6 %. Frustration comes out when the academic background, developmental (practically nil) activities and management status looked into this encouraging figure of HR, because they lack training and skill oriented non deputation. On the other hand, academically qualified managers are there with 5.6% while they are not even under HR development training to reach the zoo in desired standard by effective managerial for touching WAZA set out level. It is true to other remaining categories also. Except class I categories, rest of the HR don’t aware of their job description and job responsibilities. All the tiers are managed with very general process of Govt. system but Dhaka Zoo deserves a specialized pattern of HR management.

Present study reveals the fact in terms of strengths, weakness, opportunities and possible threats lies with Dhaka Zoo that might also affect the human resources in various dimensions. Very haphazard modality in HR dealing by not maintaining any terms or ethics was also observed frequently in several cases.

Considering enormous potentials and opportunities this study disclosed some facts of adopting Information and Communication Technologies (ICT’s), internet networking with necessary – adequate software, HR development training for all tiers special of its kind and independent style of administrative, technical and scientific management with financial freedom has been thought immediate obligatory switching.

Supervisory Responsibilities : That can be distributed as follows •ABSENCE CONTROL •PERFORMANCE APPRAISAL •BONUS CALCULATIONS •DEPLOYMENT OF STAFF •DISCIPLINE •DRAWING UP OF SHIFT ROTATIONS •EMPLOYEE WELFARE •HANDLING OF GRIEVANCES •HEALTH AND SAFETY •I NDUCTION TRAINING •KEEPING OF PERSONNEL RECORDS •KEEPING OF PRODUCTION RECORDS •LEADING QUALITY CIRCLES •PLANNING/ALLOCATING OF WORK •QUALITY CONTROL •RECRUITMENT •TEAM BRIEFING •TEAM BUILDING •COMMUNICATOR Recommendations In spite of several weaknesses and threats Dhaka Zoo having some strengths, opportunities and potentials collectively but very dimmed and frustrated portion is of its life stream, i.e. HR, in terms of

management and managerial effectiveness. Riding on all these components, it might be successful if the following recommendations are started immediately to carry out – 1. Independent

administrative,

scientific

and

financial

management system is to switched on making no delay instead of still remaining bureaucratic administration.

2. Rewriting the job description and job responsibilities specifically fit for zoo operation.

3. Equipping with modern technologies, i.e. inter-section computer networking, internet networking, start using software on zoo management (ISIS, ARKS, ZIMS etc.), completely independent research

and

disease

investigation

laboratory,

Veterinary

medical apparatus, heavy duty cranes and lifters etc. for cost and time effective management.

4. Regular HR development training programs fit for changing world of zoo keeping is to commence.

5. To ignite and to expedite animal rearing, sanitary stepping, ethical dealing and so on it is to bring the HR, specially terminal workforce, under incentives and benefit packages (e.g. risk allowance).

6. Comfortable work timing, effective use of time, introducing easy reporting device is to onset.

7. Starting computerized personal filing for all HR to deal them conveniently has got no compromise. Because, no doubt Bangladesh achieved the world class standard at least in printing arena by virtue of ICT use. So, it has become very easy available to use in this sector also.

8. Inter-sectional transfer and posting is not desirable if not skill ness concerned.

9. Skill and performance based promotion incentive should be incorporated.

10. HR marketing in the shed of zoo marketing concept both in and outside the country will not be a bad practice for HR development in terms of manage them.

11. Self planning and budgeting, financial and administrative freedom, self legislation (e.g. Zoo Act.), self legal advisor can be the head line for first independence. Standard zoos in the world like Singapore, My Shore, London, Sri Lanka zoos can be role model to do this.

12. Creating good working environment some how or rather.

13. Job

analysis

for

formulating

outfit

job

description

and

responsibilities is start without any delay.

14. Screening and sorting out activities on the basis of fixing priority and prioritization should be carried out by surveying persons having expertise or on discussion with all concern.

15. Eco-friendly environmental campus is to setup as model institution by ensuring polythene free, managing waste, no sound producing vehicle allowing inside campus etc. for triggering visitor attraction and good working and visiting environment. Out of these actions staff hrs. will be reduced and personnel management practices will be easier.