hrm purabi

7/28/2019 hrm purabi

1/74

TABLE OF CONTENT


2/74

Sl. No.

Page No

Contents-(1)

1. Chapter-1 (introduction)

Rational of the study 01

Objective of the study. 02 Scope of the study 03

Methodology of the study. 04

Limitation of the study 05

2. Chapter-2 (Theoretical issues)

Definition of HRM06

Recruitment and Selection of employees.07

Training and Development

Performance Evaluation and Management.

Redundancy

Industrial and Employees Relation

Record keeping of all personal data

Compensations, Pension, Bonuses etc. in liaison withpayroll.

Confidential advice of internal Customers in relation toproblem at work.

Career Development.

3. Chapter-3 (Practical Analysis)

Company Profile

Business policy Design.

Objective of KDS Garments Ltd.

Related Department

And Department Section wise-Employees

Working Time

Working Hour & Weekly Holidays

2


3/74

Practical Finding (3.2)

Human Resource Department.

Human Resource Planning

Anticipating Manpower Planning. Job Analysis

Recruitment Process.

Selection process.

Training and Development.

Performance Appraisal System.

Compensation and Benefits System.

Motivation procedure.

Employee Relations.

Complaints and suggestion procedure.

Safety and Health procedure.

Human Resource Research Employee Services.

Satisfaction factors .

4. Chapter-4 (Recommendation and Conclusion) 3.3

Summarized View

Recommendation

Conclusion

3


4/74

LETTER OF SUBMISSION

September: 27-09-2010ToThe ChairmanFaculty of Business StudiesPremier UniversityChittagong.

Subject: Submission of Term Paper Report.

Sir

It is my great pleasure that I am submitting a report on HumanResource practices a case study on KDS Garments Limited,

Bangladesh the leader in garments industry of Bangladesh.I focused on Human resource practice of the organization to have apractical knowledge on key function of the organization and therebyto be able to upgrade my practical expertise based on thetheoretical concepts and notices.

I shall be glad if you kindly accept this report and I am ready toexplain anything to you if you feel necessary.

Yours sincerely,

_________________

Purabi ChakrabortyStudent ID: 0816230743Major In Human Resource ManagementRegular MBA

4


5/74

Faculty of Business Studies

ACKNOWLEDGEMENT

At first I specially grateful to almighty God for giving me the scope to prepare thisAt first I specially grateful to almighty God for giving me the scope to prepare this

report on KDS garments Ltd. I also specially pay my gratitude to the course teachersreport on KDS garments Ltd. I also specially pay my gratitude to the course teachers

of Business faculty for giving me the scope to gather knowledge from practical fieldof Business faculty for giving me the scope to gather knowledge from practical field

and whose guidance and advice was very helpful towards successful completion ofand whose guidance and advice was very helpful towards successful completion of

this report.this report.

I would like to thank my supervisor his proper guidance and care to complete

the report.

Finally, I also grateful to the officials of the KDS Garments Ltd.

5


6/74

PREFACE

Human resource Management is the important factor in modern world. Every

company should be careful about their HRM in recruiting and selection.Many HR

functions these days struggle to get beyond the roles of administration and employee

champion, and are seen rather as reactive as strategically proactive partners for the

top management. In addition, HR organizations also have the difficulty in proving

how their activities and processes add value to the company. Only in the recent years

HR scholars and HR professionals are focusing to develop models that can measure if

HR adds value. It is important for the organizations to select right people in right

place in right time. So Only the Human resource department can help the

organizations to recruit and select the best employee for the organization.

In this report I tried to identify the various problem related to the operation of KDS

garments Ltd. I also gave some recommendations to solve some problems.

6


7/74

Chapter : 1

7


8/74

Introduction:

1.1. Rational of the Study:

Now days, real experience is a vital factor in a factor or work field. As a

result, after acquiring degree from schools, colleges and universities the

students are being frustrated in the practical field because of want of

practical experience. This study in a part of my BBA final examination.

After completing the written and viva examinations the departmentassigns me to go through a company and prepare a term paper on

Human resource management study on the KDS garments Ltd. according

to my study I was prepared a questionnaire about the topic and submit a

study proposal to them. The following are some ornaments, which

explain the necessity of using locally produced and processed knit

fabrics knit in the knit garments manufacturing units in the country.

Human Resource Management Play an integral role in developing

Standard key asset - our people, Opportunities to work on global

projects. It Help the business make and deliver key strategic decisions.

KDS garments Work closely with line managers as a valued business

partner. The company develops your skills in reward, performance and

talent management. Since Human resource Management is the

demanding course in the new dimensional era and the job is relatively

available thats why I prefer Human Resource Management and KDS

garments because it is a large and premier organization in the garments

sector of Bangladesh.

8


9/74

1.2 OBJECTIVE OF STUDY

Every study has some specific objectives the main objective of this paper is to get practical

knowledge bout the HRM activities of this company. This practical knowledge will help us face

challenges in our future business carrier. I have also some objectives t the fine of study on Well

Dresses Limited.

The Main objectives are as follows:

To know about the Garments industry sector of Bangladesh.

To know about introductory analysis about HRM.

To find out similarities between theoretical knowledge and practical knowledge.

To know about leadership of management.

To know about the the Manpower planning in Organization.

To know the attitude of worker and executive of the industry.

To get information about the Recruitment and Selection Process

To get information about the Training, development and performance appraisal of

employees.

To get information about the Reward and Employee benefit program

To get information about the Wage and salary administration

To get the information about the other legal issue regarding labour and industrial law.

9


10/74

1.3 SCOPE OF THE STUDY

Name Of the Company : KDS garments Ltd.

Field OF the Study : Human resource Management

Address: Oxygen Industrial Area.

Chittagong.

Year: 2009-2010

10


11/74

1.4 Methodology of the Study

Collected data and information were tabulated, processed and analyzed crucially in order to make

the paper more informative, fruitful and purposeful. Generally, to say research method means, to

collect the data used in research work. The study was conducted at KDS garments Limited.

From two sources the relevant data were collected. The main two sources are:

a) Primary Datab) Secondary Data

Primary Data are collected through:

Observation for the total internee period

Open ended and closes ended question

Conducting interview both customers and staffs.

Collecting data relevant with Human Resource.

Secondary Data are collected through:

For secondary data I have gone through different types of publications. I had also used published

data. They are:

I collected some relevant report and paper in order to gather secondary data were mainly

used in Internship report. Various publications and yearly journal of international bodies.

Through Companies website.

Information which was tabulated processed and analyzed critically with a view to making

the study informative and purposeful.

11


12/74

1.5 LIMITATION OF THE STUDY

Every report has some limitations. I had some limitations during prepare this report.

Beside all the data used in this report are not primary and new data. So the study suffers from the

following limitations:

.

Due to short time we cannot prepare the report properly. Some of the selected samples refused to give data. Though the top management formulates the strategy of the industry, which is very much

confidential, the manager failed to supply the relevant data in respect to our demand.

It was not possible to collect the all information to prepare the report Most of the official is so much busy to provide men enough time

Difficult to contact with top management. High officials have very little time to provide us the required information . Due to inexperience it was not possible for me to gather all relevant data. It was not possible for me to perform comparative study.

12


13/74

Chapter: 2

13


14/74

Theoretical Issues

14


15/74

Human Resource Management (HRM) is the function within an organization that focuses on recruitmentof, management of, and providing direction for the people who work in the organization. Human Resource

Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people suchas compensation, hiring, performance management, organization development, safety, wellness, benefits,employee motivation, communication, administration, and training.

Human resource management (HRM) is the strategic and coherent approach to the management of anorganization's most valued assets - the people working there who individually and collectively contribute tothe achievement of the objectives of the business. The terms "human resource management" and " humanresources" (HR) have largely replaced the term "personnel management" as a description of the processesinvolved in managing people in organizations. In simple words, HRM means employing people, developingtheir capacities, utilizing, maintaining and compensating their services in tune with the job and organizationalrequirement.

Features:

Its features include:

Organizational management

15
http://en.wikipedia.org/wiki/Strategichttp://en.wiktionary.org/wiki/coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Personnel_managementhttp://en.wikipedia.org/wiki/Strategichttp://en.wiktionary.org/wiki/coherenthttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Personnel_management


16/74

Personnel administration

Manpower management

Industrial management[2][3]

But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even

employee and industrial relations are confusingly listed as synonyms, although these normally refer to the

relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are individuals with varying

goals and needs, and as such should not be thought of as basic business resources, such as trucks and

filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the

enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient

training, and failures of process.

Human Resource Management(HRM) is seen by practitioners in the field as a more innovative view of

workplace management than the traditional approach. Its techniques force the managers of an enterprise to

express their goals with specificity so that they can be understood and undertaken by the workforce, and to

provide the resources needed for them to successfully accomplish their assignments. As such, HRM

techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise

overall. HRM is also seen by many to have a key role in risk reduction within organisations.

Synonyms such aspersonnel managementare often used in a more restricted sense to describe activities

that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and

administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define

personnel management as being:

a series of activities which: first enable working people and their employing organisations to agree about the

objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled"

(p. 49).

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels in the business

and which are related to the implementation of strategies directed towards creating and sustaining

competitive advantage" (p. 352).

Academic theory

The goal of human resource management is to help an organization to meet strategic goals by attracting,

and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a

HRM approach seeks to ensure a fit between the management of an organisation's employees, and the

overall strategic direction of the company (Miller, 1989).

16
http://en.wikipedia.org/wiki/Human_resource_management#cite_note-1%23cite_note-1http://en.wikipedia.org/wiki/Human_resource_management#cite_note-2%23cite_note-2http://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Human_resource_management#cite_note-1%23cite_note-1http://en.wikipedia.org/wiki/Human_resource_management#cite_note-2%23cite_note-2http://en.wikipedia.org/wiki/Industrial_relations


17/74

The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to

have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial

relations, industrial engineering,sociology,economics, and critical theories: postmodernism,post-

structuralismplay a major role. Many colleges and universities offer bachelor and master degrees in HumanResources Management or in Human Resources and Industrial Relations.

One widely used scheme to describe the role of HRM, developed byDave Ulrich, defines 4 fields for the

HRM function:

Strategic business partner

Change management

Employee champion

Administration

However, many HR functions these days struggle to get beyond the roles of administration and employee

champion, and are seen as reactive rather than strategically proactive partners for the top management. In

addition, HR organisations also have difficulty in proving how their activities and processes add value to the

company. Only in recent years have HR scholars and professionals focused on developing models that can

measure the value added by HR

Business practice

Human resources management involves several processes. Together they are supposed to achieve the

above mentioned goal. These processes can be performed in an HR department, but some tasks can also

be outsourced or performed by line-managers or other departments. When effectively integrated they provide

significant economic benefit to the company.[8]

Workforce planning

Recruitment (sometimes separated into attraction and selection)

Induction, Orientation and Onboarding

Skills management

Training and development

Personnel administration

Compensation inwageorsalary

Time management

Travel management (sometimes assigned to accounting rather than HRM)

Payroll (sometimes assigned to accounting rather than HRM)

Employee benefits administration

Personnel cost planning

17
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Sociologyhttp://en.wikipedia.org/wiki/Sociologyhttp://en.wikipedia.org/wiki/Sociologyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Postmodernismhttp://en.wikipedia.org/wiki/Postmodernismhttp://en.wikipedia.org/wiki/Post-structuralismhttp://en.wikipedia.org/wiki/Post-structuralismhttp://en.wikipedia.org/wiki/Dave_Ulrichhttp://en.wikipedia.org/wiki/Dave_Ulrichhttp://en.wikipedia.org/wiki/Dave_Ulrichhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Human_resource_management#cite_note-Huselid_and_Becker_Research-7%23cite_note-Huselid_and_Becker_Research-7http://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Industrial_relationshttp://en.wikipedia.org/wiki/Sociologyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Postmodernismhttp://en.wikipedia.org/wiki/Post-structuralismhttp://en.wikipedia.org/wiki/Post-structuralismhttp://en.wikipedia.org/wiki/Dave_Ulrichhttp://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Human_resource_management#cite_note-Huselid_and_Becker_Research-7%23cite_note-Huselid_and_Becker_Research-7http://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Employee_benefits


18/74

Performance appraisal

Labor relations

HRM strategy

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An

organization's HR function may possess recruitment and selection policies, disciplinary procedures,

reward/recognition policies, an HR plan, or learning and development policies, however all of these functional

areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy.

An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

An HRM strategy typically consists of the following factors:

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the

overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieveproperly organizational goals, an organization's HRM strategy seeks to accomplish such management by

applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm

selling cars could have a corporate strategy of increasing car sales by 10% over a five year period.

Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to

achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition,

an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the

development of the corporate strategy. Theoretically, a senior HR representative should be present when

an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually

construct a good, or provide a service. The personnel's proper management is vital in the firm being

successful, or even existing as a going concern. Thus, HR can be seen as one of the critical

departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors,

namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in

and also the people in the firm.

An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional

strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation

of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy

relates to the policies employed within the HR functional area itself, regarding the management of persons

internal to it, to ensure its own departmental goals are met.

18
http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Labor_relationshttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Labor_relationshttp://en.wikipedia.org/wiki/Human_resources


19/74

Careers and education

Several universities offer programs of study pertaining to HRM and broader fields.Cornell University created

the world's first school for college-level study in HRM (ILR School).[9]University of Illinois at Urbana-

Champaign also now has a school dedicated to the study of HRM, while several business schoolsalso

house a center or department dedicated to such studies; e.g.,University of Minnesota,Michigan State

University,Ohio State University,Roosevelt University,and Purdue University.

There are both generalist and specialist HRM jobs. There are careers involved with employment, recruitment

and placement and these are usually conducted by interviewers, EEO (Equal Employment Opportunity)

specialists or college recruiters. Training and development specialism is often conducted by trainers and

orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary

administrators, and benefits administrators.

Professional organizations

Professional organizations in HRM include the Society for Human Resource Management, the Australian

Human Resources Institute (AHRI), the Chartered Institute of Personnel and Development (CIPD), the

International Public Management Association for HR (IPMA-HR), Management Association of Nepal (MAN)

and the International Personnel Management Association of Canada (IPMA-Canada), Human Capital

Institute. National Human Resource Development Network in India.

Functions

The Human Resources Management (HRM) function includes a variety of activities, and key among them is

deciding what staffing needs you have and whether to use independent contractors or hire employees to fill

these needs, recruiting and training the best employees, ensuring they are high performers, dealing with

performance issues, and ensuring your personnel and management practices conform to various regulations.

Activities also include managing your approach to employee benefits and compensation, employee records

and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities

themselves because they can't yet afford part- or full-time help. However, they should always ensure that

employees haveand are aware ofpersonnel policies which conform to current regulations. These policies

are often in the form of employee manuals, which all employees have.

Note that some people distinguish a difference between HRM (a major management activity) and HRD

(Human Resource Development, a profession). Those people might include HRM in HRD, explaining that

19
http://en.wikipedia.org/wiki/Cornell_Universityhttp://en.wikipedia.org/wiki/Cornell_Universityhttp://en.wikipedia.org/wiki/Cornell_University_School_of_Industrial_and_Labor_Relationshttp://en.wikipedia.org/wiki/Human_resource_management#cite_note-8%23cite_note-8http://en.wikipedia.org/wiki/Human_resource_management#cite_note-8%23cite_note-8http://en.wikipedia.org/wiki/University_of_Illinois_at_Urbana-Champaignhttp://en.wikipedia.org/wiki/University_of_Illinois_at_Urbana-Champaignhttp://en.wikipedia.org/wiki/University_of_Illinois_at_Urbana-Champaignhttp://en.wikipedia.org/wiki/Business_schoolshttp://en.wikipedia.org/wiki/Business_schoolshttp://en.wikipedia.org/wiki/University_of_Minnesotahttp://en.wikipedia.org/wiki/University_of_Minnesotahttp://en.wikipedia.org/wiki/Michigan_State_Universityhttp://en.wikipedia.org/wiki/Michigan_State_Universityhttp://en.wikipedia.org/wiki/Michigan_State_Universityhttp://en.wikipedia.org/wiki/Ohio_State_Universityhttp://en.wikipedia.org/wiki/Roosevelt_Universityhttp://en.wikipedia.org/wiki/Roosevelt_Universityhttp://en.wikipedia.org/wiki/Purdue_Universityhttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Society_for_Human_Resource_Managementhttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Cornell_Universityhttp://en.wikipedia.org/wiki/Cornell_University_School_of_Industrial_and_Labor_Relationshttp://en.wikipedia.org/wiki/Human_resource_management#cite_note-8%23cite_note-8http://en.wikipedia.org/wiki/University_of_Illinois_at_Urbana-Champaignhttp://en.wikipedia.org/wiki/University_of_Illinois_at_Urbana-Champaignhttp://en.wikipedia.org/wiki/Business_schoolshttp://en.wikipedia.org/wiki/University_of_Minnesotahttp://en.wikipedia.org/wiki/Michigan_State_Universityhttp://en.wikipedia.org/wiki/Michigan_State_Universityhttp://en.wikipedia.org/wiki/Ohio_State_Universityhttp://en.wikipedia.org/wiki/Roosevelt_Universityhttp://en.wikipedia.org/wiki/Purdue_Universityhttp://en.wikipedia.org/wiki/Equal_Employment_Opportunityhttp://en.wikipedia.org/wiki/Society_for_Human_Resource_Managementhttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Development


20/74

HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g.,

career development, training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized into large

organizations, e.g., "should HR be in the Organization Development department or the other way around?"

The HRM function and HRD profession have undergone major changes over the past 2030 years. Many

years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork

around hiring and paying people. More recently, organizations consider the "HR Department" as playing an

important role in staffing, training and helping to manage people so that people and the organization are

performing at maximum capability in a highly fulfilling manner.

Status and Significance of HRM

Regardless of the rationale or the nature of its practice, HRM has become a common label for various forms andfunctions of people management. In English-speaking countries, the term has replaced 'personnel management' in manycontexts. For example, academic courses, journals and textbooks formerly labelled as 'personnel management' are nowdescribed as 'human resource management'. However, and particularly at practitioner level, re-labelling does not meannecessarily that either the approach or the content have changed (Sisson, 1995: 87). The diverse interpretations of HRMare apparent when we compare practices in different countries and organizations. We noted earlier that 'personnel' and'human resources' can co-exist and many organizations throughout the developed world follow North American practice,using the terms interchangeably.

Following a South African study by Wood and Els (2000) we can identify four distinct patterns of practice:

1. A simple change in nomenclature of relevant personnel sections where, in a number of cases, staff were not

seen as managers but instead they were viewed as a distinct, relatively junior, category of employee.

2. A broadened personnel function encompassing clearly delineated areas such as training and development.

3. HRM practitioners play an important strategic role as facilitators in the adoption of progressive industrial

relations policies, rather than developing a vision for managing human resources across the organization.

4. True strategic HRM.

HRM and Globalization

Hetrick (2002) explored the ways in which HRM emerged as a set of concepts, policies and practices within multinationalsubsidiaries in Poland between 1996 and 1999. HRM was clearly viewed as an imported 'Anglo-American concept'bearing no resemblance to people management as practised in Polish organizations. Hetrick comments thatmultinational firms are increasingly viewing HRM as one of the main control mechanisms by which employees can beintegrated across national boundaries. Expatriate managers are important in this process as:

Role models displaying appropriate company behaviours, values and ways of doing things;

20


21/74

Fixers, adapting corporate values and mission statements to local circumstances;

Key actors, enacting the HRM practices;

Networkers or boundary spanners, making connections between local managers and other parts of the

business;

Agents of the owners, overseeing the new subsidiary company;

Coaches or mentors, transferring knowledge to local managers.

HRM is not necessarily strong in all western countries. Wchter and Muller-Camen (2002), noting the importance ofGerman businesses to the European economy, suggest that a well-functioning HR system would be expected. But anumber of comparative studies have found HRM in German companies to be less strategically integrated and proactivethan that of similar businesses in other countries. They attribute these findings, at least partly, to the co-determinationstructure of German employee relations where the Betriebsrat(works council) has an important strategic role. HenceHRM has to be integrated with a pre-existing local system which, according to Wchter and Muller-Camen, might evenbe a strategic resource.

HRM and 'best practice'

In some cases, businesses have sought guidance and advice from consultants, academics and professionalassociations. In either case, it is relevant to ask if it is a prescriptive, ideal model of people management or simply adescription of 'best practices' in competitive organizations? As we saw in Part 1 of this book, Jeffrey Pfeffer has inspireda considerable interest in the concept of 'best practice' in HRM. Marchington and Grugulis (2000) question whether thepractices typically assumed to be 'good' are actually beneficial to workers. They argue that the literature is underpinnedby unitarist thinking and also that the notion of 'best practice' is problematic despite its superficial attractiveness. Inparticular, they point to weaknesses in relation to the meaning of specific practices, their consistency with each other,and the supposed universal applicability of this version of HRM. Truss (2001 found that the informal organization playeda significant role in the process and implementation of HR policies and that successful organizations do not alwaysimplement 'best practice' HRM even if intended. Conversely, Hughes (2002) argues that empirical support for universalHRM is growing.

Boxall and Purcell (2000) argue that there is a complex relationship between HRM and the achievement of organizationaloutcomes and that HR strategies are strongly influenced by national, sectoral and organizational factors. But this

conclusion does not necessarily invalidate the concept of 'best-practice' because basic principles of people managementunderpin practice and are essential to the competitiveness of business organizations.

However, there is increasing evidence supporting the notion that HR practices are more effective when combined. Forexample, Laursen (2002) studied 726 Danish firms with more than 50 employees and found that HR practices influenceinnovation performance more when applied together than as individual practices. Additionally, application ofcomplementary HR practices is most effective for firms in knowledge-intensive industries.

Driving Forces of HRM

Whether as a label or a variable combination of specific initiatives, we can justifiably ask if the uptake of HRM has beendriven by practitioners - people involved in practical people management - and then attracted wider attention; or if it is acreation of academics and consultants with some (and only some) practitioners following on? What is apparent is that thepractitioners involved in the introduction of HRM are often line or general managers rather than personnel managers.Clearly, there are many 'stakeholders' in HRM:

Managerialists (...)

Senior managers (...)

21


22/74

Academics (...)

The personnel profession (...)

Armstrong (2000) contends that many so-called 'HRM' practices were in widespread use before HRM came on the scenein the 1980s. He argues that there has been no great revolution as a result of HRM theory. Instead there has been a

process of evolution. The rate of change may have increased but, according to Armstrong, this is not attributable to thearrival of HRM as a philosophy. Rather, rapid changes in the business, political, economic and social environment haveforced organizations to respond. Armstrong also points to increasing professionalism among personnel practitionersencouraged by bodies such as the UK's Chartered Institute of Personnel and Development and the dissemination ofideas about HRM by academics publishing in an increasing range of publications.

Rynes et al (2002) tested such claims on responses obtained from 959 human resource professionals, specificallyfocused on their agreement with various HR research findings. They found large discrepancies between researchfindings and practitioners' beliefs in a number of areas. This was particularly so in the case of employee selection wherepractitioners seemed to have considerably less faith in the use of intelligence and personality tests than HR researchwould recommend. Practitioners at higher levels, with SPHR certification and those who read the academic literaturewere more likely to agree with research findings. Shepherd and Mathews (2000) examined academic research onemployee commitment, a central part of HR models, in relation to the views of practitioners. They surveyed 300 HRMmanagers and found wide recognition of commitment in terms of its desirability and benefits. But academics andpractitioners conceptualised and measured commitment in entirely different ways. Practitioners adopted a subjective andad hoc approach, generally ignoring the formal measuring tools and structured, "objective" approaches developed byacademics.

Moreover, change initiatives - particularly business process reengineering - frequently lead to a questioning of the needfor any personnel or human resource specialists. Storey (1995: 384) finds this to be a common theme at consultant-organized conferences. Of course, this is consistent with HRM models which place the responsibility for peoplemanagement in the hands of line managers. Together with marketing and research, it is difficult to measure the effectthat HR specialists have on the well-being of a company. Paperwork-obsessed personnel administrators, ignorant ofwider business issues do not help. They make ripe targets for short-termists working to 'zero-based budgeting' and cityanalysts with no industrial experience.

22


23/74

Chapter: 3

Practical Analysis

23


24/74

3.1 company ProfileHISTORICAL BACKGROUND:

KDS is one of the largest groups in Bangladesh. Their main business is productions garments

products. MR.Khalilur Rahman is the chairman of the organization. The sister concern of the groupare: KDs Logistics, Kds Steel etc. KDS has a modern dyeing house with 260 sets of European

Origin Package Dyeing machines in different capacity, supported by sophisticated Radio Frequency

and Rapid dryers suitable for dyeing about 30 metric tons of Cotton/ Polyester/ Nylon and TC Yarn

per day. A part from Thread and dyed, Well Group is also playing a very important role in country's

RMG sector by operating Three modern garments factories having over 2000 sewing machines for

making over 60,000 dz of woven and knit garments per month for USA and European with the

support of in house Laundry and embroidery facilities.

Believes in quality and time and highly emphasizes in maintaining a concerted harmony in its

environment. We have seen a democratic environment of KDS Group of Industry. KDS Group is an

ISO 9000: 2000 certified company for overall Management, WRAP Certified for compliance and

all products are OEKO-TEX Certified. The recent growth rate of GROUP is over 32% and such

growth in this competitive market is the out come of consistent combination of high quality of

products and services as well as top quality marketing efforts.

24


25/74

Business Policy .

KDS Garments Ltd maintains an aggressive policy in their marketing strategy. Where I have

completed my BBA internship program also follows or maintains a aggressive policy in their

marketing strategy.

An aggressive marketing policy means to hold the current market shares of the company by

applying various marketing strategy.

Imported countries share the same perceptions of each brand product attributes.

Imported countries differ in their preferred.

Imported countries very in the number of brands they know and will consider.

Imported countries choices are affected by product features, prices, distribution, advertising

and promotion.

OBJECTIVES OF KDS Garments LTD:

25


26/74

In report oriented readymade garment industry, KDS is probably topping the list in Bangladesh.

KDS has name objectives for the development of the society. The objectives of KDS are as

follows:

1) To increase the economic development of the country.

2) To create employment opportunity.

3) To play positive role behind the rapid development of the industry in Bangladesh.

4) WDL assures quality and customer serves.

Related Departments

Merchandising Commercial

Import Export Development Production Quality Control Quality Assurance Admin Compliance Store Accounts Information Technology (I.T)

And Department Section-wise Employees

26


27/74

Sewing Strength of Operator 350 (30%Male & 70% Female) Sewing Strength of Helper 120(30%Male & 70% Female) Cutting Strength - 20 (100%Male) Finishing Strength- 100 (50%Male & 50% Female) Quality Controller (Q.C)- Strength 80(Sewing & Finishing) (90%Male & 10%

Female) Quality Assurance Strength- 30 (100%Male) Production & Management Staff Strength- 60 (97%Male & 3% Female)

Working Time

The normal working time for all (Except Drivers & Guards) is 48 hours per week (six days a

week). The weekly holidays, others international holidays will follow as per Bangladesh govt

Maximum working hours is 10 hours, Maximum weekly hours 60 hours, Average per week a

year56hours.

The factory does not require on a regularly schedule basis a work week is excess of 60 hours.

Workers may refuse over time without any threat of penalty, punishment or dismissal.

For each pay period slip issued to workers before two days for understandable wage

statement, which includes days worked, OT hours and its rate/hour, attendance bonus, and

grand total.

27

Working Hours & Weekly holiday's

Working Hours : 8:00 AM to 5:00 PMLunch Hours : 1:00 PM to 2:00 PMWeekly Holiday : FridayOver Time Schedule : Maximum 2 Hours (While Necessary) within Saturday to

Thursday


28/74

3.2

Practical findingsHUMAN RESOURCE

DEPARTMENT

28


29/74

3.2.1. Human Resource Department

3.2.2

Human Resources Planning:

KDS Garments Ltd has to come up with clear and precise human resources planning which will

guide the organization to make the best use of its human resources and also protect it from any

unwanted incidents such as employee ambiguity, discrimination, low turnover or employee suit.

Humans are an organization's greatest assets; without them, everyday business functions such as

managing cash flow, making business transactions, communicating through all forms of media, and

dealing with customers could not be completed. Humans and the potential they possess drive an

29


30/74

organization. Today's organizations are continuously changing. Organizational change impacts not

only the business but also its employees. In order to maximize organizational effectiveness, human

potentialindividuals' capabilities, time, and talentsmust be managed. Human resource

management works to ensure that employees are able to meet the organization's goals.

KDS Garments LIMITED. Follows different steps of Manpower Planning:

Anticipating manpower planning:

At first they decide how much manpower the organization need. Because organizations successmainly depends on manpower with the help of the following steps they determine the number of

worker the organization need.

To determine time for predict future manpower. Consider death, discharge, resign, retirement from the anticipated workers The organization is to take decision from what sources internal or external collect manpower

when the organization facing manpower problem.

Job Analysis:

30


31/74

The first step in pinning down requirements for employee qualification is job analysis. Its

systematic study of each job to determine what is done, how it is done & why it is done. FKL job

analysis can be performed by trained & job analyzers determine some important information that is

mention the following.

Work time mention for each duty.

Number of equipment & material used to perform the job.

Find out the qualification of each job.

Provided physical, social & environment condition.

Job analysis Records

1. Prepared by ------------------------ Date -------------------------Job title - --------------------------- Dept --------------------------

Job I D ----------------------------- Classification -----------------

2. Job duties -----------------------

3. Working condition:

Responsibility for study of others ------------------------------------

Responsibility for equipment & material ----------------------------

Special hazard -----------------------------------------------------------

4. Skill job requirement:

Knowledge -----------------------------------------------------------------

Education -----------------------------------------------------------------

Experience -----------------------------------------------------------------

Supervision provided -----------------------------------------------------

Physical skill requirement -----------------------------------------------

Judgment & decision required -------------------------------------------

Job description:

Identifies the job, provides a listing of responsibilities and duties unique to the job, gives

performance standards, and specifies necessary machines and equipment.

31


32/74

Job specification:

States the minimum amount of education and experience needed for performing the job.

Planning job requirements & descriptioIt describes the importance duties,responsibilities and characteristics of each job. For this reason they are to determine jorequirements& description of each job. For this they are able to know the information about each job.

WDL MANPOWER RECRUITMENT PROCESS

In WDL manpower requirement is the process of WDL are the typical result of job analysis &

human resource planning activities. In WDL manpower recruitment is done on the basis of

following process

Direct appointment whichare Internal source

Job analysis Man specification of Advertisement in media for require job skill & unskilled person

Collect the Selection of Call for writing Find out qualified interview on viva voceapplication application Exam. For specific job person or machinery work & CV

Out from company

No

Training for six month Orientation Placement

under senior workerYes

Selection

Recruit experience person

WORK FLOW OF HR

32

Start


33/74

Discipline Management:

Recruitment & Selection procedure of Well Dresses Ltd.

Recruitment:

33

Manpower plan

Recruitment

Join

Induct

Motivate

Train

Deploy

Appraisal

Retrain

Redeploy

Continue

Retire

Stop


34/74

Successful human resources planning should identify our human resources needs . Once we known

these needs we will want to do something about meeting them.

Recruitment is discovering of potential applicants for actual as anticipated organizational vacancies.Recruitment is the most important function of personnel administration because unless the right

type of people are hired even the best plans. Organizations charts and control system could not do

much.

According to E.B Flippo Recruitment is the process of searching for prospective employees and

stimulating them to apply for jobs in the organizations.

Skill analysis:

Skill analysis is need to perform the activities effectively .Skill must analysis on the basis of job

requirement and description. Every manager must have some basic skills to be a successful

manager. These basic skills are:

(a) Skill of taking decision.

(b) Skill of leadership.

(c) Communication skill.

(d) Technical and social skill.

Manpower selection:

SAMPLE SECTION

34


35/74

Selection:

According to Dale Yoder Selection is the process by which candidates for employment are divided

into two classes those who will be offered employment and those who will not.

According to J, Chruden & Anthur W. Sherman Personnel section is the process of determining

from the applicants for employment which ones best fit the manpower requirement and should be

offered positions in the organizations.

According to Heinz Weihrich and Harold Koontz Selection is the process of choosing from the

candidates from within the organization or from outside the most suitable person for the current

position or for the future positions.

Selection procedure of Well Dresses Ltd.:

There are two methods followed by the AKH Knitting & Dyeing Ltd. in the selection process.

Workers level

Staffs level

Workers level:

The chief of floor management is informed to HRD that his section needs 50 employees for the

position of cutting section. After:

HRD gives job advertisement through newspaper or factory gate.

Formation viva board.

Preliminary interview.

Filing the applications blanks.

Viva voce.

Final selection.

35


36/74

Approval by the interview.

Informing the candidates about their final selection decision and sending

appointment letters.

Placement of selected candidates.

Submit of joining letters.

Induction stages.

Staffs Level:

Preparing note by the HRD & MD.

Obtaining management approval.

Job advertisement through the newspaper.

Receiving applications from the candidates.

Issuing interview letter.

Intimating members of standing committee.

Arrangement of interview.

Selecting candidates for the position.

Approval by the interview.

Issuing appointment letter.

To employ right people in right place in an organization is the main work of manpower selection.

The manager selects manpower from internal and external sources according to the need of the

organization.

Training and Development of Well Dresses Ltd:

Training is a learning process whereby people acquire skills, concepts, attitudes or knowledge to

aid in the achievement of goals.

Training is the systematic development of knowledge, skills and attitudes required by an individual

to perform adequately a given task or job.

Training is the process of transmitting and receiving information related to problem solving. As the

structure of organizations continues to change through downsizing or expansion the need for

36


37/74

training and development programs continues to grow. Improving or obtaining new skills is part of

another area of HRM known as training and development. Training focuses on learning the skills,

knowledge and attitudes required to initially perform a job or task or to improve upon the

performance of a current job or task, while development activities are not job employees horizons.

Training at Well Dresses Ltd:

A. Fire fighting training.

B. Preventing accidents through safety training.

C. Providing supervisory training & executive education.

D. Orienting and informing employees.

E. Induction training.

F. On the job training.

G. Technical training.

H. Leave training.

Importance of training:

i. Development of skill.ii. Improved performance.

iii. Reduce accident.

iv. Reduce wastage.

v. Development of human relation.

vi. Employee job satisfaction.

vii. Acquiring knowledge about changing technology.

viii. Training increases productivity.

ix. Training ensures the maximum utilization of machinery and raw materials.

x. Training develops the employee morale.

xi. Training increases confidence.

xii. Training helps improve the quality of products.

xiii. Training helps to improve the management.

37


38/74

Factors influencing the implementation of training program:

Use of modern technology.

Practical education.

Availability of expert trainer.

Financial condition of the project.

Supply of required training materials.

Mental preparation of trainee.

Position of trainee.

Objective of training.

Scope of training.

Time of training.

Training environment.

Training program should be simple and easy.

Security measures during training program.

Performance Appraisals:

Once a talented individual is brought into an organization, another function of HRM comes into

playcreating an environment that will motivate and reward exemplary performance. One way to

assess performance is through a formal review on a periodic basis, generally annually, known as a

performance appraisal or performance evaluation. Because line managers are in daily contact with

the employees and can best measure performance, they are usually the ones who conduct theappraisals. Other evaluators of the employee's performance can include subordinates, peers, group,

and self, or a combination of one or more. Just as there can be different performance evaluators,

depending on the job, several appraisal systems can be used. Some of the popular appraisal methods

include:

o Ranking of all employees in a group,

38


39/74

o Using rating scales to define above-average, average, and below-average performance;

o Recording favorable and unfavorable performance,

o Managing by objectives, or MBO.

o Performance appraisals serve several purposes, including

o Guiding human resource actions such as hiring, firing, and promoting

o Rewarding employees through bonuses, promotions, and so on;

o Providing feedback and noting areas of improvement;

o Identifying training and development needs in order to improve the individual's

performance on the job;

o Providing job related data useful in human resource planning.

PERFORMANCE APPRAISAL OF WDL

There are 5 types of techniques for appraisal. The techniques are as follows:

1. ARC method (Annual Confident Report)

2. Consultative Appraisal

3. Joint Appraisal

4. 270 or 360 degree appraisal.5. Six sigma appraisal.

We recommenced faint appraisal for WDL group. In joint appraisal there are two parties. Party A is

appraiser and party B is Apprise. There should be predefined key result Areas / Activities (KRA)

with specific target and parameter for each employee. The process of the appraisal form is

concluded with the joint signature of appraiser and appraise unless otherwise it goes to the next

level for mutual constant.

39


40/74

The parameters of the appraisals are:

Position Technicalknowledge

Traits People handling /leadership

Businessknowledge and

dynamics

Senior Executive 20% 10% 15% 55%

Executive 20% 5% 10% 65%

GM/DGM 2% 3% 25% 70%

Sr. Manager/manager 15% 15% 35% 35%

Equal Employment Opportunity

Equal Opportunity Employment means to prohibit federal contractors from discriminating against

employees on the basis of race, sex, creed, religion, color, or national origin. It is required

contractors to implement affirmative action plans to increase the participation of minorities and

women in the workplace. Pursuant to federal regulations, affirmative action plans must consist of an

equal opportunity policy statement, an analysis of the current work force, identification of problem

areas, the establishment of goals and timetables for increasing employment opportunities, specific

action-oriented programs to address problem areas, support for community action programs, and the

establishment of an internal audit and reporting system.

Equal Employment Opportunity at Well Dresses Ltd:

Affirmative action targets for women and minorities

Employment policies based on merit and fitness

No age discrimination

Man and woman doing equal work will be paid equally

There will be no fail or refuse to hire or discharge any individuals because of the individuals

race, color, religion, sex, or national origin

40


41/74

Compensation and Benefits

Compensation (payment in the form of hourly wages or annual salaries) and benefits (insurance,

pensions, vacation, modified workweek, sick days, stock options, etc.) can be a catch-22 because an

employee's performance can be influenced by compensation and benefits, and vice versa. In the

ideal situation, employees feel they are paid what they are worth, are rewarded with sufficient

benefits, and receive some intrinsic satisfaction (good work environment, interesting work, etc.).

Compensation should be legal and ethical, adequate, motivating, fair and equitable, cost-effective,

and able to provide employment security.

Employee Compensation Package Well Dresses Ltd.

Medical allowance:Hospitalization/specialist treatment, Overseas treatment,

Executive medical check-up

House rent allowance:Every employee will get rent allowance.

Compensation Package:

Wage Structure and salary Administration at Well Dresses

Ltd.

Administration:

The Managing Director administrator to fix the wages and salary administrate with the advice of the

management personnel.

Wages means all remuneration capable of being expressed in terms of money, which would , if the

terms of the contract of employment , express or implied, were fulfilled , be payable to a worker and

includes any other additional remuneration of the nature aforesaid which would be so payable.

41
http://www.answers.com/topic/workweekhttp://www.answers.com/topic/workweek


42/74

1. Probation : $20

2. Helper : $30

3. Junior Operator: $35

4. Operator : $45

5. Senior Operator: $50

6. Higher Skilled: $58

Working Rotten for the worker at Well Dresses Ltd

Each worker should work 9 hrs. Per day or 48 hrs. Per week

If a worker works more than 48 hrs. a week, it would be counted as over time .

Payment of the worker at WDL:

Payment of a worker is cleared within 7 days after a working month.

Overtime salary rate is twice of the rate of the monthly salary.

Interval at Well Dresses Ltd.

Each worker gets an hour break.

Incase of over time a worker gets half an hour break.

Leave at WDL

After 6 working days a worker gets leave of 1 day.

If necessary the worker should work in holy days. In that case they would get extra leave of

1 day.

Suspension at Well Dresses Ltd.

42


43/74

If a worker violets the rule of the company he might be suspended by the rule of the

company.

A worker can be suspended for being physically or mentally illness.

Basic allowance say 30000

Medical allowance Fixed 200 Taka

House Rent allowance (60% of the basic

salary)

18000

Calculation of Leave at Well Dresses Ltd:

Casual leave:

Every worker shall be entitled to casual leave with full wages for 10 days in a calendar year.

Sick leave:

Every worker shall be entitled to sick leave with full wages for a total period of 14 days in a year.

Earn leave:

Every adult worker who has completed a period of one year continuous service in the establishment

shall be allowed during the subsequent period of twelve months leave with full wages for a number

of days, calculated at the rate of one day for every 18 days of work.

Festival leave:

Every worker shall be allowed at least 11 days festival holidays with full wages in a year.

Maternity leave:

43


44/74

Every female worker shall be entitled to maternity leave with full wages for 16 weeks. 8 weeks

before the delivery and 8 weeks after delivery .She shall get 2 times maternity leave in her service

life .When a worker gets a maternity leave, will not get another maternity leave with 3 years.

Procedure regarding payment of maternity benefit at Well Dresses Ltd:

1. Any pregnant woman who is entitled to maternity benefit may on any day give notice

either orally in person or in writing to the employer that she expects to deliver a child

within 8 weeks of the notiing delivery.

2. If no such notice is given by the women and she has delivered a child, she shall, within

7 days of the delivery give notice to the employer that she has given birth to a child.

3. An employer shall pay maternity benefit to a woman entitled thereto in such one of the

following ways as the woman desires, namely-For 8 weeks within 3 working days of the

production of a certificate signed by a medical practitioner stating that the woman is

expected to be confined within 8 weeks of the date of certificate and for the remainder

of the period for which she is entitled to maternity benefit within 3 working days of the

production of the proof that she has given birth to a child.

Amount of maternity benefit:

The maternity benefit which is payable at the rate of daily , weekly or monthly average wages as the

case may be , shall be calculated in the manner laid down and such payment shall be made wholly

in cash.

Extra allowance for overtime at Well Dresses Ltd:

44


45/74

Where a worker works in a factory for more than the prescribed hours in any day or in any week ,

he shall in respect of overtime work , be entitled to allowance at the rate of twice of the average of

his basic wages , dearness allowance and interim wages , if any

Formula of overtime calculation = 2x208

SalaryBasic

Employment of young person:

Employment of child labour is forbidden at Well Dresses Ltd. under age of 18 years.

Personnel record keeping:

By keeping records of the name, ages, working hours and the wages paid to all employees.

By keeping records of bio-data, necessary certificate of all employees.

Organizations are created and maintained through certain rules and regulations. Every organization

has an association of people who are engaged to do various jobs under certain rules, regulations,

procedures and code of conduct. Without these rules and regulations the organizations cannot

function or survive. The objectives of rules, regulations, procedures and code of conduct are meant

for organizational discipline to achieve its ultimate objectives.

Motivation:

Basic Rights of the workers at Well Dresses Ltd:

Minimum wages.

45


46/74

Freedom of leaves with full wages.

Medical service facilities without payment.

Healthy and secured environment.

Equal benefits.

Right of promotion and increment of salary.

Maternity benefits.

Strictly followed and harassment policy.

Freedom of daily working hours and overtime.

Employment, retrenchment, promotion, dismissal, suspension & punishment are

conducted according to labour law instruction.

Right to get compensation incase of accident.

Preventive instrument, welfare, recreational facilities are given without payment.

According to M.J.Gannon Motivation basically means an individual needs, desires and concepts

that cause him or her to act in a particular manner.

According to Berelson & Steiner A motive is an inner state that energizes, activates or moves and

directs or channels behavior goals.

Sources of motivation:

A) Financial incentives

I. Salary and wages

II. Production bonus

III. Fringe benefits

IV. Rewards

V. Canteen facilities

VI. Medicare facilities

46


47/74

B) Non financial incentives

I. Job security

II. Opportunity for promotion

III. Training facilities

IV. Fair working environment

V. Security

VI. Creating educational facilities

VII. Personal power and rights.

Promotion at Well Dresses Ltd.:

According to Dale Yoder Promotion is defined as a movement to a position in which responsibility

and prestige are increased.

According to Pagers and Myers Promotion is an advancement of an employee to better job, better

in terms of greater responsibilities more prestige or status, greater skill and specially increased

range of salary.

According to Chruden & Sherman A promotion involves a change of assignment from a lower

level to one of a higher level within the organization.

Promotion depends at Well Dresses Ltd:

Length of service.

Efficiency.

Absenteeism:

Absenteeism is the title given to a condition that exists when a person fails to come work when

properly scheduled to work.

47


48/74

Causes of absenteeism at Well Dresses Ltd:

(a) Illness.

(b) Tendency to go to village house.

(c) Social & religious festival.

(d) Accommodation problem in the town.

Rate of absenteeism

Rate of absenteeism at Well Dresses Ltd. Is (7-8%).

Measures to reducing Absenteeism:

i. Query about the absent.

ii. Concerned people investigate by doctor.

iii. Advice to the concerned people regarding what type of absenteeism accepted by the

company.

iv. Awareness about rules and regulations of organization.

v. Fear to employee for absenteeism.

vi. Signals for absenteeism.

vii. Termination for absenteeism.

Causes of Labor Turnover at Well Dresses Ltd.:

o Resignation

o Dissatisfaction

o Illness

o Accident

o Death

o Retirement

o Dismissal

48


49/74

Rate of labor turnover at Well Dresses Ltd. is (8-10) %.

Welfare of the workers at Well Dresses Ltd.

First Aid Box

Medical center

Fire fighter and rescue team

Childrens room

Canteen

Group insurance

Maternity welfare

Prayer places

Shelters

Maintenance of a safety record book

Bonus

Allowance

Transportation

Employee Relations

Employee Relations' is a relatively new term which broadens the study ofindustrial relations to include wider aspects of the employment relationship,including non-unionized workplaces, personal contracts and socio-emotional,rather than contractual, arrangements. This is an area with diverse ideologicalunderpinnings and political ramifications. Governments have taken an activepart in determining its conduct. In Europe, harmonization is leading to theestablishment of works councils across the EU, giving a new role for collectiverepresentation.

Nature of Grievance:

49


50/74

Grievance is a state of dissatisfaction, expressed or unexpressed, written or unwritten, justified or

unjustified, having connection with employment situation.

Grievance procedure for dismissal:

Any individual worker including a person who has been dismissed ,discharged , laid offor otherwise removed from employment who has a grievance to his employer , in writing

by registered post within 30 days of the occurrence of the cause of grievance.

The employer shall, within 15 days of receipt of such grievance, enquiry into the matter ,give the worker concerned an opportunity of being heard and communicate his decision

in writing to the said worker.

If the employer fails to give a decision under clause or if the worker is dissatisfied withsuch decision, he may make a complaint to the labor court having jurisdiction in writing

within 30 days from the date of the decision.

On receipt of any complaint, the court, after notice and given the parties hearing, maydecide the matter ad it thinks fit.

In deciding the matter, the court may pass such orders including orders regarding cost, asit may deem just and proper and it may, in appropriate cases, require, by such order, the

reinstatement of the complainant and such order shall be final. Any person aggrieved by an order of court may within 30 days of such order; file an

appeal to the Appellate Tribunal and the decision of the Tribunal shall be final.

No court fee shall be payable for filing a grievance or appeal in the court.

Policy on abuse and harassment at Well Dresses Ltd:

Well Dresses Ltd. believes that the environment of this company is free from harassment. Policy on

abuse and the following are strictly prohibited in this company.

Physical harassment.

Misbehave and threat

Mental harassment

Sexual harassment

50


51/74

A disciplinary action will be conducted by the worker who is charged for the above

complaints. A worker can inform their complaints to the manager by the following

ways:-

Supervisor or in charge

Complaint and suggestion box

Directly to the welfare officer

Directly to the top level management.

Complaints and suggestion Policies at Well Dresses Ltd:

Well Dresses Ltd. has adopted complaints and suggestion policies to maintain harmonious relationbetween labor and management and for the interest of the workers and management.

Every worker may complaint or suggestions to the authority by the following ways:

Supervisor or in charge

Complaint and suggestion

Welfare officer

Directly to the top management.

Discrimination free polices at Well Dresses Ltd.

Well Dresses Ltd exhibits equally respect to all the people. It does not show partiality in its daily

activities .It follows the following policies and expects co-operation to all.

1. Employment, salary and wages, advancement payment, retirement etc. depends on

workers educational qualifications, experience & skill. There is no discrimination

incase of religion, race, gender, region etc.

2. Follows the local laws and also display respect to local laws.

3. The application of candidates is evaluated impartially.

4. When new opportunities arise, old workers are informed and they are given an

opportunity to compete.

51


52/74

5. There are exist notice board where workers can know the companys policies.

Safety and Health

Not only must an organization see to it that employees' rights are not violated, but it must also

provide a safe and healthy working environment. In r to prevent injury or illness, the Occupational

Safety and Health Administration (OSHA) was created in 1970. Through workplace inspections,

citations and penalties, and on-site consultations, OSHA seeks to enhance safety and health and to

decrease accidents, which lead to decreased productivity and increased operating costs.

Health problems recognized in the workplace can include the effects of smoking, alcohol and

drug/substance abuse, AIDS, stress, andburnout.

Safety and Health at Well Dresses Ltd.

a) Safety awareness programs

b) Identifying and communicating job hazards

c) No sexual harassments

d) Affirmative actions for disabled employees

Security Direction at Well Dresses Ltd.

I. The most important fact is the security of the company and the workers.

II. Seeing the let alarm the workers.

III. Dont afraid at fire; go out to the safe place quickly.

IV. Use fire extinguisher on the flame directly. Dont use it on other place.

V. The trained fire worker helps the workers of the respective floor to go out and

use water or fire extinguisher to stop fire.

VI. The fire workers must ensure safety of themselves.

52
http://www.answers.com/topic/occupational-safety-and-health-administrationhttp://www.answers.com/topic/occupational-safety-and-health-administrationhttp://www.answers.com/topic/burnouthttp://www.answers.com/topic/occupational-safety-and-health-administrationhttp://www.answers.com/topic/occupational-safety-and-health-administrationhttp://www.answers.com/topic/burnout


53/74

VII. Only the respective people handle the electric junction transformer, generator or

such other equipment if any accident is occurred turn off the main switch

quickly.

VIII. If some one is injured by fire sent him to hospital with doctor or nurse of the

medical center of the company.

IX. To use the make during the working time is strongly recommended.

Health, Safety and Security at Well Dresses Ltd:

Well Dresses Ltd. provides a greater emphasis on health, safety and security of the worker.

1) Cleanliness:

The factory is kept clean and free from effluvia, arising from any drain, privy or other nuisance.

Sufficient number of cleaners is employed to keep the factory neat and clean. The floor of every

worker room shall be cleaned at least once in every week by washing.

53


54/74

2) Ventilation and temperature:

Effective measures are undertaken in the factory for securing and maintaining in every workroom

adequate ventilation by the circulation of fresh air.

3) Dust and fume:

Effective measure has been taken to protect the health of the workers.

4) Disposal of wastes:

Effective arrangements has been made in the factory for the disposal of wasters and effluents due to

the manufacturing process carried or therein.

5) Artificial humidification:

If the humidity of the air is artificially increased, the water used of the purpose has been taken from

a public supply or other source of drinking water or it is effectively purified before it is used.

6)Overcrowding:

No work room in the factory is over crowed to an extent injurious to the health of the workers

employed therein.

7)Lighting:

In every part of the factory where workers are working or passing there has been provided and

maintained sufficient lighting, natural or artificial or both.

8) Drinking water:

Effective arrangement has been made to provide and maintain at a suitable point conveniently

situated for all workers employed therein a sufficient supply of wholesome pure drinking water.

9) Latrines and urinals:

54


55/74

Sufficient latrines and urinals of prescribed types are provided to workers. Enclosed latrines and

urinals are provided separately for male and female workers.

10)Fire extinguisher:

There are two types of fire extinguisher existed such as ABC dry powder and CO

11) Fire alarm:

There are fire alarm system existed and worker are trained regularly.

12) Fire drill:

Every month fire drill is held to aware the workers.

13)Security guard: Mask, hand gloves, eye guard and ear plug are provided to the workers to

secure themselves. A sufficient number of security guards are employed to secure the factory and

workers.

Emergency Equipments

International Standard Fire Fighting System

The fire fighting system fulfills with recognized fire defense officer andits Team. As well all standard equipments.

Fire Extinguisher

55


56/74

ABC dry powder 45pcsCo2-05pcsFoam- 02pcs

Fire Alarm: 05 pcs.Smoke Detector: 07pcsGong Bell : 02pcsLunch Bell : 02 PcsHose Pipe: 06pcs

International Standard Fire Fighting System.

First Aid Box with Emergency Medicines and free Medical Facilities byappointed registered doctor.

Power Sub-station.

Uses of self protection instruments:

a) Every worker uses mask during the working period.

b) Every worker working in the cutting section uses hand gloves and mask during

the working period.

c) Ear plug are used as self protection

d) Supervisors supervise whether the worker use these instruments.

e) Formally trained for weight lifting

Instructions:

Ear plug

Mask

Hand gloves

Weight lifting

Preserving the working environment at Well Dresses Ltd.

56


57/74

Clear and perfect uniform is essential.

The security of the assets of the company and individual is compulsory.

To ensure clear bathroom and toilet.

The workers showed go out to the safe place incase of fire. It is essential to take help

of the fire fighters.

Help the security worker to search the workers.

The salary and other facilities is mention in the appointment letter.

Smoking is totally band in the factory, even in the toilet and bath room.

Help the security worker of the main gate.

Keep the working place clean and help to clear it.

Human Resource Research

To recognizing workplace hazards, organizations are responsible for tracking safety- and health-

related issues and reporting those statistics to the appropriate sources. The human resources

department seems to be the storehouse for maintaining the history of the organization everything

from studying a department's high turnover or knowing the number of people presently employed,

to generating statistics on the percentages of women, minorities, and other demographic

characteristics. Data for the research can be gathered from a number of sources, including

surveys/questionnaires, observations, interviews, and case studies. This research better enables

organizations to predict cyclical trends and to properly recruit and select employees.

Employee Services at Well Dresses Ltd.

57
http://www.answers.com/topic/storehousehttp://www.answers.com/topic/storehouse


58/74


59/74

Willful insubordination or disobedience

Theft , fraud or dishonesty

Taking or giving bribes

Habitual absence without leave

Habitual late attendance

Habitual breach of any law or rules of organization

Break the official discipline

Habitual neglect of work

Illegal strike or go slow or patronize these sort of activities.

Falsifying, tampering with damaging or loss of employers official records.

Discharge from service:

A worker may discharge from service for reasons of physical or mental incapacity or continual ill

health certified by a registered physician.

Procedure for major punishment (Dismissal):

No order of dismissal for misconduct shall be made unless-

i. The allegations against him are recorded in writing.

ii. He is given a copy thereof and not less than 7 days time to extent.

iii. He is given personal hearing if such a prayer is made.

iv. After enquiry he is proved guilty.

v. The employer or the manager approves of such order.

The first stage (Framing and issuing of charge sheet):

Issuance of charge sheet specifying the allegations of misconduct giving date and time of

occurrence and not less than 7 days time to explain in writing. A worker charged for misconduct

may be suspended pending enquiry into the charge against him and unless the matter is pending

before any court, the period of such suspension shall not exceed 60 days. A worker is entitled to

subsistence allowance at the rate of half of his average wages including dearness allowance if

any during the period of suspension pending enquiry.

59


60/74

The Second stage (consideration of explanation):

At this stage, the explanation given by the worker concerned is to be examined. The worker may

admit or refuse the charges and may not even reply .If the explanation given is satisfaction the

matter may be dropped at this stage.

The Third stage (Formation enquiring committee and issue of enquiry notice):

At this stage notice of holding enquiry specifying the name of enquiry officer, date, time and venue

of enquiry is to be intimated to the worker concerned. The notice must also mention that he will be

allowed full opportunity to defend himself by examining witness and that failure to attend the

enquiry may lead to expert decision.

The Fourth stage (Proper domestic enquiry):

At this stage the domestic enquiry is conducted when the charges against the worker should be fully

explained to him. While the principle of natural justice should be followed, statement of the accused

and witness must be recorded in writing by the enquiry officer and duly signed in presence of the

accused. He must also be allowed to defend himself by examining his witness and cross-examining

employers witness.

The Fifth stage (Report of the enquiry officer):

At this stage the manager considers the finding of the enquiry and decides the punishment, if any to

be given. In awarding punishment, the manger must take into account the gravity of the offence, his

past service records and extenuating circumstances.

The Sixth stage (Awarding & delivery of punishment order):

At this stage the concerned employee is informed of the punishment decided by the management in

writing. Incase of major punishment, like dismissal, letter should be sent by registered post with

acknowledgement due at the last know address with another copy being displayed at the notice

board.

Trade Union:

At present there is no Trade Union at Well Dresses Ltd.

Industrial Dispute:

60


61/74

As there is no Trade Union, question of Industrial Dispute does not arise.

COPLIANCE DEPARTMENT

Compliance means compliance of local law. It ensure the buyers interest, workers interest, local

interest such as human rights, legal rights, good working condition, health security, minimum wages

and right collective bargaining of the workers of the industry .

Compliance means obedience to rules and regulations of an organization by its members.

Compliance with all applicable national laws and regulations, Industry minimum standards, ILO

and UN conventions and any other relevant statutory requirement whichever requirements are more

stringent.

Compliance is the state or act of conforming with or agreeing to do something.

Compliance is very important for industry. If a supplier fails to meet the requirements of the

Business Social Compliance Initiative (BSCI) code of conduct and if no solutions can be agreed

upon and implemented within a reasonable amount of time, a BSCI member may choose to halt

current production, cancel corresponding contracts, suspend future contracts and / or terminate the

business relationship with the non-conforming supplier.

Elements of Compliance:

Now I mention the some elements of the compliance:

A)Buyers Interest:

61


62/74

1) Decent work and work place:

i. Safe and well organized management.

ii. Hygienic atmosphere, safe drinking water, first aid box etc.

2) Workers Rights:

i. Minimum wagesii. 8 hrs. working time

iii. Overtime payiv. Legal date of payment

3) Working Benefits:

i. Leaves and Holidays

ii. Fair grievance handling procedureiii. Health careiv. Maternityv. Child care

4) Workers Benefits:

i. Fair price shopii. Saving scheme

iii. Maintain good supervision and leadership on production process.iv. Training for alternative job.

5) Personnel protective requirement:

i. Work studyii. Proper training on use of fire drill.

6) Safety Details:

i. Good house keepingii. Fire Evacuation

iii. Fire Drilliv. Maintenance of safety regulation and training.

7) Basic Requirements:

i. Factorys actii. Factorys rules

iii. Payment of wages activ. payment of wages rulesv. Employment of labour act

62


63/74

vi. Maternity benefit actvii. Workmen compensation act.

C) Code of Conduct:

1) Compliance with laws and regulations:

Manufacturing will comply with laws, codes, rules and regulations in the location where they

conduct business.

2) Prohibition of forced labour:

Manufacturers will not use involuntary or forced labour.

3) Child labour:

Manufacturers will not hire any employee under the age established by law.

4) Discipline, Harassment or abuse:

Manufacturer will provide a work atmosphere free of harassment, abuse etc.

5) Compensation and benefits:

Manufacturers will pay at least minimum wages required by law for all hours worked, including all

mandated wages, overtime, allowances and benefits.

6) Hours of works:Hours worked each day and day work each week shall not exceed the legal limitations of the

country .Manufacturer will provide one day off in every 7 days period.

7) Discrimination:

63


64/74

Workers should be employed based on their abilities and paid, promoted and terminated based on

their ability to do the job rather than on the basis of characteristics of beliefs.

8) Health and Safety:

Manufacturer will provide a safe and healthy work environment. Manufacturers who provide

residential facilities for their workers must provide safe and healthy facilities.

9) Freedom of association and collective bargaining:

Manufacturer will respect the rights of employee to exercise their lawful rights of free association

and collective bargaining without penalty or interference.

10) Environment:

Manufacturer will comply with environment rules, regulations and standards applicable to their

industry and will observe environmentally conscious practices including the proper handling and

disposal of hazardous and other waste.

11) Customs compliance: Manufacturers will comply with applicable customs laws and in

particular will establish and maintain programs to comply with customs law regarding illegal

transshipment of sewn products.

12) Security:

Manufacturers will maintain facility

hrm purabi

Documents