Background of the study:

In Department of Management, the Universityof Dhaka, BBA program is comprises of 8 semesters and as a requirement for the fulfillment of our BBA program we have to perform three months internship. As a student of BBA I have gather enough theoretical knowledge, and now I want to put my potentiality in the practical field. H.R. Textile has given me the opportunity to commence my internship there from 1^st September 2007 to 30^th November 2007.

During the internship program, students are required to prepare a report on the organization where they have been attached. H.R. Textile always encourages and welcome the students for their internship program. I have tired my best to properly apply my potentiality and theoretical knowledge to make the report reliable and information worthy. My honest effort will be regard as successful if this dissertation fulfills the objective of the program.

Scope & Objective of the study

In view of the above discussion I find following objectives:

1) HR practice is in Human Resources Management.

2) Various steps taken by the management to develop personnel policy on the basis realistic cost-benefit analysis, to made better management decisions in HR, to adjust costs incurred in acquisition of HRM to optimize effectiveness of investment decisions.

Teams or work groups exist in all organizations, ranging in nature from ad hoc to formal. However many teams have not clearly articulated their common purpose for all team members and have not invested in agreeing the team’s common way of working.

Company has facilitated many teams to identify the barriers to team performance, define its core aims and deliverables, agree a team contract on how the team members will work together, and to develop team working skills.

Functional overview and strategy for HRM

These issues motivate a well thought out human resource management strategy, with the precision and detail of say a marketing strategy. Failure in not having a carefully crafted human resources management strategy, can and probably will lead to failures in the business process itself.

This set of resources is offered to promote thought, stimulate discussion, diagnose the organizational environment and develop a sound human resource management strategy for your organization. I begin by looking at the seven distinguishable functions human resource management provide to secure the achievement of the objective defined above.

Following on from this overview I look at defining a human resource strategy. Finally, some questions are posed in the form of a diagnostic checklist for you to consider, which may prove helpful for you to think about when planning your development programs for the human resources in your organization, if they are truly “most valuable asset.”

Methodology

Developing of Data Collection

I developed the research plan for collecting data and information on research problems and adjusted it in the light of the research objective. I determined what types of data, facts, figures, and information are needed for the research. Then I design my research plan considering the following issues.

Primary Data Collection through Questionnaire Survey:

I have used the observational approach and interview approach for collecting our required data. A questionnaire is prepared to find out the Human Resource Management Practices in H.R. Textile of Bangladesh.I collected the information from different sources. I visited the H.R. Textile at Saver.

Secondary Data Collection:

Secondary data is collected to the review of existing data from Internet, Teacher’s Notes news paper, Internet, TV news & magazine. Another source of my information was the internet. For the secondary data analysis there was a limitation in data gathering.

Methodology of Data Analysis:

At each stage of survey, data is checked, edited & coded. By using Statistical techniques, data is summarized to find out expected result and presented that by graphical presentation. Data from various sources is coded entered into database system using Microsoft Excel Software. Preliminary data sheets are compared with original coding sheets to ensure the accuracy of data entered.

Implementing the Research Plan

Then I have processed the collected information. I have analyzed the information in light of my course with my objectives.

Reporting the Finding

Then I have tried to find my report findings from my research problem. Then I have drawn a conclusion and made a recommendation.

Scope of the report

I mainly focused on the main Human Resource Management Practices in H.R. Textile of Bangladesh

Limitation

Although I tried my best to make this report based on facts and complete information available, but I had to pass through some limitations that I believe are inevitable. I had to do a lot of hard work in order to gather all the information, carrying out the calculation and complete the assignment. I could not get much information from websites because their construction work was running for websites. So, I had to get appointment from the persons working there and collected as much information they allowed me to take from them, but it is no easy to sit with them.

There was lot of limitation also. First limitation was about gathering the information. Avoid some direct questions to answer.

Most of the information about the topic relevant in the purpose was secret from the point of view of organization. So this kind of information could not be collected.

Sufficient records, publication, fact and figures are not available. These constraints narrowed the scope of the analysis.

My limitations include:

Limitation of time:

I had a little opportunity to spend enough time to prepare this type of big report within a short period of time. For this reason I have to hurry for complete this report within the time.

Short experience:

I am in learning stage and have little experience for reporting on such a big project. I tried heart and soul to prepare the report professionally.

Lack of Current Data:

While preparing this report I faced a problem of lacking current and most updated data. That really made obstacles for preparing this report.

Introduction

Human Resources Management (HRM) is a new concept. It is a combination of HR, Accounting, Management, Financial Management and Economics. Globalization to would economy has exposed the corporate business organization to worldwide competition, mobilization of professional manpower and modern quantitative management practice. So, there are growing realization cannot achieve its goal effectively and efficiently. To face this complex management challenge, effective objectively measurable database system to measure and apply HRM information.

Now-a-days, inBangladesh, every year, and huge amount of money and talented HRM are being engaged by corporate to improve the productivity or skills o f their workforce across the country. Such huge expenditures are made with the expectation of future returns in terms of improved services to be rendered by skilled employees. In other words, organizations by investing human resources development definitely increase the service potentials embodied in human resources and these investments thus create economic assets for the organizations.

Human resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.

“People are our most valuable asset” is a cliché which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized.

The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy.

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 tremendous change over the past 20-30 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 a major 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.

History of H.R. Textile

Pride Groups committed to treating its employees with value for human dignity, integrity, openness and fairness. The crux of our policy towards people is very straightforward. An individual’s success in Pride Groups directly proportional to the organizations success. We also attach a lot of importance to issues such as loyalty to the organization, ability to work in a team and flexibility in taking up new assignments.

Pride Group is among the largeBangladeshprivate sector manufacturing based enterprises, and H.R. Textile is one of the sister concern of Pride group. H.R. Textile Mills Limited is a vertical public limited company, engaged in manufacturing of knitwear products. H.R. Textile Mills Limited is a Lycra assured factory. We are one of the pioneering composite knitwear factories inBangladesh. We have a complete North American & European state-of-the-art setup, thoroughly engineered, and are capable of manufacturing a whole range of knit fabrics and garments.

The group started modestly in 1960 in Dacca Textile Ltd and with prudent entrepreneurship of our Founder Chairman Alhaz Md. Halimur Rahman. He was started Dacca Textile Ltd as a several types of semi-mechanized industry that means larger types of cottage industry. That time our activities were only printing Sarees. In 1986 we started our journey with dyeing and design Sarees for local market. In 1990 bought knitting machine. Today H.R. Textile is a renowned vertical textile setup engaged in the manufacture of knitwear products with a goal to export to the European Union, theUSAandCanada. The organization is also engaged in production and marketing of sarees, kids wear, ladies wear, home furnishing and other textiles products through a chain retail outlets spread all over Bangladesh. We have a total employee of around 2900 people. The current annual revenue is apex USD 18 million which are being targeting at around USD 24 million after the necessary changes in strategies and structures by 2008.

Vision

To be a World Class readymade garment supplier, which facilitates and adds considerable value to the business processes of customers providing innovative services and products of global standards and competitive pricing? In doing so we shall endeavor to establish loyal and mutually rewarding relationship with customers, employees, associates and shareholders of the company.

Mission

Lead through innovation & intelligence

Priorities Customer satisfaction

Global quality

Competitive pricing

Optimal resource utility at all times

Optimal use of information & technology

Continuous development & growth of human capital

Every action of every person to be sincere and profit oriented

Create environment that drives intelligence amongst all involve

THE SPIRIT

Enterpriseis H.R.Textile’s spirit. Partex Group manufactures superior import-substitute consumer and industrial products. Their cutting edge precision leads to greater public utility and hygiene, with a great care for the environment and human inhabitation. It is the very ingredient that gives their organization the integrity upon which their reputation is built and we zealously guard it everyday.

Many a thousand minds of their group contributed to their gathered knowledge to keep the wheels rolling that in turn leads them to goal. This cumulative strength of knowledge is required, today, to find new solutions for the manifold problems of fast- changing economic cultural and ecological milieu.

H.R. Textile’s client commitments are the following:

H.R Textile always try to fulfill the requirement of their client.

Provide services with high degree of professionalism and use of most modern technology.
Create life-long relationship based on mutual trust and respect.
Respond to customer needs with speed and accuracy.
Share their values and beliefs
Grow as their customer grows.
Offer first rated solutions of client’s problems and issues.
Provide products and services at competitive price.
Ensure safety and security of customer’s valuables in trust with them.

Future programs:

The program and strategy of H.R. Textile mills have undertaken with their strengthened position and design to create a base from which growing and sustainable profit can be generated. They are now well positioned to exploit opportunities that arise from their own progressive activities and then the market offered. They intend to pursue strategies that will build value for their shareholders. They main focuses in 2008 will be on:

Doubling the profit
Sound financial management
Pursue innovation in our product offering.
Expand and diversified customer base.
New product introduction leading to competitive advantage.
Improved efficiency.
Establishing new profit center
High level of customer services
Stronger and diversified relationship with customer
Expansion of network
To be employers and choices
Stable dividend for shareholders
Contribution to the national exchequer and for social works and many others.

Company Profile: At a Glance

Name of the Company: # H.R. Textile Mills Limited

Date of Establishment: #1960

Name of the Chairman: #Dr.Muhammad Abdul Moyeen

Turnover at 2006 #69, 57, 80,000 Tk

Total Assets #71, 93, 54,000 Tk

Fixed Assets #40, 22, 90,000Tk

Return on Investment#2.27%

Number of Employees: #Over 2900.

GROUP MANAGEMENT


Mr.Mohammad Abdul Moyeed	Chairman & Managing Director
Dr.Muhammad Abdul Moyeen	Director
Mr.Mohammad Abdul Momen	Director
Professor Dr.A.H.M.Habibur Rahaman	Independent Director
Mrs.Ruhey Rawa	Director
Ms.Sumbal Azwad Momen	Director
Ms.Sana Kainat Moyeen	Director

Corporate Office:

Karna Para (New Bank town)
Savar, Dhaka
BANGLADESH
Phone: 7712952-5
Fax: 8802-7710819
E-mail:www.Pride-grp.com

Products:

Sarees,

Kids wear,

Ladies wear,

Home furnishing.

Sports and active were

Children outerwear

Men’s innerwear.

CUSTOMER FOCUSED & INNOVATIVE

They believe their success depends on customers. Thus, their primary value is fulfillment of customer’s needs. Their manner of achieving this success is to include value for money.

INTEGRITY

They are committed to conduct their business in such a way that demonstrates highest ethical standards. They believe integrity is our imperative utility to succeed in what they do.

QUALITY POLICY

To produce goods as per customers satisfaction.
To select employees on the basis of qualification.
To keep hygienic conditions in the factory.
To ensure the health of the workers.
Continuous improvement in the quality management system

Definition and Concept of HRM

HRM is the set is organizational activities directed at attracting, developing, and maintaining an effective workforce. Human resource management takes place within a complex and ever-changing environmental context. Three particularly vital components of this context are HRM strategic importance and the legal and social environment of HRM.

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.

The Concept of HRM

The objectives of this section are to:

Outline the variety of ways in which HRM is defined.
Offer a working definition for the purposes of this book.
Discuss the most influential early models of HRM.
Review some of the evidence for the adoption of HRM

Defining human resource management
many people find HRM to be a vague and elusive concept…

Maps and models of HRM
This section begins with a discussion of various approaches to HRM…

The Harvard map of human resource management
This is probably the most seminal model of HRM and has had a major influence on academic debate on the subject.

Hard HRM
TheMichigan model is also known as the ‘matching model’ or ‘best-fit’ approach to human resource management.

Guest’s Model of HRM
David Guest’s British model of HRM has 6 dimensions of analysis

Alternative HRM Models
The terminology used in academic human resource literature is problematic because some authors distinguish between ‘the HRM models’ as distinct from ‘the Personnel model’.

The Discourse of HRM
HRM has been addressed by a number of writers from a ‘discourse’ perspective. 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 have — and are aware of — personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

The objectives of this section are to:

Evaluate whether or not HRM has been meaningfully implemented and, if so, to what extent.

* Investigate the form it may take.

* Determine the principal driving forces for the implementation of HRM.

* Summarize evidence for its effectiveness.

* Consider trends and future developments for the human resource function.

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 HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc.

In Managing Human Resources: Personnel Management in Transition, Stephen Bach (2005:3) argues that, compared to a decade ago, much of the controversy about the definition of HRM has dissipated. He considers that, in part, this may be due to the use of a broader and more encompassing definition of HRM. However, Bach (p.4) shows that the debate has not vanished by disagreeing with Boxall and Purcell’s (2003:1) statement that HRM refers to:

“… all those activities associated with the management of the employment relationship in the firm. The term ’employee relations’ will be used as an equivalent terms as will the term ‘labor management’.”

Bach argues that this definition is ‘a little too broad’, stating that such a broad definition makes it difficult to:

Highlight any distinctive features or values that underpin HRM
Chart changes in the practice of HRM
Understand the controversy surrounding HRM

In Bach’s opinion, HRM differs from employee relations in its focus on management practices and tendency to ignore the interests of employees. In fact, he holds quite ‘hard’ views on the nature of HRM:

HRM is unitary (employer and employee interests should coincide) with an emphasis on organizational effectiveness
The interests of other stakeholders such as employees are marginalized
There is a predominant interest on the individual firm – specifically, within the firm – focused on individual employee motivation and aspiration
There is a consequent playing down of external and collective (unionization) issues.

Human Resource Management in a Business Context 2/e discuss the use and meaning of the term ‘human resource management’, present a number of textbook definitions and provide a working definition for the book:

‘A philosophy of people management based on the belief that human resources are uniquely important in sustained business success. An organization gains competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meet clearly defined objectives. HRM is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies.’

Adopting HRM.

Human resource management has been presented as a radical alternative to personnel management (…) consisting of exciting, modern ideas which would replace the stale and ineffective prescriptions of personnel management. In fact, the process of transition has been slow. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’, product/ process/ organization knowledge and experience for new staff members

The Impact of HRM

After all, this is the justification implicit in HRM models for valuing the human resource above all others. The following were given as possible explanations:

Insufficient research. Not because of lack of effort but due to the absence of clear, agreed frameworks within which to conduct comparative research. The root cause of this was perceived as HRM’s own ambiguity. How were we to look for evidence of HRM and its effects if we had no agreement on what HRM was?
Intangibility. If people are an ‘intangible resource’ we have an insurmountable problem – by definition intangibles are immeasurable!

Since then, progress has been made in conceptualizing the problem and measuring results (…). For example, that ‘low-road’ practices – including short-term contracts, lack of employer commitment to job security, low levels of training and unsophisticated human resource practices – were negatively correlated with corporate performance. In contrast, they established a positive correlation between good corporate performances and ‘high-road’ work practices – ‘high commitment’ organizations or ‘transformed’ workplaces. They also found that HR practices are more likely to make a contribution to competitive success when introduced as a comprehensive package, or ‘bundle’ of practices.

1. Use of technology to communicate with employees.
2. Rising health care costs.
3. Increased vulnerability of intellectual property.
4. Managing talent.
5. Greater demand for high-skilled workers than for low-skilled workers.
6. Labor shortage.
7. Change from manufacturing to information/service economy.
8. Increase in employment-related government regulations.
9. Focus on domestic safety and security.
10. Ability to use technology to more closely monitor employees.

These views represent an American perspective, but practitioners in other countries would probably identify with a number of these trends. (…)

HR function is clearly shifting from being a “service provider” to a “business partner” but the requirements and needs of this new role can also be met by line managers or external providers. Hence the change of roles is both an immense opportunity and a threat for human resource managers. Considers that the HR function of the future will be significantly from that in the past and that organizations need to recognize this in order to make the most of knowledge workers and knowledge professionals. According to and strategic literature is increasingly emphasizing intellectual capital, learning processes and organizational adaptability. They argue that HRM specialists could play a central role because questions of how to attract motivate and develop workers with scarce but critical abilities, and developing effective processes of work organization are fundamental to knowledge-based competition.

Importance of HRM

Prior to the mid- 1960s personnel departments in organizations were often perceives as the “health and happiness” crews. Their primary job activities involved planning company picnics, scheduling vacations, enrolling workers for health-care coverage and planning retirement parties. That has certainly chanted during the past three decades.

Federal and state laws have placed man new requirements concerning hiring and employment practices in employees. Jobs have also changed. They have become more technical and require employees with greater skids. Furthermore, job boundaries are becoming blurred. In the past, a worker performed a job in a specific department, working on particular fob risks with others who did similar fobs. Today’s workers are just as likely, however, to find themselves working on project teams with the various people from across the organization. Others may do the majority of their work at home – and rarely see any of their coworkers. And of course, global competition has increased the importance of organization improving the productivity of their work force, and looking globally for the best-qualified workers, this has resulted in the need for HRM specialists trained in psychology, sociology, organization and work design and law.

Federal legislation requiem’s organizations to hire the qualified candidate without regard to race, religion color, sex, disability, or national origin- and someone has to ensure that this is done. Employees need to be trained to function effectively within the organization land again, someone has to oversee this. Furthermore, once hired and trained the organization has to provide for the contriving personal development of each employee. Practices are needed to ensure that these employees maintain their productive affiliation with the organization. The work environment must be structured to induce workers to stay with the organization, while simultaneously attracting new applicants. Of course, the someone’s we refer to those responsible for carting our activities are human resource professionals. Today, professionals in the human resources area important elements in the success of any organization. There require a new level of sophistication.

Human resource and employee personal-development courses are founded upon the principles of psychology in the workplace. Some courses are competency-based and provide practitioners with skills to appropriately assess and develop employees at work. Also plays a part in every employee’s development through the provision of courses such as Time Management, Stress Management and Conflict Resolution. Additionally, we are involved in team-building and motivation events, as well as skills development for those who are seeking employment.

But it also creates a new difficulty for managers and supervisors – because they need to understand and act on the new model of HR Management and learn the necessary distinctions between the old management and the new empowerment style. This workshop is designed to provide a Manager or Supervisor of any function with some `real life tools` and `tips` to become an empowering leader and establishes their credibility as an effective supervisor.

Topics to be Covered

Establishing Your Credibility
Maintaining Human Relationships
Employee Motivation
Effective Delegation
Performance Review
Counseling Employees
Interviewing and Hiring
Rewarding and Disciplining Employees
Succession Management
Training Needs Assessment
Empowering your employees

Industrial Revaluation:

The process of change from an agrarian handicraft economy to one dominated by industry and machine manufacture. This process began inEnglandand from there spread to other parts of the world.

The characteristics of the society before industrial revaluation

lsmall scale production

lFamily or group based production at home

luse of small hand tools

lBarter system

ldistribution in limited areas

Causes for occurrence in Great Britain

lA dense population for its small geographical size

lLocal supplies of coal, iron, lead, copper, tin, limestone and water power

lIntroduction of steam power (fueled primarily by coal)

lThe introduction of power engine at factory

lMajor changes in distribution of production due to the introduction of rail engine

Major impacts of industrial revaluation

lDuring industrial revaluation child labor grew far more abusive than ever before

lInhuman housing situation

lMany weavers found themselves suddenly unemployed since they could no longer compete with machines

lThe abolition of feudalism

lImproved transportation system

lSupply of products in large quantities at cheap rate.

Functions of HRM

Human resources are critical for effective organizational functioning. HRM (or personnel, as it is sometimes called) was once relegated to second class status in many organizations but its importance has grown dramatically in the last toe decades. Its new importance stems from increased legal complexities the recognition that human resources are a valuable means for improving productivity. And the awareness today of the costs associated with poor human resource management.

Indeed, managers now realize that the effectiveness of their HR function has a substantial impact on the bottom line performance of the firm. Poor human resource planning can result in spurts of hiring followed but layoffs- costly in terms of unemployment compensation payments, training expenses and morale. Haphazard compensation systems did not attract, keep and motivate good employees reassigns discrimination lawsuits. Consequently, the chief human resource executive of most large business is a vice president directly accountable to the CEO and many firms are developing strategic HR plans and integrating those plans with other strategic planning activities.

Article I. Guest’s model of HRM

David Guest’s (1989, 1997) model of HRM has 6 dimensions of analysis:

HRM strategy
HRM practices
HRM outcomes
Behavior outcomes
Performance outcomes
Financial outcomes

The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.).

It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences.

However, Guest has acknowledged that the concept of commitment is ‘messy’ and that the relationship between commitment and high performance is (or, perhaps, was – given the age of this material) difficult to establish. It also employs a ‘flow’ approach, seeing strategy underpinning practice, leading to a variety of desired outcomes.

Like its American predecessors, thisUKmodel is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization.

All the above are important to a manager when seeking to achieve optimum productivity levels from available resources by marrying scientific management principles to a human relations approach.

1. Human Resource Policies

The OECD has introduced several human resource policies. For example, policies exist in the following areas: equal opportunities, training and development, sexual harassment, non-smoking, part-time work and spouse support and employment.

2. Job Vacancies/who can apply/How to apply

This section covers who can apply for OECD vacancies and how to apply. It is important to read this section before moving on to the list of job vacancies.

3. Salary and Benefits

A summary of the conditions of service for established staff members contained in this section is intended for use as a guide only.

4. Staff Categories

This section describes the types and grade structure of positions at the OECD. This information will give you an idea of the level or type of job you would be suited for before moving on to look at our list of vacancy notices.

5. Other Programmers

Trainees
This section explains how OECD hires trainees and how to apply.

Identified four common HR processes performed in every organization:

Selection: matching people to jobs
Appraisal of performance
Rewards: emphasizing the real importance of pay and other forms of compensation in achieving results
Development of skilled individuals

These processes are linked in a human resource cycle.

The matching model has attracted criticism. At a conceptual level, it is seen to depend on a rational, mechanical form of organizational decision-making. In reality, strategies are often determined and operational zed on a more intuitive, political and subjective level. Certainly, the decision-making is more complex than the model allows. It is also both prescriptive and normative, implying that the fit to business strategy should determine HR strategy.

Randall Schuler and colleagues subsequently presented a more complex version of the matching model that took into account significant wider factors such as technology, organizational structure and size, unionization and industry sector. These accounts were heavily influenced by Michael Porter‘s writing on business strategy.

This section gives a contemporary historical perspective on the concept of productivity. Though the word and concept is a fairly recent phenomenon the search for an optimum application of resources, human and other, to complete projects has been around a long time. Attitudes to work will be explored in this introductory section. Key developments during the Industrial Revolution, the rise of scientific management and its counterweight the human relations school of management will be explored from a historical perspective. In addition a view of the challenges faced, in terms of the contemporary role of management is offered.

To an alarming degree, the author has found during his career that the biggest factor holding back employee productivity is the attitude of the manager / leader towards his / her followers. The article on the self-fulfilling prophecy explores this concept.

A non-technical appreciation of job design and work organization is given to clarify and systemize the process. All samples pro forma are included in the PDF version.

The services offered by a modern HR department are explored and clarified, together with a diagnostic check list to help identify critical human resource issues.

Job analysis

A job analysis is a systematic exploration of the activities within a job. It is a technical procedure used to define the duties, responsibilities, and accountabilities of a job. Their analysis “involves the identification and description of what is happening of the job … accurately and precisely identifying the required tasks the knowledge and the skills necessary for performing the and the condition under which they must be performed.

Job analysis methods:

The basic methods that HRM can use to determine job elements and the essential knowledge, skills, and abilities for successful performance include the following:

Observation method:

A job analysis technique in which data are gathered by watching employees work.

Technical conference method:

A job analysis technique that involves extensive input from the employees’ supervisor.

Diary method:

A job analysis method requiring job incumbents to record their daily activities.

Individual interview method:

Method meeting with an employee to determine what his or her job entails.

Group interview method:

Meeting with a number of employees to collectively determine what their jobs entail.

Structured Questionnaire method:

A specifically designed questionnaire on which employee’s rate tasks they perform on their jobs

The Manager’s Human resource Management Jobs:

Most writers agree that there are certain basic functions all managers perform. These are planning, organizing, staffing, leading and controlling. In total they represent what managers call the management process. Some of the specific activities involved in each function include:

Planning: Establishing goals and standards developing rules and procedures developing plans and forecasting.

Organizing: Giving each subordinate a specific task, establishing departments, delegating authority to subordinates, establishing channels of authority and communication, coordination the work of subordinates.

Staffing: Determining what type of people should be hired, recruiting prospective employees, selecting employees, setting performance standard, compensating standard, evaluating performance, training and developing employees.

Leading: Getting others to get the job done, maintaining morale, and motivating subordinates.

Controlling: Setting standards such as sales quotas, quality standards, or production levels, checking to see how actual performance compares with these standards, taking corrective action as needed.

HRM is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. The topics I’ll discuss should therefore provide you with the concepts and techniques need to carry people or personnel aspects of your management job. These include:

Conducting job analyses (determining the nature of each employees job)
Planning labor needs and recruiting job candidates
Selecting job candidates
Orienting and training new employees
Managing wages and salaries(compensating employees)
Providing incentives and benefits
Appraising performance
Communicating(interviewing, counseling, disciplining)
Training and developing managers
Building employee commitment
And what a manager should know about:
Equal opportunity and affirmative action
Employee health and safety
Handling grievances and labor relations.

Human resources planning

They need for human resource planning may not be readily apparent .However an organization that does not do planning for human resources may find that it is not meeting either its personal requirements or its overall goals effectively .For example ,a manufacturing company may hope to increase productivity .With new automated equipment ,but if the company does not start to hire and train to people to aspirate the equipment before installation ,the equipment may retain idle for ,weeks or ever months .Similarly an-all male ,all-white organization that does not plan to add women and minority group member to its staff may well have travel maintaining high performance and its also likely to become the in a civil rights lawsuit .Planning for human resources is a challenging task today ,given the increasingly competitive environment ,projected labor shortages ,changing demographics and pressure from government to protect both employees and the environment .The HRM can have a significant effect on an organization in a number of ways ,depending on what goals a company choose to focus.

Objectives of Human Resource Planning

Human resource planning has some objectives .For the fulfillment of these objectives human resources management undertake some activities and program .If all these activities are properly done and programs are undertake ,that can determined the efficiency of HRM .However the object of HRM can be mentioned in the following paragraphs:

1 .To Use Human Resources: The first objective of HR is to ensure optimum use of human resources .It means proper distribution of functions among the employees.

2 .To Forecast Future Skills: Second objectives of HR planning are to forecast whether required skills may be available or not .If it is seen that HR will not be available in future as per desire necessary steps can be taken just in the planning.

3 .TO Asses HR Requirements: Reasonable number of human resources is required for efficient and timely performance or organization activities .HR planning can help the management to ass’s future HR requirements properly.

4 .To Provide Control Measures: Proper control measure can help in ensuring discipline in the organization .HR planning determines the accurate number of human resources and satisfies its demand.

5 .To Determine Recruitment Level: HR planner must determine an established recruitment level .If not well-conceived and well accepted recruitment level or policy can be determined, he will not be able to recruit right people.

Recruitment and Selection Process of H.R. Textile

Recruitment and Selection is the first function of Human Resource Management. Recruitment is a process of finding and attracting qualified people for the job. Selection is a process of hiring suitable people for job. Right person for the job is the main goal of the selection. Generally the organization recruits and selects different types of qualified candidates for different departments.

The recruitment policy of H.R. Textile is as follows:

v At first, the department concerned fills up a form and starting how the vacancy has arisen and how it has to be filled up.

v Prepare the job profile for the position to be filled up in consultant with the departmental manager concerned. Job profile usually contains the basis content of the job.

v The profile contains the minimum qualities needed to perform a job efficiently.

v Developing a job and main profile is essential before HRM proceed with the process of selection and interview. It would help HRM to draw up a properly worded advertisement.

The following recruitment sources are used by the H.R. Textile:

Advertisement in the media
Electronic media
Internal Resources (If some one exist it the organization appropriate for the job)
Campaign in the University.

The organization follows the important recruitment principle:

Recruiting the qualified personnel
Not to be influenced by others.
Equal employment opportunity
Discipline wise.

For the purpose of the selecting new employees the H.R. Textile would examine:

v Physical ability

v Measure personality

v Finally, work sample test.

v The suitable candidates are called for final interview.

v The organization mainly used structured or directive interview, job related interview and panel interview. The final decision of selection at senior level was taken by the board of directors.

v After that, HR manager calls selected candidates and makes offer of the job.

The Survey Methodology

Goals:	Are the goals clearly communicated so employees can understand them at corporate, departmental and individual level? Do employees agree and support the goals and believe in their achievability?
Structure:	Is the structure appropriate to achieving the goals and are the negatives inherent in the structure minimized, and the strengths maximized?
Relationships:	To what extent do relationships contribute to the achievement of the business goals? What barriers have to be removed to ensure that the interpersonal, inter-unit and technology relationships operate effectively when people need to work together to deliver the goals?
Climate:	Is there sufficient morale and recognition to sustain the motivation of employees? Are the differences between good average and poor performance levels recognized and dealt with effectively?
Leadership:	Do leaders at all levels define goals and empower employees to deliver them? Do leaders deal with the conflict and barriers that inhibit individual and team performance?
Process:	Are there sufficient coordination and integration processes for the delivery of the goals? Is there sufficient management information for the performance of work and sufficient process innovation to meet changing requirements?

Strategic Human Resource Process

Mobilizing and managing human assets has become one of the most critical factors for organizational success. Experience and research indicates clearly that maximizing the contribution of all team members requires a systemic approach that relies on three characteristics:

Alignment of individual and team behavior and goals with organization values and strategies
Integration of human asset applications into a common set of processes based on common success criteria
Distribution of accountability and learning using enabling tools and technology helps organizations both refine or augment selective parts of their human assets systems and design and implement comprehensive people strategies. Frequently we are asked to:
Create a vision, values and supporting competencies
Generate a goal-setting approach
Create talent identification and pipelining process
Produce a human assets management approach (i.e., ensuring availability, mobilization and development of the right people for the right projects and/or positions
Develop a process, tools and support materials for creating a learning organization
Integrate the core human asset management applications (e.g., hiring/selection, assessment, development, learning and performance management) into a common process

These resources will include information on the following themes:

An overview of recruitment and selection,
Preparing to recruit,
Accessing potential applicants,
Selection processes,
Making quality selection decisions, and
Post decision processes.

The primary functional areas of the consolidated department are:

Regional and Community Planning

Planning Applications
Subdivisions and Development Approvals
Permits and Inspections

Salary and Benefits

The basic salary is specified in the offer letter and is payable in taka and Emoluments (basic salary and allowances) are payable in arrears

Annual leave and holidays

Casual leave-ten days with full pay gross salary, Sick leave-fourteen days in a year with full pay. Earned leave-twenty days in a year for lower level employees and Maternity leave-sixteen weeks it started from 2004 in this organization. Festival holiday-eleven days as per calendar year as per law.

Salary and other benefits

Salary of current month will pay to the next month’s first week. Attendance bonus-hundred taka per month and festival bonus-two bonus in a year. Lower level employee will get increment after six months and upper level personnel get increment after one year.

The Medical and Social System

The Medical and Social System of the Organization has an excellent and comprehensive medical and social scheme. For serious injured the company bear the full cost of medical of the worker This includes paid sick leave and paid maternity leave. The healthcare insurance covers staff members and their families.

Pension Scheme

All staff members are required to subscribe to the Pension Scheme at the rate of 9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff members are entitled from the age of 63, and after at least 10 years of service, to a pension amounting to 2 per cent of the final basic salary per year of service up to a maximum of 70 per cent for 35 years of service. A reduced pension can be paid to retiring staff members from the age of 51.The regulations provide for other benefits in the case of disablement and death.

Transport Facilities

On the same occasion, and under certain conditions, transport facilities are fully provided by the company for the workers who come from distance place.3.10 Employee Involvement in Practice participative management

Employee Relations

‘Employee Relations’ is a relatively new term which broadens the study of industrial 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 ideological underpinnings and political ramifications. Governments have taken an active part in determining its conduct.

Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis.

Employee relations as an activity

In many developed countries the industrial relations of the 1950s to the 1970s depended on the existence of company rules and regulations which served the purpose of clarifying what was expected of both employees and employers. Since then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’ boundaries between required behavior and that which is regarded as inappropriate. Employees – particularly managers – have been given greater discretion on decision making in free market economies. This has been encouraged by ‘neoliberal’ governments throughout the world. Within the European Union, however, there has been a countervailing emphasis on formal rules because of the predominance of social market economies at the heart of the community. Typically, most large organizations continue to have formal rules on:

Timekeeping
Absence
Health and safety
Gross misconduct
Use of company facilities
Discrimination

The enforcement of such rules is a sensitive issue, requiring some form of formal or informal disciplinary system. Discipline is not only negative, in the sense of being punitive or preventative; it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. Order within an organization depends on an appropriate mixture of each of these forms of discipline. Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self and, especially, team discipline. Nevertheless, most organizations continue to have institutionalized disciplinary procedures, largely determined by management.

Implications of Employment Law

This 1-day workshop will provide delegates with information on the practical application of employment law and highlight their responsibilities in how to maintain an effective and legal working environment

Workshop Contents

The workshop will provide delegates with an understanding of the application of Employment Law and will address the ways in which the law impacts on the whole employment process. It enables participants to understand their role – through their behaviors, practices and policies – in upholding employment law. The following areas will be covered:

Employment Law – The Framework
The Contract of Employment
Equality/Recruitment/ Sexual Harassment/ Bullying
Organization of Working Time
Discipline, Grievance & Unfair Dismissals
Leave Arrangements – statutory and non-statutory

Workshop Aims & Learning Objectives
The learning aims of the workshop are outlined below.

Session One – Employment Law

To understand the background and framework of employment law inIreland
To know the cornerstones of employment law

Session Two – The Contract of Employment

To identify employee and employer rights
To know the impact of legal changes on contracts, including those offered to full-time, part-time and fixed-term or temporary employees
To reinforce the elements of a positive work environment
To know the process for termination of employment

Session Three – Equality & Harassment Legislation

To learn about equality legislation
To understand what is defined as discrimination
To be aware of the implications of this legislation regarding recruitment practices
To understand the impact of equality and health & safety legislation on harassment, sexual harassment and bullying
To know how to handle complaints
To recognize the organizations obligations in these areas

Session Four – Organization of Working Time

To understand the key points of the Organization of Working Time Act 1997 and Record Keeping Regulations 2001
Understand the practical implications for managers

Session Five – Discipline and Grievance Procedures

To understand the purpose and steps of the disciplinary procedure and the grievance procedure
To clarify the link between performance management and discipline
To know about the Unfair Dismissals Act and cases taken under it
To understand the impact of not dealing with issues

Session Six – Leave of Absence

To know the key points of the legislation covering Maternity Leave, Casual Leave, Sick Leave, Earned Leave and Career’s Leave, Festival Holiday.
To distinguish between statutory and non-statutory leave

This workshop is available on a public and in-house customized basis. It is highly participative and will outline the legislation, and address best practice in the areas covered for managers and supervisors who deal with people issues.

Human Resource Policies

Equal opportunity

Equal opportunity and treatment between men and women is a fundamental principle of HR policy. Actions to give effect to this principle have meant that, over recent years, recruitment and retention patterns have gradually changed to give women a larger presence in the Organization’s staff. The situation could still be improved however because, as elsewhere, women are not equitably represented at all levels: their participation continues to be largely at the lower grades.

Training and Development

It is the policy of relevant training for its staff to obtain and maintain the mix of skills and knowledge needed to achieve the highest level of performance in accomplishing the mission and objectives.

Training, as one element of an integrated personnel management system that includes recruitment, performance management, career management, is one important means of learning.

Sexual harassment

Any type of harassment at work, or in connection with work performed on behalf of the Organization, will not be tolerated and may give rise to disciplinary action. This includes any action which constitutes sexual harassment.

Non-smoking policy

The protect non-smokers from the effects of smoking, and to help smokers to give up smoking if they so choose. The Organization’s collective areas are non-smoking (except areas set aside for smokers). Shared officers are considered to be collective areas, and are therefore non-smoking.

Spouse support and employment

Organizations, when managing the recruitment of expatriate staff, are becoming increasingly sensitized to the needs of the family unit. Many such organizations have therefore introduced a spouse programmed to help the spouse make the adjustments necessary before the move takes place.

3.13 Specialist Employment Law Training and Services

Development of HR Policies and Procedures
Due to the complexity of employment legislation, many organizations require support in the development and production of employee contracts, policies and handbooks. I seek to build on policies and practices already in place and take account of an organization’s culture, while achieving legal compliance in policy and practice.

HR Policy review and development
Employee Handbooks
Employee Contracts
HR Audits and compliance analysis

Implications of Employment Law for Managers

The complex nature of our legislation and working practices requires managers to be at the forefront of implementing HR policies. Managers and supervisors need to fully understand the legal implications of day to day management activities such as refusing annual leave, absence management, dealing with grievances, interviewing and bullying allegations. Graphite provides a series of practical workshops to enable managers carry out these activities in a compliant and effective way:

Training & Development Practices of H.R.Textile

Training is a process of acquiring new skill to do job properly.Training changes employee’s attitudes and behavior.Development of employee’s is necessary to prepare the organizations for future challenges. Training is a crucial factor for achieving development to the employee’s. H.R. Textile has a training department which is maintained by Industrial Engineering (I.E) department.

The organization provides on the job training for all newly appointed personnel to make them competent for the position.It also provides training to the existing managers, officers and the staff all over the year.

Training Policy of H.R. Textile

The training department provides training to the new and existing employees on the basis of schedule prepared early in the year.
This department asks the departmental head to provide specific number of trainee for the any specific training courses. Then departmental head select personnel from his department.
There are various methods of providing training to the employees. The training department of H.R. Textile normally arrange the following-

a) Classroom lecture

b) Conference

c) Workshop

d) Seminar

e) Computer base training

Depending on the situation, the training department selects training method for the training employees.
Then H.R. manager make decision that who will be trained.
After completing training program, the training department arranger an examination for evaluating the training effectiveness of the employees. Those employees who perform well in the examination are ranked first. The training department provides certificates on the basis of their performance.

Resolution of Issues

Whilst I advocate the use of informal methods of complaint resolution whenever feasible, at times objective investigation and analysis has to come from an external source. This is especially true when complex issues have built an internal legacy which is difficult to unravel, and when internal expertise is insufficient to resolve issues. I support resolution through:

My expert provide up to date input on the impact of current and new employment legislation, the requirements for day to day compliance, the responsibilities of managers and HR, and provide relevant skills practice, case examples and exercises.

Analytical Part

Employees Selection Criteria

The selection of the employees as a Partex Group is very complicated and difficult during the visiting time I know about it. The men/women who want to participate as an employee in this organization should have to drop the C.V here. Then the selection committee have choose a very few among them and call them for interview. After that who is qualified the selection members select those persons. You don’t need to be a graduate associate in order to fast-track. It’s dependent on how well you’re doing and how much potential you have. You could be a very high-performing employee, but that does not mean you can manage very large businesses.

Purpose

The organization’s main purpose is to manage the internal and external customer. Their main objective is to make the customer satisfied. Their motive is to solve each problem arises within the customer. Make the life of people easier & more comfortable. They give the full satisfaction to the customer about the any kinds of errors. They help staff to ‘use their strengths in their jobs and for them to be successful because everything we do in HR has to be linked to performance’.

MONITORING AND SUPERVISING

The mentor is a unique aspect of the Human Resource Management Trainee program. The mentor guides the overall professional career development of the H.R. Textile. The mentor also acts as teacher, counselor, motivator, and confidante to support and facilitate.

ROTATIONAL ASSIGNMENTS

Through the rotational assignments, they are exposed to the many program areas within the H.R. Textile’s Human Resource Management System. These rotational assignments include comprehensive orientations to the functional responsibilities, organizational structure, and program areas of the agencies. Assignments may include experiences in the following areas:

1Job Classification, 2Labor Relations, 3Equal Employment Opportunity, 4Employee Benefits, 5Special Projects, 6Health and Safety, 7Recruitment and Placement, 8Training and Development, 9 HR Research, Project, 10 Design, & Evaluation,

JOB CLASSIFICATION

Job Classification is a core rotation that all will experience. In this rotation, the organization will gain an understanding of the responsibility of job descriptions, use of class specifications, classification principles, and other key Human Resource of H.R. Textile.

LABOR RELATIONS

Labor Relations is another core rotation of the program that the organization will experience. In this rotation they will gain an understanding of investigation procedures, grievance procedures, discipline concepts, arbitrations, and the conduct of labor-management meetings.

EMPLOYEE BENEFITS

Employee Benefits will give insight to the benefits available to H.R. Textile employees; Unemployment and Worker’s Compensation programs; the handling of leave provisions and holidays; and the relationship between benefits and the bargaining process.

HR RESEARCH, PROJECT DESIGN, AND EVALUATION

A rotational assignment in this area will provide the Partex Group with an opportunity to be involved in the design and development of a new Human Resource program or the evaluation of existing programs. Assignments may include participation on teams that are installing a new Human Resource Management System program or the evaluation of an agency as part of a Human Resource Management Review.

HR SYSTEMS AND COMPUTER APPLICATIONS

The Human Resource Systems and Computer Applications rotation promotes an understanding of the H.R. Textile how positions are filled; how time and attendance is reported; alternate work schedules; how Human Resource and payroll transactions are processed; and the procedures for maintaining, accessing, and releasing employee personnel information.

TRAINING

The core training focuses on traditional Human Resource areas, including labor relations, job classification, training and development, benefits, EEO, pay, recruitment, HR systems and computer applications, research and evaluation, and safety and health.Analysis : The study indicates that 44% of the respondents left their previous job for salary reasons.

Fallowed by 32% who maintain the designation to be the case of job change. How ever 9.33% claimed

that they left their job for personal clashes. No body leave for reputation and 2.66% left for organizational

politico. 18.66% respondents checked on other reason yet

most of them failed to list the reasons.


Serial No:2	Description	Respondents	%	Total
	Yes Leadership position held	5	6.66%	75
	No Leadership position held	14	18.67%
	Team work experience	0	0%
	Avoid	50	66.67%
	Other reasons	6	8%

Analysis:

The study indicates that yes leadership position held 6.67% and 18.67% persons claimed that no leadership position held & Avoid such activities 66.67%.However 8%respondents checked on other reasons yet of them failed to list the reason. that no leadership position held. failedto list the reasons

Findings

The organization put together an experienced staff to design and merchandise, source and buys raw materials, develop product and components, and coordinate multi process embellishment and technical cut and sew operations. They ship finished product to either distribution. The organization does it fast and do it right!

Today, supervisors and managers are urged to follow a new model, a more compassionate, collaborative approach to leadership and Human Resources Management based on a philosophy of individual empowerment and team effort – much different than the model of cold authority figures. This modern approach to supervision and HR Management engages more workers’ intelligence, creativity, motivation and loyalty. It tends to reduce absenteeism and turnover, while increasing productivity and problem solving ability.

For my point of view the company should keep its young employees. Every potential junior auditor one day because a senior sufficient facilities and careful observation can brings success of these prospective trainee officers. Conducted by research basic work and investigation my point of view the company should do to keep its young employees.

I find out some point which is as below:

      Lack of experience of junior member which covered by the senior member of the H.R. Textile.

      More productivity, the organization’s attention is usually focused on the work being produced. This is helpful to achieve the organization goal.

      Always try to measure quantity with quality.

      Less careful about their further career development

      The pay and promotion decision are made based on the seniority although it should   be related with performance.

      Lack of adequate, update and accurate information from the management  information department (MIS)

      Lack of job description and job analysis procedure for the personnel so that sometimes lower label workers can not identify their specific tasks.

      All the departments have not enough modern facilities like-computer &other technologies.

Long term payment schedule it needs more times that create hamper for the work.

The organization would prefer advertisement in the media source such as daily newspapers & the internet.

Different type’s organization follow different types of philosophy from my point of view in this case working combination way such as team work or friendly manner as a result it reduce the turnover rate and enhance the satisfactory land which is helpful to organization goal.

Recommendation

A simple strategic model is comprised of four key components via;Mission, Objectives, Strategy, Implementation and Review. The term ‘strategic management’ defines the process by which these long term aims, the strategy and implementation are managed. ‘Strategic HRM’ deals with the longer-term people issues, as part of the strategic management of human resources, in accordance with its H.R. Textile’s strategy and mission statement.

On the basis of the findings, I would like to suggest the followings to mitigate their problems:

Managers, senior officers, and officers should trained up both inside and out side of the organization. In order to cop with changing condition.

Job analysis and job description should be properly elaborately so that the personnel can understand their duties and responsibilities.

All the departments should be equipped with enough modern facilities like-computer& other technologies

Lengthy procedures and long time payment systems should be avoid.

All records should be kept properly with computerized mechanisms.

The quality of the product should be improved more and the customers needs to be accommodated in a more courteous and friendly manner.

Every year special prizes and incentives must be given to extraordinary workers to motivate them.

Qualified and skilled staff should be promoted based on their performance level.

Public sector and institutional reform:

A coherent sector strategy is a prerequisite for sustainable Human Resource strategy and supporting structures. The organization needs to develop improved training management practices and utilization of training resources especially training centers and, effectively utilize their own resource persons to improve and update the skills of junior staff and new entrants.

Support for in-country HRM development.

If the organization were well developed, it could become the professional body for HRM in the country. Support could include a small scoping study to examine how the Society could be developed, where and how the public sector would fit, timescale for any support and long-term sustainability.

Conclusion

During the time of my internship program I have gathered a lot of practical knowledge and experiences .Working and get involved in such reputed organization is really a great pleasure for me. This internship program is obviously helpful for further thinking about my career.

The organization focuses on building high quality human resources with expertise and professional skills adopting the human resources re-engineering and development plant was a view to creating and excellent clientele service environment for ultimate achieving of sustain profit growth making no comprising with the quality assets creation.

The company human resources development strategy is too built up quality manpower with conceptual managerial knowledge skills through designing of continuous in house and outside training program. The arrange in house, customized special training at for fresh entrained to build up quality manpower and suitable placing them in productive channel. The H.R. Textile offer challenging professional opportunities to young persons who can give sustained and focused hands on performance in the field of merchandising, planning, commercial, accounts, audit, production, MIS / IT and engineering. Vacancies arise from time to time to fulfill requirements of the Group.

The organization offer attractive salaries and benefits in line with top industrial employers inBangladesh. Scope of advancement is strictly performance based. Pride saree is the one of the largest popular brand in Bangladesh of Pride Group and the H.R. Textile is the part of Pride Group.

The H.R. Textile and its contribution to the economy of Bangladesh along with high level of corporate social responsibility is providing it a way to move ahead and grow faster and better then others. I believe and hope that this report will offer a number of benefits to improve and update the Human Resource Management Practices for its smooth operation and will corporate in redesigning the system and atmosphere of the department.

The Development Needs Assessment Formfor theHR DEVELOPMENT AND IMAGE MAPPING PROJECT OF PRIDE GROUP

Conducted by:

The interview should take between 60 to 75 minutes per person at the most. The questions will be asked in a conversational manner and the answers to them shall be written down by the interviewer him/her self or his/her assistant. The interviewee must not be given the form as he/she cannot be allowed to see the “objectives” given below each set of questions. The interview has to flow quickly. All irrelevant conversations will be politely curbed. The interviewer shall remain calm and relaxed and cheerful and should try and make the conversation appear informal. The conversation will not be taped in any way as that would hamper free speaking. The interviewer will say additional things to help get the correct answer to the question. The questions are also to be translated in simple language. Interviewer can write comments about the interviewee along the blank spaces on the sides. Some questions have 4 and some have 6 or more MCQ options. The interviewee can choose multiple answers to some of these questions. On the interviewer’s discretion, some questions may even be skipped or added during the interview depending on how it is flowing.

Name: ………………………………………………………………………..
Designation and department and ID No if any: ………………………………………………………………………………….

Objective: To introduce the person

Working here since: …………………………………………………………
Age ……………………………………

Objective: To assess the seniority and experience level of the person and also whether the person has advanced well in proportion to his/her age or not. (17)

Where did you work previously and for how long? (2, 3)

………………………………………………………………………………….

…………………………………………………………………………………

Objective: to assess experience level and also how prone the person is to changing jobs

Why did you leave those jobs? (1,2)
1. Organizational politics B. Salary issues

Designation
Reputation
Personality clashes

………………………………………………………………………………….

…………………………………………………………………………………

Objective: To assess if the person has a track record of being able to cope with stress, targets, pressure, responsibilities and a tolerable degree of organizational politics and other complexities or not.

What is your educational background? (3)

University name, degree, result: ……………………………………………….

College name, degree, result: ………………………………………………….

School name, SSC/O-Level result: …………………………………………….

Any English exams taken such as TOEFL or IELTS, if ye, what is score:

…………………………………………………………………………………..

How would you rate your spoken English fluency? (3)

5 4 3 2 1

My rating for you would be: 5 4 3 2 1

How confident are you about your own written English? (3)

5 4 3 2 1

My rating: ……………………………………………………………………………………

What professional trainings or post graduate courses have you done ? (5)

………………………………………………………………………………….

…………………………………………………………………………………

Objective: To assess the basic academic quality and aptitude level of the person, and fundamental English skills, which is essential in the corporate world of today.

What extra curricular or social activities have you been a part of and how

have you performed in them and did you hold any official or leadership

positions in them ? (2,3, 16)

YES Leadership positions held
No leadership positions held
Position not held but a lot of team work experience
Avoided such activities

………………………………………………………………………………….

…………………………………………………………………………………

Objective: To find people who have had extra curricular activity experiences and has held official positions in different clubs and social organizations as these are the people who generally have better people and interpersonal skills, are better able to work with teams, and have better chance of becoming good organizational leaders as well as real managers.

Why did you choose PRIDE GORUP as a place worth joining and how did you get introduced to the company? What other companies had you applied for and why did you not end up joining those? (19, 2)
1. Salary structure and benefits B. Pride in working for a growing local company with international fame

Place where much can be learnt from the senior position holders
Attractive websites and advertisements
Attractive office interiors
Others:

Introduced to the company through:

Paper adds
Internet based adds
Word of mouth
Brought in by another colleague
Others………………………………………………………………….

…………………………………………………………………………………

………………………………………………………………………………….

Objective: To find out if the person really had a genuine target to get into this company or was it just a job needed after education completion and a casual choice and was the job attained through any private connections or through a rigorous recruitment process. Also to see if people especially from Chittagong took pride in this being a Chittagonian company outshining companies from other regions of the country and how much is that factor an incentive for them, that working here they could get to live in Chittagong ( which again would prove they are not willing to be mobile).

How many promotions did you get since you joined here: (19, 3, 8 )………………………

How many performance awards or letters of recognition did you get since you

joined and for what purposes: (19,3,8)

………………………………………………………………………………….

…………………………………………………………………………………

Objective: To find out how well the person has worked and how much recognition did he/she receive of that performance

Have you ever received any letters of warning or have any disciplinary actions or penalties been enforced on you, big or small? (19,3,8) ……………………………………

If yes, then how many times and for what reasons and do you agree with those reasons? : ………………………………………………………………………….

………………………………………………………………………………………

Objective: To see what major mistakes the person has made till now and whether the person carries any disgruntlement against the company for the penalties given for those mistakes and whether the person at all realizes that those were mistakes.

What kind of ratings did you get in your appraisals for the last 3 years? (19,3,8)

2006: ……………………………………………………..

2005: …………………………………………………….

2004: …………………………………………………….

Do you happily accept the ratings you received, or do you feel you deserved higher scores? If you feel so, then why? (2, 19)

I happily accept
Moderately pleased
Accepted but not happily
Frustrated
Severely frustrated

…………………………………………………………………………………..

……………………………………………………………………………………………………………………………………………………………………………..

Objective: To understand how the company views the person in an overall sense and how much that perception differs from the perception he/she may have about him/her self.

Do you feel that someone else got a reward or recognition that you had deserved or wanted? Who is the person? What is the reward? Why do you feel you deserved it more? (2,19)
1. Yes has happened more than once
2. Yes happened once
3. Such things have not happened
4. I can’t be specific with examples but this is what typically happens

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Objective: To help reveal hidden jealousies and grudges which greatly hamper cohesion and performance. Also to reveal disappointments that he/she may have with the company.

What trainings have you received from PRIDE in the last 3 years? Were they locally held or foreign? If foreign then in which country? (5)

Name of training Year Country

…………………. …….. ………..

Objective: To understand what areas of weaknesses and development the organization felt the person had + whether or not the person got too many training opportunities, specially foreign ones and to assess how much they were really needed.

How do you feel when you are assigned to a training? Do you feel it is a reward to you or a recognition of a weakness you have? Or a bit of both? (2,20)

It is a reward for having served the company well
It is an incentive to serve the company even better
It is a recognition of a weakness I have
All of the above
A break from the normal work

Objective: To find out if the person has the right kind of attitude one should about a training.

What would your most important thoughts be if you were told you are being sent to a training at a destination where you wanted to travel to for many years? (2,20)

A wonderful opportunity to fulfil a dream on the organization’s cost
Would like to attend the training more diligently as the company is doing so much for you
Would like to skip some modules of the training for the chance to go sightseeing
Would like to make the most of the training and the entertainment

Objective: It’s a trick question asked to help find out if a person being sent to a training is more focussed on the training or on the trip and the opportunity for tourism and leisure.

After a training is over, what do you feel your responsibility is? (2,20)
1. To try and remember what was taught
2. To try and apply what was taught
3. To try and spread what was taught
4. To keep the materials and refer back sometimes if forgotten
5. Try and improve performance
6. Just be thankful to the company

………………………………………………………………………………………………………………………………………………………………………………

Objective: To see if the person knows that he/she is expected to share the knowledge or not.

Do you carry out the responsibility you feel you have after a training? (2,20)

I make sure I do
I sometimes do
I try to but do not get the chance to
I want to and have taken initiatives to, but did not get the opportunity from the company

………………………………………………………………………………………………………………………………………………………………………………

Objective: To find out if the person at all shares the training knowledge, and if so, then what method he/she uses to do so.

Are you happy working at PRIDE GORUP? (19)

Yes very happy [4] Happy [3] Satisfactory [2] Not happy [1] Very frustrated [0]

Objective: To assess the present motivation level and from the total score of all employees, the overall motivation score of the company can be found.

What is it that you like the most about working at PRIDE GORUP? (11,19)

The pay scale
The interior décor of the office and the ambiance
The work environment and relationships people have with each other
The pride of working for a local company of such high quality and prospects
The leadership and other qualities shown by the CEO and topmost management
The other perks and benefits of the company
Training opportunities
The profit sharing schemes

………………………………………………………………………………………………………………………………………………………………………………

Objective: To know what aspects of the company people like the most, so that those could be enhanced, for higher motivation if need be. Also to see if they realize that they are being given some special benefits or do they take these for granted.

What is it that you dislike the most about working here? (11,19)
1. The pay scale
2. The work hours
3. Relationship complications among colleagues
4. Too much performance driven
5. Too strict on rules
6. The benefits and other packages

………………………………………………………………………………………………………………………………………………………………………………

Objective: To extract honest criticism from employees to know where the organizational weaknesses lie.

Name 4 colleagues, senior or junior, that you like the most in the office and state the reason why? (3, 8, 12, 16, 17)

………………………………………………………………………………………………………………………………………………………………………………

Objective: To help identify those individuals who are most respected for their work and leadership abilities to help identify the ones to be fast-tracked. To also see if the management perception differs about certain people as compared to the general colleagues.

Name 2 colleagues that you dislike or fear in the office and state the reason why? (3, 8, 12, 16, 17)

………………………………………………………………………………………………………………………………………………………………………………

Objective: Those people who will be named by more than 10 people in the organization will be people who will need to be given extra attention in interpersonal skills training and team work.

Give scores to your immediate boss on the following criteria: (12,13, 16)

Name of boss: ………………………, Designation: ………………………..

Skill level and competence at the job he/she does: 5 4 3 2 1 0

Leadership ability and charisma: 5 4 3 2 1 0

Communication, people and relationship skills: 5 4 3 2 1 0

Additional remarks and what you would like changed in him/her: ………………………………………………………………………………………………………………………………………………………………………………

Objective: To provide 360 degree evaluation of even a senior rank holding person. To understand if the person is being able to generate enough respect from his/her subordinates.

Name your most competent subordinate/immediate colleague from same department and rate him/her along these criteria: (12,13, 14,16 )

Name of subordinate/colleague : ……………………………….. Designation: ………..

Skill level and competence at the job he/she does: 5 4 3 2 1 0

Leadership ability and charisma: 5 4 3 2 1 0

Communication, people and relationship skills: 5 4 3 2 1 0

Objective: To help identify people who can be fast tracked.

28. Name your most incompetent subordinate/immediate colleague (12,13,14,16)

Name of subordinate/colleague : ……………………………….. Designation: ………..

Skill level and competence at the job he/she does: 5 4 3 2 1 0

Leadership ability and charisma: 5 4 3 2 1 0

Communication, people and relationship skills: 5 4 3 2 1 0

Objective: To filter out the weakest performers for more development

Are you happy with your salary? (19)

Yes very happy [ 4 ] happy [ 3 ] Satisfactory [2] Not happy [1] Very frustrated [0]

What additional benefits do you get and what more benefits do you want? (2,19, 9)

………………………………………………………………………………………………………………………………………………………………………………

Objective: To find out if the person is satisfied or not.

Do you feel that you are productive enough and contribute to the growth of your organization sufficiently to deserve the things you want? 1,2, 3, 8

Some more benefits should automatically be there, irrespective of performance
Sure I think I am far more productive than others and so deserve more
I am reasonably productive
I am not that much productive but still want the benefits
The benefits are better in other companies of the industry

………………………………………………………………………………………………………………………………………………………………………………

Objective: To see if the person holds any grudge against the company or feels that he/she has been deprived or not, for such people will find it hard to work with dedication in many cases. Also to help understand how far people’s expectations go.

What else do you feel that you get from the organization that may hold you to it? 2, 19

A secured future
A secured future as long as I keep on performing
Learning opportunity
Great leadership
Scope for international work and training
Good work environment
Comfort

………………………………………………………………………………………………………………………………………………………………………………

Objective: To see if people can consciously compare their overall situation with that of people in other companies.

33.What are the major functions you do and how many times and what is the measurable parameter for each of these functions? 6,7,15

A. Daily functions and number of times per day?

Sl No	Functions and time requirement in hours	Measurable criteria

B. Weekly functions and number of times per week?

Sl No	Functions and time requirement in hours	Measurable criteria

C. Monthly functions and number of times per month?

Sl No	Functions and time requirement in hours	Measurable criteria

D. Quarterly or annual functions and number of times a quarter or a year?

Sl No	Functions and time requirement in hours	Measurable criteria

Objective: To help identify the main functions that a person performs

34. Do you feel you are overburdened? Which tasks do you think should be taken off your responsibilities and assigned to others? 4,6,7,8

Yes I am highly overburdened
I am overburdened often
Sometimes I have a bit too much pressure
I have a comfortable working level and am not overburdened
I have enough surplus time

………………………………………………………………………………………………………………………………………………………………………………

Objective: To see how much of stress and load a person can and is willing to take and can take

35. Which additional tasks are you ready to take on and by how much would you want your payment to be increased for that if at all? 1,2, 4, 8,19

………………………………………………………………………………………………………………………………………………………………………………

Objective: To see how much one enjoys the work and is of a challenge taking nature, and also to see how much commercial minded the person is.

36. What is your perception about the topmost management of the company, specially the CEO himself and his ideas and policies? What is the most positive aspect? 13

Very dynamic and very good leadership
Too dynamic and sometimes too hard to keep up with
Able to maintain excellent relationship with people
Too strict
Leads from the front
Sometimes inconsistent ………………………………………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………………………………………

Objective: To find out honest opinions about the company head, as that plays a big role in maintaining motivation.

What policies would you like changed in PRIDE? And what changes would you like to see in the topmost management working styles? (9,11,13)

Need flexi time
More performance driven incentives and career mapping
To give more incentives
To make targets harder and rewards greater

………………………………………………………………………………………………………………………………………………………………………………

Objective: To gather more ideas from the populous about how to improve the company

What do you perceive as your biggest strengths which help you in your work? (1,2, 3, 8, 17)

Ability to work long hours at the desk without getting tired and with few breaks
Ability to convince people well with words
Ability to understand instructions very quickly
Determination to get the work done within the deadlines no matter what
Ability to establish friendly relationship with people inside and outside the company
Ability to write and present reports well
Ability to work with numbers
Excellent skills with computers
Speed of work

………………………………………………………………………………………………………………………………………………………………………………

What do you consider are your biggest weaknesses which hamper your work? (1,2,3,8, 17)

Unable to work for long hours on the same task
Disinterested to move about
Unable to use computers effectively
Shy of speaking too much
Less than desired level of English skills
Lose patience too quickly
Unable to mange and juggle time
Unable to keep commitments
Get angry too fast
Tendency to exaggerate and deceive

………………………………………………………………………………………………………………………………………………………………………………

What kinds of training and development do you think you need and why? (1,3,5, 17)

Computer skills
Spoken English
Written English
Communication skills
Presentation skills
Sales and negotiation
Customer service
Time and stress management
Leadership skills
Office management
Etiquette and grooming
Thinking out of the box
Pro-active problem solving
Delegation and supervision

………………………………………………………………………………………………………………………………………………………………………………

Objective: To help derive the individual’s SWOT

What are the 3 biggest problems with your department and the work that you do? 6,8,9, 15

………………………………………………………………………………………………………………………………………………………………………………

Objective: To help reveal process related problems in each department which will have to be addressed while making work flows and SOPs.

Which departments do you need to coordinate with directly for your work and do you receive adequate cooperation and support from them? If not, how is it lacking? 6,8,9,15

………………………………………………………………………………………………………………………………………………………………………………

Objective: To judge the level of inter-departmental cooperation and tensions

43. Do you want to become a leader? Are you ready to put in the extra effort and take the extra burden to be someone who your organization may fast track and groom up into a leading role quicker than others? Can you handle the pressure? 2, 16, 17, 4

Yes I want to be a leader, put in the extra hard work
Yes I want to be a leader, work more and enjoy leading a team
I want to be very good at my work and take on more responsibilities but don’t want to work with too many people
I am quite satisfied with my work and progression rate

………………………………………………………………………………………………………………………………………………………………………………

Objective: To see if someone really does want to become a leader or not.

What do you think the role of a leader is and how do you think a leader and a real manager differs from just a manager? 2, 16, 17, 4

A great manager may not be a good leader
A great leader may not be a good manager
A real leader leads well and manages well too
A manager knows how to get things done
A leader knows what to get done

………………………………………………………………………………………………………………………………………………………………………………

Objective: To validate Q40, as someone who cannot even understand or articulate what a leader’s role is or should be, stands little chance of actually becoming or being groomed up into a leader.

If you were to be given a complex problem, what would you typically do: 1,2,16,18
1. Ask for it to be explained many a times
2. Seek help from those who may have experience in the field
3. Experiment your own ideas with no help
4. Take it as a challenge and solve the problem with help of others without bothering those who gave the task

A. When placed in a crisis requiring critical decision making in very less time, what would you or do you mostly do? 1,2, 16,18
1. Just withdraw from the situation and hope the problem will take care of itself
2. Make a snap decision based on your own experience and instincts
3. Call a meeting the next day to discuss
4. Take a quick decision after q quick discussion with one or two others who you trust

B. If your boat was sinking, and you had one of your parents in the boat and your spouse, and the only person among the three of you being able to swim would be you, and if you could only save one person, who would it be and why?
1. The parent, because you owe your life and whatever you are today to him/her
2. Your spouse as that is where your future lies
3. Your spouse as the parent is older and would perhaps be dying anyway some years later but you want to save a younger person
4. Your parent as that is irreplaceable, but you can always marry someone else
5. Depends on what relationship you have with either of them

47 C. If you were escorting a group of under 10 year old children through a village path and you come to a point where you can take any of two paths – one which is very short and will take half hour only, but goes through a deep jungle where there could be animals, snakes and robbers, and there is the other path which would take you through open fields but would take 3 hours, which would you take and why?

The jungle as that is quicker and it is day time and unlikely that anything will happen if everyone is a little cautions
The fields as that is undoubtedly safer
Will try to find someone who can tell you about how safe or dangerous the jungle is and depending on that you would decide whether to go or not

47 D. If you have the capacity to approve a certain piece of work which would earn the supplier a very large amount of money, what would you do, in case you are someone who is dissatisfied with the job and the pay:

Ask the supplier for a commission
Pressurise the supplier until he/she offers a commission for speeding up the process
Convince your boss to give you a monetary incentive to ensure you get the best quality supplier and you save the company some cost or bring about some gain

47E. If you have to get some work done from some other organization or some authority in the government or a public agency, on behalf of your company, and if you feel that the process may hit a snag, what would you do:

Offer some speed money to the approval authority
Try and understand why your application may face obstruction and try and remove those
Both a and b
Go to higher authorities to get the work done through application of pressure down the line

Objective: Trying to find out problem solving attitude and an assessment of personality.

How much longer do you want to work for PRIDE GORUP? How high do you think you can go in your career working here? 10, 19,

I want to work for less than 3 years, I don’t think there is much scope for me here
I want to work for up to 5 years
I want to work between 5 to 10 years and grow with the company
I want to go for international postings representing the company

…………………………………………………………………………………….

………………………………………………………………………………….

What are your visions about the future of the company? Do you think that the goals and visions stated by the CEO and top management is achievable, and to what extent and by when? 4,10,16,19,

The organization could grow to USD 100 million dollars revenue a year by next 5 years
The organization can’t go beyond USd 50 million in next 5 years
The organization could reach USD 200 million or more in 10 years
The organization may not work well in the future

…………………………………………………………………………………….

………………………………………………………………………………….

Objective: Its not just enough for someone being a high performer. One needs to find out if he/she perceives a future or him/her self with the company and shares the vision of the owners or not to be chosen for fast-tracking.

Do you think that targets given to you are achievable? If not, why not and if yes, then to what extent? 1,2, 19, 16, 12, 8

Mostly achievable
Mostly not achievable
Mostly achievable but takes too much extra work and time and effort

…………………………………………………………………………………….

………………………………………………………………………………….

Objective: To show the attitude that the person has towards work.

Did you achieve your previous targets? To what extent? 1,2, 19, 16, 12, 8

…………………………………………………………………………………….

Had you felt that those targets had been unachievable? 1,2, 19, 16, 12, 8

…………………………………………………………………………………….

If yes, then how do you think were you able to achieve those targets? And why don’t you think those same factors could help you achieve your current targets? 1,2, 19, 16, 12, 8

…………………………………………………………………………………….

………………………………………………………………………………….

Objective: To help them realize that many seemingly impossible targets have been made possible in the past, and thereby bolster their spirit into gearing up performance even further.

What do you think is the biggest challenge that the company faces? And how can this be overcome? 9,11

…………………………………………………………………………………….

………………………………………………………………………………….

Objective: To find out what the organizational threats and weaknesses are as perceived by the employees, to help identify issues which may have escaped the attention of the owners and management.

Do you keep track of the overall company progress are you too occupied with your own tasks and functions? How good do you feel on the success of other departments than yours? 18,19,16,10

…………………………………………………………………………………….

Objective: To see if the person has the key leadership ability to look beyond departmental interests and whether the person views the organization from a holistic point of view.

56. Please rate the HR Division of the company along the following criteria, where 5 is where you agree strongly and 1 is where you disagree strongly:

A. The HR is at present comprised of and led by very competent and efficient people

5 4 3 2 1

B. The HR is very helpful and cooperative in their attitude and polite in their behaviour

5 4 3 2 1

C. The HR answers questions and clears confusions that others in the company may have with patience and clarity

5 4 3 2 1

D. The HR provides the information and services that they are to provide to others in the company promptly and with the kind of service orientation expected of them:

5 4 3 2 1

E. The HR appears to be carrying out its duties, such as regular performance monitoring and other information management, for the top management with high accuracy level

5 4 3 2 1

F. Give an overall rating of the HR:

G. Please give your recommendations about the HR team and how they can improve their work styles and output:

………………………………………………………………………………………………

57.How did you like the interview and how helpful do you think this will be?

…………………………………………………………………………………….

………………………………………………………………………………….

Date: —————————————– Time: —————————————- Interviewee signature to prove presence at the interview: ____________________________ Interviewer signature: ______________________________ Assistant to interviewer signature: __________________________

Please fill out this page and submit to me within the next 2 days please. This is Q33, which we are giving you more time to think of and fill up.

Your name: —————————————————————-

Designation, and department: —————————————————————

Date of submission: —————————————————————————-

What are the major functions you do and how many times and what is the measurable parameter for each of these functions? 6,7,15

A. Daily functions and number of times per day?

Sl No	Functions and time requirement in hours	Measurable criteria

B. Weekly functions and number of times per week?

Sl No	Functions and time requirement in hours	Measurable criteria

C. Monthly functions and number of times per month?

Sl No	Functions and time requirement in hours	Measurable criteria

D. Quarterly or annual functions and number of times a quarter or a year?

Sl No	Functions and time requirement in hours	Measurable criteria

Objective: To help identify the main functions that a person performs