internship report on hrm of quality group
TRANSCRIPT
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Letter of Transmittal
Date:
To,
Piana Monsur Mindia
Lecturer,
Department of Business Administration
School of Business
Uttara University
Subject:Submission of Internship Report of uman Resource Practices of !uality "roup#
Dear Sir,
I am hi$hly satisfied to submit my report on performance of uman Resource Practices of
!uality "roup# %or preparin$ this report, tried my best level to accumulate relevant and up
$rated information from all available sources# In this report I endeavored to represent analysis
of uman Resource Mana$ement activities done by !uality "roup#
In preparin$ this report, I tried my best to ma&e it a complete one and sincerely loo& for'ard
to any possible correction#
I am very much $lad for you to $ive me the opportunity to prepare this report# I hope that this
report 'ill meet the standards of your (ud$ments#
%aithfully yours,
Md# Masudul a)MBA *+th BatchID o- M*.....**//+R0" o- .1.*1Department of Business AdministrationSchool of BusinessUttara University
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Table of Contents
2ontents Pa$e o#
Letter of 3ransmittal 1Ac&no'led$ment 4
04ecutive Summary 5
2hapter one 6
Introduction 7
5ri$in of 3he Study 7
5b(ective of 3he Study 7
Methodolo$y of the Study 8
Limitations of 3he Study 8
2hapter 3'o 9
Profile of !uality "roup 10
6ision 7 mission 11
6alues 7 "oals 11
5r$ani8ation Structure 12
5r$ani8ation 2ulture 7 2limate 12
2hapter 3hree 13uman Resource Principle 14
Ma(or Activities of uman Resource Department 14
uman Resource Plannin$ 14
Recruitment 7 Selection 15
2ompensation 7 Benefit 16
Promotion, 3ransfer 7 Succession 20
3rainin$ 7 Development 20Performance Mana$ement 22
0mployee Separation 24
2hapter %our 25
S593 Analysis of !uality "roup 26
Stren$ths 26
9ea&ness 26
5pportunities 27
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Table of Contents
2ontents Pa$e o#
3hreats *:2hapter %ive *;
%indin$s of 3he Study **, Catasur, Mohammadpur, Dha&a# I have
prepared this report on the basis of my $athered &no'led$e about !uality "roup durin$ my
internship and the &no'led$e I ac)uired durin$ my study of MBA#
#bjectives of t!e Stud:
%road #bjective:
3he broad ob(ective of the study is to discuss the human resource mana$ement practices of
!uality "roup#
S"ecific #bjectives:
3he specific ob(ectives of the study are as follo's-
3o &no' the human resource mana$ement activities of !uality "roup
3o find out the problems of R Practices of !uality "roup and
3o recommend some su$$estions based on findin$s#
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&et!odolog of t!e Stud:
3he report has been prepared based on primary and secondary data# Methodolo$y of the
internship report is $iven bello'-
Data Collection &et!ods:
3he inputs are collected from t'o sources
A' (rimar Sources:
Discussion 'ith R 5fficers#
Personal observation#
Des& 'or& in different sections#
%' Secondar Sources:
Annual report of the !uality "roup#
2onsultation of related boo& and publications#
Different Statements#
Limitations of t!e Stud:
A@ Lar$e>scale research 'as not possible 'ithin the stipulated time ?/+ months@
B@ Research on some relevant data and documents 'ere difficult due to the or$ani8ation
confidentiality2@ 3o complete such &ind of report need a lot of e4perience# But I had very little
e4perience in this 'or& field# So errors are possible in this report#
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C!a"ter Two
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(rofile of )ualit *rou":
0stablishment- .
)ualit A""arels unit/7
)ualit A""arels unit/3
C!ancellor *arments Ltd. 8
9u!ila as!ion Ltd#
%rief of descri"tion of )ualit *rou":5ur each factory has bi$ and secure entrance, 'ide
ventilation and sufficient space for car par&in$# 9e have set up all operational section 'ithin
same buildin$ as 'e can run all operations smoothly#
9e have our o'n Bonded 'arehouse, security arran$ements for product and establishment
and safety arran$ements 'or&ers as 'ell# 3here are a 'ide emer$ency stairs 'ith safety case
for emer$ency e4it and also have sufficient fire e4tin$uishers and fire fi$htin$ e)uipments#
9e al'ays &eep open and clean all of emer$ency e4its and stairs# In a 'ord, 'e have
arran$ed our factories suitable and convenience for any buyer and al'ays try to &eep it as'ell#
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2ustomer satisfaction is our main $oal, competitive professional service, price, 'orld class
)uality, on time delivery, honesty and reliability#
#rgani
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C!a"ter T!ree
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>uman 9esources De"artment of )ualit
*rou":
>uman 9esources (rinci"le:
!uality "roup 'ould li&e to mana$e its uman resources to support the achievement of its
Mission 'ith inte$rity and )uality throu$h the follo'in$ $uidin$ principle- !uality "roup All
R practices are based primarily on education, s&ills, merit, potentiality and performance#
#
&ajor activities of >uman 9esources De"artment:
uman Resources Plannin$
Recruitment and Selection
2ompensation 7 Benefit
Promotion, 3ransfer 7 Succession
3rainin$ and Development
Performance Mana$ement
0mployee Separation
>uman 9esources (lanning:
uman resources plannin$ of R Department of !uality $roup assist or$ani8ations to recruit,
retain, and optimi8e the deployment of the personal needed to meet business ob(ectives and to
respond to chan$es in the e4ternal environment# 3he process involves carryin$ out a s&illsanalysis of the e4istin$ 'or&force, carryin$ out man po'er forecastin$, and ta&in$ action to
ensure that supply meets demand# 3his may include the development of trainin$ and
retrainin$ strate$ies#
%or R plannin$ usually !uality "roup R Department uses follo'in$ steps in-
%orecast 04ternal Supply
2ompare Internal Demand and Internal Supply
Plan for Dealin$ 'ith Predict Shortfalls or 5verstaffin$#
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9ecruitment 8 Selection:
Recruitment system of an or$ani8ation plays a vital role in $ettin$ the ri$ht type of people for
the or$ani8ation# If the !uality $roup=s recruitment system fails to $et people of ri$ht caliber
over a number of years, ultimately time 'ill come 'hen 'ith the retirement of many if its
e4perienced personnel of impressive )uality, it 'ould start fallin$ and cease to e4ist an
e4cellent employee# 5f course, it can be said that by a system of $ood trainin$ and
development pro$ram the )uality of personnel can be improved si$nificantly# But even the
best trainin$ system cannot improve pool of mediocre personnel# Recruitin$ is a process by
'hich or$ani8ations loc&ed and attract individuals to fill (ob vacancies# Most or$ani8ations
have a continuin$ need to recruit ne' employees or replace them 'ho leave or promoted and
to permit or$ani8ational $ro'th# Recruitment flo's R plannin$ and $oes hand in hand 'ith
the selection process by 'hich or$ani8ations evaluate the suitability of candidates for various
(obs# 9ithout accurate plannin$, or$ani8ations may recruit the 'ron$ number or types of
employees# 9ithout successful recruitin$ to 2reate si8able pool of candidates, even the most
accurate system is of little use#
1. 9ecruitment *oal:
A $ood recruitin$ pro$ram needs to serve many and sometimes conflictin$ $oals# A
2ommonly mentioned $oal is to attract a lar$e pool of applicant pools can be too lar$e and
thus very costly to process# Recruitin$ must also attract a hi$h proportion of 'ell>)ualified
candidates 'ho are seriously interested in acceptin$ a (ob offer# Post hirin$ $oals must also
be considered the recruitin$ process must yield 'or&ers 'ho are $ood performers and 'ho
'ill stay 'ith the or$ani8ation for a reasonable len$th of time# An additional $oal is that
recruitin$ efforts should have beneficial, spilloverJ effects- that is the or$ani8ation=s $eneral
ima$e should be enhanced, and even unsuccessful application should develop positionattitudes to'ard the company and it products# %urther all of the above $oals should be
reached 'ith the $reatest speed and at the least possible cost to the or$ani8ation# Balancin$
these varied $oals a$ainst one another should be done 'ith reference to the or$ani8ationKs
overall strate$y and value# As a report of this process of priorities $oals, the or$ani8ation may
develop a recruitment philosophy#
2. Source of 9ecruiting:
Recruitment in the !uality $roup is $uided by its policies, 'hich specify the selection criteriafor various branches and trades# Recruitment drive is $iven 'ide publicity throu$h online (ob
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postin$ Advertisement in ne'spaper and almost round the year by the various mobile terms,
'hich periodically visit various cities# In addition to recruitment, such visits help to $enerate
interest amon$st the students to (oin the !uality "roup
3. ormal &et!ods:
%ormal methods of e4ternal recruitin$entail searchin$ the labor mar&et for candidates 'ho
have no previous connection to the or$ani8ation# 3hese methods traditional have included
ne'spaper>advertisin$ use of employment a$encies and e4ecutive search firms and campus
recruitin$# e'spaper advertisin$ is very popular, 'ith
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or$ani8ation# 3he ob(ective of compensation mana$ement is to help the or$ani8ation achieve
strate$ic success 'hile ensurin$ internal and e4ternal e)uity# Internal e)uity ensures that
more demandin$ positions or better )ualified people 'ithin the or$ani8ation are paid more
and assures that (obs are fairly compensated in comparison 'ith similar (obs in the labor
mar&et#
5b(ectives throu$h effective compensation Mana$ement are-
Ac)uire )ualified personnel
Retain current employees
0nsure e)uity
Re'ard desired behavior
2ontrol costs
2omply 'ith le$al re$ulations
%acilitate understandin$
Direct (a:
All re$ular and contract employees is compensated monthly for their services rendered to!uality correspondin$ to the "rade Step Level andor position shehe holds# 5n payday
every employee is provided 'ith hisher monthly salary slipstub for individual record and
can dra' respective ta4>free salary 'ithout any hassle from the company nominated ban&
'here the company assists all employees to open an account# Deductions are made from
employees salary every month if any of these are applicable# o'ever, payroll deduction
components are-
Provident fund
Loan recovery, if any
Salary advance recovery, if made
Attendance late attendance
Unauthori8ed absence, leave 'ithout pay, as per R Policy
Dama$e to, or loss of, $oods e4pressly entrusted to the employee for
custody, or for loss of money for 'hich heshe is accountable, 'hen
such dama$e or loss is directly attributable to hisher ne$li$ence or
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default#
Recovery of over payment of salary, allo'ance or benefit#
(a (ackage:
Pay pac&a$e of !uality "roup includes follo'in$ components-
a. %ase (a? %asic (a:
It is the foundation pay component for most employees and it is usually based on some unit
of time 'or&ed and 'orth of respective (ob. !uality "roup desi$ns base pay by Nob
evaluation# Based on (ob evaluation report it has formulated Base pay structure of all
employees in different $rade, step, level etc#
b. >ouse 9ent:
3here is house rent for the employee# ?+/F of basic salary@O
c. &edical Allowance:
Medical allo'ance is also a ma(or payroll component 'hich is included in $ross salary# It is
admissible 3C# *// per month# 2ompany mana$ement may revise the amount of medical
allo'ance time to time as deemed appropriate#
d. Conveance Allowance:
All employees are entitled to $et 2onveyance allo'ance after the confirmation of hisher
service 'ith the company# 9here Pic& and drop is not possible 2onveyance allo'ance is only
admissible in that case# If an employee avails Pic& and drop 'ould not be entitled for
2onveyance allo'ance#
e. Tec!nical Allowance:
0mployees of en$ineerin$ department are entitled to $et technical allo'ance after the
confirmation of their service#
$ndirect (a:
!uality "roup provides some non cash items and services to its employees as indirect pay
such as- medical cost, meal facility, loan facility, salary advance, festival bonus, annual
increment, merit performance increment, special salary increment, encashment of un>availed
annual leaveearned leave, additional responsibility allo'ance, $roup insurance, disability
benefit, paid time>off, mobile phone, uniform for support staff, provident fund,
$ratuitypension facilities etc#
%' %enefit:
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Benefits are indirect compensations 'hich the company mana$ement finds crucial to
motivate, retain, and attract its employees to create a productive and developin$ 'or&force#
3he company mana$ement prioriti8es benefits in vie' to reduce fati$ue, healthcare, increase
productivity and consider disability# 3he company mana$ement e4pects that the benefit
pac&a$e 'ould ultimately reduce turnover, reduce overtime costs and satisfy employeeob(ectives#
estival %onus:
All confirmed re$ular employees are entitled to %estival Bonus at the rate of /* ?t'o@
months basic salary per year#
estival and (ublic !olidas:
!uality "roup reco$ni8es the follo'in$ %estival and Public holidays of . ?si4teen@ days as
listed belo'-
B0"ALI 09 E0ARS DAE /. Day
0ID>UL>AHA /1 Days
0ID>UL>%I3R /1 Days
ID0P0D020 DAE /. Day
LAB5R DAE /. Day
SAB>0>BARA3 /. Day
SA00D DAE /. Day
6I235RE DAE /. Day
A3I5AL M5URI" DAE /. Day
Annual $ncrement:
Increment is a'arded once a year for re$ular staff by movin$ himher to the ne4t step of
hisher $rade, effective from the date of (oinin$ based on their performance appraisal# 5ne
step increment is sub(ect to satisfactory performance of the employee throu$hout the year,
and is not automatic#
S"ecial Salar $ncrement:
An employee $ets special salary increment for hisher e4traordinary contribution to thecompany prosperity#
(rovident und:
3here is Provident fund ?./F 5% BASI2 SALARE@#
&edical %enefit:
All permanent employees don=t receive any medical treatment benefit from the company in
case they become sic& or in(ured 'hile dischar$in$ duty#
(ick and Dro":2ompany Mana$ement doesn=t provide Pic& and Drop facility for selected employees#
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(romotion, Transfer 8 Succession:
(romotion:
a. Promotion decision is ta&en based on )ualifications, s&ills, merit, performance,
productivity and service seniority#
b. "enerally service seniority of the employee?s@ is considered first for promotion#
Transfer:3o achieve the set ob(ectives of the company, the si$nificance of sound professionalism is
crucial# %or this, $ainin$ in>depth (ob e4perience throu$h (ob rotation is important# In this
bac&drop, 2ompany Mana$ement is en(oyed full authority to transfer any employee in
different (obs and locations to respond to the need# 0mployees also transferred due to
promotion in the hi$her post#
3ransfers are done as t'o cate$ories mentioned belo'-
Involuntary
6oluntary
2ompany Initiated 3ransfer is &no'n as Involuntary 3ransfer and the 0mployee Initiated3ransfer as 6oluntary 3ransfer# In !uality "roup sometime transfer is used for harassment
of an employee#
Succession:
Succession plannin$ is a very important tool of any 5r$ani8ation# In !uality "roup there is
no succession plan to fulfill the vacancies created due to promotion, retirement, transfer and
ne' (ob openin$#
Training and Develo"ment:
3rainin$ refers to the methods used to $ive ne' or present employees the s&ills they need to
perform their (obs# 3hrou$h 3rainin$ and Development pro$rams !uality "roup e4pects to
relish the follo'in$ benefits-
Improve the (ob &no'led$e and s&ills at all levels of the 5r$ani8ation 7 improve the self>
confidence of the 'or&force
elp people to identify the 5r$ani8ational ob(ectives and $oals
%oster authenticity, openness, trust 7 improve the relationship bet'een boss and
subordinates
Aid in understandin$ and carryin$ out 5r$ani8ational policies
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Aid in developin$ leadership s&ill, motivation, loyalty, better attitudes, and other aspects
that successful 'or&ers and Mana$ers usually display
Aid in increasin$ productivity and )uality of 'or&
elps employees to ad(ust in chan$in$ 'or&in$ atmosphere#
Ste"s in develo"ing a Training (rogram:
%or developin$ an effective trainin$ pro$ram 2omputer follo' under mentioned steps-
3rainin$ needs assessment
3rainee Selection
3rainer Selection
2hoosin$ 3rainin$ methods
0valuation of 3rainin$ pro$rams
Training needs assessment:
At the very be$innin$ of 3rainin$ and Development process !uality "roup R Department
identify and test the 3rainin$ needs in various Departments# 9ith trainin$ needs assessment,
trainin$ pro$rams are desi$ned#
Trainee Selection:
Belo' are the selection criteria of different types of trainees# 2omputer source follo' these
$iven criteria as set outline-
5n the basis of Performance appraisal
Lo' performance at any period of time
0nhance and develop the avera$e performers
2ombine the theoretical and practical &no'led$e
Select trainees on the basis of ne' technolo$y of 2omputer source
Trainer Selection:
!uality "roup does not carefully consider the matter of trainer selection# !uality "roup &eepsthe options only to internal trainers-
C!oosing Training &et!ods:
!uality "roup provides trainin$ trou$h only 5n the Nob 3rainin$# 3here is no option for off
the (ob trainin$
Evaluation of Training (rograms:
3rainin$ participants are not evaluated after successfully completion of the trainin$#
Career Develo"ment Training:
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3he si$nificance of trainin$ in the development of manpo'er cannot be overstated# 3he basic
philosophy underlyin$ the concept of trainin$ and human resources development is not
merely helpin$ to reduce 'asta$e in the use of men, money, machines and materials but also
to impart &no'led$e about modern 'or& and mana$ement techni)ues, to inculcate discipline,
to brin$ a chan$e in the attitude and to develop leadership )ualities#
(re/conditions of Success of Training:
3rainin$ to be successful has to satisfy certain pre>conditions# 3he first per>re)uisite is that
the top mana$ement must ta&e interest in its activities# In most of the cases it is loo&ed do'n
as a lo' priority item# 3his attitude needs chan$e# 3he second and most pre>re)uisites is the
systematic identification of trainin$ of trainin$ and development needs# 3here are three sta$es
of analy8in$ these needs#
#rgani
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employee )uality, activity, and &no'led$e about the (ob# Performance appraisal plays a &ey
role in re'ard systems# It is the process of evaluatin$ the performance of employees, sharin$
that information 'ith them, and searchin$ for 'ays to improve their performance# Appraisal
is necessary in order to-
Allocate resources in dynamic environment
Motivate and re'ard employees
"ive>employees feedbac& about their 'or&
2oach and develop employees and
2omply 'ith re$ulation#
(erformance A""raisal (rocedure:
In the Performance Appraisal Procedure it is important to point out the reason for
performance evaluation# 3he reason can be-
Service 2onfirmation after probation- It is important to evaluate an employee after the
probation to assess hisher competency in vie' to confirm the service of the company#
04tension of probationary period- 3he performance report of an employee 'ould help to
decide 'hether the respective employee needs an e4tension of probation period or not#
Annual increment- 9hether or not an employee is eli$ible for the annual increment canbe decided by hisher performance revie'#
Merit performance increment- Merit performance increment is admissible completely on
an outstandin$ score obtained by the employee on periodic half yearly revie'#
Special Salary increment- If an employees contribution to the company is e4tra ordinary
that can be reco$ni8ed by re'ardin$ a special salary increment#
Promotion- 9hether or not an employee is eli$ible to $et promotion can be decided by
hisher performance revie'#
Unsatisfactory performance- Any unsatisfactory performance of an employee can be
pinpointed easily and ob(ectively throu$h this procedure#
(erformance A""raisal &et!od:
!uality"roup uses only behaviorally anchored ratin$ scales method for performance
appraisal of an employee#
Errors (erformance A""raisal:
In !uality "roup performance appraisal is full of errors# Such as-
3he alo 0rror
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3he 0rror of 2entral 3endency
3he Leniency 0rror
Biased by race, $ender etc#
Em"loee Se"aration:
3here are different &ind of employee separation is practiced by !uality $roup# Such as-
9esignation:
If a Permanent employee of !uality "roup desires to terminate his her employment, /*
?t'o@ months notice in 'ritin$ need to be $iven by him her to the company#
Termination:
Some time terminations are done 'ithout any proper investi$ation#
Dismissal:
Dismissal means the termination of services of an employee by the employer for
misconduct# Ma4imum dismissals are done 'ithout any proper investi$ation#
Disc!arge:
Dischar$e means the termination of services of an employee by the employer for reasons of
physical or mental incapacity or continued ill health of the employee# !uality "roup does notfollo' labour la' *// in this concern#
9etirement:3he retirement a$e for permanent employees of the !uality "roup is / ?si4ty@
year#
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C!a"ter our
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Analsis:
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S+#T Analsis of )ualit *rou":
S953 analysis is one of the most important steps in formulatin$ strate$y# Usin$ the
or$ani8ations mission as a conte4t, mana$ers assess internal stren$ths and 'ea&nesses as
'ell as e4ternal opportunities that e4ploit opportunities and stren$ths, neutrali8e threats and'ea&nesses#
Strengt!s:
5r$ani8ation=s Stren$ths as s&ills and capabilities that enable an or$ani8ation to convince of
and implement its strate$ies# ere I discussed stren$ths of !uality "roup# 3hese are $iven
bello'-
0fficient 7 Dedicated uman Resources Department
Mana$er and staffs of !uality "roup are hi$hly s&illed 7 e4perienced
A pool of s&illed 'or& 'or&ers
3he 2ompany has a stron$ base of potential customer sustain in the competitive mar&et
!uality "roup ensured the )uality of the products and production in time
!uality "roup is very much serious about the shipment of their products#
+eaknesses:5r$ani8ational 'ea&nesses are s&ills and capabilities that do not enable an or$ani8ation to
choose and important strate$ies that support its missions# 9ea&nesses of !uality "roup are
appended belo'#
!uality "roup does not have any R Manual for mana$in$ it=s human resources
Recruitment process is not transparent# Reference candidates are $ot more priority for
selection
3here is no proper trainin$ 7 development process for developments of employees
0mployee turnover ?especially 0n$ineers@ e4ists because of the availability of (ob It
sectors
Salary structure and fi4ation is not satisfactory
Supply of S&illed 'or&er in Ban$ladesh is not sufficient#
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indings of t!e Stud:
3he findin$s of the study are as follo's-
Lack of (ro"er >9 (lanning:
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Due to $lobal economic recession 'e are e4periencin$ hu$e fluctuation of $arments orders
'hich is not predictable or forecast>able at all# Some time it is mountin$ up and on the
contrary sometime it is deterioratin$# 2onse)uently, the company is facin$ trouble to the
$reatest e4tent in manpo'er plannin$#
Lack of $deal 9ecruitment and Selection (rogram:
9e are facin$ a number of problems in recruitment and selection and those are-
Lac& of )uality people for selection#
Due to lac& of national database 7or information of blac& listed 'or&ers, sometimes
'e select someone 'ho committed crime in another factory earlier#
Due to order fluctuation, sometime 'e are over burdened for recruitment related
'or 5n the contrary sometime 'e do not $et any 'or& re$ardin$ recruitment 'hen
there is comparatively less orders for $arments#
Lack of Effective Training and Develo"ment (rogram:
More emphasis should be $iven on trainin$ to e4pedite the or$ani8ational development
process#
Lack of Standard (erformance &anagement Sstem:
3here are manpo'er scarcities in R Department# As a result, employees are a bit over
burdened and sometimes they feel monotony for the recurrence of same 'or
Lack of Transfer 8 Succession (lan:
9e use 1/ de$ree performance appraisal system#
3he basis of 3ransfer and Succession are service len$th, merit and re)uirements#
Proper assessment is made for succession purpose 'hich is devoid of all sorts of nepotism
7 biasness#
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Lack of Standard Com"ensation and %enefit (ackages:
9a$es 7 other financial benefits the 'or&ers are $ettin$ no' days are not sufficient#
9ecommendations:
In li$ht of the findin$s, the recommendations are as follo's-
To (re"are a Standard >uman 9esource (lanning:
Until the $lobal economic situation improves 'e have no 'ay but to accept the reality#
To conduct an ideal 9ecruitment and selection (rogram:
"overnment should ta&e initiative to increase the )uality of our overall education system and
ma&e it 'orth'hile# At the same time "overnment should also ta&e initiative to develop a
national database for the 'or&ers of RM" industry so that the entrepreneurs can identify and
avoid the Blac& listed 'or&ers#
To conduct an effective Training and Develo"ment (rogram:
Re$ular trainin$ may be arran$ed for machine mechanics, electrician, drivers, purchase
officers ?on spare parts@, security personnel, compliance officers and R 5fficers ?both Q
internal and e4ternal 7 in home and abroad@ in order to ensure the smooth operations of the
company and to $et the desired momentum in day to day 'or
3rainin$ calendar may be prepared on the basis of 3A ?department 'ise@#
An annual bud$et may be allotted for trainin$ purpose#
3rainin$ is pre re)uisite for development and continuous improvement#
To formulate a Standard (erformance &anagement Sstem:
Authority may consider recruitin$ some employees in R Department for trainin$ and
development 'or& to improve the performance of employees# As a result, the employees 'ill
be able to deliver more )uality 'or& 'hich in turn, 'ill help to attain the or$ani8ational $oaland ensure the 'in>'in situation#
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Nob rotation system may be introduced in R Department to some e4tent in order to reduce
monotony of 'or
To (re"are a (ro"er Transfer 8 Succession (lan:
Assessment should be done al'ays on time and it must be free from nepotism, biasness, and
hallo effect etc bad practices# Dry promotion system may be introduced in case of financial
scarcity of the company in order to motivate the truly deservin$ employees#
To Establis! a Standard Com"ensation and %enefit (ackage:
3he e4istin$ minimum 'a$es determined by $overnment should be revie'ed as early as
possible in order to ad(ust at least the inflation rate# Payment of Bonus in t'o 0ids, andannual increment of a reasonable percenta$e should be mandatory by la'# Payment of 'a$e
and salary should be ma&in$ throu$h ban&in$ channel# At the end of the day, it 'ill ensure
more transparency 7 reduce the hassle and ris& of cash handlin$# Payment of 'a$es and
salary should be ma&in$ 'ithin G 'or&in$ days in place of : 'or&in$ days#
Conclusion:
3he success of a $arment depends on improved service delivery to its buyer# o', so many
$arments in the country have emer$ed to cater to the needs of buyers# But most of $arments
in Ban$ladesh are usin$ conventional $arments system#
"arments and apparel accounted for about four>fifths of the country=s total merchandise
e4ports# It is estimated that apparel e4ports alone $enerated more than #: billion in */.., as
'ell as * billion 'orth of economic activity in areas of ban&in$, insurance, pac&a$in$, real
estate, utility services, clearin$ and for'ardin$, and consumer $oods# So, in a )uota freeenvironment, Ban$ladesh founds some difficulties to compete# Beside the )uota 'ithdra'al,
other obstacles include its dependency on forei$n desi$n, technolo$y repairs and even
$arment and its lac& of ability to respond )uic&ly# Ban$ladesh has no support industries
because the spinnin$, 'eavin$, dyin$ industries are very 'ea&, so it has to import almost all
ra' materials# 3he country no' faces stiff competition from countries, 'hich have become
cheaper as a result of currency devaluations after the Asian 2risis#
3he flourishment of any industry re)uires combined efforts and co>operation from several
parties# Social, political and macroeconomic environment play pivotal role in this re$ard#
3hou$h !uality "roup is a ne'ly 6entured 2ompany in the respective sector, its $ro'th and
e4pansion is praise'orthy# It=s contributin$ the country and servin$ the nation in different
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'ays# If it can up hold it=s much to'ard advancement, it 'ill be able to set a role model in
our country#
In conclusion it can be said that every or$ani8ation has its positives as 'ell as ne$atives and
in case of Quality Group, the later one is less than the earlier one and as the mana$ement is
determined to reach the pic& of success it seems that in near future the ne$atives 'ill be
eliminated# Quality Groupshould utili8e its assets and money to ma&e profit# It should be
enhancin$ the relation 'ith the buyers and ma&e services as fast as possible#
9eference:
Chanda&er abib Ahmed, Bac&'ard Lin&a$e to Ready Made "arments- Ban$ladesh
Perspective, Academic Press 7 Publishers Limited, Dha&a, %irst 0dition, *//*
Md# asan, Ban$ladesher Da&- Ban$la e's, 'ebsite, Business monitors March 1.,
*//G
3he Ban$ladesh Nournal, 'ebsite, ./ September */.*
Ban$ladesh- RM" sailin$ into troubled times as )uotas end, 'ebsite >> B"M0A, ;th
ovember *//