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The sapphire group is headed by veteran industrialist Main Abdullah, the group own more than

17 textile, spinning and weaving units throughout Pakistan and this way makes its name among

the top exports of Pakistan. Big businesses bring big profits and big problems. The group has

been in business for decades now; it evolved as being pioneer business to bring technology

effective machinery in its production houses throughout. Apart from that, the executive body is

foreign qualified having absolute capacity in running such a big businesses. Past decade

witnessed appreciable steps taking by core board to improve overall operations of the company

and make the operations more effective. Employee turnover is minimal in Sapphire group; the

reason is competitive perks and handsome salary packages that company offers to its employees.

In the overall operations management the company bring about various reforms to get maximum

output. The company adopted ISO 9000 as its formal total quality management system to

improve overall system and functional operations in company. The core objective behind this

adoption was to improve existing operations, improve communication and capitalize on

competitive advantage. In that regard, the company claims to have separate training center which

is being headed by newly developed human resource department which reports to the executive

board directly. The group claims to have established Sapphire Training Center in head office

that is in Lahore along with various plant locations too. Though it was big set forward from the

company but the training center is rarely being used. In an informal meeting with existing

Sapphire employee who is at managerial position in one of the group plants; he said that he

rarely got involved into any comprehensive training session initiated by the company in his more

than 10 years career at Sapphire. Modern business theories suggest that employee motivation as

well as employee training and development are an important topic of concern for companies to

flourish. Employees are motivated; they are not developed. The employee comes with preloaded

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education and skills; traditional managerial environment of the company does not allow

employees to polish and enhance their skills. Employees are benefitted with increments and

fringe benefits but there is no scope for employees to skill themselves. This is not the case only

with Sapphire; textile groups in Pakistan are mostly run by veteran old industrialists to whom

maximum profits is the ultimate goal and there is no future brainstorming in terms of

development and enhancement. The company need to seriously drop down various methods and

techniques followed internationally to cope up with emerging needs of business world.