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Independent University, Bangladesh

Internship Report:
HR Practice in RMG Industries- A case o Paci ic !eans "td#$

%ra t &opy

Acknowledgement
First of all I would like to thank the supreme authority of the universe. Internship was an exclusive instance of my professional life that I passed and enjoyed. A single individual can achieve little if acting on their own. Completion of anything requires supports from various sources. I am very much fortunate to get the sincere guidance and supervision from a number of people.

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I am deeply indebted to my internship supervisor #r. #oslehuddin $haled for his whole% hearted guidance and supervision. &is suggestions and comments on the report provided me with the right path to follow. &is encouragement has served as a great motivation behind this report. I am very grateful to the executives of "acific 'eans (td. who extended their whole%hearted co%operation during my internship period # I would like to extend my gratitude to #r. )urul &uda (General Manager), #r. #.$ A*im (Senior Manager HRD), and #r. Ismail (Assistant Manager- HRD). A heartfelt round of thanks goes out to all the instructors in I+, who have over the course of the last four ways provided me with the knowledge required for me to function in the corporate world.

Executive Summary

-#. industry gives employment to millions of people. In order to recruit skilled workforce in textile sector/ proper training would thus facilitate in supply of well qualified workforce. 0hus the role of &-1 has gained momentum in terms of employing manpower that satisfies the professional requirements of this sector and that is well

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skilled. 0hus many collaboration among many multinational companies and educational institutions is been observed. 0he &- department of any company is responsible recruiting skilled labors and executives/ allocation and planning of work/ monitoring of workforce and performance appraisal. It is also responsible to timely up%gradation of skills of the workforce by organi*ing educative professional workshops or seminars. If &- activities are carried out in proper professional manner it could result into minimi*ation of cost and wastage/ right recruitment of workforce/ increased stability of the company/ flexible enough to cope up with futuristic developments and most important maximi*es production.

"acific 'eans (td. has their own separate &- 1epartment. And the position of this department is in upper level of the organi*ation. 0he position/ status and the job title of the &- department is 3enior #anager 4&- 5 Admin6. #y report is titled% 7HR Practice in RMG Industries- A case o Paci ic !eans "td#$ I have discussed the brief scenario of recruitment/ selection/ administrative action/ .rievance handling procedure/ wages 5 salaries/ orientation and training 5 development of "acific 'eans (td. In this company all &-# activities are integrated. All the &-# elements are considered for any &-# function.

Page of Content

Contents 1.0 ntroduction 1.1 !rigin of t"e re#ort 1.$ !b%ective of t"e study 1.& Sco#e of t"e study 1.' (imitations 1.) *esearc" +et"odology $.0 Com#any !verview

Page Number 1 2 2 2-3 3 3-4 5-7 8!"age

&.0 (iterature *eview '.0 *ecruitment , Selection Process in Pacific -eans (td. ).0 Em#loyee .raining , /evelo#ment Program in Pacific -eans (td. 0.0 Em#loyer , Em#loyee *elations"i# 1.0 -ob Analysis in Pacific -eans 1.1 -ob /esign 1.$ ncentives Provided by Pacific -eans 1.& 2enefits for t"e Em#loyees 3.0 4indings and Analysis 5.0 *ecommendation 10.0 Conclusion A##endix 2ibliogra#"y

8-9 10-14 15-20 20 21-22 22-24 24-25 25-28 29 30 31 32-34 35

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'#( Introduction: 0he -#. industry has played a pioneering role in the development of industrial sector of ,angladesh. 0hough it took a rather late start i.e./ in :;< but it soon established its reputation in the world market within a short span of time. -esultantly garment is now one of the main export items of the country. ,esides/ enriching the country=s economy it has played a very important role in alleviating unemployment. At present there are more than two thousand one hundred garment factories in the country employing more than 2 lack labors. >? percent of the labor force is women. @nce 3ri%(anka was leader in this field in 3outh Asia and India was its competitor. After a bloody civil war resulting in the quick demise of the garments industry of 3ri%(anka and India/ the international buyers and investors diverted their attention towards ,angladesh. As a result the garments industry of ,angladesh expanded with unprecedented success. 1uring the financial year ::8%:9 ,angladesh earned < ::.> cores 0aka.

-#. industry gives employment to millions of people. In order to recruit skilled workforce in textile sector/ proper training programmes would thus facilitate in supply of well qualified workforce. 0hus the role of &-1 has gained momentum in terms of employing manpower that satisfies the professional requirements of this sector and that is well skilled. 0hus many collaboration among many multinational companies and educational institutions is been observed. 0he &- department of any company is responsible recruiting skilled labors and executives/ allocation and planning of work/ monitoring of workforce and performance appraisal. It is also responsible to timely up gradation of skills of the workforce by organi*ing educative professional workshops or seminars. If &- activities are carried out in proper professional manner it could result into minimi*ation of cost and wastage/ right recruitment of workforce/ increased stability of the company/ flexible enough to cope up with futuristic developments and most important maximi*es production. ?!"age

'#' )rigin o the report:


0he Internship program is the requirement for ,,A program in Independent +niversity/ ,angladesh 4I+,6. 0he program requires a student to work in a particular institution of their relative field of study and gain practical knowledge regarding its functions. It is the opportunity for the students to utili*e their conceptual knowledge in the practical field. 0he duration of the internship program is 8 months. For this requirement I worked in "acific 'eans (imited/ A"B/ Chittagong as an intern which helped me in enriching my knowledge base by matching my theoretical knowledge with real life situations. 0his report is titled HR Practice in RMG Industries- A case o Paci ic !eans "td#$

'#* )+,ective o the -tudy:


Avery research is conducted with the aim of reaching an answer to a question. 0his research that I had conducted was aimed at understanding the &- "ractice in -#. industry by "acific 'eans. 0he research was conducted in order to satisfy certain objectives. 0he objectives are as followsC

0o find out the recruitment and selection process of employee in "acific 'eans 0o find out the employee training and development program of "acific 'eans 0o analy*e the (abor and Amployer relation 0o be able to describe job analysis/ job design/ incentives and benefits of "acific 'eans '#. -cope o the -tudy:
As an intern in Paci ic !eans, I /as assigned to various depart0ents ro0 ti0e to ti0e, +ut I spend a 1uality a0ount o ti0e /or2ing in the Hu0an Resource %epart0ent o the co0pany# 0he &- 1epartment of "acific 'eans deals with

recruitment and selection process/ training and development/ career development/

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promotional activities/ performance appraisal/ managing compensation/ pay for performanceC incentive rewards etc. '#3 "i0itations:
0he research contains certain limitations/ due to which the findings may not be completely accurate. 0he major limitations are given belowC

0ime constraints of the required personnel to provide information -eluctance of the personnel to supply information (imitation to access to the sensitive business data of the visiting company (ack of experience also acted as constraint in the way of meticulous exploration

'#4 Research Methodology: '#4#' Research %esign: 0he objectives of this research called for a descriptive research. For this particular research the data source was both "rimary and 3econdary 1ata. In order to collect "rimary 1ata/ 1irect Interviews were conducted based on a questionnaire. 0he 3econdary 1ata was collected via 3econdary 1ata Analysis. 0he data collected for the research contained both qualitative and quantitative data. I had the pleasure of working under #r. #.$ A*im 43enior #anager% &-16 and #r.#1 Ismail 4#anager% &-16. 0hey were the officials who dealt with &-1 related matters and so it was an opportunity for me to directly observe the &-1 related facts and learn from them. 0heir relentless support and cooperation helped me a lot in getting information about the &- practice in -#. industry.

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'#4#* %ata collection 0ethod: In this research both primary and secondary data are used. 0he sources are% "rimary 3ources "ersonal interviews with the senior staff members of "acific 'eans (td. Face%to%Face conversation with respective officers of the company. "ractical work exposures on &uman -esource 1epartment of the company. Conversation with the workers of the company. 3econdary 3ources Annual -eport of "acific 'eans (imited. "eriodical reports published by ,.#AA. 1ifferent publications and websites regarding -#. policies. -elevant file study and research papers as provided by the officers concerned. '#4#. -a0pling: As data collection was based on primary sources there was a requirement of respondents for interviewing. 0he target population for the research was the worker of "acific 'eans (td. Convenience 3ampling was utili*ed for sample selection. 0he sample si*e of worker was ?D.

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*#( &o0pany )vervie/:

"acific 'eans (td. is one of the market leaders in exporting garment products of ,angladesh. "acific 'eans (td. started in :>; at CA"B and since then it has expanded its business from the Far Aast to the Eest with Aurope/ America and Canada. #r. )asir Ahmed established "acific 'eans (td. Eith great skills of managers and subordinates and also the workers "acific 'eans (td. became an expanded and established company. "acific 'eans (td. especially produces F,ottom 'eansG and this co. has more than DDDD skilled professionals plentiful set of Circular $nitting #achines/ 3ewing #achines 5 3weater #achines. "acific 'eans (td. always tries to keep confidence of buyers from around the world. 0hey think the boundless efforts will always keep "acific 'eans (td. as a unique name in the exporting garment sphere. 0he co. has a team of dedicated professional workers who are earnestly sincere and careful about their responsibilities to produce garments products. "acific 'eans (td. is a reputed name in the field of industrial sector of ,angladesh. #ainly in the garments/ knitting and textile sector they have already proved their efficiency by maintaining the quality of their products. ,uyers are always satisfied with their service and goods.
*#' &o0pany 5ision: ,ehave honestly and frank with the all workers/ buyersH consumer and suppliers. :!"age

"revent Corruption/ if happen in the organi*ation. All individual contribution given acceptance and help others to contribute. Ansure equal right for all and to prevent discriminating conduct. Ansure good health for all workers and ensure safe work environment. Ansure proper use of company asset. Ansure DDI due time delivery. Ansure DDI cleanliness. 0o increase economic stability by garments industries of ,angladesh. (atest technology use in business. 0o develop the socio%economic condition of ,angladesh. Identifying new job opportunities. +se a set of human resource with the most modern business philosophy/ practice and technology. 0o participate in generating national income. Increase in productivity and gross national product. Aarn more foreign currency.

*#* )+,ective o the co0pany:

*#. Basic Products: 0he basic products produced by "acific 'eans are% "ocket 'eans for men/ ladies. Cargo pantsH shorts. @verallH 3hort all #en/ ladies and kids wear. Chinos

*#3 Buyer o Paci ic !eans: "acific 'eans has potential buyers from all over the world. 0he main buyers are% 'C "enney C5A 0om 0ailor D!"age

.A" &5# +niqlo Charles Jogele etc.

*#4 %i erent %epart0ents o Paci ic !eans: 0he working departments in "acific 'eans are in a vast area. It has the following departments% . Admin 5 &-1 4&uman -esource 1ivision6 2. Commercial 1epartment 8. Accounts 1epartment 9. #erchandising 1epartment ?. CA1 5 3ample 4Computer Add 1esign6 <. "roduction 1epartment ;. KA1 4Kuality Assurances 1epartment6 >. "roduction accounting department :. 3tore 1epartment D. 3upply Chain 1epartment . Eashing 1epartment 2. I0 4Information technology 1epartment6 8. Compliance 1epartment 9. Eork 3tudy 1epartment *#6 -ocial Progra0s o Paci ic !eans "td: 0he company is established to fulfill the given achievements through its business operations/ which are directly or indirectly related with the social supplement of the nationL Amployment opportunity .ood working environment for women Aducational "rogram for the child labor through ,.#AA and +)1" as ,.#AA member factory )ot to employ the child labor !"age

1onation and rehabilitation program for the distressed people affected by natural catastrophe like flood/ storm/ tornado etc. 0raining of the local workers in the factory through foreign experts.

.#( "iterature Revie/: 0he -#. industry is the most vital sectors of ,angladesh national economy. #ajor foreign currency earnings come from this sector and it is mentionable that 2 million workers are working in this sector of which almost >DI workers are female and 2DI is male. 1ue to this industry number of backward linkage sector/ ,ank/ Insurance and others business related industries established in our country. ,ut this sector is now faced with a challenging situation due to open marketL withdraw of quota system/ .enerali*ed 3ystem of "reference 4.3"6 and #FA%phase out/ etc. ,angladesh garment sector now passing a very crucial time due to Codes of Conduct problem massively. 0hough number of factories have a very few Code of Conduct 4C@C6 activities but which not covering fully according to local law to ensure the garment workers basic rights. 1ue to C@C problem off and on we heard that factories orders are canceling by the oversees buyers. 3o/ C@C set up is the prime issue to save the garment factories now 4,reuer/ 2DD;6. ,abihuga 42DD?6 explores that/ the Kuota free system started in the -#. industry and at the same time international buyers are pressuri*ing on the issue of Codes Conduct Compliance. ,efore placing the orders at the factory buyers are auditing the factories to assess the labor standards and meeting whether or not they are%employment conditions/ working conditions/ occupational safety and health/ industrial relation and management systems exactly to the words. 0he main problem is that the people those are working in the compliance/ administration even human resource divisionHsection have little or no adequateHrequired knowledge and understanding to handle the compliance issues. -egarding the situation bdjobs.com has taken initiatives to enhance the knowledge and to develop the standard Codes of Conduct Compliance potentials of factory by different techniques and methods in different industry level.

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E0@ 4Eorld 0rade @rgani*ationC 2DD?6 analy*es that/ the advent of &- practices in textile sector was rather slow in comparison to other industrial sectors. ,ut due to globali*ation there is increase in competition as a result development of human resource has become essential. &owever organi*ed &- practices are being adopted mostly by the mill sector. In last decade we have seen not so good performance by textile sector/ this was because of lack of &- department in many mills. ,ut the scenario has changed as &- departments have taken up their role in textile sectors. Jarious training programmed pertaining to training of workforceL textile related topics have helped in enhancing the overall performance of the textile companies. In order to get increased productivity from workforce it is essential to have a well framed &- system in the organi*ation. If the principles of &- department are adopted it could result in decrease in non%attendance by 2DI and increase in productivity by 8DI. 3o to cope up with the market competition &- department is very essential element for the textile industry. &-1 department is responsible for developing the feeling of motivation in the employeesL this motivation in other words is the commitment of the employees towards the job and the organi*ation. Ehen the work of &-1 is done effectively it would result into co%operation among team members/ demolition of centrali*ed system of decision making/ creates homely environment/ feeling of ownership and positive working atmosphere.

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3#( Recruit0ent and -election Process in Paci ic !eans: -ecruitment is the process through which the organi*ation seeks applicants for potential employment. 3election refers to the process by which it attempts to identify applicants with the necessary knowledge/ skills/ abilities and other characteristics that will help the company achieve its goals/ companies engaging in different strategies need different types and numbers of employees. 0he strategy of a company is pursuing will have a direct impact on the types of employees that it seeks to recruit and selection. 3#' -ources o Recruit0ent: 0he main sources of recruitment are newspaper advertisement/ ,1 'obs/ "rint #edia/ university graduates/ Mouth 1evelopment @rgani*ation and retired employees. 0here are several test are used for evaluating the candidates like written test/ interview/ intelligence test/ attitude test/ personality test/ psychological test/ physical test/ medical test/ technical test and others. For the labor selection the basic procedure are "hysical/ Fitness and minimum class > pass. For manager selection the basic procedure are experience and education. ,asically they follow the given kind of sources to recruit employeesC

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3ources of -ecruitment

Internal 3ource

Axternal 3ource

3#'#' Internal source "acific 'eans thinks that current employees are a major source of recruits for all but entry%level positions. Ehether for promotions or for 7(ateralN job transfers/ internal candidates already know the informal organi*ation and have detailed information about its formal policies and procedures. "romotions and transfer are typically decided by operating managers with little involvement by &- department. "acific 'eans follows the following methods to internal recruitment of employeesC 'ob%posting programs &- departments become involved when internal job openings are publici*ed to employees through job positioning programs/ which informs employees about opening and required qualifications and invite qualify employees to apply. 0he notices usually are posted on company bulletin boards or are placed in the company newspaper. Kualification and other facts typically are drawn from the job analysis information. 0he purpose of job posting is to encourage employees to seek promotion and transfers the help the &- department fill internal opening and meet employeeNs personal objectives. )ot all jobs openings are posted .,esides entry level positions/ senior management and top stuff positions may be filled by merit or with external recruiting. 'ob posting is most common for lower level clerical/ technical and supervisory positions. ?!"age

1eparting Amployees An often overlooked source of recruiters consists of departing employees. #any employees leave because they can no longer work the traditional 9D hours work week. 3chool/ child care needs and other commitments are the common reason. 3ome might gladly stay if they could rearrange their hours of work or their responsibilities .Instead/ they quit when a transfer to a part%time job may retain their valuable skill and training. Aven if part%time work is not a solution/ a temporary leave of absence may satisfy the employee and some future recruiting need of the employer. 3#'#*# 78ternal source Ehen job opening cannot be filled internally/ the &- department of "acific 'eans must look outside the organi*ation for applicants. Ee discuss all the external source of recruitment at bellowC Ealk%ins and Erite%insC Ealk%ins are some seekers who arrived at the &- department of "acific 'eans in search of a jobL Erite%ins are those who send a written enquire. ,oth groups normally are ask to complete and application blank to determine their interest and abilities. +sable application is kept in an active file until a suitable opening occurs or until an application is too old to be considered valid/ usually six months. Amployee referralsC Amployees may refer job seekers to the &- department. Amployee referrals have several advantages. Amployees with hard Oto Ofind job skill may no others who do the same work. AmployeesN referrals are excellent and legal recruitment technique/ but they tend to maintain the status quo of the work force in term of raise/ religions/ sex and other characteristics/ possibly leading to charges of discrimination. Advertising <!"age

Advertisements describe the job and the benefits/ identify the employer/ and tell those who are interested how to apply .0hey are most familiar form of employment advertising. For highly specialist requites/ ads may be placed in professional journal or out of town newspaper in areas with high concentration of the desired skills.

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.eneral #anager% production 4refC "#6 %AgeC 2>%8? yearsL .raduate with speciali*ation in garment mfg technology from )IF0 or %#inimum DDDmachines. %#ust have detailed hands on knowledge of industrial engineering. Ee offer competitive salary which is commensurate with experience and qualification. If you aspire to an exciting and rewarding career/ send your detailed resume/ quoting your present and expected salaries to jobs. Internet )ow today nobody thinks anything without internet. 3o "acific 'eans give their job openings at internet. AxampleC www.bdjobs.com www.prothom%alojobs.com equiv. D years experience in similar position of a unit with a minimum of

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9he overall recruit0ent process o Paci ic !eans in ter0s o organi:ation is given +elo/: Jacant or new position occurs

"erform job analysis and plan recruiting effort

.enerate applicant pool and via internet or external recruitment methods

3hort listing of applicants

Avaluate applicants via selection processHtest

Final selection via interview

#ake job offer to the selected applicant

Anrollment of the employee to the &- software

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"roviding ,A"BA I1 Card and "roximity Card to the employee 0he given structure is the general process of hiring new employeesH workers. 0he recruitment procedure might be changed through the interference of top management.

4#( 70ployee 9raining and %evelop0ent Progra0 o Paci ic !eans: 0raining is a process of learning a sequence of programmed behavior. It is the application of knowledge. It gives people an awareness of the rules procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. 1evelopment is a related process. It covers not only those activities which improve job performance but also those which bring growth of the personalityL help individuals to the progress towards maturity and actuali*ation of their potential capacities so that they become not only good employees but better men and women. In organi*ational terms/ it is intended to equip person to earn promotion and hold greater responsibility. "acific 'eans (td. considered training 5 development as an investment. Frequency of organi*ing of training program is with Interval and according to pre%plan. According to individual needs "acific 'eans designed the training program. 0he personal needs are considered to design the training program are ,ehavioral/ 3kills/ Ability/ $nowledge/ Character/ Future )eeds and others. % % % For #anager both on the job training 5 off the job training are considered. For @fficer both on the job training 5 off the job training are considered. For Amployees on the job training/ off the job training and computer based training are considered.

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For (abor only on the job training is considered.

0he organi*ation also sends their employees outside the organi*ation like ,.#AA to train up. &- 1epartment is responsible to train up the employees. 0hey also organi*e development program for their employees and managers.

4#' !o+ 9raining Methods: 0here are many types of training method practicing in "acific 'eans. 0hese are follows below with details%

4#'#' )n the ,o+ training @n the job training is a training that shows the employee how to perform the job and allows him or her to do it under the trainerNs supervision. @n the job training is normally given by a senior employee or a manager like senior merchandiser or a manager. 0he employee is shown how to perform the job and allowed to do it under the trainerNs supervision.

4#'#* !o+ rotation 'ob rotation is a training that requires an individual to teach several different some in a work unit or department and performer each job for a specified time period. In job rotation/ individuals learn several different jobs within a work unit or department. @ne main advantages of job rotation is that it makes flexibilities possible in the

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department. Ehen one employee likes junior merchandiser absence another merchandiser can easily perform the job.

4#'#. Apprenticeship training Apprenticeship training provides beginning worker with comprehensive training in the practical and theoretical expect of work required in a highly skilled occupation. Apprenticeship program combined of the job and classroom training to prepare worker for more than eight hundred occupation such as computer operator/ sewing technician.

"ength o selected apprenticeship courses o Paci ic !eans@ccupation . Kuality control manager 2. Kuality control officer 8. Cutting Astt. #anager 9. "acking Astt. #anager ?. Eare house Astt. #anager <. "roduction officer ;. 3ewing technician >. 3ewing 3upervisor 4#'#3 &lassroo0 training Classroom training is conducted off the job and probably the most familiar training method .It is an effective means of imparting information quickly to large groups with limited or no knowledge of subject being presented. It is useful for teaching factual material/ concepts principle other theories/ portion of orientation programs/ some expects 2 !"age length 4months6 8 ? ; ; ? 8 ? ?

of apprenticeship training and safety programs are usually presented utili*ing some form of classroom instruction. #ore frequently however/ classroom instruction is used for technical/ professional and managerial employee

4#* %evelop0ent in HR% o Paci ic !eans: 0he long term development of human resources as distinct from training for a specific job is of growing concern to &- departments of "acific 'eans. 0hrow the development of current employees the department reduces the companyNs dependents on hiring new workers. If employees are developed properly the job openings found throw &- planning are more likely to be filled internally promotions and transfers also show employees that they have a career not just a job. 0he employee benefits from increased continuity in operations and from employees who fail a greater commitment. &- department is also an effective way to meets several challenges including employee obsolescence/ international and domestic diversity/ technical challenges. Affirmative actionNs and employee turnover by meeting these challenges the department can/ maintain an effective workforce. -teps in the 7valuation o training and develop0ent Avaluation criteria P pretest P trained or developed% Eorkers P posttest P transfer to the job P follow%up studies. "acific 'eans practices the ollo/ing e0ployee develop0ent strategies4#*#' Per or0ance Manage0ent "erformance appraisal is the process of assessing employeeNs past performance/ primarily for reward/ promotion and staff development purposes. 7"erformance appraisal 4is6 a process that identifies/ evaluates and develops employee performance to meet employee and organi*ational goals. 22 ! " a g e

"erformance Appraisal doesnNt necessarily use to blame or to provide a disciplinary action. "revious management theories used to view performance appraisal as a stick that management has introduced to beat people. "erformance appraisals are now more clarified and they concentrate on developing organi*ational strengths and employee performance. 4#*#* Purpose o Per or0ance Appraisal in Paci ic !eans "td# 0o fulfill the following purpose "acific 'eans consider performance appraisal% 0o review past performance 0o assess training needs 0o help develop individuals 0o audit the skills within an organi*ation 0o set targets for future performance 0o identify potential for promotion 0o provide legal 5 formal justification for employment decision 0o diagnose the hidden problems of an organi*ation

4#*#. Per or0ance Appraisal Process: Eho AppraisesQ 3upervisor 3ubordinates "eers ClientsHcustomers 3elf appraisal 28 ! " a g e

>DH8<D degree approach

4#*#3 Approaches to 0easuring per or0ance in Paci ic !eans 0here is various kind of method for measuring performance appraisal. ,ut we get information that "acific 'eans uses three type of performance method. 0hese are at belowC .6(-degree eed+ac2: @ne currently popular methods of performance appraisal is called 8<D%degree feedback. Eith this method managers/ peers/ suppliers or colleagues are ask to complete questionnaire. 0he questionnaires are generally lengthy. 78perience +ased: "acific 'eans measure the performance of employee by experience. For example #-. R has been working in "acific 'eans for three years and #-. M has been working in "acific 'eans for two years. 3o "acific 'eans favor #-. R for his more experience. -2illed +ased: 3killed based payment is considered to determine the compensation package of the employee. 0he main purpose of compensation management is to motivate the employees. In this organi*ation compensation #anagement is linked with the performance management. 0here is a person based compensation system also. "erformance is considered for determining person based compensation. As incentives they give DI increment on basic salary. 6#( 70ployer and 70ployee Relation in Paci ic !eans "td: Amployers and employees each have their own sets of needs and values/ and successful relationship between these two sides requires that some sort of balance be struck. 0his balance often takes the form of a psychological contract/ an understood agreement between employer and employees that defines the work relationship. 0his contract with or without support of a formal collective bargaining/ agreement influence the outcome achieve by each side.

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"acific 'eans varies into three channel categories that are% . Amployee safety 2. Amployee health 8. Amployee working condition '# 70ployee sa ety"acific 'eans provide the employee safety. It ensures all kinds of job safety such as insurance of each employee not this it provide insurance to the labor. *# 70ployee healthFree medical checkup/ provide health care and also provide necessary medical facilities for each employee. .# 70ployee /or2ing condition0he working condition of employee is very hygienic. "acific 'eans is I3@ :DD %2DDD Certified company. ;#( !o+ Analysis in Paci ic !eans: 'ob analysis is the procedure for determining the duties and skill requirement of a job and the kind of person who should be hired for it. 0he supervisor or &- specialist of "acific 'eans normally collects one of the following types of informationC <or2 activities% First he or she collects information about the job actual work activities such as marketing/ sewing/ production. 0his list also include how/ why and when the worker performance each activity.

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7ducation and 1uali ication% "acific 'eans collects the information about education background and qualification. 78perience% Axperience must be needed for any job in "acific 'eans. -a0ple o ,o+ analysis o Paci ic !eans: Position: =uality control 0anager KualificationC #aster in any subject ,achelorHdiploma in textile and clothing or related discipline will be given preference #ust have at least ; years practical experience in similar position in any garments factory. Position: <are house Astt# Manger Kualification #astersH bachelor in any subject preferably commerce. ,achelorHdiploma in textile and clothing or related discipline will be given preference #ust have at least ? years practical experience in similar position in any garments factory 3kill for all above jobsC Candidate must have experience to work with world reputed buyers .ood writing and communication both in ,engali and Anglish 3hould be capable of making KA reports on daily basis Computer literacy in #3 world / Axcel / e%mail etc. 2< ! " a g e

;#' !o+ %esign 'ob design is the process of structuring work and designating the specific work activates of an individual or group of individuals to achieve certain organi*ational objectives. 0he job design can generally be divided into three phasesC . 0he specification of individual task. 2. 0he specification of the method of performing each task. 8. 0he combination of individual tasks into specific job to be assign to individual. "acific 'eans generally consider the following issues in case o designing the ,o+s or e0ployees: )rgani:ational considerations Affectiveness In the context of job design/ to remain effective/ organi*ations may have to redefine jobs/ monitoring/ and using technology so that the firm can even compete against giant rivals. Afficiency #aximum outputs through minimum inputs of time/ effort and other resources. In the context of job design/ efficiency in time/ effort/ labor costs/ and training should be done accordingly. 9echnological &onsiderations 0ask Interdependence 0he dependence of one task from another is task dependence. In this context/ the task interdependence can be high or low depending on the product or service. 0echnical constraints 3carcities of machines are constraints/ which in turn leads to the increase and decrease of production. 2; ! " a g e

Argonomic constraints .reek word where Argo S Eork 5 )omos S (aws/ i.e (aws of work. @ptimal productivity requires a relationship between the worker and the work/ thus designing a job needs this consideration. 70ployee considerations 3kill variety Jariety refers to the use of different skills and talents to complete an array of work tasks and activities. Autonomy Autonomy refers to the freedom and independence to plan and schedule the work and determine the procedures used to carry it out. 0ask identity 0ask identity means doing something from beginning to end rather than just part of it. 0ask significance It is the degree to which a job has substantial impact on an organi*ation. Feedback Feedback is the degree to which employees can tell how well they are doing based on information from the job.

7nviron0ental considerations 3ocial expectations In designing jobs/ the surrounding social expectations must be considered to avoid possible worker dissatisfaction. 2> ! " a g e

Eorkforce availability 'ob requirements should be balanced against the availability of the people who are required to do the work. Eork practices Eork practices are set methods of performing work. 0hese methods may arise from tradition or the collective wishes of employees. ;#* Incentives provided +y Paci ic !eans "td#: In "acific 'eans compensation fluctuates according to the following categories% Individual .roup Company%wide

Individual incentive plans O Kuantity of work output 4&ow many units produced6 O Kuality of work output 4Ehat was the quality of the product or service being produced or served6 O #onthly sales 4&ow much sales was generated6 O Eork safety record 4&ow many ha*ard or errors are being reduced. O Eork attendance 4If the absent is reduced or attendance is good6 Group incentive plans O Customer satisfaction O (abor cost savings O #aterials cost savings O -eduction in accidents O 3ervices cost savings &o0pany-/ide incentive plans O Company profits O Cost containmentHprevention O #arket share O 3ales revenue 2: ! " a g e

;#. Bene its o Paci ic !eans: Amployee benefits 5 services were formerly known as fringe benefits and these benefits were primarily the in%kind payments employees receive in addition to payments in the form of money. In addition to paying employees fairly and adequately for their contributions in the performance of their jobs/ organi*ations assume a social obligation for the welfare of employees and their dependents Amployees benefits are usually inherent components of the non%compensation system are made available to employees that provideC O "rotection in case of health 5 accident O Income upon retirement 5 termination 0hese benefits are components that contribute to the welfare of the employee by filling some kind of demand.

;#.#' "egally re1uired +ene its o Paci ic !eans: . 3ocial 3ecurity O 3ocial security benefits include the general benefits like unemployment insurance 5 benefits/ old age insurance/ "rovident Fund and #edicare facilities. 2. EorkersN Compensation O EorkerNs compensation includes the compensation when an employee becomes injured or disable due to extreme working conditions or while working at the job site.

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8. Family 5 #edical (eave O Family leave includes the compensation continuation during the family leave such as maternity or paternity leave and other family leave. 0he company leave rules are as follows Festival leave O 2 days Casual leave% D days #edical (eave% 9 days with half salary Aarned leave% ; days for management and 9 days for worker and staff #aternity leave% < weeks 49 weeks before the birth of the child 5 9 weeks after the birth of the child6 If any employee and worker need leave then heHshe must be given application to their assigned supervisor. Any workerH employee absent from hisHher job for D days then heHshe will be suspended from job. 9. @ld age/ 3urvivor/ 1isability Insurance requirements for getting compensationC O Aarn 9D quarters of credit/ or O ,e employed for D years O ,e age <2 for partial benefits O ,e age <? for full benefits O )ow the age has been extended to age <; because more and more workers are retiring late. O Eidow aged <D T ;#.#* Medicare

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1epending on the countryNs policy/ #edicare facilities are generally government services to citi*ens. @rgani*ations add some value to #edicare facilities. In some countries #edicare is financed together by employeesN tax/ employers and the government. "rovided insurance coverage for O &ospitali*ation % Covers inpatient 5 outpatient hospital care 5 services. O #ajor doctor bills O Charges of visiting a doctor or specialist. O "rescription drug costs. O "rovides unlimited in%home care in certain situations.

;#.#. <or2ers$ &o0pensation EorkersN compensation is a legally required benefit is included in the compulsory disability laws of many countries. #ostly/ employer is seen liable regardless of the fault. @bjectives of EorkersN compensationC O "rovide income 5 medical benefits O -educe litigation O Aliminate legal fees 5 time O Ancourage employer safety O "romote accident study 5 avoidance EorkersN compensation claims O Injury O @ccupational disease O 1eath EorkersN compensation benefits O #edical services O 1isability income O 1eath benefits

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;#.#3 %iscretionary Bene its 1iscretionary benefits are judgment based benefits that the organi*ation provides to its employees. 0hese benefits are not legally required benefits but enhance organi*ational culture and corporate image. ,enefits includeC O "rotection programs O "ay for time not worked O @ther services

;#.#4 Pay or ti0e not /or2ed &olidays Jacations Funeral leave #arriage leave 3ick leave 3tress leave ,lood donation or welfare work "ersonal leave 3abbatical leaveH For #uslims/ leave after death @ther religious leaves such as pilgrimage or preaching

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>#( ?indings and Analysis: "acific 'eans (td. Is a rapidly expending Company. 3tanding its journey in ::8 it has already doubled the net turnover by the year of 2DD?. All the units of the factory enjoy highly of machinery are imported from .ermany/ 3wit*erland/ Italy 5 'apan. As a result it can maintain a smooth rate of production. Eell trained human recourses are strength of the Company. 0hey train up their key personally in the country and abroad. 3o that the Company can get some competitive advantages over the competitions. 0he &-# practice is also remarkable. 0here are too many departments under the super vision of the general manager which can cause low productivity due to large span of super vision. 3tarting only in ::8/ it has managed to be grown up as one of the countryNs leading 0extile Company. Its increase turnover has been significantly increasing/ since 2DD8%2DD?. It is providing employment to a large number of skilled and unskilled people all over the country. 0he Company contributed an amount of taka 8;.>:2 million to the national exchequer in different forms like Cooperate Income 0ax/ Advance Income 0ax/ Acise/ Jat/ Import 1uties/ 0axes/ .overnment 0axes/ 3tamp 1uties/ (icense Fees etc. 0he Company contributed substantially to the Foreign Axchange -eserve of the country through its export marketing operation. In 2DD;its net export earning was taka D2 .8<> million.

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@#( Reco00endation: Introduction of new technologies and processes in the textile industry have increased productivity on the one hand/ but had been the cause of redundancy and eventual retrenchment for a lot of workers who used to work in repetitive/ boring but labor intensive job in this particular sector. 0his condition is happening not only in developing countries like India/ "akistan/ ,angladesh etc. but in industriali*ed countries as well/ which were able to increase productivity through developments in technology.

From the analysis with the organi*ation structure we have seen that its span of super vision is too large. A number of departments report directly to the general manager. If the number were less the efficiency and productivity of the organi*ation might be increased.

Kuality control department should remain prompt always. 3o that it can maintain a certain level of standard as per the market demand to capture the foreign market share it should strive more.

0here are four elements of production namely manpower/ time/ materials and machines. 1ue to globali*ation seen in the textile industry out of these four elements of production/ the two vi*. manpower and time are to be cut down/ i.e.

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sacrificed as the invent of improved machines and the cost of materials. 1ue to the modern &- practices are affected by terms such as multi skilled/ production measures/ advantages of competition/ casual labor/ social security/ subcontracting/ etc. )ow%a%days a lot depends on the bargaining power of the labor/ legal policies and the scenario of the labor market. 0his has started since the foundation of E0@ 4Eorld trade organi*ation6. '(#( &onclusion: ,angladesh is in the ready garments industries since :<> and it boomed in the mid of :D=s. In this sector here 2?%8D million peoples are directly or indirectly involved. 0hese peoples are simply lying on the top of ? million garments workers whose are working in this sector from dawn to dust and to some extent working till the mid of night In ,angladesh :DI workers are female and they are simply coming from the rural area. )ow keeping themselves staying in this sector they have to live in the slum area where living cost is the cheapest. 0hey are taking the low cost food/ free schooling for their children if any stays with the mother. 0hey can not afford that much as they are getting the minimum wages from their works. 0hey are the efficient workers in the world. 0he wages they are getting that is based on the local market standard. ,ut the ,uyers are paying too low prices that no owner can pay more than that. 3ome of the factory owners can pay better/ but they won=t like to pay more as they don=t want to make the market mess in long run.

)ow a days the buyers are paying attention on compliance of the garments factories where the workers are the part of the compliances. ,ut this sort of compliances won=t make any better result unless the owners of the factories get higher price from the buyers and pay higher salary to their workers. 0o implement higher wages for the workers the buyers can add the cost breakdown of the C# 4cutting 5 #aking6 where one need to mention clearly the cost of making this garment and wages that workers will get. 3o better earning can improve better living and better health to make better works. 8< ! " a g e

0he development of any industry requires combined efforts and co%operation from several parties. 3ocial/ political and macroeconomic environment play pivotal role in this regard. 0hough "acific 'eans is a newly Jentured Company in the respective sector/ its growth and expansion is praiseworthy. ItNs contributing the country and serving the nation in different ways. If it can up hold itNs much toward advancement/ it will be able to set a role model in our country.

Appendi8

3urvey KuestionnaireC 70ployee In or0ation )ameC (evel of "ositionC 3exC AgeC #onthly incomeC U. 2DD%2?DD U.2<DD%8?DD U.8?DD%?DDD U.<DDD and above <or2er$s %ata+ase . For how many years you are working in "acific 'eansQ U (ess than < months U year U #ore than one year
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Antry

#id

#ale

Female

U #ore than 2 year 2. 1o you have a previous work experienceQ UMes U )o If yes/ which garmentsQ %%%%%%%%%%%%%% 8. Is this your first job in "acific 'eansQ U. Mes U. )o

(evel of satisfaction in terms of wages and salaries


6 Ehat is your expected salaryQ %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%% 26 1o you have any suggestion regarding your pay scaleQ Mes )o If yes/ answer %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%

(evel of satisfaction in terms of benefits and incentives


. Mou are satisfied with the benefits provided by "acific 'eans &ighly agree agree neutral disagree highly disagree

2. Ehat is your expected provident fund rateQ ?I %:I ;I% DI

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86 Ehat is the expected gap between your leave application and its approvalQ U 0hree days U 3even days U D% ? days 9. Mou satisfied with the time required to process the leave &ighly agree agree neutral disagree highly disagree

?. &ow would you rate our overall services provided by "acific 'eans U. Axcellent U Average U 3atisfactory U. +nsatisfactory

Suggestions . If you have any suggestions regarding the &-1 of "acific 'eans please specify %%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%%

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Bi+liography:
www.pacificjeans.com.bd

httpCHHpapers.ssrn.comHsol8Hpapers.cfmQabstractVidS 8 :>88

,.A#AA "olicy/ ::8 ,angladesh (abor Act 2DD< ,A"BA Instruction

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