Internship Report on HRM of Quality Group

8/13/2019 Internship Report on HRM of Quality Group

1/34

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

1 | P a g e


2/34

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

2 | P a g e


3/34

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#

7 | P a g e


8/34

&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#

8 | P a g e


9/34

C!a"ter Two

9 | P a g e


10/34

(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#

10 | P a g e


11/34


12/34

2ustomer satisfaction is our main $oal, competitive professional service, price, 'orld class

)uality, on time delivery, honesty and reliability#

#rgani


13/34

C!a"ter T!ree

13 | P a g e


14/34

>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$#

14 | P a g e


15/34

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

15 | P a g e


16/34

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


17/34

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

17 | P a g e


18/34

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:

18 | P a g e


19/34

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#

19 | P a g e


20/34

(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

20 | P a g e


21/34

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:

21 | P a g e


22/34

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


23/34

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

23 | P a g e


24/34

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#

24 | P a g e


25/34

C!a"ter our

25 | P a g e


26/34

Analsis:

26 | P a g e


27/34

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#

27 | P a g e


28/34


29/34

indings of t!e Stud:

3he findin$s of the study are as follo's-

Lack of (ro"er >9 (lanning:

29 | P a g e


30/34

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#

30 | P a g e


31/34

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#

31 | P a g e


32/34

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

32 | P a g e


33/34

'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 *//

Internship Report on HRM of Quality Group

Documents