Part 03

Chapter 01
Background of the study.
Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================
1.1 Introduction
Garments sector is one of the important export sectors of our country. Today
ready-made garments sector not only earn maximum foreign currency but also
engage many unemployed people in productive industry. Labor are the key of
this industry. So we have to give them sufficient salary and other benefit for their
well living. Backward linkage industry, bonded warehouse facility, garments
village must be established for smooth export. 76% of Bangladeshs total export
income earn through RMG. Now Bangladeshis is in the seventh position in EU, in
exporting ready-made garments (RMG). This is the appropriate time for solve
problem and capture foreign market otherwise we cannot increase our market
share for readymade garments.
The following internship report is prepared on Pacific Jeans Ltd., which is the
largest among locally invested garments. Moreover, it is the second largest
among all garments in Bangladesh. Pacific jeans Ltd is a 100% export oriented
garments manufacturing industry. It has started commercial production in 1994.
Its a private limited company and it is a C category company that means there
are 100% local investors. It is located in Chittagong Export Processing Zone
known as CEPZ, Bangladesh. The main objective of the study How to reduce
workers turnover and absenteeism rate in pacific Jeans Ltd.. The Garments
manufacturing companies highly contribute to GDP (Gross Domestic product) in
the Bangladesh. So, all concerned as well as the government of Bangladesh is
highly conscious about this sector. But recently, all are worried how to run
smoothly in future this sector due to crisis of skill workers and absenteeism in the
garments factories. Therefore, everybody should be careful about these issues. I
try to find out actual reasons for workers absenteeism and turnover in pacific
Jeans Ltd. Moreover, I collect information from workers, HRD and compliance
dept. I think that this research paper help to reduce turnover and absenteeism
rate. Turnover & absenteeism is not fully eliminated but it may reduce in a flexible
level.
1.2 Objectives of the study

The main objectives of the study are as follows:
1. To find out the reasons of turnover and absenteeism.
2. To bring out the possible Solutions for reducing absenteeism and turnover
rate.
3. To find out the possible inconsistenies and to suggest recommendations.
1.3 Methodology of the study
Advice
AdviceofofHonorable
Honorable
Supervisor.
Supervisor.
Primary
PrimaryData
Data
(Questionnaire,
Interview,
(Questionnaire, Interview,
visit,
visit,Enquiry)
Enquiry)
Secondary
SecondaryData
Data
(Different
Publications,
(Different Publications,
documents
documentsetc.)
etc.)
Data
DataProcessing,
Processing,analysis
analysisand
and
presentation.
presentation.
1.3.1 Study design:

This report has been prepared based on the experience gained during the period
of internship. The significant feature of the report is the use of both primary and
secondary data. Primary data has been collected from the sample units by direct
interview method and focus group method. The secondary data or the sources of
secondary data were as manuals, papers, reports, periodicals, documents and
records of the organization.
This report is based on primary and secondary information. Both primary and
secondary information have been utilized in designing and preparing this report.
1.3.2 Primary data:

For collecting primary data, a structured questionnaire was developed to
interview persons directly involved in the organization. In order to collect primary
data, the following methods have been applied:
1. Interview Direct interview method was used to collect information for
preparing this report.
2. Questionnaire The questionnaire consistence both open-ended and
close-ended questions. The questionnaire was designed to get a clear
picture of the company, threats, opportunities and other issues.
3. Observation- Surveyor while taking interview will use his own observation
to collect information.
4. Discussion with various officers and workers.
1.3.3 Secondary data:

To collect secondary data had to depend on various source of information-the
internet, articles related to the topic and documents provided by the company.
1.3.4 Data Processing, analysis and presentation:

In order to analyze, processing of raw data is very much significant. In this stage,
mainly data is being processed and analyzed for the study. Without processing
raw data, It is hard to analyze the raw data. After processing, it is needed to
present data for analysis in an appropriate way.
All the collected data (primary and secondary) will be processed and analyzed
chronologically. After conducting the research work, the findings will be
processed with the help of some latest computer such as MS. Word, MS Excel
has been used to present and analyze the data.
1.4 Scope of the study

Scope is a crucial part of Internship though my scope was not so vast; I managed
myself to overcome those obstacles through integrated behavior. I am personally
believed that scope is not made but scope should to be made. There are three
scopes for the study. These are absenteeism and turnover. In addition, turnover
has two parts - Recruit and Left. The study only highlights about absenteeism
and left condition and possible solutions of absenteeism and left of Pacific Jeans
Ltd. This study has completed based on observations & day-to-day activities of
Pacific Jeans Ltd. In present condition, absenteeism is the main problem to
continue smooth production and left reduce efficiency of workers. I enjoyed many
facilities that may not be enjoyed by other such as officials are so friendly and
helpful to each other and gives me every possible support as my requirement.
Anytime I can talk with executive, senior manager of HRD and other department
head. Finally, I always feel free to do anything and they give full freedom to know
anything. So my scope more than enough for preparing my internship report.
1.5 Limitations
Pacific Jeans Limited is an export-oriented company. There business is
related with export activities. Therefore, Pacific Jeans Limited employees
are too much busy with their official activities. That is why all the time they
could not help properly to me. However, they tried their best to help me to
learn about some thing their activities.
The report is not free from its limitation. The main limitations of the report
are given below-
1. Period of this study was very limited.

2. The
website of this company does not provide a good deal of
information.
3. The company does not publish any brochures or annual reports from
which information could be collected.
Chapter 02
Company Profile.
2.1 Historical background of Pacific Jeans Ltd.

Pacific jeans Ltd is a 100% export oriented garments manufacturing industry. It
has started commercial production in 1994. Itis a private limited company and it
is a C category company that means there are 100% local investors. It is
located in Chittagong Export Processing Zone known as CEPZ, Bangladesh. Md.
Nasir Uddin is the managing Director of the company. He is a well-experienced
business personal and industrialist. He has the vast marketing experience and
for exploring the export business.
Pacific jeans Limited Is one of the foremost manufactures of the garments
industry in this country. Pacific jeans Ltd. Is a 100% export oriented garments
manufacturer. To maintain world-class quality Pacific jeans concentrates on the
following factors:
1. Quality of the input.
2. Quality of sewing.
3. Quality of sewing thread.
4. Quality of washing.
5. Quality of packing.
6. Quality of Finishing.
2.2 Mission of Pacific Jeans Limited.

1. Operating facilities that are environment friendly and safe for employees
and communities as a whole.
2. We up holds the integrity of all individuals, working in the industry by
providing all legal facilities including occupational health care and work
place safely.
3. Continuous improvement of efficiency by introducing latest technology and
technical expert.
4. Presenting the best value through effective cost management.

5. Research of market trend and ultimate consumers fashion demand.
6. Satisfy the buyers by providing quality service on mutual trust and respect.
7. Continuous product development according to latest fashion trend and
innovation.
Pacific Jeans Limited have been able to achieve the trust of many repurted
buyers of the worked like GAP, H&M, C&A, TOMTAILOT, CHARLSE VOGELE
AND J. C PENNY etc.
Pacific jeans limited never compromise with the quality and standards and we
are committed to further improvement to continue the growth trend providing
advanced technology.
2.3 Objectives of the company.

1. Ensure 100% security.
2. Ensure 100% on-time delivery.
3. Ensure 100% quality right from the commencement to the finish of
production.
4. Ensure 100% efficiency of resources.
5. Ensure 100% transparency in all activities.
6. Ensure 100% honesty, discipline and punctuality.
7. Best use of potentiality of garments industries of Bangladesh.
8. Use of most modern technology in Business Field to the best possible
extends, which matches with the socio-economic condition of Bangladesh.
9. Give opening to the new jobs.
10. Developing a set of human resources with the most modern business
philosophy, practice and technology.
11. Maintaining at least 80% efficiency.
2.4 Policies and procedures

1. Maintain cordial relations with all stakeholders, namely- customers or
buyers, suppliers and employees
2. Fight against dishonesty, fraud and corruption as and when it occurs.
3. Recognize the contribution of each individual and assist others to make
meaningful contribution.
4. Equal rights for all and no discrimination in any field,
5. Always ensure maximum utilization of resources,
6. Ensure health and safety of workers and encourage an environment
conducive for work.
The vision of the company, which is also its motto- RESPECT FOR
INDIVIDUAL, has been set up at the very entrance of the building. Boards
bearing these words are placed on the walls of each floor. The officials informed
us that all the employees right from the top-level to the junior most position is
treated with respect and dignity for his/her work.
2.5 Special equipments of Pacific Jeans Ltd.

2.5.1 Sewing
All the sewing machines are UBT programmable machine, beside that we have
following special machines:
1. VI. BE. Mac automatic feed of the arm.
2. Automatic pocket welt machine from German Durkop Adler.
3. Programmable pattern sewer.
4. Programmable pattern taker.
5. VI. BE. Mac automatic pocket hem.
6. VI. BE. Mac automatic loop attach.
7. VI. BE. Mac automatic J stitch.
8. Automatic Button holer.

9. VI. BE. Mac automatic waist band attach.
10. VI. BE. Mac automatic pocket setter.
11. VI. BE. Mac automatic pocket ereaser etc.
2.5.2 Dry process:

1) Horizontal handscrapong machine.
2) Vertical handscrapong machine.
3) Automatic laser blasting.
4) Sand blasting.
5) Tacking machine.
6) PP spray booth.
7) Curing oven.
8) Wrinkle machine.
9) Blowout machine.
10)Grinding machine.
11) Color spray booth.
2.5.3 Wet process:

1. Tonello computerised front load washing machine.
2. Automated side load washing machine with direct heating system.
3. Tonello new generation computerised front load dying machine with built in
color kitchen
4. Trevineta computerised stream dryers.
5. Trevineta computerised gas dryers.
6. Extractor.
10
2.6 Major buyers of Pacific Jeans Limited.

The major buyers of Pacific Jeans Limited are listed in the given below:
COUNTRY
1) USA
2) Europe
3) Europe
4) Europe
5) Others
NAME OF THE COMPANY
PERCENTAGE
GAP
C&A
HNM
Charies vogele
Lee wrangler & Others
36.00%
36.00%
21.11%
5.07%
1.82%
Table 2.1 Major buyers of pacific Jeans Limited.
These famous brands are all customers of Pacific Jeans Limited because of the
following reasons:
1.
2.
3.
4.
High product quality assurance.

Excellent correspondence during production.
Timely finishing and delivery.
Cost-effective labor.
2.7 Products of Pacific Jeans Limited.

Pacific Jeans Limited is a 100% export-oriented manufacturer of branded fashion
jeans and casual wear. It has various products for various genders and age
groups. Some of the products for men and women are shown below:
Long pant
Short pant
Three quarter length trousers
Long skirt
Short skirt
Jacket
Denim dress
Joggers
Kids pant
Ladies overall
11
2.8 General information.

General information on factory time-table,
leaves, holidays, wages and others
Daily general working hour
8 hours
Weekly general working hour
48 hours
leisure
Along with lanch time
Daily over time
2 hours (if needed)
Weekly holiday
1 day (Friday)
Festival holiday in a year
12 days with full wages
Casual leave in a year
Sick leave in a year
14 days with half of the

wages
Earned leave in a year
Maternity leave
112 days with basic wages
LWP
10 days with full amount of

allowance
Minimum wages
2100/- monthly
Maximum wages
10000/- monthly
Average wages
3550/- monthly
Mode of payment of regular

workers
Monthly (following christian

era)
Wages of daily laborer
Tk. 100/- per day excluding

Over time.
Mode of payment of daily

laborer
General pay-day
On daily basis.
Within 7th of the following
month.
Table 2.2 General information.
12
2.9 Code of conduct of Pacific Jeans Ltd.

1. Pacific Jeans Ltd. abides by the principles that decisions on hiring,
salary, benefits, advancement, termination or retirement are based solely
on the availability of and individual to do the jobs.
2. Forced labour: Pacific Jeans Ltd. does not use force labour in any from
Prison, indentured, bonded or otherwise.
3. Child labour: Pacific Jeans Ltd. does not employ any person below the
age 18.
4. Compensation: Pacific Jeans Ltd.
Provides each employee at least
minimum wage or higher and provided each employee a clear, written

accounting for every pay period.
5. Benefits: Pacific Jeans Ltd. provides each employee all legally
mandated benefits. These include meal subsidies, transportation or
transportation subsidies. Others cash allowances, health care, pregnancy
or sick leave, vacation, religious holiday, leave and contributions for
provident fund.
6. Hours or Work/overtime: Pacific Jeans Ltd. complies with legally
mandated work hours uses overtime only when each employee fully
compensated according to local law and on a regularly scheduled basis
provides one day off in seven and requires no more that 60 hours of work
per week.
7. Management of Environment, Safety and Health: Pacific Jeans Ltd.
has written health safety guidelines, has a factory safety committee
provides personal protective equipment free of charge and mandates its
use and complies with all applicable local environmental, safety & health
regulations.
8. Every employee shall be treated with respect and dignity. No employee
shall be subject to any physical, sexual, psychosocial or verbal
13
harassments or abuse. Written disciplinary procedures shall be applied

fairly among all workers.
2.10 Salary & compensation of Pacific Jeans Ltd.

Employee compensation in Pacific Jeans Ltd. refers to all form of pay or rewards
going to employee and arising from their employment and it has two main
components one is direct financial payment and others is indirect financial
payment to employees on increments of time and of performance. Time based
payment is still more popular. Line level workers and staff get hourly or daily
basis payment and to calculate the daily wage rate they introduced first punch
card system for top level and lower level management. They uses computerized
payroll which name is KORMEE for accurate calculation of the wages and
salary of the employees. Pacific Jeans Ltd. also increases employee
compensation on the basis of annual performance in job. At the same time if any
employee works 22 days without any break then he/she earn 1 day leave from
the company and for that one days salary is added to his salary.
2.10.1 Wage and Salary Administration:

Personnel department has its own police for salary and wage administration.
There are some bases for setting pay. These are as follows:
a)
Seniority
b)
Experience
c)
Performance (Appendix- C).
d)
Academic qualification
e)
Personal relation
Average pay scale per month for employees US$50.00. The minimum wages for
worker is BDT 2100.00
Current minimum wage structure authorized by BEPZA is as follows:
Level
Helper
Jr Operator
Operator
Sr. Operator
Minimum wage
$30
$35
$40
$50
14
Highly skilled worker
$58
Table 2.3 Minimum wage structure.
2.10.2 Overtime allowance:

If an employee works more than 8 hours in a day except holiday, it is treated as a
overtime. And for this overtime he is paid the overtime allowance twice of regular
salary. The overtime allowance is paid within the 7 th days of him next months.
2.10.3 Incentives:
1. Present bonus amounting tk 100/- are given to the 100% attended
employees.
2. Food allowance amounting tk 5.00/- day is given to each employee.
3. Free transportation services are offered.
2.10.4 Facilitates:
Provident fund:
Every permanent employee should be a member of the fund. Eight percent of the
salary is cut and saved in this fund every month and the company to that fund
contributes the same amount. There is a trustee board to operate this fund and
the amount saved in this fund is repayable to the employee.
Festival bonus:
PACIFIC JEANS LTD. provide two Eid bonuses amounting tk. same as the salary
to employees and workers every year.
Medical services:
Free medical services are offered to each employee
Leave encashment:
If any employee does not enjoy the earned leaves allocated for him, he is
allowed to en-cash the leave day into the cash, which is payable yearly basis.
Company leaves rules:
1. Festival Leave
2. Casual Leave
15
3. Medical/Sick Leave
4. Earned Leave
5. Maternity Leave
2.11 Manpower planning of Pacific Jeans Ltd.

The General Manager along with the Sr. Manager of HRD is responsible for
manpower planning, but before taking any decision he consults with line
managers.
In fact, Manpower planning is the process by which an organization can engage
the right number of people for the right job at the right time. PACIFIC JEANS Ltd.
follows this structure for ensuring manpower planning.
Current status of manpower (Category wise):
Types
Work force
Staff
Jr. Management
Sr. Management
Foreign
Expatriates
Total
Male
1586
800
101
245
15
Female Total Male% Female%

3615 5201 30.49
69.15
123 923 86.67
13.33
4 105 96.19
3.81
28 273 89.74
10.26
0
15 100.00
-
2747
3770 6517
42.15
57.85
1067
372
5
56
1500
66
1566
4313
678
19
0
0
697
0
697
4467
1745 61.15
391 95.14
5 100.00
56 100.00
2197 68.27
67 98.51
2264 69.17
8781 49.12
38.85
4.86
0.00
0.00
31.73
0
30.79
50.87
Washing Dept.
Work force
Staff
Sr.mgt
Jr.Mgt
Total
WPD
Total
GTTL
Table-2.4 Manpower Status.
16
2.12 Organizational structure of Pacific Jeans Ltd.

Chairman
Managing Director
General Manager
Deputy General Manager
ACCOUNTS
Asstt. General Manager
CUTTING
MAINTENANCE
WASHING
Manager
HRD
MERCHANDISING
ACCOUNTS
PRODUCTION
STORE
DEPUTY MANAGER
ACCOUNTS
HRD
COMMERCIAL
ASSTT. DY MANAGER
ACCOUNTS
STORE
PRODUCTION
SENIOR EXECUTIVE
JUNIOR EXECUTIVE
17
STAFF
WORKERS
Figure -1 Organizational Chart.
2.13 Pacific Jeans Limited At a glance.
Name
Address
PACIFIC JEANS LIMITED.

Plot # 16-19, Sector # 5,
Chittagong Export Processing
Zone( CEPZ)
Chittagong.
Web Adress
www.pacificjeans.com
www.pacificjeans.net
Date of Establishment
5th August, 1994.
Date of Commercial
Production
26th Nobember, 1994
Category of the Company c type (100% Bangladeshi ownership)

Name of the Owner
Directors of the Company
Sister Concerns
Md. Nasir uddin

Md. Nasir Uddin.
Mrs. Syeda Umme Habiba
Begum.
Mr. Sayed Mohammed Tanvir.
Jeans 2000 Ltd.
NZN Fashion Wears Limited.
NZN Garments Limited.
Diamond Fashion Weat (Pvt.)
Limited.
Pacific Accessories Limited. &
Universal Jeans Limited.
Vision of the Company
Respect for Individual
Product of the Company
Branded fashion jeans and casual wear
Floor Area
6,80,000 Sq.Ft
Number of Machines
4500
Export Destinations
Europe and USA
18
Male- 4313(49.12%)
Female- 4467(50.87%)
Total Manpower (8781

E&W)
Total number of
Workers (Without
Washing)
Male- 1586 (30.49%)

Female- 3615 (69.51%)
( Total 5201 workers)
Production Capacity
40,000 PCs Per day.
Total Production
12.48 Million Per annum
Tax Exemption Period
10 Years. (1994 to 2004)
Bank Name
HSBC
Citi Bank NA
Agrani Bank
Competitors
Cambodia, China, Vietnam, India and

all other local Competitors.
Buyers
GAP, Lee, Wranger, MASH, H&M,

Charies Vogele, V.F Asia, Henric and
Laurence, C&A, Carrefour, Wilson,
Tom Tailor etc.
Various Process Involved

In Production
Working Hours
Cutting
Sewing
Wet Processing or Washing
Finishing
8 am to 5.00 pm. (Normal)
19
Department of the
Company
Workers Absenteeism
and Labour turnover
(Percentage)
Human Resource Department

Commercial Department
Accounts & Finance Department
Industrial Engineering, Workstudy & planning.
Production Department
Production Accounting
Department
Information Technology (IT)
Dept.
CAD & Sampling Department
Merchandising Department
Engineering Department
Supply Chain Management
Dept.
Compliance Department
Quality Assurance Dept. (Q.A.D)
Monthly Absenteeism- 9.68%

(March)
Labour Turnover- 10.80%
(average)
Workers Insurance
Scheme
BEPZA Insurance Scheme
Workers Council
Workers Representative Welfare

Council (WRWC)
No Labor Union
Expenditure on Training
(as a percentage of total
expenditure)
2-4%
Expenditure on Human
Resource Development
(as a Percentage of total
expenditure)
Expenditure on
Management
Information system or IT
(as a percentage of total
expenditure)
11-20%
10%
20
Fabric Warehouse Area
10,000 sq. ft within the premises, there

are 4 other warehouses in the EPZ area.
Security Measures
adopted by the
Organization:
Fire extinguishers
Tow-way entry
Evaluation plan
Preventive Masks & hand gloves
Fire-fighting demonstratious
every two months.
Table 2.5 Pacific Jeans Limited- at a glance.
2.14 Social program of Pacific Jeans Limited.

The Company is established to fulfill the following achievements through its
business operation, which are directly or indirectly related with the social
supplement of the nation.
1. Employment Opportunity.
2. Working Environment for women.
3. Educational Program for the Child Labor (through BGMEA & UNDP) as
BGMEA member factory.
4. Not to employ the child labor.
5. Donation and rehabilitation program for the distressed people affected by
natural catastrophe like flood, storm, tornado etc.
6. Creating business opportunity for the linkage of support industry.
7. Training of the local people working in the factory through foreign experts.
2.15 Social responsibility Performance.
21
We are spending worth Tk. 30.00 Lac on an average for the below mentioned
social activities & donated various cultural programs.
1. Bringing to the public job opportunities in the factory.
2. Educational program for uneducated child labor through BGMEA.
3. Keeping restriction in recruitment policy of HRD as regards child labor
employment.
4. Donation to Prime Ministers Relief Fund and donation to the associations
engaged for helping distress people, as well sending team form the
company.
5. Employment of the foreign expert to train up the workforce.
22
Chapter 03
Absenteeism and Turnover condition.
23
Part - A
Data analysis of Absenteeism
24
3. A1 Absenteeism:
Absenteeism means the practice of absenting oneself from work. Absenteeism is
more harmful than turnover. In pacific Jeans Limited average absenteeism rate
was 7.99% daily basis. Average absent was 415 (average total strength 5197
workers) workers in a day. Absenteeism is not fully eliminated but it comes into
flexible level. This level may be 3-4% of total strength.
3. A2 Reasons of absenteeism.
A2.1 Main reasons
1. Due to working pressure by the floor management.
2. No lunch facility.
3. No off day in every 7 days.
4. No child care facility.
5. Due to high target.
6. Due to harassment and abasement by the leader, supervisor and
manager.
7. Most of the time Overtime period more than two hours. And it increases
absenteeism rate.
A2.2 other reasons:

1. No Target bonus.
2. No recreation facility.
3. No comfortable transport facility.
4. Due to unconscious regarding health care.
5. Due to inadequate present bonus.
6. Severe temperature at the workplace.
25
3. A3 How to reduce Workers absenteeism rate.

Workers are human. They are not machine. Pacific Jeans Ltd depends on
workers. Our out looking is so much negative. Most of the employees and
employers think that they (worker) have no personality because they are illiterate.
I believe that they have a good personality. They have a human right to get good
behaviors from supervisors, team leaders and management. Please you close
your eyes and think that how workers run his family and his or her living standard
will be who get monthly salary below 3500 tk. Please you also think without
workers, production will be stopped up. Production dept., HRD, Compliance and
commercial dept. etc. will be abolished. Therefore, Management should take
care its worker, and then they take care PJL. I find out main reasons for
absenteeism, these are:
1. Due to working pressure by the floor management.
2. No off day in every 7 days.
3. Due to harassments and abashments by the leader, supervisor and
manager.
4. Most of the time Overtime period more than two hours. It is
violate BEPZA rules. In addition, it increases absenteeism and turnover.
5. Due to inadequate present bonus.
Management can solves these problems in the following way.
Working pressure by the floor management. If production management feels,
they are human. They have a limited capacity. Working pressure is solved when
management make realistic target and give target bonus. Setting target is
contradictory to BEPZA rules, but it is required for upward production.
Management thinks that overrated target help to achieve actual target. It is not a
right path to achieve production demand. It is creating tension and destroying
loyalty to company of workers.
26
No off day in every 7 days. Weekly holiday is considered necessary for

refreshment of workers. They work continue in seven days. How it is possible?
They are human. If you think, they are machine, after that as a machine they
have to need to take rest for smooth operation. Pacific Jeans Ltd. is an export
oriented RMG company. It has to need to fulfill buyers demand and for that, they
want to continue its work without weekly holiday. Workers need weekly holiday
and PJL need continues production excluding weekly holiday. This can be
solved. PJL will continue its production and workers will get weekly holiday. How?
Weekly holiday is classified in seven days. Total strength divided by seven days.
Weekly holiday will get = (Total strength / seven days)
= (5160/7)
= 737 workers.
Every day in a week (737+128) =865 workers will get its weekly holiday. Every
day a small portion of workers will get holiday. Total strength determined
excepting 865 workers and newly added 900 workers for smooth production. In
addition, impose strict rules for reducing absent. Total strength will be (5160 +
900) = 6060 workers and (6060-865) =5195 will average strength. For this
process Pacific Jeans Limited continue its production and workers will get holiday
in a week. In addition, Separate weekly holiday process reduces Overtime
period.
Harassments and corporal by the leader, supervisor and manager. I think that
leaders/employees behave with workers not corresponding Organization culture.
Pacific Jeans Limited should maintain good cooperation with workers by leader,
supervisor & manager for production purpose.
Some motivational programs should be taken for increasing workers loyalty to
Pacific Jeans Limited and it helps to reduce workers absenteeism.
Finally, present bonus must be increased 100 to 300 taka. Others RMG
companies provide present bonus 200-400 taka. Present bonus helps to reduce
absenteeism. Entertainment facility may be increased.
27
3. A4 Workers absenteeism rate (without washing) in

the month of March.
DATE
STRENGTH
PRESENT
(%)
4696
ABSEN
T
408
01-03-10
5104
02-03-10
03-03-10
04-03-10
06-03-10
07-03-10
08-03-10
09-03-10
10-03-10
11-03-10
13-03-10
14-03-10
15-03-10
16-03-10
17-03-10
18-03-10
19-03-10
21-03-10
22-03-10
23-03-10
24-03-10
25-03-10
27-03-10
28-03-10
29-03-10
30-03-10
31-03-10
AVERAGE
5147
5152
5154
5180
5184
5190
5185
5193
5210
5209
5209
5246
5228
5219
5212
5212
5187
5133
5099
5105
5110
5102
5106
5090
5079
5073
5160
4690
4694
4768
4835
4966
4853
4750
4680
4716
4426
4417
4405
4504
4556
4570
4552
4611
4625
4683
4722
4697
4664
4698
4631
4726
4686
4660
457
458
386
348
218
338
436
513
489
786
796
840
722
661
642
662
577
509
416
383
414
440
410
459
353
387
500
8.88
8.89
7.49
6.72
4.21
6.51
8.41
9.88
9.40
15.09
15.28
16.01
13.81
12.67
12.32
12.70
11.12
9.92
8.16
7.50
8.10
8.62
8.03
9.02
6.85
7.63
9.68%
7.99
Table- 3.1 Workers absenteeism rate in the month of march.
In the last month average strength 5160 workers, average present 4660 workers,
average absent 500 workers in a day. In addition, it was the 9.68% of total
strength.
28
3. A5 Daily basis absent for the month of March10.

900
800
700
600
500
400
300
200
100
0
ABSENT
1/3/2010
2/3/2010
3/3/2010
4/3/2010
6/3/2010
7/3/2010
8/3/2010
9/3/2010
10/3/10
11/3/10
13-03-10
14-03-10
15-03-10
16-03-10
17-03-10
18-03-10
19-03-10
21-03-10
22-03-10
23-03-10
24-03-10
25-03-10
27-03-10
28-03-10
29-03-10
30-03-10
31-03-10
Graph 3.1 Daily basis absent for the month of March10.
At the middle of month absenteeism rate is high. At the begin of month

absenteeism rate is low down. At the last ten days, Absenteeism rate is radically
decreased. Why?
Begin of a month absenteeism rate is low down because this is the time of
payment of salary or wages. After getting salary or wages, they want to be
relaxed. No off day in every seven days is a cause for that.
29
3. A6 Comparisons among the last three month

January10(Appendix-01)
February10 (Appendix -02)
March10
Strength
5266
5167
5160
Present
4888
4766
4660
Absent (%)
378 7.17
401 7.74
500 9.68
Table- 3.2 Comparisons among the last three month.
Workers Strength
Workers Present
Workers Absent
(Month to Month Basis)

() Decrease
() Decrease
() Increase
6000
5000
4000
3000
2000
1000
0
Jan'10
Strength
Feb'10
Present
Absent
Mar'10
Graph 3.2 Comparisons among the last three month.
30
Workers strength and present rate is decreasing month-to-month basis and

absent rate is increasing. It is negative for Pacific Jeans Ltd. Absenteeism has
hampered production and efficiency of workers. Above chart shows that in
January10 absenteeism rate was 7.17%, In second month it has reached 7.74%
and last month it has reached 9.68%. January to February absenteeism has
increased .57% and February to March absenteeism has increased 1.94%. It is
radically increasing month to month. Pacific Jeans Ltd. should take step for
reducing absenteeism rate.
3. A7 Absent status of sewing (workers).

For the month of March10.
DATE
STRENGTH
01-03-10
2782
PRESEN
T
2542
02-03-10
03-03-10
04-03-10
06-03-10
07-03-10
08-03-10
09-03-10
10-03-10
11-03-10
13-03-10
14-03-10
15-03-10
16-03-10
17-03-10
18-03-10
19-03-10
21-03-10
22-03-10
23-03-10
24-03-10
25-03-10
27-03-10
28-03-10
29-03-10
30-03-10
31-03-10
AVERAGE
2803
2804
2803
2809
2814
2812
2805
2803
2808
2811
2810
2843
2828
2811
2806
2813
2799
2743
2705
2718
2722
2722
2722
2709
2705
2701
2778
2543
2540
2579
2612
2699
2555
2505
2493
2506
2313
2312
2314
2374
2387
2398
2406
2446
2437
2485
2507
2491
2464
2479
2456
2513
2496
2476
ABSENT
(%)
240
8.63
260
264
224
197
115
257
300
310
305
501
502
528
452
422
408
407
353
306
220
211
231
258
243
253
192
205
302
9.28
9.42
7.99
7.01
4.09
9.14
10.70
11.06
10.86
17.82
17.86
18.57
15.98
15.01
14.54
14.47
12.61
11.16
8.13
7.76
8.49
9.48
8.93
9.34
7.10
7.59
10.87%
Table- 3.3 Absent status of sewing for the month of march.
31
Cutting, Sewing, Washing and finishing are the core department of Pacific Jeans
Limited as a RMG Company. Cutting, Sewing, Wet Processing or Washing and
Finishing are combined making an export oriented product. In RMG context,
sewing department plays an important role. In the month of March10, average
absent was 302 workers and it was the 10.87% of average total strength (Sewing
dept.). Total strength was 5160 workers and average total strength in sewing
department was 2778 workers in the month of March10. It was the 53.87% of
total strength.
3. A8 Absent percentage (%) operator of sewing.

For the month of March10
DATE
01-03-10
02-03-10
03-03-10
04-03-10
06-03-10
07-03-10
08-03-10
09-03-10
10-03-10
11-03-10
13-03-10
14-03-10
15-03-10
16-03-10
17-03-10
18-03-10
19-03-10
21-03-10
22-03-10
23-03-10
24-03-10
25-03-10
27-03-10
28-03-10
29-03-10
30-03-10
31-03-10
STRENGT
H
2078
2088
2088
2085
2092
2091
2087
2083
2079
2085
2087
2089
2109
2093
2082
2081
2085
2076
2036
2012
2021
2023
2023
2018
2009
2007
2006
PRESEN
T
1903
1896
1893
1921
1942
2010
1903
1862
1855
1848
1714
1713
1731
1752
1780
1780
1803
1806
1798
1832
1854
1848
1818
1833
1820
1863
1859
ABSEN
T
175
192
195
164
148
81
184
221
224
237
373
376
378
341
302
301
282
270
238
180
167
175
205
185
189
144
147
(%)
8.42
9.20
9.34
7.87
7.08
3.87
8.82
10.61
10.77
11.37
17.87
18.00
17.92
16.29
14.51
14.46
15.53
13.01
11.69
8.95
8.26
8.65
10.23
9.17
9.41
7.17
7.33
32
AVERAGE
2063
1824
221
10.73%
Table- 3.4 Absent percentage operator of sewing.
Operator is the key of Pacific Jeans Limited as a RMG sector. In the month of
March10, average absent was 221 workers and it was the 10.73% of average
total strength (Operator of Sewing dept.). Total strength in sewing department
was 2778 workers in the month of March10 and average total strength in sewing
department was 2063 workers in the month of March10. It was the 74.26% of
total strength in sewing department.
PART - B
Data analysis of turnover (left).
33
3. B1 Turnover (Left).
Turnover means the number of workers entering and leaving employment. In this
report, try to shows that leaving side of turnover of workers from pacific jeans
limited. Average 567 (10.80% of total workers) workers was turnover (left) in
September09 to February10. Turnover (left) is not fully eliminated but it comes
into flexible level. This level may be 2-3% of total strength.
3. B2 Reasons of turnover (Left).

Geographic condition--- Chittagong Export Processing Zone (CEPZ) fully
depends on local workers. Now establish KEPZ near the CEPZ as well as some
of the companies newly include with CEPZ. So workers demand is high. When
they get extra facilities in other company then they jump from Pacific Jeans Ltd.
As a result, last six-month turnover rate was increased.
Most of the companies give lunch facility but PJL not gives that. As a result,
workers leave Pacific Jeans Ltd. in other companies which company gives Lunch
facility.
No off day in every 7 days. Weekly holiday is considered necessary for
refreshment of workers. They work continue in seven days. How it is possible?
34
They are human. If you think, they are machine, after that as a machine they
have to need to take rest for smooth operation. As a result, when workers obtain
opportunity to work in other companies with weekly holiday then they leave PJL.
Without Target bonus, they cannot get job-satisfaction. It is a cause for turnover.
When workers get more salary in any other company from Pacific Jeans Limited
then workers leave PJL.
And another cause which is not eliminated such as Marriage of female workers.
In the present situation, the demand of the workers has been increased. In the
mean time many company provide so many opportunity to collect worries, in this
period workers are changes their workplace to another company to get more
benefit as a result turnover rate increase gradually.
In addition, other reasons are:
1. Motivation
2. No childcare unit.
3. Working presser.
4. Lack of welfare activities
5. Improper evaluation.
6. Severe temperature at the workplace.
7. Inadequate knowledge about factory rules like as leave, welfare activities.
8. Harassment and abasement by leader, supervisor and manager.
9. Due to lower pay.
10. Job dissatisfaction.
11. Bad relation with management.
3. B3 How to reduce turnover (Left).
35
Provide lunch facility. It may not be possible. Therefore, company delivers special
lunch one times in a month (at the middle of a month) for motivation. It may
reduce turnover and absenteeism.
Set standard target and pay for fulfill this target. It may be reduced overtime
period.
Increase salary. It is not a solution. How many times will increase workers salary?
All companies with BEPZA should set a standard pay structure with including
increment system for workers to eliminate turnover and bad competition. 5% or
10% Profit sharing process will help to reduce turnover and absenteeism. When
company earns more profit in a year, a small portion (5% or 10%) of profit should
distribute within workers. It is one kind of motivation. It helps to reduce turnover
and absenteeism.
Other steps should be taken
1. Increase wages.
2. Good behavior from the floor management.
3. Regular motivation.
4. Congenial workplace.
5. Good cooperation from leader, supervisor & manager.
6. To provide child care facility.
7. Implement target bonus.
8. Need appropriate grievance channel.
9. Special health care.
10. Introduce training program.
11. And make good industrial relation.
12. Give weekly holiday.
36
3. B4 Workers turnover (left) statement

For the previous six month (Jan09 to June09)
Employee
Category
Jan'09
284
Helper
13
Jr. Opt.
178
Operator
50
Sr. Optr
8
H.S. Opt.
35
Q.C
GTL
568
Feb.09
253
6
122
36
5
28
450
Mar'09
230
7
80
46
10
48
421
Apr'09
232
4
77
51
9
29
402
May'09 Jun'09
317
299
6
1
165
84
83
58
9
13
48
48
628
503
Total
1615
37
706
324
54
236
2972
Table- 3.5 Workers left statement (January09 to June09).
37
Graph 3.3 Workers left condition (January09 to June09).
Average 495 workers were left in January09 to Jun09. Helper left was highest in
every month. Average 269 helper workers were left in every month. In this six
month, highest left month was May09 and it was 628 workers. Junior operator
left was Low in this six month. Average left of junior operator was six workers in
every month.
3. B5 Workers turnover (left) statement

FOR THE LAST SIX MONTH (SEP09 TO FEB10).
Employee
Category Sep'09
242
Helper
Jr. Opt.
23
Operator
14
Sr. Opt.
3
H.S. Opt.
33
Q.C
GTL
315
Oct09
382
1
43
48
15
34
523
Nov'09
196
0
29
27
11
20
283
Dec'09
550
2
117
87
25
73
854
Jan'10 Feb'10
640
281
2
0
111
78
102
84
25
11
62
45
942
487
Total
2291
5
401
362
90
267
3404
Table- 3.6 Workers left statement ( September09 to February10).
38
Left Chart
700
600
500
400
300
200
100
0
Sept'09
Oct'09
Nov'09
Dec'09
Jan'10
Feb'10
Helper Jr. Opt. Operator Sr. Optr H.S. Opt. Q.C

Graph 3.4 Workers left condition ( September09 to February10).
Average 567 (10.80% of total workers) workers was turnover (Left) in

September09 to February10. It is more than previous six month.
Helper
turnover (Left) is high in every month as the same as previous six month.
Average helper turnover(Left) is 381 workers in every month. In this six month
highest turnover (Left) month is January10 and it is 942 workers. Junior operator
turnover (Left) is Low in this six month. Average turnover(Left) of junior operator
is three workers in every month. It is less than from previous six month. Average
turnover (Left) rate is 10.80% (approximately) in every month.
[
4. B6 Comparison (Left) between Jan09 to

June09 and sept09 to Feb10.
Employee Category
Helper
Jr. Opt.
Operator
Sr. Optr
H.S. Opt.
Q.C
Total
Jan09 to Jun09
1615
37
706
324
54
236
2972
Sep09 to Feb10
2291
17
401
362
90
267
3416
39
Table- 3.7 Comparison between Jan09 to June09 and sept09 to Feb10.
COMPARISON CHART
2500
2000
1500
1000
Jan'09 to Jun'09
Q.
C
H.S. Opt.
Sr. Optr
Operator
Jr. Opt.
Helper
500
Sept'09 to Feb'10
Jan'09 to Jun'09
Sept'09 to Feb'10
Graph 3.5 Comparison between Jan09 to June09 and sept09 to Feb10.
Jr. Operator and operator turnover (Left) rate reduced last six month. It is positive
side for Pacific Jeans Ltd. But Helper, Sr.operator, H.S operator, Q.C workers
turnover (Left) rate increased last six month. PJL should take steps for reducing
turnover (left) rate.
3. B7 Turnover (left) scenario of H. skilled operator.

FOR
THE LAST
SIX
MONTH
(SEP09 TO FEB10).
Month
Sept09
Oct09
Nov09
Dec09
Jan10
Feb10
Strength
337
350
342
332
320
335
Left
3
15
11
25
25
11
%
0.89
4.29
3.22
7.53
7.87
3.28
Average
337
15
4.45%
40
Table- 3.8 Left situation of high skilled operator.
25
20
15
10
0
H.S Operator
Sept'09
Oct'09
Nov'09
Dec'09
Jan'10
Feb'10
Graph 3.6 Left situation of high skilled operator.
Pacific Jeans Limited mostly depends on High skilled operator. Average strength
of high skilled operator was 337 workers, average left 15 workers and turnover
(left) percentage of high skilled operator was 4.45% of average total strength (H.
120
S. Opt.) In every month.
100
80
60
40
3.B8 Turnover scenario of senior operator.

FOR THE LAST SIX MONTH
20
Month
Strength
Sr. Opt.
Sept09 Oct09 1117 Nov'09
Sep'09
Dec'09Oct09 Jan'10 1196 Feb'10
Nov09
1214
Dec09
1240
Jan10
1177
Feb10
1182
Average
1188
(SEP09 TO FEB10).
Left
14
48
27
87
102
84
%
1.25%
4.01
2.22
7.02
8.67
7.11
60
5.04%
41
Table- 3.9 Left situation of senior operator.
Graph 3.7 Left situation of senior operator.
Average turnover (Left) of Senior Operator was 60 workers (September09 to

February10) and turnover (Left) percentage of senior operator was 5.04% of
average total strength (H. S. Opt.) In every month. December09 and January10
turnover (Left) rate of senior operator was increased. Month to month turnover
(Left) rate is increased.
3.B9 Turnover(left) scenario of junior operator.

FOR THE LAST
Month
Sept09
Oct09
Nov09
Dec09
Jan10
Feb10
SIX
Strength
15
14
14
17
11
12
MONTH
(SEP09 TO FEB10).
Left
1
2
2
0
%
7.14
11.76
18.18
-
Average
14
0.83 ===================
6.18%
Md. Sayem Hosan
Chowdhury. (B061137).
BBA, HRM
42
Table- 3.10 Left situation of junior operator.
2
1.8
1.6
Sept'09
1.4
Oct'09
1.2
Nob'09
dec'09
0.8
J an'10
0.6
Feb'10
0.4
0.2
0
Left
Graph 3.8 Left situation of junior operator.
Average turnover (Left) of Junior Operator was 0.83 workers (September09 to

February10) but turnover (left) percentage of junior operator was 6.18% of
average total strength (Senior. Opt.) In every month. This percentage shows that
this percentage more than H.S Opt. and senior operator. Therefore Pacific Jeans
Limited should take care for that.
December09 and January10 turnover (left) rate of junior operator was
decreased from previous six month. It was positive.
3.B10 Turnover (left) scenario of operator.

FOR
THE LAST SIX MONTH (SEP09 TO FEB10).
Month
Sept09
Oct09
Nov09
Dec09
Jan10
Feb10
Strength
1532
1504
1502
1508
965
916
Left
%
23
1.50
43
2.86
29
1.93
117
7.76
111
11.50
78
8.52
Average
1321
5.68%
67
43
Table- 3.11 Left situation of operator.

Lef t
140
120
100
80
Lef t
60
40
20
0
Sept'09
Oct'09
Nov'09
Dec'09
Jan'10
Feb'10
Graph 3.9 Left situation of operator.
Average turnover (Left) of Operator was 67 workers (September09 to

February10) and turnover (Left) percentage of operator was 5.68% of average
total strength (Operator) in every month. December09 and January10 turnover
(Left) rate of operator was decreased from previous six month.
Above curve shows that In September to October turnover (Left) rate was
increased and October to November turnover (Left) rate was decreased and
November to December turnover (Left) rate Increased and it decreased In the
Month of January and February.
3.B11 Turnover(left) scenario of Quality control(Q.C)

FOR
THE LAST
SIX
MONTH
(SEP09 TO FEB10).
Month
Sept09
Oct09
Nov09
Dec09
Jan10
Feb10
Strength
772
566
835
798
458
473
Left
33
34
20
73
62
45
%
4.27
6.23
2.40
9.15
13.54
9.51
Average
650.33
44.5
7.52%
44
Table- 3.12 Left situation of Q.C workers.
Graph 3.10 Left situation of Q.C workers.
Average turnover (left) of Q.C workers was 44.5 workers (September09 to

February10) and turnover (Left) percentage of operator was 7.52% of average
total strength (Q.C) in every month. September09 to February10 turnover (Left)
rate of operator was Increased from previous six month. The highest turnover
(Left) Month of Q.C worker was December09.
3.B12 Turnover(left) scenario of Helper.

FOR
Month
Sept09
Oct09
Nov09
Dec09
Jan10
Feb10
THE LAST SIX MONTH (SEP09 TO FEB10).
Strength
3888
4394
4220
3936
1975
2034
Left
242
382
196
550
640
281
%
6.22
8.69
4.64
13.97
32.41
13.82
45
Average
3408
381.83
13.29%
Table- 3.13 Left situation of helper.

Left
Sept'09
Oct'09
Nov'09
Dec'09
Jan'10
Feb'10
Graph 3.11 Left situation of helper.
Average turnover (Left) of Helper was 381.83 workers (September09 to

February10) and turnover (Left) percentage of Helper was 13.29% of average
total strength (Helper) in every month. The highest (640 workers) turnover (Left)
Month of Helper was January10. The Lowest (196 workers) turnover (Left)
Month was November09.
Above pie chart, shows that In September to October turnover (Left) rate was
increased and October to November turnover (Left) rate was decreased and
November to December turnover (Left) rate was increased and it was Increased
In the Month of January and it was reduced Next month (February10).
3.AB. Scenario of Data analysis (For the last six month).

Average turnover in a month
- 567 workers.
(10.80% of total strength.)
Average absenteeism in a
day (March)
- 500 workers.
(9.68% of total strength)
Highest turnover month

46
- January10 (942 workers)

Highest absenteeism day
- 15th march 840 workers

(16.01% of total strength)
Total Manpower of Pacific Jeans Limited (without washing).

Male Female
Total
Male(%)
Female(%)
Workforce 1586
3615
5201
30.49
69.15
Staff
800
123
923
86.67
13.33
Sr. Mgt
101
4
105
96.19
3.81
Jr.Mgt
245
28
273
89.74
10.26
F/ T
15
0
15
100.00
Total
2747
3770
6517
42.15
57.85
Absent status of sewing (March10)
Turnover &
Total
present
Absent
(%)
Absenteeism
2778
2476
302
10.87
Rate Is
Increased
Absent % of Operator of Sewing (March10)
Month to Month
Total opt.
Present
Absent
(%)
Basis.
\
2063 (Ave)
1824
221
10.73
Helper
-13.29%
Q.C
-7.52%
Average Turnover scenario in a Operator month (In percentage)
Average Absenteeism
Scenario for the last three
month
-5.68%
Jr. Operator
-6.18%
Senior operator
-5.04%
H. Skilled operator
- 4.45%
March10 - 500 workers

(9.68%)
February10 -401
workers(7.74%)
January10 - 378 workers
(7.17%)
Table- 3.14 Scenario of data analysis.
47
Chapter - 04
Analysis, Findings and Recommendations.
4.1 Swot analysis
48
SWOT analysis is a simple framework for generating strategic alternatives from a

situation analysis. SWOT analysis means analyzing Strengths, Weaknesses,
Opportunities and Threats of an organization; it includes all internal and external
aspects of the organization. The main objective of SWOT Analysis is to find out
the internal strengths that is, in which areas the organization is forward than its
own competitors and in which area it has lacking. At a time, the organization can
understand about the opportunities that are available in the market place for his
organization and the threats ahead from its compet itors.
SWOT ANALYSIS
INTERNAL ANALYSIS
STRENGTH
WEAKNESS
EXTERNAL ANALYSIS
OPPORTUNITY
THREATS
Figure: SWOT Analysis
4.1.1 Strength:
49
1. Pacific Jeans Ltd. has good market reputation by providing quality

products to the buyer within required time.
2. The company has a strong supply chain network, which helps to get
fabrics at a cheaper and convenient rate.
3. Efficient and experienced management at all levels from home and
abroad.
4. Pacific Jeans Limited has sound and considerable financial resources and
support to growth their business.
5. Good brand identify and strong bargaining power over the buyer.
6. They have large-scale production capacity.
4.1.2 Weakness:
The have some weaknesses also. The major weaknesses of Pacific Jeans Ltd.
Garments are as follows:
1. Frequent workers turnover.
2. Workers absenteeism rate is high.
3. Workers are not highly skilled as per the market requirement in the post
quota scenario.
4. Lack of coordination within departments hindering the production flow.
5. No clear direction and effective marketing strategic.
6. Lack of synergy of operation leading to not focusing on either product
Diversification or creating high value products.
7. They have no power station.
4.1.3 Opportunities:
50
The opportunities Pacific Jeans Ltd. garments are as follows:

1. Pacific Jeans Ltd. can reduce workers absenteeism and turnover rate.
2. Developing capabilities to gear up to post quota scenario.
3. Growing demand of RMG products in world market.
4. Location support advantage and government support in this sector.
5. Pacific Jeans Ltd. can expand their business and product line to meet the
broader range customer needs in the foreign market.
6. Deriving the economics of scale from the already established backward
linkages textiles and accessories.
7. Development of product design market intelligence capabilities to cater to
the new market demands.
4.1.4 Threats:
The major threats of PJL garments that may face are as follows:
1. Turnover and absenteeism rate is high.
2. Global competition due to no availability of quota facilities.
3. Political instability in our country and industrial dispute in this sector.
4. Changing pattern of buyer needs.
5. Growing market share of other South Asian Countries like china and India.
6. Sometimes the material (Fabric) cost has increased.
7. Shipment failure within required time may cause large amount of money
loss and hamper brand image.
4.1.5 Business challenges for Pacific Jeans Limited:
51
After analyzing the SWOT for Pacific Jeans Ltd. we can conclude that on a broad
prepares following are major business challenges of Pacific Jeans Ltd. garment:
1. Improving absenteeism and turnover condition.
2. Creating of high value products to obtain a higher return from the market.
3. Improving current efficiency level of the plant, which includes both man
and machines.
4. Market penetration in terms of newer horizon and new nominations.
5. Obtaining economics of scale through supply chain management.
6. Ensuring internal process efficiency.
7. Maintaining and enhancing quality to ensure reduction in lead-time.
8. Product and process innovation for creating a niche in the market.
9. Operating at an optimum performance level at all quarters.
4.2 Findings
After concluding the study and analyzing the objectives some findings have been
identified out of which the main findings are mentioned below
52
1. Workers absenteeism and turnover (left) rate increases due to working

pressure by the floor management.
2. Lunch facility is not given by Pacific Jeans Limited.
3. No off day in every seven days for workers in Pacific Jeans Limited.
4. The company is following BEPZA instruction for fixing wages. More
importantly, this minimum wages grades were published by BEPZA, which
is not standard consisting with living standard.
5. In accordance with countrys existing labor law, profit sharing with workers
is not practiced under BEPZA instruction. But it has the significance in
creating workers belongingness and diversity and mental inclination.
6. Geographic condition--- Chittagong Export Processing Zone (CEPZ) fully
depends on local workers. Now establish KEPZ near the CEPZ as well as
some of the companies newly include with CEPZ. So workers demand is
high. When they get extra facilities in other company then they jump from
Pacific Jeans Ltd.
7. Pacific Jeans limited does not deliver child care facility.
8. Workers absenteeism and turnover (left) increases due to high
target(which is not standard).
9. Workers turnover and absenteeism rate increases due to harassment and
abasement by the leader, supervisor and manager.
10. Target bonus is not given by Pacific Jeans Limited. Target bonus is
needed for workers motivation. Without Target bonus, they cannot get jobsatisfaction. It is a cause for turnover.
11. Recreation facilities and comfortable transport facility is not available in
Pacific Jeans Limited.
12. Present bonus is not matching with present situation.
13. Severe temperature at the workplace is a cause for turnover.
14. Lack of motivation program in pacific Jeans limited.
4.3 Recommendations
According to the findings, there are some recommendations or suggestions,
which are listed below:
53
1. To provide lunch facility. If it not possible. Therefore, company delivers

special lunch one times in a month (at the middle of a month) for
motivation. It may reduce turnover and absenteeism.
2. Pacific Jeans Limited should maintain one day off in every seven days for
its workers. (Separate holiday system may be adopted).
3. BEPZA should readjust structure of minimum wages with basis on present
economic condition.
4. Provisions of the related Act to provide for participation of workers in the
profit of the companies should be included. It must work to retain
competent workers and create belongingness loyalty to the company.
5. Train new workers and seek new sources of workers (from Rangpur,
Dinazpur etc.) to fulfill present and future demand.
6. Pacific Jeans Limited should introduce day care center for the workers
who has a child.
7. Pacific Jeans Limited should reduce working pressure set with standard
target by floor management.
8. Pacific Jeans Limited should set standard target and pay for fulfill this
target. It may be reduced overtime period.
9. Pacific Jeans Limited should maintain good cooperation with workers by
leader, supervisor & manager for production purpose.
10. Pacific Jeans Limited should be introduced standard target bonus.
11. Pacific Jeans Limited should provide recreational program like cultural
program, picnic etc. and comfortable transport facilities.
12. Pacific Jeans Limited should be increased present bonus 100 to 300 taka.
Others RMG companies provide present bonus 200-400 taka. Present
bonus helps to reduce absenteeism.
13. Pacific Jeans Limited should provide good ventilation / cooling system at
the workplace.
14. Pacific Jeans Limited needs to offer extra facilities for their workers
comparing with its competitors.
4.4 Conclusion
54
In conclusion, it is said that I have tried to provide all my best efforts to prepare
this research report in such a manner that the report contains least level of
technical knowledge to understand the main contents of this report. I collected
relevant information about turnover (left) and absenteeism through questionnaire
and interview. Then I presented reasons and solutions point by point.
The picture of absenteeism and turnover situation is not satisfactory. Month to
month absenteeism and turnover rate increased. This is the time of change.
Pacific Jeans Limited should take steps for reducing absenteeism and turnover.
It is very difficult to survive in the highly competitive world of business. We are to
compete with price, quality and industrial compliance to retain and make our
progress.
Therefore, both the Government and the industrialists should be
united to keep the quality and goodwill of the industry in the international market.
Both the workers and the employers show their respect to the existing laws of the
country. Therefore, considering the above recommendation, Pacific Jeans
Limited has to take proper measures regarding absenteeism and turnover (left)
for ensuring and sustaining a harmonious industrial relation.
55

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Chapter 01

Background of the study.

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

1.2 Objectives of the study

1.3 Methodology of the study

1.3.1 Study design:

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

1.3.2 Primary data:

1.3.3 Secondary data:

1.3.4 Data Processing, analysis and presentation:

1.4 Scope of the study

1. Period of this study was very limited.

website of this company does not provide a good deal of

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

2.1 Historical background of Pacific Jeans Ltd.

2.2 Mission of Pacific Jeans Limited.

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

4. Presenting the best value through effective cost management.

2.3 Objectives of the company.

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

2.4 Policies and procedures

2.5 Special equipments of Pacific Jeans Ltd.

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

8. Automatic Button holer.

2.5.2 Dry process:

2.5.3 Wet process:

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

2.6 Major buyers of Pacific Jeans Limited.

NAME OF THE COMPANY

Table 2.1 Major buyers of pacific Jeans Limited.

High product quality assurance.

2.7 Products of Pacific Jeans Limited.

Three quarter length trousers

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

2.8 General information.

Weekly general working hour

Along with lanch time

Daily over time

2 hours (if needed)

Festival holiday in a year

12 days with full wages

Casual leave in a year

10 days with full wages

Sick leave in a year

14 days with half of the

Earned leave in a year

17 days with full wages

112 days with basic wages

10 days with full amount of

Mode of payment of regular

Monthly (following christian

Wages of daily laborer

Tk. 100/- per day excluding

Mode of payment of daily

Table 2.2 General information.

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

2.9 Code of conduct of Pacific Jeans Ltd.

Provides each employee at least

minimum wage or higher and provided each employee a clear, written

Md. Sayem Hosan Chowdhury. (B061137). BBA, HRM ===================

harassments or abuse. Written disciplinary procedures shall be applied

2.10 Salary & compensation of Pacific Jeans Ltd.