FULL Part

Chapter 01
1.0 Introduction:
After liberation when countrys traditional items of export could not yield expected result, in late
70s the government and a section of entrepreneurs young, educated and dynamic, began to
emphasize on development of non-traditional items of export. By the year 1983, ready-made
garments (RMG) emerged to be non-traditional export oriented sector most promising in the
socioeconomic context of the country. By that time, those entrepreneurs felt a necessity of sect
oral trade body, non-government in nature, free from traditional bureaucracy, to help the RMG
sector and to boost up the foreign exchange earning of the country urgently needed at that time.
Responding to that necessity, 19 (nineteen) RMG manufactures and exports joined together and
by their untiring efforts got Bangladesh garment manufacturers and exporters association
(BGMEA) incorporated on February 20, 1983, today 2400 small and medium scale privately
owned garment factories, registered with BGMEA, spread in cluster over the EPZ and urban
areas of Dhaka, Chittagong and Khulna, are manufacturing ready-made garments of varied
specifications as per size and design stipulated by the overseas buyers. Starting with a few items,
the entrepreneurs in the RMG sector have widely diversified the product base ranging from
ordinary shirt, t-shirt, trousers, shorts, pajama, ladies wear and childrens wear to sophisticated
high value items like quality suits, branded jeans items, jackets-both cotton and leather, sweaters,
embroidered wear etc. To become a middle-income country by 2021, given the countrys limited
natural resources and abundance of human resources, the efficiency and efficacy of HRM
practices could be pivotal and driving forces for Bangladeshs economic development (Absar,
2014)
However, the current state of HRM practices is far below the level Bangladesh needs to achieve.
Most organizations are family owned and controlled by family members, and human resource
management activities tend to be viewed as just a company owners wish. But in recent years,
labor-intensive and export-oriented industries have begun experiencing pressure from the EU
and North American countries to maintain their labor-rights standards and to improve their
factories working conditions (Bowden, 2014; ILO, 2013). This pressure from outside the
country is compelling organizations to change their corporate culture and HRM practices.
Researchers have indicated that improved working conditions and better wage rates could
improve the productivity and the profitability of organizations in Bangladesh (Ahmed &
Peerlings, 2009).
Therefore, these organizations need to develop systematic and efficient HRM practices to be
competitive globally and to cope with the changing needs of the economy.
1.1 Objective of the Study:

The broad objective of this report is to provide an overview of HRM practice of Square Textile
Limited and Beximco Apparels Limited. The specific objectives of this report are:
Identify the HR activities of Square Textile Limited and Beximco Apparels Limited.
To get an idea about Textile Sectors.
To get a clear idea of Square Textile Limited and Beximco Apparels Limited training
and development activities.
To get an idea about performance appraisal of Square Textile Limited and Beximco
Apparels Limited.
To learn about selection and recruitment process of Square Textile Limited and
Beximco Apparels Limited.
1.2 Methodology:
To prepare this report I have collected data from both primary and secondary sources. But the
report is mostly based on secondary data. I have collected all data from company websites,
annual reports, different published online journals and articles which is my secondary data.
Besides I have collected data from one of the HR executive of Beximco Appeals Limited and
also collect some data from Corporate Headquarter of Square Textile Limited.
1.3 Limitation of the Study:

The report is written mainly on the basis of face to face conversation with the officials and little
practical experience in the bank. So, no perfect study is conducted to measure the viability of the
report. The following are some other limitations
Limitation of time was one of the most important factors that shortened the present study.
Due to time constraints, many aspects could not by discuss in the present study.
Insufficient books, publications, Facts and figures narrowed the scope of accurate
analysis.
Confidentiality of data was another important barrier that was faced during the conduct of
this study. Every organization has their own secrecy that cannot be revealed in publics.
Rush hours and business was another reason that acts as an obstacle while gathering
data.In a world increasingly characterized by globalization of product markets, the
importance of human capital as a resource that can potentially provide competitive
advantage has become more important. Because a firms people are integral to its
success, researchers interested in managing human capital have increasingly focused on
HR practices as the levers through which firms might build the human capital that makes
up resources and capabilities.
1.4 Literature Review:

While the literature establishing an HR performance relationship is substantial, what is lacking
is empirical research examining the mechanisms through which this relationship works (Wright
& Gardner, 2003). Authors have referred to this as the black box problem, and many have
called for more theory and research on the mediating mechanisms through which HR practices
influence organizational performance (Becker and Gerhart, 1996).
A recent stream of thinking in this area has focused on the ways in which HR practices can elicit
organizational commitment from employees, a construct which is argued to impact their
motivation and desire to stay with the firm. However, recent advances have been made in the
conceptualizations of both HR practices and organizational commitment. The purpose of this
report is to provide a more detailed analysis on HR practices and comparison of HR policies
between Beximco Apparels Limited and Square Textile Limited.
Studies show that HRM plays an important role in formulating and implementing organizational
strategy. Myloni et al. (2004) found that also HRM can be seen as part of the overall strategy of
the firm. The increasingly importance of HRM in strategy has then led the HR managers to be
part of the decision makers while formulating and implementing strategy. Rozhan and Zakaria
(1996) study of Malaysian firm provides some evidence of HR managers having an involvement
in the strategy formulation process. Most research suggests that HRM is vital in order for an
organization to achieve organizational success (Barney, 1991; Jackson & Schuler, 2000; Pfeffer,
1994). Typically, HRM is considered to be vital in order for an organization to achieve its
success by enabling the organization to sustain competitive advantage. Literatures on strategic
HRM even indicate that HRM practices and systems contribute to the creation of a sustained
competitive advantage for the firm (Gerhart & Milkovich, 1992; Macduffie, 1995). As a result, it
is important that a firm adopt HRM practices that make use of its employees.
The modern view of HRM first gained prominence is 1981 with its introduction on the
prestigious MBA course at Havard Business School (Price, 2004). The Human Resources, in its
simplest sense, refer to manpower or people resources, who are engaged in any organizational
settings to meet institutional goals by virtue of their physical and intellectual capacity
(Roknuzzaman, 2006). Sarkul (2003) defines manpower as power available from or supplied by
the physical as well as intellectual efforts of man. Effective HR practices are found to lead to
positive organizational outcomes (Becker and Gerhart, 1996) such as turnover (Huselid, 1995)
and productivity (Katz et al., 1987). HR practices are generally categorized into the following:
hiring and selection practices, incentives and rewards, safety training, communication and
feedback, worker participation, management commitment, and performance evaluation. The
implementation of human resource management policies in an organization requires HR
practitioners or professionals to take an active part in different organizational activities (Islam
2011). HRM practice in commercial bank: A case study of Bangladesh www.iosrjournals.org 30 |
Page policies and practices involve the development of how individuals should be managed and
specific HR initiatives (Schuler, 2002). HRM policies and practice refers to the activities of
planning, staffing, appraising, and compensating, training and development and labor relations.
HR planning confirms the organization has right people at right number for the right position on
right time. Staffing is a major HRM practice that organization uses to help to co-ordinate and
control their global operations (Schuler et al, 2002). Recruitment, selection and placement are the
activities concerned with fining suitable people to fill job vacancies within organization
(Molander, 1996). Performance appraisal is a managerial tool to control individual performance
in organizations in order to achieve maximum performance (Morley, 2004). Compensation
should be more immaterial in nature. This might involve the person s career prospects, for
example the opportunity to grow within the company or participate in international exchanges of
information which allow him to get involved in strategic policy planning (Harzing and Van
Ruysseveld, 1995). Training and development are the systematic process concerned with
facilitating the acquisition of skills, knowledge and attitudes which result in improved
organizational performance. The lack of training and development strategies within organizations
can be viewed negatively by graduates (Molander, 1996). Training is a hallmark of good
management, and a task manager ignore at their peril. Having high potential employees does not
guarantee they will succeed. Instead, they must know what the management want them to do and
how to do that (Afroj, 2012). HRM is being practiced either formally or informally to a greater
or lesser extent in business enterprises regardless of their size (Moyeen and Hug, 2001). In the
recent period of time Human Resource Management (HRM) practices became so familiar and
momentous in every business sector of Bangladesh (Afroj, 2012). There is, in fact, no
comprehensive study found on overall HRM practices in Commercial banks of Bangladesh. In
this state of affairs a study on this area is essential to uncover the significant facts. Those studies
are endeavored for the same
More recent empirical study on HRM practices (Lee & Lee, 2007) uncovered six underlying
HRM practices on business performance, namely training and development, teamwork,
compensation/incentives, HR planning, performance appraisal, and employee security help
improve firms business performance including employees productivity, product quality and
firms flexibility. This study reveals that three items of HRM practices influence business
performance: training and development, compensation/incentives, and HR planning. However,
some other researches also show that certain HRM practices have significant relationship with
operational (employees productivity and firms flexibility) and quality performance outcomes
(Chang and Chen, 2002; Ahmad and Schroeder, 2003; Kuo, 2004 Sang, 2005). These research
evidence shows that effective HRM practices can have positive impact on business performance.
Although HRM practices has been consider as one of the influential variables seems to increase
business performance, most of the Malaysian private business organization really not practicing
HRM into their business (Chew, 2005). It is unclear on how to change the mindset of the
Malaysian business organization practicing HRM into their businesses. In order to understand
what influence business performance as well we must first find out the HRM practices that are
International Journal of Business and Management June, 2009 67 influencing business
performance.
Chapter 02
2.0 Background Information of Square Textile and

Beximco Apparels Limited
2.1 Square Textile Limited:
Square Textiles Limited started its journey by establishing the first unit in 1997. One year later
the second unit was established. Square Textile is a subsidiary company of Square Group .The
Company was incorporated as a public limited company in the year of 1994. The operation was
started in 1997.It was enlisted in Dhaka Stock Exchange & Chittagong Stock Exchange in 2002.
Within a very short time of span the company achieved some significance success. Square
Textile receives Oeko-Tex standard 100 and ISO-9002 certificates in the year 2000. Authorized
capital of the company is tk. 1000 million. Its paid- up capital is tk. 251.90 million. 1,223
employees are working in this organization. The business lines of Square Textiles Limited are
manufacturing and marketing of yarn. The factory is located in Saradaganj, Kashimpur, Gazipur,
Bangladesh. Its office is located at Uttara in Dhaka
2.1.1 Mission Statement:

The mission statement of Square Textiles Limited is Our mission is realization of vision through
maximum production of goods and services strictly on ethical and moral standards at minimum
costs to the society ensuring optimum benefits to the shareholders and other stakeholders. This
mission is envisioned by the concept of business which ensures well being of the investors,
stakeholders, employees and members of the society which will create new wealth in the form of
goods and services.
2.1.2 Key Products/Services:

As stated earlier the business line of the company is manufacturing and marketing of yarn. It
manufactures:
100% Cotton Ring Span Yarn For Hosiery
100% Cotton OE Rotor Yarn for Hosiery
Knit Fabrics for 100% export oriented readymade Garments Industry.
It also performs the following services:
Dying & Post Mercerization.
Fabric Dying
The final output is marketwise by Square Fashion Ltd. In Square Textile Limited two
types of products are produced in two different units. These are as follows:
Unit 1: Combed and Carded Yarn from a count range of Ne.10 to Ne.80.
Unit 2: Combed Ring Yarn from a count range of Ne.20 to Ne.40. In Square Spinning Ltd. 100%
Cotton Carded and Combed Yarn in the count range of Ne.16 to Ne.30 are produces. Finally in
Square Fashions Ltd. Readymade Knit Apparels like T-shirts, Polo shirts, Tank tops, Pajamas,
Sport wear, Under garments, Mens & Ladies fashion wear , Kids wear etc
2.1.3 Strategic Goals & Objectives:

The company sets the following objectives for it to achieve:
To strive hard to optimize profit through conduction of transparent business operations

within the legal and social framework with malice to none and justice for all.
To create more jobs with minimum investments
To be competitive in the internal as well as external markets
To maximize export earning with minimum imported in-puts
To reduce the income gap between top and bottom categories of employees.
Thus the company focuses to pole-star its mission that fulfill the objective with emphasis on the
quality of the product , process and services blended with good governance that help build the
image of the most enable corporate citizenship at home and abroad . The company wants to
produce such society friendly goods and services that go to satisfy the wants of all the relevant
party without disturbing or damaging the socioeconomic and ecological, balance of the mother
earth and the process of human civilization leading to peaceful co-existence of all the leaving
beings. The company always strives for top quality products at the least cost reaching the lowest
rungs of the economic class of people in the country. The company values its obligation to the
greater society as well as it strives to protect the interests of its shareholders and to ensure
highest return and growth of their assets.
2.1.4 Factory Location:
Corporate Headquarter:
Square Center,
48 Mohakhali C/A Dhaka-1212,
Bangladesh
Head Office:
Mascot Plaza (11-12th Floor)
Plot-107/A,
Sector-7,Uttara
Dhaka-1230, Bangladesh
Factory:
Saradaganj, Kashimpur, Gazipur,Bangladesh
2.2 Beximco Apparels Limited

Beximco group is supposed to be Bangladeshs largest private sector industrial enterprise. It has targeted
the industries the country needs most for progress and improved living standards. Beximco is also
focused on those industries, which make the most of Bangladeshs competitive advantages in the
international market. Through its ongoing growth, it has created industrial and management capabilities
that will serve the country for generations. Beximcos industrial sector includes jute, textiles, basic
chemicals and pharmaceuticals and marine foods. Non-industrial undertakings are focused on real estate
and construction, engineering, media, information technology, trading and financial services.
Beximco group is the largest private sector industrial conglomerate in Bangladesh engaged in diverse
business areas. Beximco comprises of five publicly listed companies and sixteen private companies.
2.2.1 About Company

Beximco Apparels Limited (BAL) a member of Beximco Group started its commercial
production in March 1985 under the name of Comtrade Apparels Limited as a joint venture
project between Comtrade Limited of Lausanne, Switzerland and Beximco Group. Comtrade
Apparels Limited name has been changed to Beximco Apparels Limited since January 01, 1997.
Beximco Apparels Limited is a 100% export oriented garment industry, located at DEPZ, Dhaka.
It produces over 2.5 million pcs of high quality mens dress/casual shirts and ladies blouses for
prominent brands and retails in USA, Canada & Europe.
Beximco Apparels Limited is managed by a group of professionals aims at producing high
quality garments through an effective quality control system right from sourcing of fabric to end
product. The company employed 3876 employees as of February 01, 2014.
2.2.2 Vision & Mission:
Vision
Become the leading top quality apparel producer of Bangladesh

Serve our customers by producing high-quality garments and deliver first class
service that will add to their success.

Carve out a niche in the global market.
Brand Bangladesh as a quality producer
Promote an eco-friendly green environment
Support the less privileged people
Mission
Research & develop new ideas & apparel products
Continuous investment in the latest technology
Upgrading of our human resources
To succeed in our vision we work in close partnership with international and local
experts
To manufacture a full range of high-quality woven & knit garments.
To continuously seek to increase the profit for all stakeholders.
2.2.3 Factory Location:

Corporate office
Beximco Industrial Park, Sarabo, Kashimpur
Gazipur-1346, Bangladesh
Phone: 880-2-8618220
Web Site: www.beximcoapparels.com
Factory location:
Beximco Apparels Limited
Plot: 21-26(part) road: 4
Sector: 3, DEPZ, Dhaka
Bangladesh
Chapter 03
3.0 Human Resource Management Process in Square

and Beximco Apparels Limited
3.1 Human Resource Management
Human resource management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the
organization. HRM can also be performed by line managers. Job analysis is primary tool in
personnel management. In this method, a personnel manager tries to gather, synthesize and
implement the information available regarding the workforce in the concern. A personnel
manager has to undertake job analysis so as to put right man on right job.
HRM is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and training.
HRM is also a strategic and comprehensive approach to managing people and the
workplace culture and environment. Effective HRM enables employees to contribute
effectively and productively to the overall company direction and the accomplishment of the
organizations goals and objectives.
HR Planning &
Requisition
Selection
Orientation
Training
Appraisal & Evaluation

Benefits & Compensation
Figure 01: HR Process of an Organization
3.2 Objective of Human Resource Management

According to Scott, clothier and Spiegel, the objectives of human resource management, in
an organization, is to obtain maximum individual development, desirable working relationships
between employers and employees and employers and employees, and to affect the molding of
human resources as contrasted with physical resources. The basic objective of human resource
management is to contribute to the realization of the organizational goals. However, the
specific objectives of human resource management are as follows:
To ensure effective utilization of human resources, all other organizational resources will be
efficiently utilized by the human resources.
To establish and maintain an adequate organizational structure of relationship among

all the members of an organization by dividing of organization tasks into functions,
positions and jobs, and by defining clearly the responsibility, accountability, authority
for each job and its relation with other jobs in the organization.
To generate maximum development of human resources within the organization by

offering opportunities for advancement to employees through training and education.
To ensure reconciliation of individual/group goals with those of the organization in

such a manner that the personnel feel a sense of commitment and loyalty towards it.
To identify and satisfy the needs of individuals by offering various monetary and nonmonetary rewards.
In order to achieve the above objectives, human resource management undertakes the
following activities:
i.
Human resource planning, i.e., determining the number and kinds of personnel
ii.
iii.
iv.
required to fill various positions in the organization.

Recruitment, selection and placement of personnel, i.e., employment function.
Training and development of employees for their efficient performance and growth.
Appraisal of performance of employees and taking corrective steps such as transfer
v.
vi.
from one job to another.

Motivation of workforce by providing financial incentives and avenues of promotion.
Remuneration of employees. The employees must be given sufficient wages and fringe
benefits to achieve higher standard of living and to motivate them to show higher
vii.
productivity.
Social security and welfare of employees.
3.3 Human Resource Planning:

Human resource planning is the process of an organization ensures that it has the right number
& kind of people, at the right places, at the time, capable of effectively & efficiently completing
those tasks that will help the organization achieve its overall objectives. Human resource
management is concerned with people activities, getting & keeping people which are the
crucial part of HRM.
The textile industry should be encouraged to install available machinery, where it can be shown
to be economic, in order to strengthen industry confidence in it to maintain the interest of
potential manufactures in this area.
Co-operative investigating by garment production & management for manufacturing should be
encouraged into the optimum mode of employment of the machinery type under development,
with a view to defining production systems based on these machines rather that their potential
for substituting existing operations.
3.4 HRM Process in Square Textile Limited:
Human resource management issue is now a vital element for every company. It is especially
obvious for the textile industries. Human resource policy of Square Textile Limited will ensure to
retain the best and effective employees at all level of the hierarchy. Now in the competitive
global market human resource is the most welcomed resource than other resources. So to
motivate and update the employees of Square Textile Limited it has developed. Its own
compensation policy, training and development policy, recruitment and selection policy, and
career development policy and soon. It is believed that through utilizing the human resource
policy it will able to attract and retain more employees to reach its target with a short period.
Square has a personal and administrative Department. Square is one of the biggest employers in
Bangladesh. The total number of employees is 1,223. For the employees there is systematic in
house training in home and abroad. To motivate the employees, along with salary and benefits
the company provides various facilities like free meals , free transportation , 24 hour medical
center , on site sports . A production and accommodation facility includes full time supply of safe
drinking water, adequate lighting and ventilation facilities from sheet.
3.4.1 Mission of Human Resource Department:
Square Textile Limited intends to attract the talented pool of personnel existing in the country. It
does its utmost to provide them with an excellent equal employment opportunity, which will
benefit for the organization fully and enhance the employees career to the future. Outstandingly,
the grounds of Square Textile Limited will encourage the cerebral resources of the organization
and keep it as long run as possible with a finest way
3.4.2 HR Activities of Square Textile:
The following HR activities are followed by Square Textile Limited:
Recruitment
Training
Performance Management
Labor relation
Employee relation
Job analysis
Job design
Selection
Development
Incentives
Benefits
3.5 HRM Process in Beximco Apparel Limited

1. Job description
2. Job specification
Job Analysis
Job Description
Job Title
Job Location
Job Summary
Reporting to
Working Conditions
Job Duties
Machines to be used
Hazards
Job Specification
Qualifications
Experience
Training
Skills
Responsibilities
Emotional Characteristics
Sensory Demands
Figure 02: Job Analysis Chart
The information collected under job analysis is:
Nature of jobs required in a concern.
Nature/ size of organizational structure.
Type of people required to fit that structure.
The relationship of the job with other jobs in the concern.
Kind of qualifications and academic background required for jobs.
Provision of physical condition to support the activities of the concern. For exampleseparate cabins for managers, special cabins for the supervisors, healthy condition for
workers, and adequate store room for store keeper.
3.5.1 Advantages of job analysis:
Job analysis helps the personnel manager at the time of recruitment and selection of
right man on right job.
It helps him to understand extent and scope of training required in that field.
It helps in evaluating the job in which the worth of the job has to be evaluated.
In those instances where smooth work force is required in concern.
When he has to avoid overlapping of authority- responsibility relationship so that

distortion in chain of command doesnt exist.
It also helps to chalk out the compensation plans for the employees.
It also helps the personnel manager to undertake performance appraisal effectively in a

concern.
3.5.2 Job Description:
A job description is a list that a person might use for general tasks, or functions,
and responsibilities of a position. It may often include to whom the position reports,
specifications such as the qualifications or skills needed by the person in the job, or
a salary range. Job descriptions are usually narrative, but some may instead comprise a simple
list of competencies; for instance, strategic human resource planning methodologies may be
used to develop a competency architecture for an organization, from which job descriptions are
built as a shortlist of competencies.
Job description is an organized factual statement of job contents in the form of duties and
responsibilities of a specific job. The preparation of job description is very important before a
vacancy is advertised. It tells in brief the nature and type of job. This type of document is
descriptive in nature and it constitutes all those facts which are related to a job such as:
Title/ designation of job and location in the concern.
The nature of duties and operations to be performed in that job.
The nature of authority- responsibility relationships.
Necessary qualifications that is required for job.
Relationship of that job with other jobs in a concern.
The provision of physical and working condition or the work environment required in
performance of that job.
3.5.3 Advantages of Job Description:
It helps the supervisors in assigning work to the subordinates so that he can guide and
monitor their performances.
It helps in recruitment and selection procedures.
It assists in manpower planning.
It is also helpful in performance appraisal.
It is helpful in job evaluation in order to decide about rate of remuneration for a

specific job.
It also helps in chalking out training and development programmers.
3.5.4 Job Specification:

Also known as employee specifications, a job specification is a written statement of educational
qualifications, specific qualities, level of experience, physical, emotional, technical and
communication skills required to perform a job, responsibilities involved in a job and other
unusual sensory demands. It also includes general health, mental health, intelligence, aptitude,
memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and
ethics, manners and creativity, etc.
Job specification is a statement which tells us minimum acceptable human qualities which
helps to perform a job. Job specification translates the job description into human qualifications
so that a job can be performed in a better manner. Job specification helps in hiring an
appropriate person for an appropriate position. The contents are:
Job title and designation
Educational qualifications for that title
Physical and other related attributes
Physique and mental health
Special attributes and abilities
Maturity and dependability
Relationship of that job with other jobs in a concern
3.5.5 Advantages of job specification:0
It is helpful in preliminary screening in the selection procedure.
It helps in giving due justification to each job.
It also helps in designing training and development programmers.
It helps the supervisors for counseling and monitoring performance of employees.
It helps in job evaluation.
It helps the management to take decisions regarding promotion, transfers and
giving extra benefits to the employees
Chapter 04
4.0 Employee Recruitment and Selection Process of

Square Textile Limited and Beximco Apparels
Limited
4.1 Square Textile Limited
Recruitment is the process through which the organization seeks applicants for potential
employment. Selection 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. The strategy a company is pursuing will have a direct impact on the types of
employees that it seeks to recruit and selection.
4.1.1 Source of Recruitment:

There are two kinds of source SQUARE uses for recruitment .They are
1. External Sources
2. Internal Sources
I will try to discuss all relative sources which are used for recruitment in Square.
1. Internal Sources
SQUARE thinks that current employees are a major source of recruits for all but entry-level
positions. Whether for promotions or for Lateral job transfers, internal candidates already know
the informal organization and have detailed information about its formal policies and procedures.
Promotions and transfer are typically decided by operating managers with little involvement by
HR department.
Job-posting programs:
HR departments become involved when internal job openings are publicized to employees
through job positioning programs, which informs employees about opening and required
qualifications and invite qualify employees to apply. The notices usually are posted on company
bulletin boards or are placed in the company newspaper. Qualification and other facts typically
are drawn from the job analysis information.
The purpose of job posting is to encourage employees to seek promotion and transfers the help
the HR department fill internal opening and meet employees personal objectives. Not all jobs
openings are posted .Besides entry level positions, senior management and top stuff positions
may be filled by merit or with external recruiting. Job posting is most common for lower level
clerical, technical and supervisory positions.
Departing Employees
An often overlooked source of recruiters consists of departing employees. Many employees

leave because they can no longer work the traditional 40 hours work week .School, child care
needs and other commitments are the common reason. Some might gladly stay if they could
rearrange their hours of work or their responsibilities .Instead, they quit when a transfer to a parttime job may retain their valuable skill and training. Even 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.
2. External Sources:
When job opening cannot be filled internally, the HR department of SQUARE must look outside
the organization for applicants. We discuss all the external source of recruitment at bellow:
Walk-ins and Write-ins:
Walk-ins are some seekers who arrived at the HR department of SQUARE in search of a job;
Write-ins are those who send a written enquire .both groups normally are ask to complete and
application blank to determine their interest and abilities. Usable 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.
Employee Referrals
Employees may refer job seekers to the HR department .Employee referrals have several
advantages .Employees with hard to find job skill may no others who do the same work.
Employees 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
Want ads describe the job and the benefits, identify the employer, and tell those who are
interested how to apply .They 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
Example:
General Manager- Production (Ref: PM)
-Age: 28-35 years; Graduate with specialization in garment mfg technology from NIFT or equiv.
-Minimum 10 years experience in similar position of a unit with a minimum of 1000 machines.
-Must have detailed hands on knowledge of industrial engineering.
We 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
Now today nobody thinks anything without internet. So SQUARE give their advertise at internet.
Example:
WWW.bdjobs.com
www.square.bd.com
4.1.2 Selection Criteria:

Every organization follows some selection criteria. As a multinational company square textile ltd
also follows some selection criteria for selecting the best candidates. For selecting the best
candidates the two selection criteria on which square textile ltd give more emphasis are:
Formal education
Experience and past performance
4.1.3 Selection Process:

Employment Tests:
Usually employment tests are not taken in Square Textile Limited. In the most of the cases they
select candidates by taking face to face final interview.
Employment Interview:
Employment Interview means face to face verbal interview. Every individual candidate has to
face a employment interview. Since, in the square textile ltd, there is no initial screening
interview; in this comprehensive interview the management describes the job in enough detail to
the candidates so that whether they were really serious about the job. The management also
bargains about salary range with the applicants. They check whether the applicant is willing to
work at any place in the country where their office is available.
4.1.4 Interview Process:
Usually Interview board in Square Textile Limited typically consists of their representatives
from HRM Department, Deputy General Manager & General Manager of the concerned
department for which employee is being selected and sometimes representatives of the CEO.
Before the interview starts, interviewers are supplied with all the information of the candidates.
This includes the educational qualification, work experience etc.
There are some predetermined criteria of evaluation or questions. Interviewers ask questions
according to job & their individual judgment. Interviewers together usually give a combined
grade. That is, after the departure of a candidate from the room; interviewers discuss among
themselves regarding the strong and weak points of the candidate and compare the candidate
with other candidates.
Finally, with the consent of other members of the board, the chairman of the interview board
gives a final grade. That grade is considered as the opinion of the whole board.
4.1.5 Types of Interview:
The following features characterize the interview process, typically carried out in Square Textile
limited.
Structured questionnaire: Interviewers ask some specific questions to the candidates about the
job and they also ask some different questions to different applicants using their discretion and
experience.
Standard score sheet: After departure of an applicant, chairman of the interview board
discusses with other members of the board and they reach a consensus regarding a grade to be
provided to the applicant. The HRM manager thus gives the final grade
4.1.6 Qualifications & Experience:
Qualification & Experiences needed for some job posts are given below. Experience must be
needed for any job in Square Textile Limited.
Positions
1. Quality control manager
Qualifications
Master in any subject
Bachelor/diploma in textile and clothing or

related discipline will be given preference
Must have at least 7 years practical experience in

similar position in any garments factory.
2. Cutting Assistant
Manager (cum in-charge)
Masters/ bachelor in any subject preferably

commerce.


similar position in any garments factory.
3. Ware house Assistant
Manger
Masters/ bachelor in any subject preferably

commerce.


similar position in any garments factory
4. Production Officer
Graduate /HSC
(Sewing)
similar position in knit garments.
5. Sewing Technician
Graduate /HSC

similar position in knit garments.
Table 01: Position based qualification of Square Textile Limited
Experience and skill for all above jobs:
Candidate must have experience to work with world reputed buyers
Good writing and communication both in Bengali and English
Should be capable of making QA reports on daily basis
Computer literacy in MS word, Excel, e-mail etc.

Every organization wants to have the best employees. Because a team of best employs can
facilitates the organizations to get the quicker success. Therefore, to select the best employee is a
very important and crucial factor for an organization. Selection occurs after the step of
recruitment. There the organization decides who will be hired. Among a huge number of
employees, they short-listed the best ones. However, the selection process varies from
organization to organization. They can collect the application blanks and conduct the brief and
formal interviews. They can also take help from the tests, interviews, assess me centers,
background checks etc. However, the second step is the costly process for selection. Typically,
firms follow these steps while selecting. These steps may vary to one firm to another.
Initial Screening
Completion of Application Form
Employment test
Comprehensive Interview
Background test
Physical Examination
Final Employment Decision
Square Textile Limited selection process is a bit different from the above process. They go
through the following procedures to select candidates:
1. At first Square Textile Limited collects applications from candidates those have been
dropped by them either unsolicited or solicited in the response of advertisement that are
published in national medias.
2. Once the pull of applicants applied for the vacant position, Square Textile Limited takes
examination of them, which is a written examination.
3. Then among them who passed the written examination successfully are invited to attend
an oral test or viva, which is called the Managerial Viva. Here potential candidates are
interviewed by the Personnel Department Manager or by the Manager of the department.
4. Those that get the green signal from the Managerial Viva then are asked to face a
Comprehensive Interview in front of the Board of Directors. This is called Directors
Viva. As all know that Square is a leading National company, it is run by a Board of
Directors consists of the owners and stockholders.
5. These members of the Board of Directors take the final decision about selecting
employees from the peoples.
This is the overall selection process of Square Textile Limited.
4.2 Beximco Apparels Limited:

We are looking for top-caliber people who want the flexibility and resources to grow in their
career. If you're the kind of person who has always stood out, we offer a place where you can
continue to excel. No matter what your field or range of interests, there are vacancies where your
talents can likely be applied and developed. We have thousands of diverse people from different
cultures and backgrounds working in a variety of different jobs in different fields
Merit is the sole criteria for selection.

Attitude is given as much weight age as functional competencies.
Panel interviews comprising of Functional Head & HR Head.
Sources for recruitment are through campus, consultants, employee referrals, internal job
postings and the internet.

Positions in Officer Cadre, GET and MT involve written tests.
Antecedent verification is an integral part of our recruitment process.
Medical fitness is pre-requisite for all positions.
We are an equal opportunity employer and do not discriminate on the basis of race,
community, religion or sex.
Beximco Apparels Limited follows the following selection & recruitment process when they
recruit any employee in their organization:
Personnel
Planning &
Job Analysis
Candidates
Recruiting a
pool of
Candidates
Candidates
Complete
Application
Form
Candidate is hired
Use Selection
Tools to Screen
Applicants
Orientation
& Training
Interview
Final
Candidates
Figure 03: Selection & Recruitment Process of Beximco Apparels Limited
4.2.1 Recruitment process:

A responsibility for recruitment usually belongs to the HR department. This department works to
find and attract capable applicants. Job description and speciation provide the needed
information upon which the recruitment process starts. The functions of the recruitment office of
BAL are given below:
1. Need Assessment
2. Defining the position description
3. Checking the recruiting options
4. Advertisement
5. Screening and short listing Applications
6. Written test
7. Selection interview (3 tier)
8. Employment decision (Application Bank)
9. Pre- employment medical check-up
10. Offer letter
11. Orientation / Induction
12. Placement
13. Follow up
4.2.2 Source of Recruitment:

Bangladesh is done in four ways depending on the job category of the vacant position. Therefore,
the recruitment process of this organization is classified into four types, which are done based on
the job grade/ group. These are as follows:
Entry-level management
MT (Manager Trainee)
Mid or / and Senior level management
Graded staff / Non- management staff
1. Internal Source:
There could be a person competent for the required job working within the organization. If there
is, the existing manpower is then shuffled to place the selected person in the new post. If there is
no such person inside the company, then the management goes for the second step.
Job-posting programs:
HR departments become involved when internal job openings are publicized to employees
through job positioning programs, which informs employees about opening and required
qualifications and invite qualify employees to apply. The notices usually are posted on company
bulletin boards or are placed in the company newspaper. Qualification and other facts typically
are drawn from the job analysis information. The purpose of job posting is to encourage
employees to seek promotion and transfers the help the HR department fill internal opening and
meet employees personal objectives. Not all jobs openings are posted .Besides entry level
positions, senior management and top stuff positions may be filled by merit or with external
recruiting. Job posting is most common for lower level clerical, technical and supervisory
positions.
Departing Employees:
An often overlooked source of recruiters consists of departing employees. Many employees

leave because they can no longer work the traditional 40 hours work week .School, child care
needs and other commitments are the common reason. Some might gladly stay if they could
rearrange their hours of work or their responsibilities .Instead, they quit when a transfer to a parttime job may retain their valuable skill and training. Even 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.
2. External Source:
All the above options being considered, the company goes for external recruiting if needed.
Those who best meet the skills, qualifications, experience and competencies required for the
position should fill vacancies. Therefore, if there is no candidate within BAL, Bangladesh who is
suitable for the role, external advertisement should be placed to attract the potential candidates
followed by the selection procedures.
Advertisement:
The Company gives advertisement in national dailies (both Bangle and English) to attract the
talents from the market. BAL, Bangladesh puts two types of advertisements in the newspapers. It
sometimes keeps the identity concealed in the ads, mentioning a GPOBOX number only. The
purpose of the concealed identity is to avoid the unwanted pressure from the stakeholders for the
employment of their desired candidates. But this way the company may lose the talents out there
in the market who would have applied for the same post had they known the name of the
organization. This is why the company kept the identity open in their recent job advertisement
when the quality of the candidate was a very important factor to consider. By revealing the BAL
identify, the company attempts to attract the best potentials among all the others.
Employee referrals:
Employee referral means using personal contracts to locate job opportunities. It is commendation
from a current employee regarding a job applicant. The logic behind employee referral is that it
takes
one
to
know
one.
Employees
working
in
the,
in
thiscase, are encouraged to recommend the names of their friends working in other organization
for a possible vacancy in the near future.
Employment Agency:
An agency finds and prescreens applicants, referring those who seem qualified to the
organization for further assessment and final selection. An agency can screen effectively only it
has a clear understanding of the position it is trying to fill. Thus it is very important that an
employer be as specific and accurate as possible when describing a position and its recruitment
to an employment agency.
Walk-ins and Write-ins:
Walk-ins are some seekers who arrived at the HR department of BAL in search of a job; Writeins are those who send a written enquire .both groups normally are ask to complete and
application blank to determine their interest and abilities. Usable 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.
Consulting the CV Bank:
The unsolicited applications stored in the data bank are consulted. If the quality of a person
matches with the requirements mentioned in the position description, then he / she is called for
interview. If not, then the third step is followed.
Selection is the process of gathering information for the purpose of evaluating and deciding who
should be employed in particular jobs.
1. Screening and Short-listing Applications
The responses to the advertisements are sorted and screened. The CVs as well as the Covering
letters are judged. In the covering letter, the style and language of writing, the emphasis put on
the areas asked for tin the advertisements and the quality of the letter (whether it is specifically
tailored to the advertisement or just a standard response) are the aspects that are judged.
For example, educational institutions like IBA, BUET are given the highest weight among the
local ones and the foreign universities of UK, Australia, etc. are put at par with the best of the
country. Based on the presence of these factors to the desired extent (experience,
educational
degree, computer literacy, etc) the cumulative weights for all the applicants are counted and the
short list of a sizable number of the top most candidates is generated. However, the HR officials
also study the CVs with the respective line manager to check whether any valuable deciding
parameter is missed that are mentioned in the CVs. Then the candidates selected in the short list
are called for the written test.
2. Selection Interview
The interview process is a three-tier one. A preliminary interview is conducted which follows the
elimination method. After that, the second interview takes place with a very few number
of candidates. Then finally selected person is called for the final interview. The interview time is
kept convenient for the candidate especially if s/he is working elsewhere at the time of interview.
In that case the chosen time is after the business hour.
3. Reference Check
Reference checks allow obtaining information and opinions regarding the personscharacter,
quality of the work and suitability for the position. It is an opportunity to validate the information
received from the candidate via their resume and the interview. Speaking to the candidates
manager or other people whom they have worked with should also check internal candidates.
The opinion of a referee who has worked can for an extended period is likely to be more accurate
than the assessment from one to two hours of interviewing.
The candidates immediate supervisors are needed to be contacted. Permission should
beobtained to contact the candidates referee especially if their current employer iscontacted. It is
not unusual for a candidate to be uncomfortable with the organizations speaking to a current
employer. If they are uncomfortable, an alternative person other than the current employer has
to be chosen
by the
candidate
(work
colleague, for example). Unless the candidate is a graduate or school leaver with no prior work e
xperience, only contact work related referees should be contacted. At least two reference checks
should be done, however the more the better. There is a sample reference-checking guide that is
more or less followed. It is important to prepare a reference check guide that asks the referee
about the key skills, competencies and experience required for the position. Reference checks
need to be done by line manager or personnel of the HR department. During the interviews, the
candidates would have given some examples of incidents, tasks or projects that can be asked
about.
4. Employment Decision:
If the candidate has no problem with the stated terms and conditions of the job and the
organization mentioned and discussed in the final interview, s/he is offered an application blank.
The application blank is a standard format of employee-information that includes all the
information the organization needs regarding the personnel. The candidate has to fill this blank
and submit this to the company along with a CV.
5. Pre-employment Medical Check-up:
After submission of the application and the CV, the selected person has to go through full
medical check-up that guarantees her/his physical fitness to perform the job successfully. A
medical
practitioner
who
uses
physical
capability
analysis
that
assesses
the
candidateagainst the physical capabilities documented for each role conducts the medical. Amedi
cal is also appropriate for internal candidates if they are applying for positions that require
different physical capabilities.
6. Offering the Role:
Once the health check-up is done, the candidate is given an offer letter specifying thes alary
package, job responsibilities, utilities that will be provided by the organization. Even at this stage
the selected candidate has the chance to withdraw her/himself from the job offer. S/he is always
free to discuss whatever difficulty may arise regarding pay-structure/facilities, etc. the door of
HR is kept open for any sort of relevant discussion.
7. Verbal offer:
The verbal offer of the role to the candidate is given once the medical and reference checks have
been successfully completed. The discussion should cover the following:
8.
Tell the candidate that you would like to offer them the role.
Congratulate them.
Tell them the remuneration package that is being offered, including superannuating.
Ask them if they are happy with it.
Ask them if they verbally accept the position.
Tell them that we will be sending them a written letter of offer and introductory package.
Written letter of offer:
A written letter of offer must be forwarded to the candidate. Once the candidate has verbally
accepted the position, the appropriate letter of offer is organized. This letter should be sent to
the candidate within two days of making the verbal offer. An introductory package will be sent to
the successful candidate, along with the letter of offer. At least one week before the person
commencing in their new position, an appointment notice will be placed on notice boards and/or
the internet
Chapter 05
5.1 Training and Development of Square Textile

Limited and Beximco Apparels Limited
5.2 Training and Development
Training is a learning experience that seeks a relatively permanent change in an individual to
improve the ability to perform the job. Training is mainly present-day oriented and it focuses on
individuals current jobs, enhancing those specific skills and abilities to immediately perform
their jobs.
Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization to acquire and apply the knowledge, skills, abilities, and
attitudes needed by that organization. Training is the act of increasing knowledge and skill of an
employee for doing a particular job. Employee training tries to improve skill or add to the
existing level of knowledge so that the employee is better equipped to do the present job or
prepare him/her for a higher position with increased responsibility.
5.3 Advantages and Benefits of High-Impact Employee

Training
Top companies invest in training programs because they know that investment pays off in
individual and organizational benefits. Here are a few examples.
Organization
Profit growth
Reduced employee turnover
Deeper talent succession pipelines
Individual
Increased employee motivation
Improved engagement
Improved speed to competency
5.4 Training and Development program of Beximco Textile

Limited
5.4.1 Training Resource:
Trainers
Beximco Textiles Division utilizes mainly Peer Trainers as the training resource. However, in
some technical areas like Quality Assurance or Maintenance, executive trainers are utilized. The
Trainers are the identified training experts within the area who are knowledgeable, skilled, and
are trained as a Trainer through a 'Train the Trainers' workshop. Basic understanding of human
psychology and relevant communication methods are taught in this workshop. They follow
specific methods of training required to train the trainee considering their learning styles. After
successful completion of the Trainer's workshop, Peer Trainers are awarded with certificate
which in turn authorizes them to train the trainees.
Training is to be conducted one on one, meaning one Trainer trains only one trainee at a time.
Though if needed, dual training (2 trainees with 1 trainer) might be conducted or any other
exception should be done upon approval of the Department In-Charge and the Head of the
Training Department.
Training Materials
Beximco Textile Division primarily depends on On the Job Training to develop skills for their
manpower. To facilitate this training process each area of Training follows a Training Task
Checklist (TTCL). Specifications are also used as supporting document to train a trainee since it
is considered to be the Standard Operating Procedure (SOP) that must be followed to do the job.
Training materials may vary from area to area depending on their training process. Each
department or area of training may identify their training process and specify on the TTCL.
Additional materials used for training might be as following:
Training Videos
Written or Verbal test materials
Process Technology Handbook
Equipment Manual
Training Class
Beside on job training, relevant theoretical knowledge is provided through classroom sessions.
These sessions actually stimulates the technical knowhow learned during the on job training.
Training department arranges rooms for these class sessions required for on job training
according to the shifts and nature of the training needed.
Training Coordination
Training Departments primary task is training coordination to ensure quality training and
accelerated skills development through proper resource allocation and planning.
On the basis of the Training Requisition Form forwarded by the department head, Training
Department starts its planning process. The Training Coordinator, representative of the Training
Department looks at the present training schedule for the area and identifies Trainer availability.
Training Coordinator, Section head and the Peer Trainer agrees on a training schedule that is
placed on a Planning Sheet by the Training Coordinator. This Training Planning Sheet (TPS) is
then distributed to the training affected area for their information. Training Department is
responsible for distributing the TPS for any changes of the training plan for the affected
departments acknowledgement as well as the acknowledgement of the trainee.
5.4.2 Types of Training and Certification:

Beximco Textiles Division has standardized their Training & Certification types or levels in
order to maintain consistency yet being flexible to the specific needs of the departments or the
areas of training.
The following types of Training & Certification process have been identified by the organization:
Full Certification
The following are the different certification levels maintained by the specified departments:
Operation:
1. Level 1 Certification
4. Certified Helper
5. Dye/Chemical Mixer
Maintenance/Utilities/ETP/Others:
1. Level 1 Certification :
Quality control (Q.C.):
Conditional Certification
In order to bring flexibility to accelerate manpower utilization and to provide time to develop
proficiency, a Conditional Certificate may be given for a particular level of certification if it is
determined by the individual department, and mentioned on the Training Task Checklist (TTCL).
This means that an individual can be certified to do a particular job, which is part of a complete
Certification (Level 1/2/3), and specified on the TTCL as a cluster of skills. For example, if level
1 on a particular operation, say Scour& Bleaching involves the following 3 skills:
1. Chemical Preparation
2. Machine Set up
3. Daily Machine Cleaning
Then if approved and specified by the department, a Conditional Certification on Chemical
Preparation may be given to an individual if s/he is trained to do this particular job without
completing the full training. In this case, certificate will be issued as "Conditionally Certified".
5.4.3 Training Method:
Job Skills Training
The following steps are followed to train an individual at different units under Beximco Textiles
Division.
Safety Tour and Guidelines
The trainee is given a tour of his/her primary work area. Trainer shows all the hazards associated
with the area such as fire, thermal, mechanical, and electrical hazards. He/ she are given tips on
what to do in case of an emergency. Trainer must review the Health & Safety manual for BTD
(Document No. 10-202) with the trainee. Apart from this, each trainee must be informed about
the dress code and code of conduct of BTD in general.
Factory Overview and Tour
The trainee is given a brief overview of the factory specifying when it was built, current
production capability, and its management structure. Trainer then introduces the trainee with the
key individuals that s/he will be interfacing to conduct the job. A factory tour is given showing
different departments, offices, and production areas.
Note: Once determined, the trainer will review the Beximco Philosophy, Vision of the Industry,
Goal of the factory, and Area goals with the trainee.
Job Knowledge Transfer
At this stage, the trainer and the trainee prepare themselves to focus on the specific job skills that
should be acquired by the trainee. To ensure that this happens, trainer does the following:
1. Reviews all related area specifications with the trainee.
2. Explains the job thoroughly.
3. Transfers all theories that are required to do the job.
4. Provides any job aides, drawings or any other materials available.
5. Checks understanding to ensure knowledge are transferred.
Trainer has the option to do the following:
1. Let the trainee go through any available classes associated with the job.
2. Review of related manuals and technical resources.
Job Observations
Next the trainer selects tasks from the Training Task Checklist (primarily one task at a time for
effectiveness), and performs the job while the trainee observes. Trainer demonstrates each steps
of the task and explains thoroughly to the trainee. Trainer may demonstrate the same task more
than once depending on the trainees learning ability.
Skills Practice
Once trainer feels that the trainee has grasped the knowledge and is able to perform the job, then
trainer allows the trainee to perform the same task under his/her (trainers) guidance. Trainer
must take full responsibility for the task that the trainee is performing. The number of times
trainee practices a skill under observation depends on the trainers discretion.
Proficiency
Developing proficiency to perform a task or a job depends on the nature of the job/task and on
the ability of the persons adeptness. Once the trainee feels comfortable performing a task and
also when the trainer has the confidence on the trainees ability to perform the task without any
mistake, trainee signs on the Training Progress Report (TPR). This does not mean that the trainee
is certified to perform the task independently without the guidance of the trainer.
Each area or department may wish to define proficiency period on their TTCL for each task but
the ultimate decision lies on the trainers judgment based on the trainees confidence and comfort
level for performing the task(s).
Ad hoc Training
Whenever any change is made or some new tasks are included in the TTCL based on the new
process or a part of the Standard Operating Procedure (SOP) is changed then Ad hoc training is
arranged upon the request of change initiator. The change initiator specifies it on the Change
Notification Form (F10-101-02). Objective of this training is to facilitate the changes in different
processes immediately and effectively by educating the employees involved in that particular
area.
Whenever a need is identified for ad hoc training the Training Requisition Form is filled out as
specified in section 2.2 of this manual. The Training department takes the initiative to arrange an
ad hoc training session by consulting with Trainers and relevant Section Head.
To continuously monitor the progress of trainee a training progress report viz. Ad hoc Training
Progress Report (ATPR), (Form No. F20-501-04) is maintained by the Trainers after completion
of the tasks introduced in that particular area where the change has been made.
5.4.4 Training Monitoring and Follow-up:
Peer Trainer
Assigned peer trainer is the primary person responsible for monitoring the progress of the
training. The trainer is to submit a progress report to the Training Coordinator and to the section
head every week or as it is agreed by the Training Department and the Section head prior to the
training. Any issues regarding the trainee or the training must be communicated to the Training
Coordinator promptly for quick resolution. Besides this to ensure task by task monitoring, trainee
uses a Training Progress Report (TPR) Form, which includes all the levels and tasks. Peer
Trainer's responsibility is to collect signature of trainees for each of the task after successful
transfer of knowledge related to a particular task. Peer Trainer bears the ultimate responsibility
for the training performance.
Training Program Coordinator
Training Program Coordinator (TPC) maintains good communication with the Peer Trainer and
follows up with the training progress. Training coordinator ensures all barriers are removed in
order to create an environment for effective training. TPC is responsible for upward
communication ensuring stakeholders are well informed of the factory Training and Certification
status.
Training Evaluation & Development Coordinator
Training Evaluation & Development Coordinators (TEDC) are responsible for monitoring the
training progress, evaluation, accepting feedback for any training or training related
improvements, development of training resources, etc.
5.4.5 Training Evaluation and Certification
Evaluation Process
When training is complete, Peer Trainer informs Training Evaluation & Development
Coordinator (TEDC). For wrapping up the training, the TEDC sets up a meeting with the Trainee
and the Trainer with prior approval of the Section Head. During this meeting the trainee is
evaluated based on the criteria stated on the Training Evaluation Form, (Form No. F20-501-03).
After evaluation, the team recommends either to continue training or authorizes to certify the
trainee. If authorized for certification, TPC processes the paper work as per section 7.2 of this
specification.
Certification
Issuance of Certificate
Once the Evaluation Team (consist of TEDC and Trainer) recommends to issue a Certificate or a
Conditional Certificate, TEDC documents training information on Training Departments file.
Training history including Peer Trainers name, training period, and tasks on the TPR that had
been signed are entered into the Training Database.
After completion of all documentation, Training Program Coordinator (TPC) issues a Certificate
or documents to support Conditional Certificate.
The following is done by the TPC for full certification:
1. Updates Training Departments documents.
2. A certificate is issued to the Section Head for department filing.
3. Trainee is notified of the effective certification date.

Training Program Coordinator (TPC) does the following for Conditional
5.5 Training and Development program of Square Textile

Limited
Training is a process of learning a sequence of programmed behavior. It is 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.
Development is a related process. It covers not only those activities which improve job
performance but also those which bring growth of the personality; help individuals to the
progress towards maturity and actualization of their potential capacities so that they become not
only good employees but better men and women. In organizational terms, it is intended to equip
person to earn promotion and hold greater responsibility. There are many types of method
practices in Square .we discuss that method at bellow:
On the Job Training
On 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 trainers supervision
On the job training is normally given by a senior employee or a manager like senior
merchandiser or a manager. The employee is shown how to perform the job and allowed to do it
under the trainers supervision.
Job Rotation
Job 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. One
main advantages of job rotation is that it makes flexibilities possible in the department. When
one employee like junior merchandiser absence another merchandiser can easily perform the job.
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.
Length of selected apprenticeship courses of Square
Occupation
length (months)
1. Quality control manager
13
2. Quality control officer
15
3. Cutting Astt. Manager
4. Packing Astt. Manager
5. Ware house Astt. Manager
6. Production officer
7. Sewing technician
8. Sewing Supervisor
Classroom 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 of apprenticeship training
and safety programs are usually presented utilizing some form of classroom instruction. More
frequently however, classroom instruction is used for technical, professional and managerial
employee.
5.5.1 Development of the Human Resources:
The long term development of human resources as distinct from training for a specific job is of
growing concern to HR departments of Square .Throw the development of current employees the
department reduces the companys dependents on hiring new workers .if employees are
developed properly the job openings found throw HR planning are more likely to be filled
internally promotions and transfers also show employees that they have a career not just a job.
The employee benefits from increased continuity in operations and from employees who fail a
greater commitment.
HR department is also an effective way to meets several challenges including employee

obsolescence, international and domestic diversity, technical challenges. Affirmative action and
employee turnover. By meeting these challenges the department can, maintain an effective
workforce.
5.5.2 Steps in the Evaluation of Training and Development:
Evaluation criteria > pretest > trained or developedWorkers > posttest > transfer to the job > follow-up studies.
Chapter 06
6.0 Performance Appraisal of Square Textile Limited

and Beximco Apparels Limited
6.1 Performance Appraisal
Performance appraisal is the process of assessing employees past performance, primarily for
reward, promotion and staff development purposes.
Performance appraisal (is) a process that identifies, evaluates and develops employee
performance to meet employee and organizational goals.
Performance Appraisal doesnt necessarily use to blame or to provide a disciplinary action.
Previous management theories used to view performance appraisal as a stick that management
has introduced to beat people. Performance appraisals are now more clarified and they
concentrate on developing organizational strengths and employee performance.
6.2
Overall
Performance
Appraisal
of
Square
Textile
Limited
Square textile follows different kinds of method for appraising their employee performance. Like
that they use behaviorally anchored rating sale, forced distribution method, forced choice
method, Generate critical incidents and much other method. Square always concern about their
employee performance day to day they take different kinds of step to improve performance of
employee through appraising performance they want to improve employee performance quality
skill, knowledge and many other things, they also provide different kinds of incentive and benefit
to inspire employee to improve their organizational performance.
A Performance Appraisal Committee authorized by the management will analyze &

review the employees performance for a specified period. The appraisal of all employees
of square textile will be held each year in the month of January.
A predetermined form with evaluation criteria will be provided to the concerned Head of
Department.
After assessment of his/her performance, the filled in form with recommendation will be
placed to the Committee.
The Committee shall then submit recommendations to the Management for final
approval.
6.2.1 Performance Appraisal Methods used by Square Textile

Limited:
Behaviorally anchored rating scale (BARS) used by Square Textile Limited:
Square Textiles tries to maintain their behavioral appraisals which behaviors are simply the
actions taken by individualsthe things that they do and say. Behavioral appraisals measure
what individuals do at work, not their personal characteristics. Behaviors are a much better
option to use in an appraisal than traits. While an individual supervisor or manager may make a
mistake in judgment of the traits of an employee, physical actions or behaviors can be directly
observed, and as a result they are more likely to be a valid assessment of the individuals
performance.
In general, directly observing and evaluating an action is significantly more objective than
making an attempt to judge a trait such as effort. If we applied the same evaluation of behaviors
to all of the individuals in the same type of job, we would have a reasonable certainty that we
were being uniform in application. The same thing would be true here in evaluating the concept
of consistent in effect.
To develop behavioral appraisals Square Textiles follow below systems:
Generate critical incidents: In the Square textile their HR department and Production
department provide their employee some critical tusk or new tusk .By this they can able
to measure their employee how they react in that situation.
Develop performance dimensions: To increase their employee performance and

knowledge Square textile make dimensions in their employee job.
Reallocate incidents: Incident which is provided by the head of the department that
being relocated.
Scale the incidents: One scale was provided by the head of the department. This is work
as a margin for the employee.
Develop a final instrument: And lastly they develop a final instrument based on the
above different type.
If the employee of this organization meets the demand quickly of other textile then HR
department gives 5 marks of their employee and then gradually they count that means if
employee make delay to fulfill their customer demand on time they will gradually get decreasing
mark on the basis of their promptness of supply performance to customer.
Generate critical incidents uses by Square Textile Limited
Critical incidents method is a performance appraisal method in which a manager keeps a written
record of positive and negative performance of employees throughout the performance period.
There is no standard form used, so it is a method that helps organization to easily find out their
positive and negative impact. So through this method they take necessary step to improve their
positive situation and try to decrease negative impact of organization.
How critical incidents work in Square Textile Limited:
Square Textile always maintains raw data. In critical incident written data is used.
In this system of measuring every employee have to maintain a book for entering
information which is done by them.
In this book they entry day to day work. By evaluating this book head of the department
of the square textile able to calculate which tusk is done positively and which is done
negatively.
After result: Square Textile use critical incidents to do a good assessment of the entire review
period, and they coach when needed during the entire review period for developmental decisions.
Square maintain continually conduct informal coaching and disciplining when needed as they
make notes of critical incidents to use during the formal review. With clear standards and
coaching, square minimize disagreements over performance during the formal performance
appraisal because there are no surprises, because employees know what is coming.
Although critical incidents are commonly used for developmental decisions, they are also used
for evaluative decisions. For legal purposes, a list of documented critical incidents is especially
important to have leading up the evaluative decision of firing employees.
After reviewing all the report of the appraisal head of the department take necessary step to
improve their employee performance and productivity. Head of the department try to make them
positive employee those who work as negative.
Forced Distribution Method used by Square Textile Limited:
Square Textile Limited uses forced distribution method to appraise their employee performance.
Here employees are clustered around a high point on a rating scale. Rater is compelled to
distribute the employees on all points on the scale. It is assumed that the performance is
conformed to normal distribution. Square use forced distribution method to get Advantages of
unrealistic, errors of central tendency and want to Eliminates Disadvantages Assumption of
normal distribution,
In this method they placed predetermined percentages of rates in various performance categories.
The proportions of
each category are not symmetrical. Square force ranks
its employees.
Managers appraise employees in groups of about 25 and those in the bottom of each group get 90
days to improve .If they are still in bottom in 90 days they can resign and take severance pay.
Some here decide to stay but if it doesnt work out the firm fires them without severance. This
dismissal policy seems somewhat standard .It reflects the fact that top employees often
outperform average or poor ones by as much as 100%. A bout 500 companies use forced
distribution. Square textile give reward top employs. This Company always follows fairness
when they give any reward. Fairness creates a value for the employees mind and them emphasis
more on their work.
Forced Choice Method used by Square Textile Limited:
Square textile use forced choice method which is known as the series of statements arranged in
the blocks of two or more are given and the rater indicates which statement is true or false. The
rate is forced to make a choice. HR department of square textile does actual assessment. Square
textile limited also tries to use forced choice method to get Advantages of Absence of personal
biases because of forced choice. And try to reduce Disadvantages of Statements may be wrongly
framed.
Square textile efficiently distinguishing between top and bottom performers. In this method the
main challenge is to differentiate meaningfully between the other 80% .Square textile limited
also uses this to appraise performance of employs.
Square textile ltd. recognizes superior
performance by appraising the performance of employs. When their any employees performance
is better than other employees, then that employees get reward from the organization, which
statements apply to the most effective employee. The following box is a classic illustration of the
forced choice items in square textileSquare Parma use this type of table for rating -
1.
Least
A
Does not anticipate difficulties
B
Grasps explanations easily and quickly
C
Does not waste time
Most
A
B
C
D
2.
Least
A
B
C
D
Very easy to talk to
Can be a leader
Wastes time on unproductive things
At all times, cool and calm
Smart worker
D
Most
A
B
C
D
Square appoint a review committee to review any employs low ranking. Train raters to be
objective. This is based on the test of knowledge or skills. The tests may be written or an actual
presentation of skills .Tests may be apt to measure potential more than actual performance.
Square textile also offer to their employees give up training for getting more benefit of company
and staffs do their best for that. Employees promotion depends on their performance and
activities .Forced distribution method helps to determine the position of employs in the
organization. Self appraisal is an important part of the Performance appraisal process where the
employee himself gives the feedback or his views and points regarding his performance. Usually
this is done with the help of a self appraisal form where the employee rates himself on various
parameters, tells about his training needs, if any, talks about his accomplishments, strengths,
weaknesses, problems faced etc.
Square group followed all rules and regulations for improving their employees self appraisal.
This can be finding by using forced method easily.
Paired comparison method uses by Square Textile Limited:
By following this method square actually comparing their employee by pairs. They took report
about their employee on a particular trait and then comparing them by pairs. Each employees
performance represent he is good or bad comparing with another employee. They also rank their
employees by making a chart of all possible pairs of the employees for each trait and indicating
which the better employee of the pair is. As previously said this depends on the employees
performance. Paired Comparison Analysis (also known as Pair wise Comparison helps them
work out the importance of a number of options relative to one another.
This makes it easy to choose the most important problem to solve, or to pick the solution that
will be most effective. It also helps those set priorities where there are conflicting demands on
square textiles resources. The tool is particularly useful when they dont have objective data to
use to make their decision. It's also an ideal tool to use to compare different, subjective options,
for example, where they need to decide the relative importance of qualifications, skills,
experience, and team working ability when they hiring people for a new role. The main
advantage they got that is. It means that when they comparing they are getting the better one
compared to another. The method is quit fast also so they can find the result fatly. As it is most
commonly used by the organizations so square textile also using it. But there are also some
disadvantages they are facing. One is Comparisons can be problematic depending on number and
complexity of jobs. As square textile is a largest organization so they cannot apply it by whole. It
also sometime may appear arbitrary to employees. Sometime the result may be unreliable. So
based on the procedure and advantage and disadvantage square textile can use it when they
compares few employees.
6.2.2 Problems of performance appraisal Square Textile Limited:
They dont invest enough money to improve their performance appraisal technology. For
this reason sometime they are not capable to use enough technology for appraising
performance.
Sometime they dont fairly use their appraisal system. There may be arise biasness.
All Employees are not familiar with basic appraisal techniques. So there can be creating
different kinds of problem.

HR department not appropriately serves their policy making and advisory role.
HR department sometimes show irresponsibility for training supervisor to improve their
appraisal skills. For this reason they are not properly capable to use appraisal system.
Sometimes they dont maintain appraisal format and criteria comply with EEO laws and
up to date. That is very necessary to compare with global contest.

They dont raise salary of employee on the basis of appraisal of employee. For this reason
employee are not motivated to improve their performance.

Sometimes they dont use specific performance stander all time its can create great
problem for the organization.
6.3 Performance Appraisal of Beximco Apparels Limited

The management of Beximco Apparels Limited views performance management as an integral
part of a comprehensive human resource management strategy. Its objective is to maximize
individuals performance and potential with a view to attaining organizational goals and
enhancing overall effectiveness and productivity, it also helps to improve communication

between managers and staff on managing performance. Performance objectives are set at the
beginning of the performance management cycle (January to December) through open discussion
between the supervisors and the appraises. Progress is monitored regularly and feedback from
staff and supervisors is collected to help clarify objectives and output expectation and enhance
performance.
6.3.1 Uses of Performance Appraisal System:
i. Development Performance appraisal system at Beximco Apparels Ltd can determine
which employee needs more training and it can help to evaluate the results of the training
programs. It helps the subordinate-supervisor-counseling relationship and it encourages
supervisor to observe subordinates behavior to help employees.
ii. Basis of Reward Allocation It is used as the basis of reward allocation. It helps the
organization to decide who gets pay rise, provide valid ground at the time of promotion
and other rewards.
iii. Motivation The presence of well-designed evaluation system motivates people at
Beximco Apparels Ltd. It encourages initiatives, develops a sense of responsibility and
stimulates to perform better.
iv. Legal Compliance Performance appraisal serves as a legally defensible reason for
promotions, transfer, discharge and rewards.
v. HR Planning It serves as a valuable input to skills inventories and human resources
planning. When all the functional heads completes the whole procedure of evaluation
they send it to HR Department for their record and subsequent process.
vi. Compensation it provides information that can be used to determine what to pay and what
will serve as equitable monetary package. Base on the performance the Supervisor wards
Individual Performance Multiplier (IPM) ultimately that IPM indirectly decides how
much pay rise one is going to receive.
vii. Communication Evaluation is a basis for an ongoing discussion between superior and
subordinate about job related matters. Through interactions the parties get to know each
other better. Beximco Apparels Ltd is giving emphasis on this aspect.
6.3.2 Performance Appraisal System:
Beximco Apparels Limited divided its total employees into two categories for appraisal.
1. Management Employee: Divided into director, manager and officer

2. Non-management Employee.
Directors and Managers Appraisal Process in Beximco:
Beximco Apparels Limited used management by objectives (MBO) method to appraise their
directors and managers performance.
Officers Appraisal Process in Beximco:
Officers appraisal is a formal process being conducted through participatory manner. This is not
viewed as an annual event rather it represents a systematic year- round process. At the initial
stage of the performance year, both supervisor and supervisee discuss about targets to be
achieved in the current year and share mutual expectations. At this stage, objectives are set and
action plans are developed. During the year, supervisor provides performance feedback to the
employee. Supervisors observe the pattern of behavior of the subordinate in connection with job
performance. This is process of observation, follow-up, providing necessary support, counseling,
coaching and mentoring etc. The timing of officers appraisal is the same to managers.
Non-Management Staffs Appraisal Process in Beximco:
Appraisal system of non-management staff is different than that of management employees. Non
management staff (i.e. sweeper) to confidential secretary is under non-management appraisal
system. In case of non-management employees appraisal, mainly two issues are considered: (1)
Individual record: based on individual record following items are considered - discipline,
punctuality, leave record, monthly medical visits, leave availed and (2) Performance: in case of
evaluating performance following things are considered - knowledge of job, accuracy, neatness,
dependability, work speed, responsibility, adaptability, attitude to others, health & safety
awareness, leadership. Beximco Apparels Ltd management maintains Annual Confidential
Report or ACR to assess annual job performance of each and every non-management staff. Job
performance of non-management staffs is evaluated once at the end of each financial year. In
ACR, every departmental heads put their remarks about the individual's job performance and
efficiency. And for non-management staff adjective rating scale method is used as well. Here
evaluation is done on each of the items on a five point scale (A) Very Good, (B) Good, (C)
Satisfactory, (D) Poor, and (E) Very Poor.
6.3.3 Strengths of Performance Appraisal of Beximco Apparels

Limited
Some of the mentionable strengths of performance appraisal system of Beximco Apparels Ltd as
found out through this report are given below
Uses of Appraisal Method: Beximco use MBO method which is very effective, both
appraisers and appraises actively involved in the objective formulation process, and they
also agree on the nature of performance assessment for example, what measures will be
used to evaluate success and failure.

Regular Appraisal System: Beximco Apparels Ltd conducts performance evaluation
regularly so the employees always remain cautious to perform well.

Useful in Employee Motivation- It is very systematically used in promotion decisions as
well as compensation and reward decisions as a result it is useful in counseling and
development of employees.
Use of Different Rating Forms: Beximco Apparels Ltd believes that an organization
needs different types of employees for several activities and there must be different
appraisal system for them. People in the management, officers and workers are bound to
differ in respect to work style, qualification, educational background and demographic
characteristics. The concept is quite logical and gives better justice.

Fulfills the Requirements of Established Criteria: Fulfills the criteria of relevance for
example measure of performance is related to the actual output s logically as possible,
sensitivity for example able to reflect the difference between high and low performers
and practicality for example- it is measurable (in most of the cases).
6.3.4 Weakness of Performance Appraisal of Beximco Apparels Ltd
Some of the mentionable weakness of performance appraisal system of Beximco Apparels Ltd as
found out through this research are given below-
Lack of Periodic Review: The performance review should be periodically monitored to

obtain correct feedback and provide guidelines for problem solving. It should not be
viewed once in a year.
Difficulty in Compilation for Final Grade: For officers performance evaluation the
overall grading is done based on the frequency of occurrence tick marked in a specific
column. The second highest or third highest rate is meaningless. The raters have the
scope to be biased.
Use of Many Qualitative Factors: Many of the attributes and traits specific measuring
standards were not spelt to raters as well as rates. Factors like dependability, initiative,
attitudes etc. are all most impossible to measure. It provides scope of personal error.
Complexity of PDP Form: The PDP format has been introduced after receiving from the
global corporate headquarters. In developing this system Beximco Apparels Ltd did not
participate so the format does not match with the level of knowledge and understanding
of the present employees.

Lack of legal defense- In some organizations, before giving any employee extreme low
rating; the rater has to give at least two written warnings. However in Beximco there is
no such provision as a result it may not be legally defensible.

Scope of Personal Biases- In Beximco Apparels Ltd raters have the liberty to grade any
number in any grading as a result there is a chance for leniency or harshness error.
Chapter 07
7.0 Comparison between Beximco Apparels and

Square Textile Limited HR Policies:
Beximco Apparels Limited and Square Textile Limited both are very giant company in Textile
sector and their contributions in textile sector are also huge. And both the company have very
strong HR department and they plays an important role in textile sector. But both companies take
some different HR policies in their organization. So there are some comparisons between
Beximco Apparels and Square Textile Limited HR policies are given below:
1. Square selection process is slightly different from Beximco. Square Textile Limited, they
are using Initial Screening , Completion of Application Form , Employment test ,
Comprehensive Interview Background test, Physical Examination , Final Employment
Decision for selecting their employees but in Beximco Apparels Limited , they are using
Need Assessment, Defining the position description, Screening and short listing
Applications, Written test, Selection interview (3 tier), Employment decision
(Application Bank), Pre- employment medical check-up, Offer letter, Orientation /
Induction, Placement, Follow up for selecting their employees.
2. Both two companies external sources and internal sources as source of recruitment.
3. Square Textile Limited are using Behaviorally anchored rating scale (BARS), Forced
Distribution Method and Paired comparison method to apprise their employees but
Beximco Apparels Limited used management by objectives (MBO) method to appraise
their directors and managers performance. Besides, Beximco Apparels Ltd management
maintains Annual Confidential Report or ACR to assess annual job performance of each
and every non-management staff. Job performance of non-management staffs is evaluated
once at the end of each financial year. In ACR, every departmental heads put their
remarks about the individual's job performance and efficiency. And for non-management
staff adjective rating scale method is used as well.
4. Beximco Apparels Ltd conducts performance evaluation regularly so the employees
always remain cautious to perform well but Square Textile conducts performance
evaluation once or twice in a year.
5. Beximco Textile Division primarily depends on the Job training to develop skills for their
manpower besides they are using Factory Overview and Tour, Job Knowledge Transfer,
Job Observations, Skills Practice, Ad hoc Training etc. but Square Textile Limited uses
only few method in training like: on the Job Training, Job Rotation, Apprenticeship
Training.
Chapter 08
8.0 Recommendations:
Beximco Apparels Limited:
From the analysis with the organization structure I have seen that their 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 organization might be increased. Quality control
department should remain prompt always. So that it can maintain a certain level of standard as
per the market demand to capture the foreign market share it should strive more.
The textiles industry should be encouraged to install available machinery, where it can be
shown to be economic, in order to strengthen industry confidence in it to maintain the interest
of potential manufactures in this area.
1. I want to recommend that Beximco should expand their human resource management.
This department controls that kind of factor. The HRM section reviews the job design,
compliance issue, productivity time & other relative importance.
2. The industry can provide extra facility or the employee those who are wanting to
learning for something.
3. Industry can also collect the graduates & other shill resources those who are educated
in this sector. The educational institute & the industry can provide the student for
research & internship serve in this sector. Those kinds of activity help the apparel
industry for upgrades in every time & match with the changing fashion business world.
4. The HRD manager of the company should be analyzed the organizational
jobs properly. Because job analysis serves the cornerstone of all human resource
functions in an organization. Side by side the HRD manager should evaluate
the different positions of employees in the organization in order to establish the well
conceived for pay-structure
Square Textile Limited:

1. Square Textile Limited should be prepared the standard human resource planning.
Because the success and failure of the organization is highly depend on the proper
human resource planning.
2. The company should follow both on-the-job and off-the job method training when they
are training their employees.
3. The HRD manager should prepare the standard promotion policy for the employees of
the organization. Here it is very much important that the employees should get the
promotion based on the performance not the nepotism, political influence and
whatsoever.
4. Before appraising the performance of employees in the organization properly, the HRD
manager should be established the standard. Here it is noticeable that the HRD
manager should appraise the performance of all employees in the organization without
showing any discrimination.
8.1 Conclusion
Beximco and Square Textile Limited are a very well known national figure in Bangladesh. They
are the biggest organizations in Bangladesh. Both companies have a very well reputation for this
working environment. Usually they only recruit people for all-level jobs, because they believe in
the internal growth of their current employees. So it is easily understandable that Square Textile
Limited prefers their current employees first. That is why employees do not leave this
organization. It is also true that Square Textile Limited has a number of good employees who are
talented as well as committed to the organization. They have very good communication skills.
This is because of Square Textile Limiteds strong recruiting and selection process
is successful, relentless contribution and dedication of the organizations human
resource
management is very much needed. Though Square Textile is a newly Ventured Company in the
respective sector, its growth and expansion is praiseworthy. Its contributing the country and
serving the nation in different ways. If it can up hold its much toward advancement, it will be
able to set a role model in our country. To compete in international as well as in local market in
adverse situation the HR managers work has become much more difficult in todays ever
changing business environment. Developing plans in a dynamic situation demands critical
analysis of the situation and strict adhering to the core principal of the organization. Beximco
Apparels Ltd. with its progressive business outlook believes and practices corporate work culture
with a classic blend of efficiency and equity. They believe in company growth by increasing
efficiency level of employees and for that offering excellent environment and support for skill
and knowledge up gradation. BPL values productivity as the spontaneous contribution of Human
Resources. Strategic Human Resource Development Programs are the energy sources for
Beximco Apparels Limited HR for running towards the zenith of success. As Beximco Apparels
Limited is decentralized organization and core values are cherished by everyone within the
organization, operating in dynamic situation is easier than it seems.
References:
Absar, N., Amran, A., & Nejati, M. (2014). Human capital reporting: Evidences from the
banking sector of Bangladesh. International Journal of Learning and Intellectual Capital,
11(3), 244258
Ahmad, S., & Schroeder, R.G. (2003). The impact of human resource management practices on
operational performance: recognizing country and industry differences. Journal of
Operations Management, Vol. 21, No. 1, pp. 19.
Ahmed, N., & Peerlings, J. (2009). Addressing workers rights in textile and apparel industries:
Consequences for Bangladesh economy. World Development, 37(3), 661675.
Anthony, William, P. and Others, (2003), Strategic Human Resource Management,(6th
edition), McGraw-Hill Book Company, Boston, USA-2003.pp.67-78. [38].
Barney, J.B. (1991). Firm resources and sustained competitive advantage. Journal of
Management, 17, 99-120.
Becker, B., & Gerhart, B. 1996. The impact of human resource management on organizational
performance: Progress and prospects. Academy of Management Journal, 39, 779-801.
Bowden, B. (2014). CommentaryBangladesh clothing factory fires: The way forward. South
Asian Journal of Human Resource Management, 1(2), 283288.
Chang, P.L., & Chen, W.L. (2002). The effect of human resource practices on firm performance:
empirical evidence from high-tech firms in Taiwan. International Journal of
Management, 19(4), 622.
Cheng, D. (2005). Exploring the ways to build an effective SOE managerial rewarding system
(Jianquan Guaoqi Jingyingzhe jili jizhi de ruogan duice). Enterprise Economy (Qiye
Jingji) (in Chinese), 4, 3537.
Chew, Y. T. (2005). Achieving Organisational Prosperity through Employee Motivation and
Retention: A Comparative Study of Strategic HRM Practices in Malaysian Institutions.
Research and Practice in Human Resource Management, 13(2), 87-104. Gaddagimath,
Ravi, B., & Jange, Suuresh (2000). Changing libraries: Competencies and challenges for
university librarians. In T. Ashok Babu, et al. (Eds.), Vision of future library and
information systems (pp. 1418). New Delhi: Viva Books.
Gerhart, B. & Milkovitch, G. B. (1992). Employee compensation: research and practice, n
Dunnette, M. & Hough, L. (Eds). Handbook of Industrial and Orhanisational Psychology,
Consulting Psychologists Press, Palo Alto, CA, 3, 481 569.
Human Resource Management Practices in Bangladesh: http// www. hrmpb.com/ Retrieved date
3th December, 2016.
Human Resource Management Practices in the 21st Century: http// www.hrmp21.com/
Retrieved date 3th December, 2016
Jackson, S. E. & Schuler, R. S. (2000). Managing Human Resources, A Partnership Perspective,
Southern-Western College Publishing, London.
Khan, Md. Shahabuddin (2003). Reading promotion: Perspective Bangladesh, CDN LAO
newsletter,
No.
48,
/http://www.ndl.go.jp/en/publication/cdnlao/048/481.html
November,
last,
accessed
at:
on
1th
December, 2016
Kuo, H.P. (2004). The relationship between Human Resource Management practices, employee
commitment, and operational performance in the healthcare institutions, National Cheng
Kung University, Taiwan, Taiwan.
Lee, Feng-Hui, & Lee, Fzai-Zang. (2007). The relationships between HRM practices, Leadership
style, competitive strategy and business performance in Taiwanese steel industry,
Proceedings of the 13th Asia Pacific Management Conference, Melbourne, Australia,
2007, 953-971.
MacDuffie, J.P. (1995). Human resource bundles and manufacturing performance: organisational
logic and flexible production systems in the world auto industry. Industrial and Labor
Relations Review, 48, 197-221.
Mannan, S. M., & Begum, Suraiya (2002). Development of libraries in Bangladesh: A study of
the historical route.
Mohiuddin, Mohammad and Mahmood, Monowar, Hossain, (2001), Personnel to Human
Resource Management, Dhaka University Journal of Business Studies, Vol. XX11, No.
2, December, 2001, ISSN 1682-2498. pp. 53- 65
Moyeen, AFM, Abdul and Huq, Afreen, (2001), Human Resource Management Practices in
Business Enterprises in Bangladesh, Dhaka University Journal of Business Studies, Vol.
XX11, No.2, December 2001, ISSN 1682-2498. pp. 29-35.
Myloni, B., Harzing, A.-W. K. & Mirza, H. (2004). Host country specific factors and the transfer
of human resource management practices in multinational companies. International
Journal of Manpower, 25(6), 518 534.
Nibandhamala (collection of research articles), Vol. 11(p.222). Centre for Advanced Research in
the Humanities, Dhaka University.
Pfeffer, J. (1998). Seven practices of successful organisations. California Management Review,
Vol. 40, No. 2, pp. 96-124.
Price, Alan (2004). Human Resource Management in a business context. At /http://www.hropics.com/introduction-tohrm/frompersonnel.html last, accessed on 2th, December 2016.
Rozhan, O. & Zakaria, I. (1996). Strategic HRM: a comparison between selected manufacturing
and service firms. Research and Practice in Human Resource Management, 4(1), 43 66.
Sang, C. (2005). Relationship between HRM practices and the perception of organisational
performance, roles of management style, social capital, and culture: comparison between
manufacturing firms in Cambodia and Taiwan, National Cheng Kung University, Taiwan,
Taiwan.
Sarkhel, Juran Krishna (2003). Development of human resources for library and information
services: Perspectives and issues. Paper presented at the International Conference on Role
of Libraries in Human Resource Development in Bangladesh, Rajshahi, December 20.
Wright, P.M., Gardner, T.M. and Moynihan, L.M. 2003. The impact of HR practices on the
performance of business. Human Resource Management Journal, 13, 21-36.

FULL Part

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

FULL Part

Hochgeladen von

Copyright:

Verfügbare Formate

Chapter 01

1.1 Objective of the Study:

To get an idea about Textile Sectors.

1.3 Limitation of the Study:

1.4 Literature Review:

2.0 Background Information of Square Textile and

2.1.1 Mission Statement:

2.1.2 Key Products/Services:

100% Cotton Ring Span Yarn For Hosiery

100% Cotton OE Rotor Yarn for Hosiery

Knit Fabrics for 100% export oriented readymade Garments Industry.

It also performs the following services:

Dying & Post Mercerization.

2.1.3 Strategic Goals & Objectives:

To strive hard to optimize profit through conduction of transparent business operations

To create more jobs with minimum investments

To be competitive in the internal as well as external markets

To maximize export earning with minimum imported in-puts

2.1.4 Factory Location:

2.2 Beximco Apparels Limited

2.2.1 About Company

Become the leading top quality apparel producer of Bangladesh

service that will add to their success.

Research & develop new ideas & apparel products

Continuous investment in the latest technology

Upgrading of our human resources

To manufacture a full range of high-quality woven & knit garments.

To continuously seek to increase the profit for all stakeholders.

2.2.3 Factory Location:

3.0 Human Resource Management Process in Square

Appraisal & Evaluation

Figure 01: HR Process of an Organization

3.2 Objective of Human Resource Management

To establish and maintain an adequate organizational structure of relationship among

To generate maximum development of human resources within the organization by

To ensure reconciliation of individual/group goals with those of the organization in

required to fill various positions in the organization.

from one job to another.

3.3 Human Resource Planning:

3.4 HRM Process in Square Textile Limited:

3.5 HRM Process in Beximco Apparel Limited

Figure 02: Job Analysis Chart

The information collected under job analysis is:

Nature of jobs required in a concern.

Nature/ size of organizational structure.

Type of people required to fit that structure.

The relationship of the job with other jobs in the concern.

Kind of qualifications and academic background required for jobs.

3.5.1 Advantages of job analysis:

In those instances where smooth work force is required in concern.

When he has to avoid overlapping of authority- responsibility relationship so that

It also helps the personnel manager to undertake performance appraisal effectively in a

3.5.2 Job Description:

Title/ designation of job and location in the concern.

The nature of duties and operations to be performed in that job.

The nature of authority- responsibility relationships.

Necessary qualifications that is required for job.

Relationship of that job with other jobs in a concern.

3.5.3 Advantages of Job Description:

It helps in recruitment and selection procedures.

It assists in manpower planning.

It is also helpful in performance appraisal.

It is helpful in job evaluation in order to decide about rate of remuneration for a

It also helps in chalking out training and development programmers.