1.0 INTRODUCTION 1.

1 Overview of RMG at Bangladesh The RMG industry of Bangladesh has expanded dramatically over the last three decades. Traditionally, the jute industry dominated the industrial sector of the country until the 1970s. Since the early 1980s, the RMG industry has emerged as an important player in the economy of the country and has gradually replaced the jute industry. The RMG industry is the only multi-billion-dollar manufacturing and export industry in Bangladesh. Whereas the industry contributed only 0.001 per cent to the countrys total export earnings in 1976, its share increased to about 85 per cent of those earnings in 2010. Bangladesh exported garments worth the equivalent of $8.1 billion in 2010, which was about 2.8 per cent of the global total value ($276 billion) of garment exports. The countrys RMG industry grew by more than 15 per cent per annum on average during the last 15 years. The foreign exchange earnings and employment generation of the RMG sector have been increasing at double-digit rates from year to year. 1.2 Background of the Study A report gives practical idea about the subject what they make in the report. As a MBA student we think its very important for our future practical life. This will help us to understand the different aspect and which one will be most preferable in future. For the clear understanding of real HRM practice in work life, Human Resource Management helps us a lot. So, this Term Paper will make a better sense of HRM practice in Corporate World. 1.3 Objectives The broad objective of this report is to provide an overview of HRM practice of SAASCO Group. The specific objectives of this report are: To provide Company overview To provide market overview and analysis To reveal operational, management and HRM planning. Discuss all HRM practice

1.4 Methodology To prepare this report we have collected data from different published materials. Then we have conducted a secondary study. After that we took interview one of the executive serving in this Company. We also collect data from internet .This way we collected primary data. Thus we have used both primary and secondary report to prepare this report.

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1.5 Limitations of the Study There are some limitations of this study. Which are given below: The time frame is short. The primary data is not available. Most of the informations are not adequate. Missing of some key information.

2.0 COMPANY OVERVIEW 2.1 About the Company SAASCO is 100% export oriented Garments Industry in the private sector. Its carrying out import, manufacturing & export of garments since 1995. Group office is situated at Dhaka the capital city of Bangladesh. SAASCO GROUP was founded by Sk. Atiar Rahman Dipu. Today it is an umbrella company under the ownership and management of Sk. Atiar Rahman Dipu and beneath there are Conglomeration of 10 different companies. The main concerns of the company are all textiles related, Garments manufacturing and exporting but some of the other companies play a vital role supporting these. For example, the company has an Accessories & printing Division, producing much of the packaging needed for export and a printing press for clothing labels. 2.2 Product Capacity They manufacture a wide range of products including all types of woven, knit, top & Bottom. 2.2.1 Woven Products Mens & Boys products: Shirts, shorts, pants. Bermudas, Cargo pants. Wind breakers & over alls. Ladies & Girls: Tops, Blouse, Dresses pants, Sorts, Fleece Sets and Overall outwear Jackets, Rainwear etc. 2.2.2 Knit Products Mens, Boys, Ladies & Girls: Knit Tops, Polos, Golf Shirts, Henly Tops, Sweat Shirt, Jog Suites, Sports Wear in Jersey, Interlock, Pique, Yarn dyes, Fleece, Flat back ribs and in many Structured Knit fabrics. Production Capacity
ITEMS Woven Top Woven Bottom Knit CAPACITY 300,000/mth 450,000/mth 0.50 million/mth

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3.0 HRM PRACTICE 3.1 Human Resource Planning SASSCO has a Human Resource Department. SAASCO is one of the biggest employers in Bangladesh. The total number of employees is 1,223. For the employees, there are systematic in house training in home. To motivate t h e e m p l o ye e s , a l o n g w i t h s a l a r y a n d b e n e f i t s t h e c o m p a n y p r o v i d e s various facilities like free snacks , free transportation , 24 hour medical center , on site sports . They also provide full time supply of safe drinking water, adequate lighting and ventilation facilities from sheet. 3.2 HR Practices of SAASCO Recruitment Training Performance Management Employee relation Job analysis Job design Selection Development Incentives Benefits

3.2.1 Recruitment Process in SAASCO Recruitment is the process through which the organization seeks applicants f o r p o t e n t i a l e m p l o ym e n t . The strategy a company is pursuing will have a direct impact on the type of employees that it seeks to recruit. 3.2.1.1 Source of Recruitment There are two kinds of source SAASCO uses for recruitment. External source Internal source.

3.2.1.1.1 Internal Source SAASCO thinks that current employees are a major source of recruits for all but entrylevel 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 procedure. Promotions and transfer are typically decided by HR department. 3.2.1.1.1.1Job-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

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posted on company bulletin boards or are placed in the company newspaper. Qualification and other facts typically are drawn from the job analysis information. 3.2.1.1.2. External Source When job opening cannot be filled internally, the HRD of SAASC look outside the organization for applicants. 3.2.1.1.2.1 Walk-ins and Write-ins Walk-ins are some seekers who arrived at the HR department of SAASCO 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. 3.2.1.1.2.2 Employee referrals Employees may refer job seekers to the HR department. Employees referrals are excellent and legal recruitment technique, but SAASCO 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. 3.2.1.1.2.3 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. 3.2.1.1.2.4 Internet Now today nobody thinks anything without internet. So SAASCO give their advertisement at internet. www.bdjobs.com www.saascogroup.com 3.2.2 Training Program of SAASCO Training is a process of learning a sequence of programmed behavior. It is an 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. There are many types of method practices in SASSCO. 3.2.2.1 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

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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. 3.2.2.2 Job Rotation 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 likes junior merchandiser absence another merchandiser can easily perform the job. 3.2.2.3 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 SAASCO Occupation 1. Quality control manager 2. Quality control officer 3. Cutting Astt. Manager 4. Packing Astt. Manager 5. Ware house Astt. Manager 6. Production officer 7. Sewing technician 8. Sewing Supervisor 3.2.2.4Classroom 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 3.2.2.4 Steps in the Evaluation of training and development Evaluation criteria Pretest Trained or developed-workers Length (months) 13 15 7 7 5 3 5 5

Follow-up studies.

Transfer to the job

Posttest
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3.2.3. Performance Management 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. 3.2.3.1 Purpose of Performance Appraisal in SAASCO. To review past performance To assess training needs To help develop individuals To audit the skills within an organization To set targets for future performance To identify potential for promotion To provide legal & formal justification for employment decision To diagnose the hidden problems of an organization

3.2.3.2 Approaches to measuring performance in SAASCO There are various kinds of method for measuring performance appraisal. But we get information that SAASCO uses only three types of performance method. Supervisor 360- degree feedback Experience based.

3.2.4 Employee Relation Employers and employees each have their own sets of needs and values, and successful relationship between these two sides requires that some sort of balance be struck. This balance often takes the form of a psychological contract, an understood agreement between employer and employees that defines the work relationship. 3.2.4.1 Employee Safety SAASCO provide the employee safety .It ensure the all kinds of job safety such as insurance of each employee not this it provide insurance to the labor. 3.2.4.2 Employee Health Free medical checkup, provide health-card and also provide necessary medical facilities for each employee. 3.2.4.3 Employee Working Condition The working condition of employee is very hygienic SAASCO is ISO 9001-2000 Certified company.

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3.2.5 Job Analysis Job analysis is the procedure for determining the duties and skill requirement of a job and the kind of person who should be hired for it .The supervisor or HR specialist of SAASCO normally collects one of the following types of information: 3.2.5.1 Work Activities First he or she collects information about the job actual work activities such as marketing, sewing, production. This list also include how, why and when the worker performance each activity. 3.2.5.2 Education and Qualification Collect information about educational background and qualification. 3.2.5.3 Experience Experience must be needed for any job in SAASCO. 3.2.6 Job Design Job design is the process of structuring work and designating the specific work activates of an individual or group of individuals to achieve certain organizational objectives. SAASCO makes their job design into three phases The specification of individual task. The specification of the method of performing each task The combination of individual tasks into specific job to be assign to individual

3.2.7 Selection Selection refers to the process by which it attempts to identify applicants with the necessary knowledge, skills, abilities and other c haracteristics that will help the company achieve its goals, companies engaging in different strategies need different types and numbers of employee. 3.2.7.1 Selection Process at SAASCO Employee Selection Process
Initial Screening Completed Application Employment Test Comprehensive Interview Permanent Job Offer

Worker Selection Process

Initial Screening Comprehensive Interview Conditional Job Offer Permanent Job Offer

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3.2.8 Development of the HR The long term development of human resources as distinct from training for a specific job is of growing concern to HR departments of SAASCO. 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 greatercommitment.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. 3.2.9 Incentives Compensation fluctuates according to A pre-established formula Individual or group goals because group goals are different from individual goals Company earnings

3.2.9.1 Individual incentive plans Awards based on individual production vs. company standards Awards based on individual performance standards using objective & subjective criteria Quantity and / or quality goals

3.2.9.2 Group Incentive Plans Rewards employees for their collective performance Group incentive use has increased in industry 2 types Team Based or small group Gain sharing

3.2.9.3 Company-Wide Incentive Plans Rewards employees when company meets performance standards 2 Types Profit sharing plans Employee stock option plans

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3.2.10 Benefits Employees benefits are usually inherent components of the non-compensation system are made available to employees. These benefits are components that contribute to the welfare of the employee by filling some kind of demand. Social Security Workers Compensation Family & Medical Leave Old age, Survivor, Disability Insurance requirements for getting compensation Discretionary benefits

3.2.10.1 Pay for time not worked Holidays Vacations Funeral leave Marriage leave Sick leave Stress leave Blood donation or welfare work Personal leave Sabbatical leave/ For Muslims, leave after death Other religious leaves such as pilgrimage or preaching

4.0 SOWT ANALYSIS 4.1 Strength An abundant supply of the required semi-skilled labor force. An active and learning HRD Considerable HRM and employee acceptance in its HR practice.

4.2 Weakness Discrepancy between top management and worker. HR practice is limited for worker rather than employee.. The labor force lacks the skills to permit large scale improvements in quality and efficiency. 4.3 Opportunities Employee and worker are convincible. New training and development policies are available to practice Skilled labor market are increasing

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4.4 Threats Increased competition for hiring skilled employees and workers. Political Instability Labor unrest

5.0 FINDINGS, RECOMMENDATION & CONCLUSION 5.1 Findings SAASCO put more emphasis on internal search rather than external in recruitment process. It practices On-the-job training rather than Off-the-job training. The application of performance management is little bit lower than the Standard. Although there is big gap between the top-management and the low level workers, there exists a well relationship among the mid level management, supervisor and low level workers. SAASCO creates a nice motivational environment for employees and workers.

5.2 Recommendation From our above analysis we have found that the HRM condition and SWOT of the company are favorable to it. So, we can expect that HRM practice will go up. So our recommendation is to hold up the current practice as well as increase the diverse area of HRM, such as SAASCO must focus on the disadvantage of internal search of recruiting and try to balance in various recruiting sources so that it improves its work diversifying. It should minimize the gap among the top management, middle management & lower workforce. Must emphasis on improving the performance management system.

5.3 Conclusion Any flourishing industry requires combined efforts and co-operation from every area, basically HRM of any company. Though SAASCO is a newly Ventured Company in the respective sector, its growth and expansion is praiseworthy. It is trying to develop every functions of HRM day by day. If it can up hold its much toward advancement, it will be able to set a role model of HR practices in our country.

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APPENDIX

Client At Last Sportswear Inc. Bealls Outlet Stores Inc Copy Cats Industries Inc JD Williams & Company Ltd Peacocks Stores Ltd G. Gulldenpfenning GmbH (ALDI) Bernardi (Go Kids)

Country USA USA USA UK UK Germany

Product Ladies Tops Ladies Tops & Bottoms Ladies Tops Mens Shirt Mens & Boys Shirt Mens Shirt Mens & Boys Top & Bottom Mens Bottom Mens Bottom Mens Top & Bottom Mens Top Mens & Ladies Tops

Italy

FEGI Manifatture ( WAMPUM) Frabo SRL Basic Lines Alfa Sports TEXLINE Associates Pte Ltd.

Italy

Italy Mexico Mexico Singapore

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BIBLIOGRAPHY DeCenzo, Robbins. Fundamentals of Human Resource and Management, John Wiley & Sons, 2011-2012. Lesiker, Marie E. Flatly. Basic Business Communication, McGraw-Hill, 2005-2006. Bangladesh Garment Manufacturers and Exporters Association (BGMEA) Governmentrecognized trade body of garment factories of Bangladesh,

<www.bangladeshgarments.info>. http://www.saascogroup.com

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