Internship Report

On
Human Resource Activities of
Brandix Apparel Bangladesh Ltd.

Submitted To
Mr.

Submitted By
Md Bahar Uddin
ID: 4102058
Session: Spring-2016
Major in Marketing
 Letter of Transmittal

To,

Subject: Submission of Internship report on “Human Resource Activities of Brandix

Apparel Bangladesh Ltd.”

Dear Sir,
This is a great pleasure to submit my internship report on “Human Resource
Activities of Brandix Apparel Bangladesh Ltd”. It was a golden opportunity for me to
gain knowledge regarding the practical experiences while working at Brandix.
Cumilla EPZ. So, I firmly believe that these knowledge and experiences will help me
in my professional life.
I have tried hard to fulfill your expectations by sharing details of each and every
possible topic and avoiding unnecessary amplification of the topics.
I will be very much glad if you could receive this internship report.

Sincerely yours,
………………………..
Md Bahar Uddin
ID: 4102058
Major In Marketing
Session: Spring-2016
 Declaration

I am Md Bahar Uddin, hereby declare that the internship report on “Human Resource
activities of Brandix Apparel Bangladesh Ltd” is prepared by me after completion of
three months internship at Brandix Apparel Bangladesh Ltd, Cumilla EPZ. I would
like to confirm that, the report is prepared exclusively for academic purpose not for
any other purposes. The work I have presented does not breach any existing copyright
and I also assure that this report has not been submitted to any other university for the
award of any degree, diploma, or fellowship. In fact, it’s an original report.

………………………..
Md Bahar Uddin
 Letter of Acceptance

This is certifying that the internship report on “Human Resource activities of Brandix
Apparel Bangladesh Ltd” submitted by MD Bahar Uddin, Id- 4102058
Session: Spring-2016, Major in Marketing & Minor in Human Resources
Management, Bangladesh Army International University of Science & Technology
(BAIUST) as an integral part of the requirement of Bachelor of Business
Administration (BBA) Program. This report is suitable for submission.

………………………………….
Mr.
Lecturer
Department of Marketing
Bangladesh Army International University of Science & Technology (BAIUST),
Cumilla Cantonment, Cumilla-3501

Date: -------------, 2022

 Acknowledgement

My acknowledgement begins with thanking my academic supervisor --------------------

-------------- who has provided me suitable suggestions for making this Final
Internship Report. I would like to thank him for his generous cooperation and
supervision that made me confident about the desired outcome of my internship
project.
I would like to show my warm-hearted gratitude to the whole Brandix Apparel
Bangladesh Ltd. Which has provided me with great deal of information’s, adequate
data and finally cooperated me for the accomplishment of the report successfully. I
would like to thank each staffs of the different Department. I express my gratitude
towards Mr. Mahabub A Rabby, (HR Manager), Brandix Apparel Bangladesh Ltd,
gave me the opportunity to do internship in Brandix. I also give thanks Mr. Saif
Uddin, (HR Executive), Mrs. Sraboni Das (JR Executive- HR),Md. Zahidul Hasan,
(Staff Officer),Md. Mahadi Hasan Siam (Staff Officer) who gave me all the support
that I needed to prepare the report, their valuable support and direction that lead me to
the successful completion of my internship report.

I am thankful to modern technology for making information available for us and make
our life so easier as well as provide as much as information as one need.
 Executive summary

This report provides an analysis of Human Resource (HR) activities of

Brandix Apparel Bangladesh Ltd. The activities of HR in Brandix Apparel
Bangladesh that are helped to develop an effective work force for the
organization which will give Brandix a sustainable competitive advantage and
enable to build profitable long-term relationship with their workforce.

This report consists of over all human resource activities that are getting
followed in Brandix Apparel Bangladesh Ltd. In the first Chapter
(Introduction) the basic HR activities and the fundamental topics of ready-
made garments are discussed. 2nd Chapter presents the literature review of the
study. In the 3rdChapter, organizational overview and the details of the
Brandix Apparel Bangladesh Ltd. are discussed. In the 4 th Chapter, Theoretical
aspect of HRM activities are discussed. In the chapter 5, SWOT analysis of
Brandix Apparel Bangladesh Ltd are clearly defined. Findings and discussions
are discussed in the chapter 06. In Chapter 07, Problems,recommendation, and
conclusions are presented there.
HR policies encourage people to exercise a degree of choice on how and how
well they do their job. In other words, they help induce employee discretionary
behavior which makes people work better and improve performance. This
happens because the HR policies and practices develop positive employee
attitudes or feelings of satisfaction, commitment, and motivation. This study
examines what factors affect employee attributions to HR practices in
relationshipwith HR satisfaction and organizational outcomes. As a result, this
study gives a better insightin how employees individually perceive HR
practices and what kind of attitude or behaviorthey will display when these
practices are made distinctive. This research demonstrates how the HR
practices are perceived by employees. If employees are satisfied, they are
willing to display behavior that is beyond expectations and is neither described
nor rewarded by any formal reward system.
 Table of Content

Page
Topics
No.
Cover Page None
Letter of Transmittal
Declaration
Certificate Of the Organization
Letter of Acceptance
Acknowledgement
Executive Summary
Table of Content
Chapter: 01 Introduction
1.1 Introduction
1.2 Objective of the study
1.3 Methodology of the Study
1.4 Scope of the Study
1.5 Limitation of the Study
Chapter:02 Literature Review
Literature Review
Chapter: 03 Organizational Overview
3.1 Overview of the Brandix Group
3.2 Objectives
3.3 Brandix group classified their goals two ways.
3.4 Overview of Brandix Apparel Bangladesh Ltd
3.5 Departments of Brandix Apparel Bangladesh Ltd:
4.0 Working hours & allowance for overtime
Chapter:04 Theoretical aspects of HRM activities
4.1Theoretical aspect of HRM activities
4.2 HRM Functions
4.3 Staffing
4.4 Training and Development
4.5 Motivation
4.6 Maintenance
Chapter: 05 SWOT analysis of Brandix Apparel Bangladesh Ltd
Chapter: 06 Findings & Discussions
Chapter: 07 Problems, Recommendation and Conclusion
7.1 Problems of the Company
7.2 Recommendations
7.3 Conclusion
References
 Chapter 1: Introduction
1.1 Introduction
The practice and implementation of HR activities is a contemporary issue in RMG
(Ready Made Garments) industry in Bangladesh. Lots of questions were being asked
in several studies & conversation. RMG is one of the booming economic sectors in
Bangladesh
economy. Many scholars recommended nursing this sector with proper care for the
betterment of the Bangladesh economy. HRM (Human Resource Management) can be
considered in two important ways. One way is - HRM is thought as supportive
function for staff in every organization which assists the HRM related issues to line
employees. The other way is - HRM is the function of all the managers’ job that
means managing organization’s employees effectively and efficiently.

This report provides information obtained through analysis of how well Brandix apply
HR theories in its practice. The most important as well as the decisive factor of the
organization is human beings. The existence of the organization largely depends on its
labor resource. To have a great achievement from organization’s operations, there
should have a considerable development of employees in physically as well as
mentally. Employees are just like the heart of the organization. Therefore, the
organization should establish correct strategies and practices to influence the people
or human resources who work for the organization. Considerable attention has been
donated to the human resource planning since recent years. It helps organization to
achieve its goals and objectives efficiency and effectively as the management
planned. By considering the importance of human resources organizations have
appointed a separate manager to manage human resource in a very good manner who
has a very clear knowledge about human resource management, skills, and
capabilities and so on. Those qualities of human resource manager are the
fundamental factors of a good human resource management. Therefore, it is very
important to the organization to achieve its goals and objectives. As well as a good
management of human resource decreases the cost of labor not only labor but also
operational cost such as wastage and so on. The cost is decreased due to the
improvement of employee skills and their motivation. As well as they are specialized
in a separate field. Human Resource can be identified as the most important living
resource that manager utilize to achieve goals and objectives. The quality of products,
services, or anything else is depending on human resources and the management of
human resources. it gives a considerable contribution n for the success or failure of
the organization as wee as the society. It should be noted that managing of employees
is very difficult than other resources. Each manager is responsible of Human
Resource Management. Therefore, a good human resource plan should be planned by
the responsible parties and design jobs appropriately. Then the most suitable
employees should be recruited for the jobs at the most appropriate times. Training and
development programs should be established in relevant periods. On the other hand,
the performances of employees should be measured to motivate employees. Then the
management should consider about the movements of employees such as promotions,
demotions, lay off, terminations, retirements and so on. These are mostly familiar
with the organizational situations in separate periods. Therefore, the organizational
success or failure is largely depending on the human resource management because
human being is the most decisional factor of the organization.

Internship program is essential for every student, especially for the students of
Business Administration, which helps them to know the real-life situation. For this
reason, a student takes the internship program at the last stage of the bachelor’s
degree, to launch a career with some practical experience. Against this backdrop, I
have completed my three months internship in Brandix Apparel Bangladesh Ltd, EPZ,
Cumilla. which has helped me a lot to understand the real-life situation of human
resource activities.
1.2 Objective of the study:
The main objective of this report is to know about the activities of Brandix Apparel
Bangladesh Ltd and try to link the theoretical knowledge with practical experience.
The other objectives are:

To know the company overview

To discuss the theoretical aspects of Human Resource

To explore the overall human resource management activities of Brandix Apparel

Bangladesh Ltd.

To make SWOT analysis of Brandix

To identify the problems related to HR activities of Brandix

To recommend suggestion for the identified problem

1.3 Methodology of the Study

This report has been prepared on the basis of experience gathered during the 12 weeks
of internship period starting from 12th October 2021 to 13th January 2022. In order to
construct the report, I have collected necessary information from two sources:

a. Primary Sources of Information

b. Secondary Sources of Information

a) Primary Sources of Information: The primary data collected from the following

sources:

Face to face discussion.

Telephone discussion.
 Oral interview of the responsible officers and workers.

b) Secondary Sources of Information: The secondary data collected from the

following

sources:

Websites of Brandix.

Various documents of Brandix.

Internet.

1.4 Scope of the study:

The scope of the study is limited in only to Brandix Apparel Bangladesh Ltd. The
report deals with the HR practice including human resource planning, recruitment and
selection process, training & development process, compensation management,
employee relation etc. in terms of theoretical point of view and the practical use. The
study will allow learning about the HRM issues, importance, modern techniques, and
models used to make it more efficient. The study will help to learn the practical
procedures followed by the leading organizations. Moreover, the study will help to
differentiate between the practice and the theories that direct to realize how the
organization can improve their HRM practice & process.

1.5 LIMITATIONS OF THE STUDY

In this internship program lack of my proper practical knowledge has greatly

influenced

in the performance of making the report. The other limitations are:

The study was limited to only one organization.

Some data could not be collected for their confidential documents but shown to
me and make clear about the procedure.

The production unit is separated from the office, so it was very difficult for me to

reach to worker and collect their opinion.

HR Officials has immense pressure of work.

Due to maintenance of organizational secrecy and Company HR policy, Brandix

could not share some area.

Chapter: 02 Literature Review

Human resource management (HRM) includes all management decisions and
practices that affect the employee of an organization (Bhatt and Reddy, 2011). There
have been many definitions of human resource management used by different
scholars. Daud (2006) defined HRM as a system, policy, and practices that can affect
folks that work in an organization. In addition, Shahnawaz and Juyal (2006) defined
Human resources management (HRM) as all decisions and practice that influence
worker within organizations. De Cieri, et al. (2008, p.5) explained HRM as “the
policies, practices and systems that influence employees' behavior”. While Hussain
and Ahmad (2012) considered HRM to be a system that attempts to realize an active
balance between the personal interests of people and their economic added value.
Lastly, Burma (2014) viewed HRM is a strategic and clear approach for the
organization’s most valued assets behind on the employees. Human resources
management is the most important factor that helps the organization to achieve a
competitive advantage (Obeidat, et al., 2012, 2013, 2014; Masa'deh, et al., 2019). This
is since managers in both public and private organizations consider human resources
to be the main source of sustaining competitive advantage; this is done by having the
“best of the best” human resource systems for recruiting, selecting, motivating, and
efficiently managing their people (Mesch, 2010). HRM practices are defined as
“organizational activities directed at managing the pool of human resources and
ensuring that the resources are employed towards the fulfillment of organizational
goals” (Pankaj and Saxena, 2012, p. 671). However, it must be taken into
consideration that human resource management practices are not fixed; they differ
from one country to another (Ozutku and Ozturkler, 2009; Tiwari and Saxena, 2012).
A significant body of research focuses on several specific human resource
management practices. Such practices include staffing, training and development,
performance appraisal compensation management, safety and health, industrial
relations, and recruitment and selection (Ferguson’s, 2006). Singh (2009) worked on
the addition of a number of HRM practices including planning, performance
evaluation, career management, and rewards. Karunesh and Pankaj (2009) examined
the HRM practices implemented and identified some other practices, such as
employer-employee relations, recognition through rewards, culture building, career
development, and benefits. Furthermore, Pahuja and Chander (2012) added a few
other practices: inculcating the right skills, knowledge, and attitude; having a
congenial work environment; and maintaining good employee relationships. In
Hussain and Ahmad (2012) work, others HRM practices, namely staffing, training
and development, performance appraisal compensation management, safety and
health, and industrial relations. In addition, Obeidat, et al., (2014) included the
practices of job design, and teamwork as important HRM practices. Based on the
comprehensive literature review, this study focuses on four HRM practices,
recruitment and selection, performance appraisals, training and development, and
compensation and reward. The rationale behind selecting the practices is that these
practices occur relatively frequently in HRM literature for manufacturing and service
industries.
 Chapter:3 Organizational Overview
3.1 Overview of the Brandix Group

Brandix Apparel Limited is an apparel manufacturer headquartered in Sri Lanka. It is

considered to be the leading apparel manufacturing firm in the country. The company
has branches in India, Bangladesh, and the United States. Brandix has a crucial role in
the Sri Lankan economy by being the main contributor to the Gross Domestic
Production. It is the single largest employer in Sri Lanka's export sector and the
highest foreign exchange earning company. Brandix was founded in Sri Lanka in
1969 with the assistance of Martin Trust, an American who is regarded as the father
of the modern apparel industry in Sri Lanka. The company began operations in 1972
as a conglomerate which was formally a part of Omar Group. Brandix is Sri Lanka’s
largest apparel exporter which employs over 25,000 Associates and generates indirect
employment to an equivalent number. The Brandix Group is supported by over 25
manufacturing facilities in Sri Lanka and strategically located international sourcing
offices. Brandix provides over 50% of value addition locally through the backward-
linked operations in textiles, thread, buttons, and hangers. Brandix pioneered the
concept of total solutions in the Sri Lankan Apparel Industry and has been recognized
as Sri Lanka’s largest apparel exporter by the Export Development Board for the past
two years.

Name: Brandix

Type: Private
Industry: Manufacturing, fashion

Founded: 1969; 53 years ago in Colombo, Sri Lanka

Founder: M. H. Omar

Key people: Priyan Fernando (Chairman), Ashroff Omar (CEO)

Headquarters: Colombo, Sri Lanka

Area served: Worldwide

Products:Activewear, Casualwear, Intimate wear, Sleepand Loungewear

Number of employees : 60,000+

Website: www.brandix.com

3.2 Objectives

On time shipment

Speed to market

Identify new product category

Develop best supply chain management

Develop best management team to ensure total quality management Goals of

3.3 Brandix group classified their goals two ways.

1. Financial goals

Earning highest revenue in the garments industry

Develop the topmost benefits for entrepreneurs.

2. Non-financial goals
 Increasing the national & international market share

Rendered the qualified service in the national & international arena.

3.4 Overview of Brandix Apparel Bangladesh Ltd

Brandix has branches in India, Bangladesh and Haiti, Cambodia.In Bangladesh,

Brandix have two plants: Brandix Casualwear Bangladesh and Brandix Apparel
Bangladesh Ltd which are located in Cumilla EPZ. The operation of Brandix
Casualwear Bangladesh has started in 2010 and in August 2021 Brandix Apparel
Bangladesh Ltd Started its Operation Brandix started the operation of Brandix
Apparel Bangladesh Ltd. Right now, Brandix Apparel Bangladesh Ltd is producing
Ladies boxer, Shorts, Joggers, Pants etc. for the international buyer such as VS Tailor,
PVH, Amazon, GAP, Uniqlo. Around 2000 employee working now in Brandix
Apparel Bangladesh Ltd, they are the people who are making things happen.

3.5 Departments of Brandix Apparel Bangladesh Ltd:

1) Production

Cutting

Sewing

Quality

Finishing

Ware house

2) Commercial & Merchandising

3) Finance
4) HR and compliance

5) IT

6) Industrial Engineering

4.0 Working hours & allowance for overtime

According to Bangladesh Labor Law, no adult worker will ordinarily be required or

allowed to work in an establishment for more than eight hours in any day (Section
100). Also provided that- an adult worker may work in an establishment not
exceeding ten hours in any day. (Section 108). Adult workers shall ordinarily be
required or allowed to work in an establishment for more than 48 hours in any week
(Section 102). But an adult worker may work for more than 48 hours in a week
provided that the total hours of work of an adult worker shall not exceed 60 hours in
any week and on the average 56 hours per week in any year. No women will, without
her consent, be allowed to work in an establishment in between 10 pm and 6 am
(Section 109). When a worker works in an establishment for more than the prescribed
hours in any day or week, in that case he or she will get overtime allowance at the rate
of twice of average of his or her basic wages (Section 108)

Brandix Apparel Bangladesh Ltd is a shifting based factory. Morning shift starts from
6.00 AM and remain till 2.00 PM. Another shift starts from 2.00 PM and ends at
10.00 PM. In Brandix Apparel Bangladesh Ltd, any work after 8 hours is treated as
overtime. Maximum total working hours in a day are 10 hours and per week 60
hours.A worker gets double of the basic as overtime allowance.

Overtime calculation: Basic ÷ 208 × 2 ×actual O.T. hours. Here, 208 means total
working hours in a month = (26 × 8 =208). No employee is allowed to work more
than 10 hours a day &60 hours a week.In every seven days of week one day is off as
weekly holiday.
4.1Wage and Benefit

In Brandix Apparel Bangladesh Ltd, the current monthly minimum wages is 8200.
Wages & salary breakdown is50% Basic and 50% allowances.

Incentives-
 Food allowance is Tk 36/-.
 Attendance bonus is Tk 500/-. for full attendance in the month. And
Attendance bonus is 1000 for Sewing operator’s and Apprentices.
 Provident subsidized
 Transportation facility is provided with pay.
 Medical allowance 1450 Tk/- provided

Facilities-

 Employees and workers become permanent after three months provision

period. All permanent employees and workers are eligible to be a member of
P.F. Every month tk @8.33% of basic pay is deducted from each member
and deposits the equal amount to the fund.
 Two festival bonuses paid to every employee in a year equivalent to two
basic wages during two Eid festive.
 After completion of year if any employee who does not enjoy portion of
earned leave or leave not granted as per rules, the amount of that leave paid
in cash.

Leave policy & payment policy

According to Bangladesh Labor Law, employee leaves are of five types-

Casual leave

Every worker will be entitled to casual leave with full wages for 10 (ten) days in a
calendar year. It will not be accumulated and carried forward to the succeeding year
(Section 115).

Sick leave

Every worker will be entitled to sick leave with full wages for a total period of 14
(fourteen) days in a year. It will not be accumulated and carried forward to the
succeeding year (Section 116).

Festive holidays

Every worker will be allowed 11 (eleven) days festival holidays with full wages in a
year. A worker may be required to work on a festival holiday but 2 (two) days
additional compensatory holidays with full wages & a substitute holiday shall be
provided (Section 118)

Annual Leave

Every adult worker who has completed a period of one-year continuous service in the
establishment will be allowed leave & it calculated at the rate of 01 day for every 18
days of work (Section 117). Only Earned leave can carry forward to the succeeding
year. Any leave applied for by a worker but refused by his employer shall be added to
the credit of such worker.

Maternity Leave

According to section 45&46, Employers are liable to provide maternity benefits to the
employee who has completed at least 6 months of service with the employer by the
date of confinement. Every woman employed in any establishment shall be entitled to
the payment of maternity benefit:
  weeks (2 month) preceding the tentative date of her delivery.
 08 weeks (2 month) immediately following the said of her delivery.

4.2 Health and Hygiene issues

According to Bangladesh Labor Law 2006, all the floors, windows, and other work
rooms of the factory must be kept in clean and free from effluvia arising from any
drain, privy or other nuisance in every week. All the walls, inside partitions, all
ceilings, tops of rooms, and walls, side and tops or passages must be painted or
varnished, be repainted or re varnished at least once in every three years, and where
they are painted or varnished and have smooth imperious surface, be cleaned at least
once in every fourteenth months, or kept white- washed or color-washed and the
white-washing or color washing shall be carried out at least once in every fourteen
months. Ventilation and temperature will secure to workers for reasonable conditions
of comfort and prevent injury to health. Effective arrangements shall be made in every
establishment for disposal of wastes and effluents, humidity of the air should be
artificially increased, and the water used for the purpose shall be taken from a public
supply, or other source of drinking water, or shall be effectively purified before it is
so used. Work- Rooms shall be kept clean on both the outer and inner surfaces and
free from obstruction as far as possible. A sufficient supply of wholesome drinking
water marked ‘Drinking water’ in Bangla shall be ensured. Separate latrine and urinal
for male and female that shall be adequately lighted and ventilated, and maintained in
a clean and sanitary condition always. Employer should provide, at convenient places,
sufficient number of dust beans and spittoons which shall be maintained in a clean
and hygienic condition. In Brandix, maximum hygienic conditions of above are
fulfilled properly. But the medical facility is only primary treatments & primary
medicines.
4.3 Safety issues

In Brandix, following machines are used-

 Two needles
 Over lock
 Plain machine
 Flat lock
 Heal seal machine

While working workers are provided following safety tools-

 Cap
 Musk
 Id card
 Uniform
 Fire extinguisher
 Emergency staircase
 Keep legs on pedal

4.4 Welfare issues

In Brandix Apparel Bangladesh Ltd, two separate welfare officers are appointed to
ensure the welfare of the employees. Their job responsibilities are-

 To do accomplishment of welfare for workers

 To manage holidays for workers
  Follow up the welfare of the employees’
 To keep cleanliness of floor by cleaner
 To give instruction for safety and negotiation of conflicts

4.5 Working Environment

Brandix is absorbing modern garments technologies. All kinds of modern garments

industry facilities are present there. They decorate their office as open office system.
The working environment is medium. There exist friendly labor manager
relationships. The conflicts among employees are solved & reduced by motivation &
training. They follow standard procedures to take disciplinary actions as per labor law
2006. Inappropriate on-job behaviors & dishonesty is been taken here seriously as
disciplinary problem. They take oral warning, written warning, and suspension as
disciplinary action.

4.6 Facilities that are provided to workers

 Less overtime.
 Good behaviors by supervisor.
 Good medical facility
 Rest room facility
 Less work pressures
 New learning from workplace
 Immediate treatment facility
 Having late opportunity only for two days
 Workers get bonus for not taking any leave in a month
  Child care room facility
 Maternity benefit

Chapter: 4 Theoretical aspects of HRM activities

4.1 Theoretical aspect of HRM functions

Definition: “Human Resource Management is the set of organizational activities

directed at attracting, developing and maintaining an effective workforce.” Ricky W.
Griffin

“Human resource is one of the most important resource of an organization employees

supply the talent skills, creativity, exert effort and leadership that contribute the level
of performance of the organization” Khan & Taher, 5th edition

“HRM is the process of acquiring, training, appraising, and compensating employees,

and of attending to their labor relations, health and safety, and fairness concerns.”-
Gary Dessler. Human Resource Management is a series of decision that affect the
relationship between employee and employer: it affects many constituencies and is
intended to influence the effectiveness of employee and employers. Milkovich &
Boudreau

Human resource management involves all management decisions and practices that
directly affect or influence the people, or human resources, who work for the
organization. In modern years, amplified concentration has been devoted to how
organizations manage Human Resources. This augmented focus comes from the
comprehension that an organization’s employees facilitate an organization to attain its
goals and the management of these human resources is vital to an organization’s
success.

4.2 HRM Functions:

HRM is the part of the organization concerned with the “people” dimension. HRM
can be viewed in one of two ways. First, HRM is a staff or support function in the
organization. Its role is to provide assistance in HRM matters to line employees, or
those directly involved in producing the organization’s goods and services. Second,
HRM is a function of every manager’s job.

4.2.1 There are four basic functions of HRM. These are-

(1) Staffing

(2) Training and Development

(3) Motivation and

(4) Maintenance

Even the smallest entrepreneurial organization with one or two employees must
recognize responsibility for all four HR functions. In organizations that are too small
for a formal human resource management department, these functions will be the
responsibility of each line manager.

Staffing

 Human resource planning

  Recruiting
 Selection

Training and Development

 Orientation
 Employee training
 Employee development
 Career development

Motivation

 Performance Appraisals
 Rewards and Compensation
 Employee benefits

Maintenance

 Safety & Health

 Communication
 Employee Relations

Source: Fundamental of HRM 10th edition Robin’s page-34

Human resource management (HRM) goals are accomplished through the functions of
staffing, training and development, motivation, and maintenance. External factors
influencing the process are labor relations, management practices, government
legislation, and globalization.

4.3 Staffing:

Staffing functions includes activities in HRM concerned with seeking and hiring
qualified employees. Although recruiting is frequently perceived as the initial step in
the staffing function, it has prerequisites. Specifically, before the first job candidate is
sought, the HR specialist must embark on employment planning.
4.3.1 Human Resource Planning:

“Human resource planning is the process by which an organization ensures that it has
the right number and kinds of people, at the right place, at the right time, capable of
effectively and efficiently completing those tasks that will help the organization
achieve its overall objectives’’ (Khan & Taher, 2018).

Planning is the process of deciding what positions the firm will have to fill, and how
to fill them. It is often called the primary management function because it establishes
the basis for all the other things managers do as they organize, lead, and control. It
involves two important aspects: goals and plans. Specifically, when an organization
plans strategically, it determines its goals and objectives for a given period. Goals
(objectives) are desired outcomes or targets. They guide management decisions and
form the criterion against which work results are measured. Plans are documents that
outline how goals are going to be met. They usually include resource allocations,
schedules, and other necessary actions to accomplish the goals. As managers plan,
they develop both goals and plans. These goals and objectives often lead to structural
changes in the organization, requiring changes in job requirements and reporting
relationships. These new or revised structures will require HR professionals to direct
recruiting efforts to find individuals with skills matching the organizational strategy.

4.3.2 Recruitment:

According to Robins, “Recruitment means locating, identifying, and attracting

capable applicants.” Employee recruitment means finding and/or attracting applicants
for the employer’s open position. The goal of recruiting is to give enough information
about the job to attract a large number of qualified applicants and simultaneously
discourage the unqualified from applying. One cannot successfully recruit without
knowledge of the critical skills required, nor can one appropriately set performance
standards and pay rates or invoke disciplinary procedures fairly without this
understanding. Once these critical competencies have been identified, the recruiting
process begins. Armed with information from employment planning, HR can begin to
focus on prospective candidates. When involved in recruiting, HR specialists should
attempt to achieve two goals:

 To obtain an adequate pool of applicants, thereby giving line managers more

choices; and simultaneously provide enough information about the job to
head off unqualified applicants
 To locate potentially good applicants, conditioned by the recruiting effort’s
constraints, the job market, and the need to reach members of
underrepresented groups such as minorities and women

Sources of Candidates:

There are two main sources of candidates in the recruitment process. These are-

 Internal Sources
 External Sources

Internal Sources

 Employee Referrals
 Rehiring
 Transfer
 Promotion

External Sources

 Internet
 Company Website
 College Recruitment
 Advertising
 Professional Recruiting Organization

4.3.3 Selection:
Selection involves predicting which applicants will be successful if hired. Once
applications have come in, it is time to begin the selection phase. Selection, too, has a
dual focus. It attempts to thin out the large set of applications that arrived during the
recruiting phase and to select an applicant who will be successful on the job. To
achieve this goal, many companies use a variety of steps to assess the applicants.

Types of Selection Tools:

Application Forms:

 Almost universal used

 Most useful for gathering information
 Can predict job performance but easy to create one that does

Written Tests:

 Must be job related

 Include intelligence, aptitude, ability, personality, and interest tests
 Are popular (e.g., personality tests, aptitude tests)
 Relatively good predictor for supervisory positions

Performance-Simulation Tests

 Use actual job behaviors

 Work sampling—test applicants on tasks associated with that job, appropriate
for routine or standardized work
 Assessment center—simulate jobs; appropriate for evaluating managerial
potential

Interviews

 Almost universally used

 Must know what can and cannot be asked
  Can be useful for managerial positions

Investigations

 Used for verifying application data—valuable source of information

 Used for verifying reference checks—not a valuable source of information

Background Physical Examinations

 Are for jobs that have certain physical requirements

 Mostly used for insurance purposes

4.3.4 Selection Process:

Selection activities follow a standard pattern, beginning with an initial screening

interview and concluding with the final employment decision. The selection process
typically consists of eight steps:

(1) Initial screening interview,

(2) Completion of the application form,

(3) Pre-employment tests,

(4) Comprehensive interview,

(5) Conditional job offers,

(6) Background investigation,

(7) Medical or physical examination,

(8) Permanent job offers.

Each step represents a decision point requiring affirmative feedback in order for the
process to continue. Each step in the process seeks to expand the organization’s
knowledge about the applicant’s background, abilities, and motivation, and it
increases the information that decision makers use to make their predictions and final
choice.

4.4 Training and Development

The training and development function tends to be a continuous process. The goal of
training and development is to have competent, adapted employees who possess the
up-to-date skills, knowledge, and abilities needed to perform their current jobs more
successfully. if any, new employees can truly come into an organization and
immediately become fully functioning, 100 percent performers. First, employees need
to adapt to their new surroundings. Socialization is a means of bringing about this
adaptation. Employees often take months to adjust to their new organizations and
positions. Although the job description may seem straightforward, employees need to
learn the culture of the organization, how information is communicated, and how their
position fits the organization structure and strategy. HRM plays an important role in
assimilating employees so they can become fully productive. To accomplish this,
HRM typically embarks on four areas in the training and development phase:
employee training, employee development, organization development, and career
development.

Orientation

New-employee orientation covers the activities involved in introducing a new

employee to the organization and to the individuals in his or her work unit. It expands
on information received during the recruitment and selection stages and helps reduce
the initial anxiety employees usually feel when beginning a new job. This orientation
can be done by the new employee’s supervisor, by the people in HR, through
computer-based programs, or by some combination. There are two types of
orientation.
  Work unit orientation familiarizes the employee with the goals of the work
unit, clarifies how his or her job contributes to the unit’s goals, and includes an
introduction to his or her new coworkers.
 Organization orientation informs the new employee about the company’s
goals, history, philosophy, procedures, and rules. It should also include
relevant HR policies and maybe even a tour of the facilities.

The Purpose of Employee Orientation:

The employee orientation is also called onboarding. The purpose is

 Making the new employee feel welcome and at home and part of the team.
 Make sure the new employee has the basic information to function efficiently,
and what the employer expects in terms of work behavior.
 Help the new employee understand the organization in a broad sense.
 Start the person on the process of becoming socialized into the firm’s culture,
values, and ways of doing things.

3.2.2 Employee training:

Every organization needs well-adjusted, trained, and experienced people to perform

its activities. As jobs in today’s dynamic organizations have become more complex,
the importance of employee education has increased.

According to Griffin, “Training usually refers to the teaching operational or technical

employee how to do the teaching operational or technical employees how to do the
job for which they are hired.” Employee training is a learning experience: it seeks a
relatively permanent change in employees that improves job performance. Thus,
training involves changing skills, knowledge, attitudes, or behavior.

Types of Training:

The major types of training that organizations provide are given below:

Types Includes
General - Communication skills, computer systems application and programming,
customer service, executive development, management skills and development,
personal growth, sales, supervisory skills, and technological skills and knowledge

Special - Basic life/work skills, creativity, customer education, diversity/cultural

awareness, remedial writing, managing change, leadership, product knowledge, public
speaking/presentation skills, safety, ethics, sexual harassment, team building,
wellness, and others.

Training Methods:

Many different types of training methods are available. For the most part, however,
we can classify them as on-the-job or off-the-job training. We have summarized the
more popular training methods below:

1. On the job training

2. Off the job training

On the job training

 Apprenticeships

 Job Rotation

 Experience

 Multiple Management

 Internship

 Committee Assignment

Off the job training

 Brain Storming

 Conference & Seminar

 Special Course

 Vestibule Training

 Multimedia Learning

Training Process:

There are four steps in the training process. These are as follows:

 In the first, needs analysis step, to identify the specific knowledge and skills the job
requires, and compare these with the prospective trainees’ knowledge and skills.

 In the second, instructional design step, to formulate specific, measurable

knowledge and performance training objectives, review possible training program
content, and estimate a budget for the training program.

 The third step is to implement the program, by actually training the targeted
employee group using methods such as on-the-job or online training.

 Finally, in an evaluation step, to assess the program’s success (orfailure).

3.2.3 Employee development:

Employee development is designed to help the organization ensure that it has the
necessary talent internally for meeting future human resource needs. It is more
concerned with education than employee job-specific training. By education we mean
that employee development activities attempt to instill sound reasoning processes,
rather than imparting a body of facts or teaching a specific set of motor skills.
Development focuses more on the employee’s personal growth. Training cannot
overcome an individual’s inability to understand cause-and-effect relationship. As a
result, employee development be predominantly an education process rather than a
training process.

Employee Development Method:

Some development of an individual’s abilities can take place on the job. Three
popular methods of on-the-job techniques (job rotation, assistant-to positions, and
committee assignments), and three off-the-job methods (lecture courses and seminars,
simulation exercises, and adventure or outdoor training).

 Job Rotation

Job Rotation means moving employees horizontally or vertically to expand their

skills, knowledge, or abilities. Job rotation can be either horizontal or vertical.
Vertical rotation is nothing more than promoting a worker into a new position.

 Assistant-to Positions:

Employees with demonstrated potential sometimes work under a seasoned and

successful manager, often in different areas of the organization. Working as staff
assistants, or in some cases, serving on special boards, these individuals perform
many duties under the watchful eye of a supportive coach.

 Committee Assignment:

Committee assignments can allow the employee to share in decision making, to learn
by watching others, and to investigate specific organizational problems. Temporary
committees often act as a taskforce to delve into a particular problem, ascertain
alternative solutions, and recommend a solution.
 Lecture Courses and Seminars:

Traditional forms of instruction revolve around formal lecture courses and seminars.
These help individuals acquire knowledge and develop their conceptual and analytical
abilities. Many organizations offer these in-house, through outside vendors, or both.

 Simulation Exercises:

Simulation means any artificial environment that attempts to closely mirror an actual
condition. The more widely used simulation exercises include case studies, decision
games, and role plays. The advantages of simulation exercises are the opportunities to
“create an environment” like real situations managers face, without high costs for
poor outcomes.

 Adventure or Outdoor Training:

A trend in employee development has been the use of adventure (sometimes referred
to as outdoor, wilderness, or survival) training. The primary focus of such training is
to teach trainees the importance of working together or coming together as a team.
This could be white-water rafting, mountain climbing, paintball games, or surviving a
week on a sailing adventure. The purpose of such training is to see how employees
react to the difficulties that nature presents to them.

3.2.4 Career development:

Career means the sequence of employment positions that a person has held over his or
her life. Career development programs are designed to assist employees in advancing
their work lives. The focus of career development is to provide the necessary
information and assessment in helping employees realize their career goals. The
current global business environment makes the overseas assignment a vital
component in developing top-level executives. It is vital for the organization to make
the overseas assignment part of a career development program. In the absence of such
a developmental program, two negative consequences often occur. First, recently
returned manager who is largely ignored or underutilized becomes frustrated and
leave the organization. Second, when overseas returnees are regularly underutilized or
leave out of frustration, other potential expatriates become reluctant to accept
overseas posts, inhibiting the organization’s staffing ability.

4.5 Motivation:
Motivation means the activities in HRM concerned with helping employees exert at
high energy levels. The motivation function is one of the most important yet probably
the least understood aspects of the HRM process. Human behavior is complex, and
trying to figure out what motivates various employees has long been a concern of
behavioral scientists. However, research has given us some important insights into
employee motivation.

4.5.1 Performance appraisal:

Performance appraisal means evaluating an employee's current and/or past
performance relative to his or her performance standards. Stripped to its essentials,
performance appraisal involves:
Setting work standards

Assessing the employee’s actual performance relative to those standards, and

Providing feedback to the employee with the aim to motivating his or her to
eliminate performance deficiencies or to continue to perform above par.
Performance Appraisal Process:
The appraisal process evaluates employee performance by measuring progress toward
goals. The process is given below:

1 Establish performance standards with employees

2 Communicate expectations
3 Measure actual performance
4 Compare actual performance with standards
5 Discuss the appraisal with the employee
6 If necessary, initiate corrective action

1. Establish performance standards with employees:

The appraisal process begins with establishment of performance standards in

accordance with the organization’s strategic goals. These should evolve out of the
company’s strategic direction—and, more specifically, the job analysis and the job
description. These performance standards should also be clear and objective enough
to be understood and measured.

2. Communicate expectations:

Once performance standards are established, it is necessary to communicate these

expectations; employees should not have to guess what is expected of them. Too
many jobs have vague performance standards, and the problem is compounded when
these standards are set in isolation and without employee input. Communication is a
two-way street: mere information transfer from supervisor to employee is not
successful communication.

3. Measure actual performance:

The third step in the appraisal process is performance measurement. To determine

what actual performance is, we need information about it. We should be concerned
with how we measure and what we measure. Four common sources of information
frequently used by managers address how to measure actual performance:

Personal Observation

Statistical Reports

Oral Reports and

 Written Reports

Each has its strengths and weaknesses; however, a combination of them increases
both the number of input sources and the probability of receiving reliable information.

4. Compare actual performance with standards:

The fourth step in the appraisal process is the comparison of actual performance with
standards. This step notes deviations between standard performance and actual
performance. The performance appraisal form should include a list and explanation of
the performance standards. It should also include an explanation of the different levels
of performance and their degree of acceptability against the performance standard.
This provides a valuable feedback tool as the manager moves on the next step,
discussing the appraisal.

5. Discuss the appraisal with the employee:

One of the most challenging tasks facing appraisers is to present an accurate

assessment to the employee. Appraising performance may touch on one of the most
emotionally charged activities—evaluation of another individual’s contribution and
ability. The impression that employees receive about their assessment has a strong
impact on their self-esteem and, importantly, on their subsequent performance.
Conveying good news is considerably easier for both the appraiser and the employee
than conveying bad news. In this context, the appraisal discussion can have negative
as well as positive motivational consequences.

6. If necessary, initiate corrective action:

The final step in the appraisal is the identification of corrective action where
necessary. Corrective action can be of two types:

Immediate and deals predominantly with symptoms, and

Basic and delves into cause

Immediate corrective action is often described as “putting out fires,” whereas basic
corrective action touches the source of deviation and seeks to adjust the difference
permanently. Immediate action corrects problems such as mistakes in procedures and
faulty training and gets the employee back on track right away. Basic corrective
action asks how and why performance deviated from the expected performance
standard and provides training or employee development activities to improve
performance.

4.5.2 Rewards and compensation:

Rewards: Payoff for efficient and effective performance may be regarded as reward.
The most obvious reward employees get from work is pay. Reward is called the oil of
the whole Human Resource process shield.

Reward is concerned with the formulation and implementation of strategies and

policies that are to reward people fairly, equitably, and consistently in accordance
with their value in the organization.

Types of Rewards:

Money

Gift Cards

Property

Medical coverage

Promotion to new position

Increment

Grade

Performance based incentive

 Employee recognition

Protection programs

Profit sharing

Overtime and Holiday Packages

Compensation:

Any form of payment made to an individual for services rendered as an employee for
an employer; services performed as an employee representative; any separation or
subsistence allowance paid. Employee compensation refers to all forms of pay going
to employees and arising from their employment. It has two main components, direct
financial payments (wages, salaries, incentives, commissions, and bonuses) and
indirect financial payments (financial benefits like employer-paid insurance and
vacations).

In turn, there are two basic ways to make direct financial payments to employees:
base them on increments of time or on performance. Time-based pay is still the
foundation of most employers’ pays plans. Blue-collar and clerical workers get hourly
salaried and paid by the week, month, or year. The second direct payment option is to
pay for performance. Piecework is an example.

Direct compensation is the monetary payment given to employees for time worked
or achievements, such as:

 Base salary
 Wages
 Bonuses
 Commission
  Overtime

In general, direct compensation includes a fixed reward (like base salary) and can also
involve short-term and long-term incentives (like overtime and bonuses).

Any other non-cash benefit (with indirect monetary value) is considered indirect
compensation. These perks include:

 Insurance (health, dental, vision, etc.)

 Paid leave (vacations, holidays, sick days, etc.)
 Retirement contributions
 Career development programs
 Tuition reimbursement
 Student loan repayment assistance
 Office snacks

In this definition, we’re also talking about non-financial compensation, which has no
monetary value at all. This can include:

 Work-life programs
 Company volunteerism
 Corporate commitments to a better society

4.5.3 Employee benefits:

Employee benefits means membership-based, nonfinancial rewards offered to attract

and keep employees. Benefits-indirect financial and non-financial payments
employees receive for counting their employment with the company-are an important
part of just about everyone’s compensation. They includes things like health and life
insurance, pensions, time off with pay, and child-care assistance.

There are many benefits and various way to classify them. These are:

Pay For Time Not Worked

Insurance Benefits
 Retirement Benefits, and

Services

Pay For Time Not Worked:

It is also called supplemental pay benefits, which is the costliest benefits, because of
the large amount of time off that most employee receive. It is benefits for time not
worked. Common time-off-with-pay periods includes holidays, vacations, jury duty,
funeral leave, military duty, personal days, sick leave, maternity leave, and
unemployment insurance payments for laid-off or terminated employees.

Insurance Benefits:

Most employers also provide a few required or voluntary insurance benefits, such as
workers' compensation and health insurance. These are:

Workers’ Compensation:

Workers’ compensation laws aim to provide sure, prompt income and medical
benefits to work-related accident victims or their dependents, regardless of fault. This
benefit can monetary or medical.

Health Insurance:

It helps to protect employees against hospitalization costs and the loss of income
arising from off-the-job accidents or illness. Many employers purchase insurance
from life insurance companies. Seventy-five percent of employees in one recent
survey called it their most important benefit.

Some popular health insurance coverage is:

Dental Insurance

Preferred Provider Organization (PPO)

Health Maintenance Organization (HMO)

Vision Insurance
 Medical Spending Account

Retirement Benefits:

Retiring from work today does not guarantee a continuation of one’s standard of
living. Social Security cannot sustain the lifestyle most people have grown
accustomed to in their working years. Therefore, individuals cannot rely on the
government as the sole source of retirement income. Instead, Social Security
payments must be just one component of a properly designed retirement system. The
other components are employer retirement plans and savings employees have amassed
over the years.

Retirement plans are highly regulated by the Employee Retirement Income Security
Act (ERISA) of 1974. It is a law passed in 1974 designed to protect employee
retirement benefits.

The retirement can be divided into two types. These are:

Benefit Plan

Contribution Plan

Benefit Plan:

It is a retirement program that pays retiring employees a fixed retirement income

based on average earnings over a period. The amount typically revolves around some
fixed monthly income for life or a variation of a lump-sum cash distribution. The
amount and type of the benefit are set, and the company and possibly the employee
contribute the set amount each year into a trust fund.

The amount contributed each year is calculated on an actuarial basis—considering

variables such as length of service, how long plan participants are expected to live,
their lifetime earnings, and how much return the trust portfolio will receive (for
example, 5 percent or 10 percent annually).

Contribution Plan:
It is differed from defined benefit plans in at least one important area: no specific
dollar benefits are fixed. That is, under a defined contribution plan, each employee
has an individual account, to which both the employee and the employer may make
contributions. Here no specific benefit payout is promised because the value of the
retirement account depends on the growth of contributions of employee and employer.
Some examples may be:

Money Purchase Pension Plans

Profit-Sharing Plans

Individual Retirement Accounts

Money Purchase Pension Plans:

Under this arrangement, the organization commits to deposit annually a fixed amount
of money or a percentage of the employee’s pay into a fund. Based on IRS
regulations, however, permit a maximum 25 percent of worker pay.

Profit-Sharing Plans:

Under such a plan, the company contributes to a trust fund account an optional
percentage of each worker’s pay (maximum allowed by law is 25 percent). This plan
is guided by profit level. The company is not bound by law to make contributions
every year. It should be noted, however, that although employers are not bound by
law, most employers feel a moral obligation to make a contribution. Often, they will
keep to a schedule, even when profits are slim or nonexistent.

Services:
Although time off, insurance, and retirement benefits account for the lion’s share of
benefits costs, most employers also provide various service benefits. Some of these
includes:
Personal Services

“Family-Friendly” Services
 Educational Subsidies, and

Executive Perquisites
Personal Services:
Many employers provide the sorts of personal services that employees need at one
time or another. These includes credit unions, legal services, counseling, and social
and recreational opportunities. Below a few of these are given in brief:
employees with the borrowing and saving needs, but some employers establish their
own.

Employee assistance programs (EAPs) provides counseling and advisory services,

such as personal legal and financial services, child and elder care referrals, adoption
assistance, mental health counseling, and life event planning.
“Family-Friendly” Services:
Several trends are changing the benefits landscape. These benefits helps employees
balance their family and work lives. It makes easier for the employees to balance their
work and family responsibilities. These includes:
Subsidized Child Care

Sick Child Benefits

Elder Care

Time Off

Educational Subsidies:
Educational subsidies such as tuition refunds are popular benefits. Payments range
from all tuition and expenses down to a flat limit of several amount per year.
Executive Perquisites:
Perquisites (perks, for short) usually only go to top executives. It can range from
substantial (company planes) to relatively insignificant (private bathrooms). Some of
the popular examples are:
Management Loans

Salary Guarantees

Financial Counseling

Relocation Benefits

4.6 Maintenance
Health and safety:

Brandix Apparel Bangladesh Ltd. is careful about their workers’ health and safety.
Different safety measures are taken as follows:

For the female workers with newborn baby there is always a Child Care Room and
nursing facility.
 There is a Medical Room with experienced doctor and trained nurse to ensure the
health and safety of the workers. Workers are treated and medicated in work hours for
free. If any worker is injured while working, company bears the cost of treatment of
that worker. Therefore, every unit is well equipped with necessary materials and First
Aid Box.

Pregnant women are taken special care of while working in the factory.

There is an organized and hygienic lunch area for the workers.

Pure drinking water is easily available inside the factory and canteen.

Proper sanitation is ensured for everyone in the factory.

For facing any adverse or catastrophic situation there is an Evacuation Plan inside
the factory by which workers get necessary directions.

Factory is well equipped with permanent Emergency Light for facing any adverse
situation.

Fire and safety:

Fire extinguisher are maintained and checked regularly.

Automated lightening system is available in the factory. It will illuminate the

factory in case of fire incident when power supply is cut instantly.

Emergency exit exists for the fire incident.

Automatic fire alarm systems are available in the factory. Fire alarms can be
initiated automatically by smoke detectors or heat detectors, or manually by pull
stations.

Every unit has the making facility for announcements and necessary directions.

Fire and Safety Training Program is conducted, and a committee has been made to
take immediate actions in case of fire incidents.
 Workers take part in the Rehearsal program of fire extinguishing and emergency
exiting.

Comprehensible directions are given in every doorway and exit point.

Emergency contact no displayed in the easily visible points.

Grievance policy:

In today`s environment, it is widely accepted that the workers should be allowed to

express their dissatisfaction, whether it be a minor irritation or a serious problem.
Glory Industries Ltd. follow several procedures in this regard as follows:

Procedure-1:

Workers’ complaint is made to their assigned supervisor or production manager (PM)

either in verbally or in written form. Supervisor or PM takes measures accordingly.

Procedure-2:

If complainant is afraid of complaining to his/her departmental authority, he/she can

inform it to the welfare officer/HR officer/compliance officer either verbally or in
written form.

Procedure-3

Complainant can also make his/her complaint to the participation committee in

written form.

Procedure -4:

If any personnel are afraid of making complaints directly, he/she can put her objection
on paper to the ‘Complaint and Suggestion Box’ which is placed in every unit’s
washroom. In that case welfare officer/HR officer/compliance officer opens the box
and after proper investigation he/she takes measures accordingly. Complainant can
also hide his/her name from paper.

[N.B. ‘Complaint and Suggestion Box’ is opened on every Saturday]

Procedure-5:

A Worker can also report his/her objection to the higher authority by contacting
personally. Contact no of the higher authority of the company is displayed on the
notice board.

Chapter 5

SWOT analysis of Brandix Apparel Bangladesh Ltd

Strengths:

Strong security system

High quality product

Latest mechanized machinery

Tremendous market positioning

Highly qualified & skilled management

ISO 9001-2000

Highly motivated workforce

Competitive advantage

Equipped with MIS system

Own power generation plant

Weaknesses:

Less promotional activities

 Lack of benefits & rewards for the employees

Inadequate financial resources

High cost of production

Centralized decision making

Small international market share

Opportunity:

Organization can expand product lines

Organization can capture new market segments around the world

Organization can reduce the cost by proper utilization of resources

Organization can hire more well-educated & experienced person.

Threats:

New entry of competitors

Buyer needs & demands changes

Political instability

Changing of government policies

Global economic instability.

Chapter: 06
Findings & Discussions
From my observation and practical experienced found that, Brandix Apparel
Bangladesh Ltd. provides a good benefits and compensation to the workers. They
follow the regulations strongly regarding the workers. The regulation that Brandix
Apparel Bangladesh Ltd. Follows are the combination of-
Company policies

Government law

Buyer requirement

There are some challenges are facing Brandix Apparel Bangladesh Ltd. To maintain
the HRM activities These are-
2. The recruitment and selection policy:
When I worked on recruitment and selection procedures in Brandix Apparel
Bangladesh Ltd. I found out that the recruitment and selection policies are not
updated. They followed on old procedures that are time consuming and costly.

2. Training:
Training is very crucial issue as the whole industry is very labor extensive. At
Brandix Apparel Bangladesh Ltd, employees are provided with complete scale of
training orientation which they will apply in the professional operations. It helps them
to carry out their duty’s day in, day out. Take one example of impact of training. In
the garment industry, the deadline is very strict and any failure in meeting the
deadline often results in the cancellation of orders. At Brandix Apparel Bangladesh
Ltd, in training sessions, one very important message to the staff remain that they
must get done with their jobs in time, no delay is allowed. They are trained
accordingly with technical know-how and motivation. If this practice would not be
there, the company would potentially not be able to meet the time points and thus
would lose a good amount of orders and subsequently the buyers would retreat from
Glory Industries Ltd. So, here it proves the importance of training.

3. Performance Management System:

Brandix Apparel Bangladesh Ltd. has its own style to assess and manage
performance. Their performance management is directly related with training
program. They first examine the performance and based on that they decide whether
training is needed or not. After providing training to weaker employees, they again do
the performance appraisal to find out if training was effective or not. Finally, they
determine the salary contingent on performance. Even though they do this appraisal
semiannually or twice a year, they keep updating their performance appraisal form
every day. They never compare one employee’s performance with others. They have a
pre settled standard and they compare the performance with that. This is the general
process of performance management system.
Reasons behind using performance management system:
They do this PMS to find out what kind of training is needed for individual
employee.

By updating the performance management form to adjust compensation.

In garments, supervisor watches over the employees which makes them perform
better

Brandix believes if the leader is not cooperative, subordinates will not give their
best. That is why they take their opinion in performance management system.
Supervisor knows his employees, their nature, skill very well. So, the main
responsibility of updating the performance document is given to him. He decides
which employee needs training, after training their changes in performance etc.
4. Compensation:
At Brandix, the size of compensation package for a new employee largely depends
upon the amount of experience and apparent potential they show through the
recruitment process. For others, usually, there is a certain salary structure reviewed bi-
annually according to the overall performance of the company. However,
performance is the other measure that sets the bar of compensation for individuals.
Every employee goes through challenge to achieve the professional experience.
Works are best done under pressure. People and employees are all engaged with
pressure but those who can live up to the challenge are rewarded with hefty
compensation package.
Chapter- 07
PROBLEMS, RECOMMENDATIONS AND
CONCLUSION

7.1 Problems of the Company:

Failure to attract talented candidates:

The company fails to attract the talented and experienced people because of-
 Lack of understanding between the recruiters and hiring manager.
 Retaining Millennials in the workforce for a longer period.
 Inability in using data effectively.
 Difficulty in balancing the speed of hire with quality of hire.
 Lack of efficiency during the recruitment process.
 Failure to provide superlative candidate experience
 Technology Misalignment

Increasing the worker turnover rate:

Every clause at the guideline provides opportunity is coping to the workers to be more
benefits. The clauses established to see the workers facilities. Also, the guideline
assures the security of workers benefits and HR. Though all the facilities provided by
the Glory industries Ltd. to the workers, still the worker turnover rate is extremely
high in Glory industries Ltd.
Workers have many recruiting options:
They can move from one company to another in a very short time. They are
contractual or permanent but because of their tendency to get new management and
perception regarding that other company provides better facilities is major reason for
switching the company. And the industry is in high growth so there is a huge demand
for workers. So, the option of getting job is always open.

Different company provides different facilities:

Some companies are providing better working environment, some are providing good
working condition, and some are providing in salary, work pressure, working period.
Distance:
Many workers do not come in workplace on time. As a result, the productivity of the
garment is decreased. So, distance to workplace from home is one a big problem.
Inappropriate salary structure:
Workers focus what their need is. If salary is the reason, then their switching rate is
high. Similarly other benefits are in consideration. But there are also the perception
plays a vital role.
Other problems:

Lack of ethics of workers.

Loyalty scarcity among the workers.

Workers don’t understand or give values to the company provided benefits and
facilities.

Sickness.

Employees do not practice corporate culture

Misbehave of Floor Manager.

Extensive Work Pressure.

Excess of overtime.

Training problems:
When the company arrange training program, I think they face to some problems.
These are
If supervisor is biased to any employee, he will always be benefitted, and the others
may have to suffer for that.
It is hard for one supervisor to look over so many employees and evaluate their
performance. It will take long time as well as mistakes may arise.
To evaluate the garment worker, they do the evaluation manually which makes the
process very lengthy.

Management problems:
Top management can’t communicate with middle management and lower-level
management. Besides lack of monitoring, the productivity of the factory is reduced,
and the workers and employees engage in unethical works.
Reducing the worker’s job satisfaction:

The discrimination of facilities and don’t pay compensations and benefits on time to
workers, the workers discourage their work. As a result, the productivity is decreased
as well as turnover rate is increased.

7.2 Recommendations:
Basically, recommendations mean suggestion about what should be done. Therefore,
as an intern, I have limited knowledge about the respective field. To be a good is not
perfect for this competitive market of RMG sector, they must be perfect. For that
reason, there are some recommendations that I would like to suggest:

Appropriate succession planning:

For internal recruitment Brandix should follow “Succession Planning” technique
especially for those post which tend to create leader (e.g., Assistant Manager). This
technique will help Brandix to avoid extra training cost which would occur if they
hired employee from outside.
 Recruiting more HR personnel:
At present there are 10 HR employees in this company. As in this company there is a
huge need of HR then there should be more HR personnel hired to make the HR team
stronger and so that the employees can be handled for smoothly and all the operations
in the company functions properly.
Providing more facilities to increase job satisfaction:
More facilities should be given to increase the job satisfaction in the company. It is a
fact that if the employees are happy then they will feel more motivated towards work
and thus increase the productivity in the long run. Many facilities can be provided to
the labors such as health benefits, occasional arrangements during festivals, air
conditioning, health care and more importantly day care centers for the female
employees who have children. The Reporting Officers must be more cooperative,
cordial, and friendly to HR department.
Considering the "reliability" and "validity" of the methods:
Brandi’s recruitment team should consider the "reliability" and "validity" of the
methods they use as part of the selection process. This means that the selection
methods should be consistent and measure what they are intended to measure.

Aware of the possibility of discrimination:

Employers need to be aware of the possibility of discrimination occurring during all
stages of the selection process and make every attempt to mitigate this risk.

The HR should monitor the line managers properly:

According to my observation I have found out that one of the main reasons of the
employee turnover is because of the line managers. The line managers make them go
through a lot of hassle. The line managers also take bribe from them for appointing
them or introducing them to the HR.

Introduce service employee career development:

At first, the employees’ requirements and needs should be fulfilled and then they can
become aware of their customer’s needs. We learn from this that it will reduce
employee turnover and can contribute to increased customer satisfaction.
This segment also talks about the empowerment of the employees. It is important
because it increases employees’ latitude in performing their daily tasks including
solving customer problems and handling service failures, and it is related to increased
frontline service employee performance.

7.3 Conclusion
It was a great opportunity for me to work on this company and acquire a wider view
on the reality. I learned a lot regarding HRM activities like recruitment, selection,
training, fair performance management system, compensation, and maintenance etc.
From my report, I have learned lots of HRM related things that are being practiced in
garment sectors and known this RMG sector that is a larger contributing in our
national economy as well as their people’s improvement of livelihood & increase
efficiency & effectiveness.
In my 8 weeks of internship, I see that the management of people is more difficult
than the management of machine because different people have different needs, and
these are the responsibilities of HRM department to satisfy the needs of everyone. I
really had enjoyed working with the HRM team where I got to see the real-life
experience along with wonderful human beings. At last, I can realize that proper
exercise of HRM practices can lead an organization towards the pick of achievement.
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