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Human Resource Management OF Prime Group
Chapter-01
1.1 SCOPE OF THE STUDY
The scope of this paper is limited to the organizational structure, background, and objectives, functions, and investment performance of Prime Group Of Companies as a whole. The scope is also limited to different investment schemes, modes, mechanism, investment proposal appraisal procedures, monitoring and documentation of Prime Group Of Companies.
METHODOLOGY OF THE REPORT
2.1 METHODOLOGY
The methodology of the report includes direct observation, oral communication with the employees of all departments of Local Branch and Head Office, studying files, circulars etc and practical experience. This report is basically qualitative in nature. But the report includes both quantitative as well as qualitative data. In this report no hypothesis is considered
2.2 SOURCES OF DATA
This report contains both primary and secondary sources of data of Prime Group of Company
2.2.1 PRIMARY SOURCES OF DATA
The primary data are collected through:
• Open ended questionnaire.
• Face to face interview of different employees and officers.
• Personal interview and discussion with the employees
• Expert opinion.
• Personal observation of different activities.
2.2.2 SECONDARY SOURCES OF DATA
The theoretical development of the report has done collecting information from various sources. The secondary sources are given bellow:
1) Annual HRM report of Prime Group of Company 2007 – 2008.
2) Some articles
3) Desk report of the related department
2.3 DATA ANALYSIS
The primary and secondary data are edited first. These data were analyzed and processed by different established methods and statistical tools. When I prepared the report I discussed with the respective personals. The necessary improvements and changes are done according to their opinion. All the information, policies and system of Prime Group of Companies is being compared and analyzed with Human Resources Management related text books and websites and found good Performance Appraisal practice at Prime Group of Companies.
2.4 Limitations of the report
Every thing has its limitation. This report is not also free from limitations. Some limitations of this report are mentioned below:
Time constants
The time limit as presided by our department and the IBBL was not enough to conduct an in-depth study effectively.
In adequacy of data
A worthwhile study requires the analysis of much data as possible covering various aspects of the study but there was inadequacy of data.
Unavailability of documents
Unavailability to the required published documents is another limitation.
Internal restrictions
Bank has some policy for not disclosing some data and information for obvious reasons that could be very much essential.
Busyness of employees
Employees are so much busy with their regular activities and can not provide enough time for me.
CHAPTER – 2
AN OVEVIEW OF PRIME GROUP OF COMPANY (PGC)
3.1 PRIME GROUP OF COMPANY
Prime Group Is One Of The Leading Manufactures And Exporters Of Readymade Garments In Bangladesh. Since Its Inception In 1984, The Group Has Been Able To Create A Distinctive Image Amongst American & European Garment Buyers As Makers Of High Quality Garments. We Specialize In Heavier Weights & Bottom Line Garments Such As Pants, Shorts, Bermudas, Skirts & Skorts. We Also Make Overalls, Shortalls, Jackets And Shirts.
Right from its inception the policy of the company has been to provide total buyer’s satisfaction by offering quality garments in time to meet the commitments of quality and prompt delivery.
In each stage of production we maintain close monitoring and ensure quality.
Main strength manner of this company is planned infrastructure, which is reinforced by 1000 employees, who from the background of the company.
Employees are trained with teamwork culture, department are headed by qualified and experience managers assisted by executives who undergo continuous new developments training.
3.2 MISSION & VISION
“Our mission is to bring Service of international standards within the reach of every individual. We are committed to the achievement and maintenance of excellence in education, research and Service for the benefit of humanity”
3.3 HISTORY
Prime Group Is One Of The Leading Manufactures And Exporters Of Readymade Garments In Bangladesh. Since Its Inception In 1984, The Group Has Been Able To Create A Distinctive Image Amongst American & European Garment Buyers As Makers Of High Quality Garments. We Specialize In Heavier Weights & Bottom Line Garments Such As Pants, Shorts, Bermudas, Skirts & Skorts. We Also Make Overalls, Shortalls, Jackets And Shirts.
Right from its inception the policy of the company has been to provide total buyer’s satisfaction by offering quality garments in time to meet the commitments of quality and prompt delivery.
In each stage of production we maintain close monitoring and ensure quality.
Main strength manner of this company is planned infrastructure, which is reinforced by 1000 employees, who from the background of the company.
Employees are trained with teamwork culture, department are headed by qualified and experience managers assisted by executives who undergo continuous new developments training.
3.4 The Prime Group is much more than Asia’s Largest Network of Companies
Core concern
We have the following manufacturing and service units in our fold, which Equipped with modern Machineries, skilled technicians and workers.
Prime Garments Ltd.,
Prime washing Plant.
Pritam Knit Wear Ltd.
Prime Sand Blasting Unit.
Pritam Transport Agency.
Pritam Enterprise Australia.
Pritam Fashion Wear (Pvt.) Ltd.
Veinous Printing & Packaging.
Factory Information
Prime Garments Ltd. & Pritam Fashion Wear (Pvt.) Ltd.
Production Strength Prime Pritam
Production Space 13,200 SFT. 14,700 SFT.
No. Of Sewing Machines 210 SETS. 200 SETS.
Manpower in Production 495 Persons 410 Persons
Production Capacity 8,000 DZ/Month 7,000 DZ/Month
(Basic Long Pant, Skirt & Skort.)
Sample Section Standrad Standrad
U.S.A QUOTA HELD (By Category)
Prime Pritam
CAT # 342 42,000 DZS 5,000 DZS
CAT # 347 12,000 DZS 5,000 DZS
CAT # 647 4,000 DZS 1,500 DZS
CAT # 237 18,000 DZS 2,000 DZS
CAT # 334 4,000 DZS 2,000 DZS
CAT # 335 13,000 DZS 3,000 DZS
Designation Male Female
Commercial Manager 03 00
Commercial Assistant 05 00
Manager Production 08 00
Assistant Manager Prod. 02 00
Accountant 04 00
Accounts Assistant 02 00
Audit/Compliance Manager 06 01
Stores Keeper 08 00
Stores Assistant 04 00
Computer Operator 08 02
Office Peon 10 00
Driver 20 00
Security 10 00
Cleaners 10 05
Sweeper 10 02
Total : 110
10
Number of Workers
Designation Male Female
Cutting in Charge 02 00
Cutting Supervisor 05 00
Marker 08 00
Cutting Operator 20 00
Cutting Helper 12 00
Sewing Supervisor 100 290
Sewing Operators 20 140
Sewing Helpers 80 02
Quality Supervisor 04 50
Quality Inspector 08 02
Finishing incharge 10 00
Finishing Supervisor 20 00
Iron Men 20 12
Folders 20 05
Finishing Helpers 20 50
Threaden Cutter 30 30
Packers 06 20
Maintenance Supervisor 02 10
Maintenance Helper 05 02
Total 392
613
List of Machinery Prime Pritam
Single Needle Lock Stitch 114 Sets 120 Sets
Double Needle Lock Stitch 15 Sets 10 Sets
Double Needle Chain Stitch 12 Sets 13 Sets
Over Lock 22 Sets 12 Sets
Feed of the Arm 10 Sets 08 Sets
Button Hole Regular 08 Sets 05 Sets
Button Hole Eyelet 02 Sets 02 Sets
Snap Button Attached 08 Sets 05 Sets
Flat Lock 12 Sets 10 Sets
Kansi Special 02 Sets 06 Sets
Needle Detector (Convey Type) 01 Sets 01 Set
Nedle Detector (Hand Type) 02 Sets 03 Sets
Thread Sucking Machine 01 Sets 01 Set
Cutting Machine 04 Sets 04 Sets
Steam Boiler 03 Sets 03 Sets
Steam Iron 09 Sets 12 Sets
Electric Iron 05 Sets 05 Sets
Vacumm Iron 02 Sets 02 Sets
Fabric Inspection Machine 01 Sets 01 Set
Number of Cutting Table 02 Sets 01 Set
Generator 01 Set (KVS120) 01 Set KVS120)
Other’s Facilities: Standby Generator, Seperate Dining Hall, Free Transport for all Worker’s, Doctor’s Room, Baby Care Room.
Packing Facilities: 5000 Boxers Per Day
Annual Sales: US $ 12.00 Million
Prime Washing & Blasting Unit
The Plant is equipped with the latest technology. Washing Machines are from washes in the us while the plasting machines are from China. Safety standers are adhered to.
Machines Operators, Quality Controllers, checkers, and chemical analysts have received training at internationally accredited organizations.
Environmental Pollution has also been addressed through the establishment of a water treatment plant.
Prime washing plant was set up to cater to up market buyers in the USA, Canada and Europe. The plant boasts an impressive clientele including jordache, fubu, gasoline, US polo, kikit, air port and other.
Prime washing plant presently has as average capacity of 17,000 Garments a day. A number of wash types are currently undertaken including enzyme wash, garments wash, bleach was, enzyme pleach wash, garments dying, dipped bleach, prigment wash, acid wash, dirty wash. Tie dye, sand, stone and sand blasting.
Production Capacity per day:
Normal wash : 12,000 pcs.
Enzyme wash : 8,000 pcs
Tie Dye, pirgment
Sand, Stone & Bleach wash: 8,000 pcs.
Floor area : 15,000 sft.
List of Machinery
Industrial Washing Machine : 10 Nos
Industrial Sample Machine : 2 Nos
Hydro Extractor : 3 Nos
Industrial Gas Dryer : 10 Nos
Industrial Steam Dryer : 4 Nos.
Sand Blasting Machine : 6 Nos.
Other facilities : Standby Generator & Steam Boiler
Working Hour : Two Shift (24 Hours).
Vinous Printing & Packaging
Vinous Printing & Packaging Provides several options to produce world class product for our valued customers.
Advantages
– Very competitive cost base.
– Strong tradition and skills in the industry
– Good Packaging & Printing technology
– Capacity to undertake specialized and on demand printing and publishing.
Customer’s
Prime Group believes… that Quality service means an unshakable commitment to the truth. In integrity. We deliver the service we promise and will not promise what we cannot deliver.
Major Customer’s …
Wall Mart Inc. U.S.A.
Jordache Inc. U.S.A.
Target Stores U.S.A.
Sesame Street U.S.A.
Kids R US U.S.A.
Sears U.S.A.
Vanhappen Netherlands.
Zellers Inc. Canada
Intersport. Switzerland
Sugang. Hongkong
Sharpco. Hongkong
Original Marines Italy
Bepc U.S.A.
Business Terms:
1. Shipment against confirmed irrevocable letter of Credit at sight through any first class international bank.
2. Delivery lead time:
• For Garments based on Fabric to be imported from outside Bangladesh.
(a) 90 days from date of receipt of L/C in case of Denim items.
(b) 120 days from date of receipt of L/C in case of other items for
• Garments base of fabric manufactured in Bangladesh.
(a) 90 days from date of receipt of L/C.
Bankers:
Uttara Bank Ltd.
150 B.B. Road. Agrani Bank
B.B. Road United Commercial
Bank Ltd.
Narayanganj Branch Narayanganj Branch
Foreign Exchange Branch
Narayanganj -1400 Narayanganj -1400
Swift: UTBL BDDH 437 Swift: UTBL BDDHa XXX 20 Dilkusha C/A, Dhaka-1000.
3.5 BOARD OF DIRECTOR
Prime Group of Companies Have Four Board of Directors
1. Abu Zafar Ahmed Babul
2. Md. Zakir Ahmed Rubel
3. Jamal Ahmed Jewel
4. Jahir Ahmed Sohel
3.6 COMPANY FACT SHEET
Prime Group of Companies is the largest Garments in Asia. It has evolved into Garments and Fashion with interests across the entire World.
Besides owning and managing Garments and Fashion Wear, the Group has leadership positions in:
• Production Space
• NO. Of Sewing Machines
• Manpower Sourcing & Placement
• Production Capacity
• Produce World-class Product
• Strong Tradition and Skills in the industry
• Good Packaging & Printing technology
• Capacity to undertake Specialized and on-demand printing and publishing.
3.7 BRIEF OF PRIME GROUP OF COMPANIES
Prime Group Is One Of The Leading Manufactures And Exporters Of Readymade Garments In Bangladesh. Since Its Inception In 1984, The Group Has Been Able To Create A Distinctive Image Amongst American & European Garment Buyers As Makers Of High Quality Garments. We Specialize In Heavier Weights & Bottom Line Garments Such As Pants, Shorts, Bermudas, Skirts & Skorts. We Also Make Overalls, Shortalls, Jackets And Shirts.
Right from its inception the policy of the company has been to provide total buyer’s satisfaction by offering quality garments in time to meet the commitments of quality and prompt delivery.
In each stage of production we maintain close monitoring and ensure quality.
Main strength manner of this company is planned infrastructure, which is reinforced by 1000 employees, who from the background of the company.
Employees are trained with teamwork culture, department are headed by qualified and experience managers assisted by executives who undergo continuous new developments training.
3.8 AN OVERVIEW OF THE DIVISIONS
Prime Group of Companies is one such company that has to overcome a lot of hurdles to reach the position it now holds. At present, Praful B. Pawar is the Chief Executive officer & & Director Medical Services, Michael C Hall is the Director–Operations; Shahjahan Majumder Director – Finance; MS. Jacqueline Irene Flynee Director – Nursing, A. K. M. Nazrul Haider GM – IT, Nurullah Mamun Chowdhury General Manager – Human Resource and Iftikhar Husain General Manager – Material, Shatrujeet Kumar Rai General Manager – Operations, Mr. J.S. Thomas Rodrigo – Deputy General Manager – Hospitality Services, These 9 persons at the top carried out their management roles exhaustively and systematically. They equally contributed to Prime Group of Companies superior leadership, by carrying out their unique roles. They worked well together, respecting each other’s abilities, & arguing openly & without any resentment when they disagreed.
To maintain a close touch with the organization each man works in separate area of Prime Group of Company. Their offices are indistinguishable from all other cubicles where Prime Group of Companies junior executives & secretaries work in good environment. The staffs starting from the CEO to the lower operating level employees shares the same premises under one roof. This has created a management team that is unified, cohesive & energetic.
Each and every employee of Prime Group of Companies takes pride of being an employee at Prime Group of Companies and his or her pride comes from the freedom of direct communication with the top management. The management of Prime Group of Companies is supportive in the sense that the top management deliberately supports the suggestions, values, ideas, innovation and hard work of the employees and officer. Again high amount of employee participation is encountered in the management process. There are also systems for awards, incentives, and status for innovative ideas and hard works. Again the management style can also be termed as Collegial as high amounts of team work and participation exists between the top and bottom parts of Prime Group of Companies. Thus, according to my perspective the management style at Prime Group of Companies falls somewhere between supportive and collegial.
Prime Group of Companies follows a 4-layer management philosophy in Bangladesh. These are Managers, Executives, Officers and Assistant Officers. The CEO is the top most authority of all the levels. Managers are the departmental heads who are responsible for the activities of their departments. They are the heads of the department who formulate strategies for that department. e.g. Human Resources Manager. Executives have the authority next to managers. They are basically responsible for certain activities & organizational functions. e.g. Admin Executive. These two layers represent the management level of Prime Group of Companies.
Officers are the next persons to stand in the hierarchy list. They are the typical mid-level employees of Prime Group of Companies organizational hierarchy. These officers are responsible for managing the operational activities and operating level employees. The operating level employees of Prime Group of Companies who are ranked as Assistant Officer fill the last layer of this hierarchy. They perform the day-to-day operational activities of Prime Group of Companies.
3.9 CHIEF EXECUTIVE COMMITTEE
The organizational structure of Prime Group of Companies is designed according to the various service and functional departments. The Chief Executive Officer (CEO) heads the chief executive committee, which decides on all the strategic aspect of Prime Group of Companies. The CEO is the person who supervises the heads of all the departments and also is the ultimate authority of Prime Group of Companies. He is responsible for the all the activities of Prime Group of Companies and all its consequences. He administers all the functional departments and communicates with the department heads for smooth functioning of the organization. The Prime Group of Companies Chief Executive Committee is formed with the heads of all departments along with the CEO. The structure of this top-most authority is shown in the following figure. Besides the CEO the CEC is staffed with Director – Operations, Director – Finance, Director – Nursing, GM – IT, GM – Material, GM – HR, DGM – Operations, DGM – Operations, DGM – Hospitality Services.
3.10 HUMAN RESOURCE DIVISION OF PRIME GROUP OF COMPANIES
The Human Resource Manager currently heads this department. The major functions of this department are strategic planning and policy formulation for Compensation, Recruitment, Promotion, Training and developments, Personnel Services and Security. The HR department is very much concerned with the discipline that is set up by the Prime Group of Companies. Prime Group of Companies has got strict rules and regulations for each and every aspect of working process; i.e. The Dress Code. All these major personnel functions are integrated in the best possible way at Prime Group of Companies, which results in its higher productivity. The Human resource executive monitors the employee staffing and administration activities. Like that of any other organizations, the Administration of Prime Group of Companies makes sure that the organizations moves on with all its departments and staffs operating according to all the rules and regulations of the company. It also prevents any bottlenecks within the work process and ensures smooth functioning. The business support services provide supports to the departments during employee leaves and sudden terminations so that the department can function without problems The Training Manager supervise Training, development & rotation activities. The structure of the HR department is shown below:
-The structure of the HR department
CHAPTER-3
HUMAN RESOURCES MANAGEMENT
4.1 INTRODUCTION
Human Resource Management (HRM) is a core discipline, which deals with managing the work force in such a way as to maximize the output of the organization. It starts with the selection and recruitment of employees, its training and development, maintaining a consistent compensation package for the employees and to take many other initiatives to reduce the absenteeism and to motivate the employees. In the early days employees were treated as simply workers who will abide by the order of the employee ignoring the human side of the workers. As a result, the outputs of the organization were not maximized. Then more emphasis is given to improve the condition of the workers for motivating them towards work. This work force is treated as asset in today’s organization.
One of the primary jobs of HRM is the formulation of a selection and recruitment policy commensurate with the organizational policy and mission of the organization. Induction of new employee to an organization is a vital issue. Under qualified recruited employees may jeopardize the objectives of the organization. If everything regarding induction of new employee is clearly spelt out in the selection and recruitment policy then the chance of recruiting under qualified employee is less.
Another major area of HRM is the training and development of the employees. Actually training can sharpen the know how of an employee. Need for training may start with the new recruitment of the employee and continue till the retirement of the employee. Continuous training and development of the employee can help organization to achieve its goals.
4.2 FACTOR HINDERING HRM IN BANGLADESH
Bangladesh bears a colonial legacy in its entire public administration system. Present day Bangladesh was part of the British Empire for almost two hundred years. In 1947, Pakistani rulers replaced the British and dominated the area then known as East Pakistan until a blood-shedding war in 1971 brought about an independent Bangladesh. A colonial imprint persists in Bangladesh especially in political and administrative arrangements. The British tradition helped the bureaucracy to become an essential tool of governance. At the same time, it is accused of following the “Pakistani tradition of involvement in power politics” (Haque, 1995). The political system of Bangladesh has survived a series of transitions. A few years of democracy were followed by nearly fifteen years of military rule. In 1990, for the first time, Bangladesh achieved a fully functioning democratic structure. Ironically, the nature and role of bureaucracy in both the pre and post-democratic period remained almost the same except for an increase in number of ministries, divisions, departments and statutory bodies (Ahmed, 2002: 323-26).
The role of government has changed in the course of Bangladesh’s development. After independence, its focus was the attainment of development in all spheres of life by intervention and the use of administration in a constructive way. Government and administration were seen not merely as a regulator but as a facilitator.
From the beginning of the 1990s, the role of government has changed from an intervener to a referee; instead of playing the game, its main duty is to make sure that a fair game is being played. This reinvented role of the government necessitates redefining the role of the bureaucracy. Bureaucracy can be considered as an “open” system that interacts with or is affected by the environment in which it operates. Traditionally, this environment consisted of only the “domestic economic, political and social context within which the organization is located.” Now, however, “public organizations are more often faced with global threats and opportunities that affect their operations and perspectives” (Welch and Wong, 2001: 372-73). The performance of a public organization depends largely on how the domestic political institution handles global pressures as well as how it interacts with the bureaucracy.
In recent times, the term “Good Governance” has gained a lot of popularity. However, defining this particular term seems to be never an easy task and henceforth, good governance has always been identified as the absence of bad governance, which ultimately is used to measure the performance of the government. In deed in many cases, a poor performance of the government presents a scenario where,”… resources are wasted, services go undelivered, and citizens—especially the poor—are denied social, legal, and economic protection” (Grindle, 2002:1). Ultimately, the ability of government to provide services effectively and efficiently depends upon a competent cadre of civil servants. Good government has to depend on good, competent people whose presence can be felt at every activities of the government (Lavigna & Hayes, 2005:67).
However, in a third world country like us, this interaction is even more important as the government of Bangladesh has to confront a more daunting set of challenges and powerful forces — globalization, economic competition that cuts across national borders, social and political upheavals, technological change, threats of terrorism, and a rapidly-changing labor market. The success of government to respond effectively to these challenges, therefore, is dictated largely by its ability to recruit and retain a talented workforce, as- “…good government requires good people” (Lavigna & Hayes, 2005:67). In reality, nature and process of recruitment in civil service sets the tone of the civil service and thereby, dictates the particular role it decides to play at particular times.
4.3 HUMAN RESOURCES PRACTICES IN PRIME GROUP OF COMPANIES
Prime Group of Companies believes in the strength of human resource and uses the modern concept of resource utilization. Every job description is carefully designed and modified under dynamic environment. The company believes in the concept of best fit and trains and develops company personnel as the key ‘human capital’ of the company. General Manager of Human Resource department is the head of the department. The Manager HRD & Admin, two Depute Manager Recruitment and Remuneration, Sr. Executive, tree Executive Human Resources, Executive Administration, Officer Human Resources, Time office Assistant, Mailing service Assistant, Administrative Assistant work under General Manager HRD.
Prime Group of Companies believes in the strength of human resource and uses the modern concept of resource utilization. Every job description is carefully designed and modified under dynamic environment. The company believes in the concept of best fit and trains and develops company personnel as the key ‘human capital’ of the company.
The Human Resource Department thus concentrates all its activities for the development of human resource for the benefit of the company. The department also believes in maintaining harmonious relationship between the management and employees all the times. The department ensures that managerial development contributes to organizational development.
The departments’ various activities cover setting criteria for the selection procedures. Interview techniques, training standards etc. According to the PGC policy guideline, the department maintains the personnel through formulation policies on wages, fringe benefits, annual leave, training calendar, provident fund, performance appraisal etc. Remuneration is managed centrally and there is never any negotiation but settlement. It also settles with the trade union for Long Term Agreement (LTA) between management and workers and the ‘collective burgeoning agents’. As the competitive world is changing with the speed of light, Training and Development becomes an integrated part to stay on the top. Thus PGC puts great importance to training and development of managers and employees. The company has Technical Training Center at the Prime Group, which organizes different training programs for its management people around the year. As a subsidiary of PGC sends its managers and employees for training to this training program.
4.4 JOB ANALYSIS OF PGC
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job.
The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.
Purpose of Job Analysis in PGC
The purpose of Job Analysis is to establish and document the ‘job relatedness’ of employment procedures such as training, selection, compensation, and performance appraisal.
Determining Training Needs
Job Analysis can be used in training/”needs assessment” to identify or develop:
• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• Methods of training (i.e., small group, computer-based, video, classroom…)
Compensation
Job Analysis can be used in compensation to identify or determine:
• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop:
• job duties that should be included in advertisements of vacant positions;
• appropriate salary level for the position to help determine what salary should be offered to a candidate;
• minimum requirements (education and/or experience) for screening applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires
Performance Review
Job Analysis can be used in performance review to identify or develop:
goals and objectives
performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
4.5 METHODS OF JOB ANALYSIS IN PGC
Several methods exist that used individually or in combination. These include:
review of job classification systems
incumbent interviews
supervisor interviews
expert panels
structured questionnaires
task inventories
check lists
open-ended questionnaires
observation
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
4.6 WHAT ASPECTS OF A JOB ARE ANALYZED IN PGC?
Job Analysis should collect information on the following areas:
• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledge, skills, and abilities (KSA’s) required performing the job. While an incumbent may have higher KSA’s than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
4.7 JOB DESCRIPTIONS AND JOB SPECIFICATIONS
Job analysis provides two types of information to HR manager job descriptions and job specifications.
4.7.1 Job Descriptions
Accurate job descriptions provide a basis for job evaluation, wage and salary comparisons, and an equitable wage and salary structure. They provide information about the knowledge, training, education, and skills needed for each job. Well-crafted job descriptions prevent unnecessary misunderstandings by telling employees what they need to know about their jobs. They also provide a basis from which to determine whether a disabled applicant is otherwise qualified for the job and, if so, to assist in determining what accommodation would be required for the applicant to be able to perform the essential functions of the position.
4.7.2 Job Specifications
A description of the worker characteristics required to perform a given job competently. These characteristics must be bona fide occupational qualifications, as opposed to requirements that are artificially inflated and not actually required for competent job performance (e.g., requiring a college degree for all exempt jobs). Specifications, commonly referred to as hiring or background requirements, should be written before advertising or interviewing candidates for an open position. They should support the essential functions identified during job analysis to reduce potential liabilities
Sample Job Description of Deputy General Manager- Materials in Prime Group of Companies
JOB DESCRIPTION
Name of the position : General Manager-Materials
Employee No. :
Name :
Department/Division : Materials
Reports to : CEO
Purpose
The purpose of this job is to contribute towards the hospitals operation with uninterrupted flow of required materials and services. Procurement of all materials in the medical and non-medical departments of the hospital. Ensure availability of materials at right time to maintain optimal service level and end users satisfaction.
Responsibilities/Tasks
1. Administrative Function
a) Head the purchase, Material store, Pharmacy Central Store and import functions of the hospital.
b) Oversee the overall functioning of the purchase, Materials Stores and Pharmacy Central Stores management functions.
c) Establish standard procedures in issuing public contracts, service contracts ensuring legal safeguard for the company.
d) Develop inventory control systems and establish procurement plans for the operational requirements of the hospital.
e) Ensure proper working capital management and efficient and effective purchase and stores functions.
f) Sourcing / obtaining of offers from manufacturers, indentors, etc
g) Control and monitor consumption and assist audit in investigating aberrations.
2. Material Purchase
a) Ensure materials are purchased at the right price, time and quantity.
b) To achieve savings in terms of procurement value.
c) Ensure materials operating result of the purchase function which involves.
a. Sundry purchase
b. Hospital supplies
c. Service contracts
d) Oversee the purchase of imported equipment and supplies for the Company.
3. Vendor Relations
a) Develop reliable source of supply. Operate with small but effective vendor base.
b) Develop vendors and review their rating so that reliability is adequately guaranteed.
c) Ensure that credible loyalty is maintained among suppliers for the hospital.
4. Stores function
a) Monitor the stores management function so as to ensure problems related to over stocking, redundancies and wastage of materials.
Availability of materials, medicines and services at optimal cost at the desired time.
Employee_______________ Supervisor_____________
Date _______________ Date _____________
4.8 RECRUITING
Emphasizing the essential nature of the recruiting function in today’s business environment, Peter Drucker notes that “every organization is in competition for its most essential resource: qualified, knowledgeable people” (Drucker, 1992). Today’s successful organizations need to hire the most qualified people they can at the most competitive price. Before an organization is able to hire an individual, it must locate qualified applicants who are interested in working for the organization. How does an organization attract these qualified people? Through the recruitment process, and it represents one of the major responsibilities of the HRM function—a responsibility that if not effectively and efficiently completed can almost single-handedly ensure limited success for today’s organizations.
Recruitment is the process by which organizations discover, develop, seek, and attract individuals to fill actual or anticipated job vacancies. Or from another perspective, it is a bridge-building activity—bringing together those with jobs to fill and those seeking jobs.
Most organizations have an ongoing need to recruit new employees to fill job vacancies when employees leave or are promoted, to acquire new skills, and to permit organizational growth. In an era when the focus of most organizations has been on efficiently and effectively running the organization, recruiting the right person for the job is a top priority if organizations are to be successful. Recruitment is directly related to both HRM planning and selection.
The Objectives of the policy of PGC
To outline the standards that are expected of new recruits to the PGC, and the processes this will be followed during recruitment and selection.
The foundation for this policy is that recruitment should only occur when there is a specific business need to be met i.e. vacant post and that the selection of the appropriate candidate will be on the basis of qualification, performance, potential and aptitude.
Recruiting Decision
The decision as to who should be recruited is taken by the Human resource Panel, consisting of the CEO & Director Medical Services, Deputy General Manager Human Resources and other Executives relevant to the position to be filled.
The Selection Criteria
Candidates are selected after full consideration of the following factors:
Need
There must be a legitimate need to increase the PGC hand count. In all cases the Department Manager who considers that they have a legitimate need to increase their hand count, either because an existing employee has resigned or because the expansion has been agreed as a part of the Area Operating Plan, must submit a request to HR Officer for consideration within existing manning levels and current business priorities for approval by HR Panel. Provided that the request is in line with the Area Operating Plan and current business priorities HR Officer will begin the recruitment process.
Recruiting Advertising
It will be PGC policy to advertise its vacancies to potential candidates both externally and internally. To meet the occasional need to recruit specialist-experienced employees, advertisements will be placed in professional journals and newspapers both within Bangladesh and overseas as necessary.
A copy of the advertisement will also be placed on the PGC Notice Board for internal candidates.
Qualifications
Job specifications and job vacancy advertisements will indicate the experience that is required for each job. Such as, when recruiting Assistant Officer’s will be that the successful candidates will posses, as a minimum, a first-degree level of academic education.
Aptitude
Candidates for all vacancies will be asked to undertake a range of ability tests prior to their recruitment. The PGC uses standard, professionally developed tests that are considered relevant to the positions of Assistant Officers, Officer and Executives. For more senior positions candidates may be required to undertake a wider range of ability tests or questionnaires and to achieve a satisfactory score in each test. Candidates who successfully pass the PGC ability test will be invited to attend interviews with members of the Human Resources Panel and other Executives deemed appropriate in light of the particular vacancy to be filled.
Recruitment Administration
References
The candidate must provide CHR with the names of three referees all of who will be contacted and references sought prior to the appointments. Referees must not be members of the candidate’s family.
Salary on commencement
The starting salary for all new Assistant Officer will be the minimum of the grade for the position to which they are recruited, unless they have prior experience preferably in a same field for a minimum of two years.
Probation Period
New employees will be placed on a probation period depending on their grade. On successful completion of their probationary period the employee will be appointed to the permanent staff.
ROT Programs
Prime Group, in line with other progressive employees, has for a number of years had programs to intensively developed a few young people who demonstrate very considerable long term potential. These programs aim to ensure that they are able to attract some of the brighter people with well balanced qualifications, graduating from universities, who have the potential to become future leaders of a very successful business which will grow to provide even more job opportunities than at present. Therefore, whilst the Group may continue to promote suitable Officers and Executives from amongst its cadre of experienced staff who demonstrates ability and management skills; it will also periodically use the ROT scheme. This scheme will fall outside our normal promotion criteria. Existing staff that meets the academic and other criteria which is published at the time of recruitment will be encouraged to apply. A separate guide is available from HR Department that provides more details of the ROT programs.
Standards for Recruitment to Assistant Officer Grade Prime Group of Company:
Age: preferable no older than28 years, unless for specialist job.
Minimum educational qualification of BCOM/BSS/BBA, preferably obtained from the Dhaka University or the IBA, Dhaka. The degree should preferably be in a discipline related to academically challenging subject, such as
Economics
Human rescores
Accounting/Finance/Management/Marketing
Business Administration
Successful completion of ability tests and occupational personality questionnaire.
Success at interview with members of the HR Panel.
Three satisfactory references.
Satisfactory medical reports.
Successful completion of the probation period.
Recruitment Process in Prime Group of Company
Sample of Request for Recruitment
Prime Group of Company-
Branch/Department:
Position to be filled:
Job Code: Job grade:
Replacement: Yes/No____________________
New Job: Yes/No__________
Recruitment justification (in terms of work load, AOP, etc.):
Approved by Human resource Panel: Yes/No________________________
Date______________________
Action by HR Department:
Authorized Signature ______________________
Date__________________
The performance appraisal/review will identify development needs and the Strategic and Area Operating plans will identify the business needs. Based on these needs appropriate training will be agreed, whether through self-study and self-development programmers, on the job coaching or structured courses. Prior to attending a training course, pre course discussion is essential between the participant and his/her manager to clarify why she has been selected to attend a specific training course, and to discuss the course contents and objectives. This may involve completion of pre-course work.
After attending the training course, a post course discussion is required to discuss the trainees’ views on the course and agree a suitable action plan. Continuous review and follow up, as well as future appraisals will help assess each employee’s need on an ongoing basis.
4.9 TRAINING
Organizations today are increasingly recognizing the importance of developing their human resources. The training function, now popularly referred to as human resources development (HRD), coordinates the organization’s efforts to provide training and development experiences for its employees. Although training is often used in conjunction with development, the terms are not synonymous. Employee training can be defined as a planned attempt to facilitate employee learning of job-related knowledge, skills, and behaviors or helping them correct deficiencies in their performance. In contrast, development is an effort to provide employees with the skills needed for both present and future jobs.
The future the only winning organizations will be those that respond quickly to the issue of training and development–related problems. If an organization wants to succeed, it must recognize the importance of investing in its greatest resource—the force working for it. developing human resources as key to organizational success. Developing human resources is the next stage in the process of achieving organizational success.
The Role of the HR training functions
The prime responsibility of the HR Training function is a coordinating role HRD. The training functions will co-ordinate the training needs each year after input via the Appraisal Performance System and Function Heads and submit the training needs for approval by GM HR via the operating Plan process. We are increasingly aware of the need to provide cost-effective training to meet specific requirement at the right time. We have therefore geared ourselves to operate a more flexible approach to training. The HR training function monitors the training budget and produces regular reports, which are sent to the CEO for expenditure and whether or not we are achieving performance improvements following training programmers via the post training action plans agreed.
The HR Department has the responsibility under ISO9002 for the following:
• Collate training needs
• Agree training solution with the supplier of the solution
• Plan/Schedule training as appropriate.
• Record training received
• Review and follow-up development.
The role of line managers in the training and development
Whilst the thrust of HR Training efforts is on classroom or Group training, the importance of on-the-job learning cannot be overlooked as playing an active role in an individual’s development. It is therefore essential that structured training courses and on-the-job coaching run side by side, as the former provides the knowledge, and guidelines that are further enhanced by the latter.
The role of a manager
The responsibility of training and developing staff working with them, is adequately spelt out in each Manager’s own job description. The manager clearly has to have committed involvement in his staff if they are fully benefit from their work environment and the training programmers that they may attend- be the job specific needs or development needs. The degree of interest and support given by the trainee’s superior will have a direct bearing on the trainee’s attitude and commitment to the programmer. It is therefore essential that staffs be briefed before being sent for training and debriefed on return to their duties.
The Line Managers responsibility under ISO 9002 is:
• Identify and report training needs to person responsible for training in HR Department.
• Identify and provide On-the-Job training solutions where applicable.
• Report all training received to the person responsible for training in HR department.
• Plan/schedule training as appropriate.
ISO 9002 Procedures
To identify Primary and Secondary Training Needs
i. Performance Appraisal:
This provides for a formal, annual review of an individual’s training needs and should be used to review and re-affirm training and development needs identified throughout the year. Interim appraisals of performance, including training needs, will be carried out. Needs noted on the Appraisal form must also be reported to the person responsible for Training form must also be reported to the person responsible for Training so that appropriate action is initiated without delay and a record of the need is provided. A suggested former for this report is the “Personal Learning Log”
ii. As the need arises Training needs may arise when:
– A staff member joins the branch/department/section.
– A staff member takes on new tasks within their current area.
– A system or procedure is introduced or changed.
– A jobholder’s performance does not meet required standards.
There is a systematic approach to the identification of training needs
? The Head of Section/ Department lists on a training matrix all the tasks carried out in the area.
? The name of each member of staff in the area is entered on the matrix.
? Probably with the help of the staff in the area, the Head of section/Department assesses the “Minimum Resources required’ in terms of fully skilled staff to ensure that the task is fulfilled effectively at all times. This is entered on the matrix.
? Then, for each member of staff, mark on the matrix whether the person is currently capable of carrying out the task. In addition, mark where staffs are approved to train others. If staff would not be expected to carry out task, ensure that this is evident from the matrix.
? The number of staff capable of carrying out the task is then compared to the “Minimum Resources Required.”
If there is shortfall of capable staff: Primary Training needs must be assigned as appropriate to ensure that sufficient staff are trained for that task.
If there is an adequate number of capable staff: Secondary Training Needs may be assigned for that to provide additional cover as appropriate.
b) To Monitor/Review Closely Staff development
Monitoring of Staff Development starts with provision of solutions to training Needs. This falls into two categories:
i. Within the department
On-the-Job training is usually the most effective method of provide technical skills training for staff joining sections or taking on new tasks. This form of training should be identified by the Head of the Section/ Department and provided without delay.
ii. By line management
Normally, the provision of other forms of training, often in respect of the non-technical skills, will be at the discretion of the line management. The person should make appropriate arrangements for the provision of training, other than On-the-Job training, responsible for trainings in liaison with the Head of Section/Department as necessary.
Evidence of adequate planning/scheduling is required where a number of training solutions are being addressed in an area. The form that these plans/schedules takes is the discretion of Quality Coordinators/Line Managers. Evidence of periodic review of progress against these plans/schedules is also required.
Reporting and Reviewing Training Received
It is the responsibility of the Head of Section/Department to confirm in writing to the person responsible for training, the agreed staff training has been completed and whether it has been effective in meeting the original need. Training log may be used for this purpose. The Training Record of the staff member is updated accordingly. These Training Records may be saved on PC. The matrix is updated regularly (and evidence by initial) by the Head of Section/Department to ensure needs are systematically and regularly reviewed.
Training programs of Prime Group of Companies
At PGC, their training programs are based on the job natures and the performance of the employees. Their goal is to attract, retain and motivate the very best and to do that they support training, development and business education through the following:
Internal Training Programs-
External Courses-
Resident Management Trainee Program (RMT Program)
Distance Learning
Role Effectiveness Training-
Super Visual Management-
IT Training-
Continuous Learning Process-
Specialized Training-
Operations:
• Top-level decision-making process on compensation, promotion, training, development & appraisal.
• Development of employee.
• Assists all HR activities.
• Communicates with the external and internal entities.
• Monitors leave, payroll, increment, & allowances etc.
• Maintain financial flow related to HRD.
• Generates Report for Audit requirements.
• Plans for the development of the employee.
• Arranges training according to the requirements.
• Ensures standard of the groups.
• Ensures cost effectiveness.
• Controls of archive & database & training & performance.
• Facilitates the training functions.
• Maintains communication among trainer & the trainee and other facilitators.
• Looks offer all the properties of the hospitals.
• Ensures operating procedures in the proper way.
• Provides full logistic support to the departments as well as employees.
• Deals with Intra & outer communication for the administration issues.
• Ensures value actability.
• Plan for the development of company.
• Facilitates admin officers’ jobs.
• Maintains all records.
• Looks after maintaining of property.
• Develops plan for support service.
• Ensures security of the company.
• Maintains monthly——— regarding HR.
• Analyses performance.
• Prepares Monthly report.
• Executes recruitment arrangement.
• Controls stationary and store.
• Deals with accounting activity related to the administration.
• Works on operational level on the support system of the company.
• Executes the requiem
4.10 PERFORMANCE APPRAISAL
The HRM activity designed to provide performance feedback to employees. This feedback serves a variety of purposes and makes potentially significant contributions to organizations and individual employees alike. Indeed, we can almost think of performance-related feedback as being like a ship’s navigational system. Without such a system, the ship’s captain would have no way of knowing where the ship was, where it had come from, and where it was heading. Similarly, without an effective performance management system, organizations and individual employees would have no way of knowing how well they were doing or where improvements might be needed. Performance appraisal is the process by which an employee’s contribution to the organization during a specified period of time is assessed. Some organizations actually use the term performance appraisal, whereas others prefer to use terms such as performance evaluation, performance review, annual review, employee appraisal, or employee evaluation. Regardless of the term used, this chapter is concerned with preparing managers and other employees to cope with today’s workforce diversity in the management and appraisal of performance.
4.11 EMPLOYEE BENEFITS AND COMPENSATION
Employee benefits typically refers to retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans, etc. Benefits are increasingly expensive for businesses to provide to employees, so the range and options of benefits are changing rapidly to include, for example, flexible benefit plans. Compensation includes topics in regard to wage and/or salary programs and structures; for example, salary ranges for job descriptions, merit-based programs, bonus-based programs, commission-based programs.
Employee Compensation
Compensation includes topics in regard to wage and/or salary programs and structures, for example, salary ranges for job descriptions, merit-based programs, bonus-based programs, commission-based programs, etc.
Compensation is payment to an employee in return for their contribution to the organization, that is, for doing their job. The most common forms of compensation are wages, salaries and tips.
Compensation is usually provided as base pay and/or variable pay. Base pay is based on the role in the organization and the market for the expertise required conducting that role. Variable pay is based on the performance of the person in that role, for example, for how well that person achieved his or her goals for the year. Incentive plans, for example, bonus plans, are a form of variable pay. (Some people might consider bonuses as a benefit, rather than a form of compensation.) Some programs include a base pay and a variable pay.
Organizations usually associate compensation/pay ranges with job descriptions in the organization. The ranges include the minimum and the maximum amount of money that can be earned per year in that role.
Employees have certain monies withheld from their payroll checks, usually including federal income tax, state income tax, FICA (social security) contributions, and employee contributions to the costs of certain benefits (often medical insurance and retirement).
Compensation in PGC
The Prime Group of Companies maintain fair and competitive remuneration packages based on business needs and competitor practices. A compensation and benefit survey is conducted on a regular basis, which involves the Company obtaining salary information form other Company in Bangladesh such as united hospitals, Shqdar medical, square hospitals. The compensation package includes a competitive salary, and progressive benefits, all designed to influence and reward personal achievement.
PGC follows a well-defined wage structure and fringe benefits for its employees. The wage structure is updated periodically (Two years terms) by the management.
The major deciding factors are-
• Profitability of the company
• Average cost of living in the country due to year to year basis inflationary trend
• Status of wage earners in similar organization
• Restrictive conditions given by the government from time to time
• Financial benefits status in the company
Existing wage structure:
• Base basic structure
• Home rent
• Conveyance allowance
Annual Pay Increase
Annual pay increase depends on performance and as per recommendation of the departmental Heads. Under Normal policy, maximum range is 10% of basic pay but exception to the policy is at the discretion of the management on case-to-case basis
Salary
Salary is as stated in the appointed letter. However, any changes will be notified in writing. Upon satisfactory completion of the probation period a basic monthly salary increment of 10% will be awarded. Furthermore, employee’s salary will be reviewed on an annual basis in April according to his/her performance and may be adjusted at the discretion of PGC.
Salary Payments
Monthly salary will be credited into staff account, which he/she opens upon joining the Dutch- Bangla Bank. Salaries are paid on 25th of each month in arrears, plus other allowances less deductions such as Income Tax, contribution to Provident Fund etc. Each employee will receive a monthly pay statement detailing gross pay and deductions.
Allowances
Various allowances are paid in the PGC such as Housing Rent, Conveyance, Leave, Tiffin, and Medical.
Bonus
The hospitals awards bonuses in addition to basic salaries for occasions such as Ed/Christmas, as Festival bonuses.
Salary Administration Policy
In order to support the PGC’s wish to see employee