DALAS FASHIONS Ltd. in HRM Practices
Dalas Fashions Ltd. is composite Knitting, Dyeing, Embroidery and Garments factory. It is located at East Chandra, Kaliakoir, Gazipur district, about 35-km north of Dhaka beside the Dhaka- North Bengal highway. The industry is equipped with modern state of art machinery and at the same time it complies:
a. with all Government, International laws & regulations.
b. with the 100% child free labor requirement
c. with health care facility.
d. with fire prevention & fire safety requirements
Corporate and Head Office: 20 Lake Drive Road
Sector # 07
Uttara, Dhaka – 1230
Phone # 88-02- 8933435, 8933436.
Fax # 88-02-8933409.
Dalas Fashions Ltd
East Chandra, Shafipur,
Working for Buying Agency:
Boston, Visage, Cross Line, Style Tex, ZXY, TAHA Clothing.
Working for Customers:
Pimkie, BHS, Walt,Disney, C&A, Guldenpfennig, TALLY WEIJL, TAO, DUNNES STORES.
Total manpower : 1612
Bank details: ISLAMI BANK BANGLADESH LIMITED
Foreign Exchange Branch
CD A/C NO. 8158
Address: 41, Dilkusha Commercial Area
Telephone:-880-2-9552444, 9565756, 9569412-3
Fax:-880-2-9552444, E-MAIL: firstname.lastname@example.org.
Telex: 632238, IBF EB BJ SWIFT: IBBL BD. Dha. 109
The Dhaka Chamber of Commerce & Industries, Bangladesh Knitwear Manufacturers & Exporters Association.
Products of Dalas Fashions Ltd.:
Textile division- Single/ Double Jersey, Single/ Double Lacoste, Waffle, Fleece,
Terry, Interlock, Interlock Pique, Plated Jersey, Mesh, Rib etc. with or without
Garments division – All kinds of knitted tops and bottom.
Capacity -1ST Phase:
Knitting Section: 5,000 Kgs. Collar – 4,000 Pcs/day.
Dyeing & Finishing Section: 12,000 kg/day.
Garments division- 30,000 Pcs/day (based on items)
Embroidery Section: 20,000 Pcs
Working floor Area:
Textile division- Knitting – 10,000 Sft,
Dyeing – 28,000 Sft
Embroidery 2,500 Sft
Garments division- Sewing- 36,000 Sft
Cutting- 12,500 Sft,
Finishing- 17,500 Sft,
Sample room – 1,500 Sft,
Office – 3,000 Sft,
Gmts. Store– 2,000 Sft,
|Name of Machine||Brand||No. of Set|
|Embroidery||Tajima (Computerized)||6 Set|
Textile Division: Knitting Section:
|Name of Machine||Brand||Dia||Gauge||No. of set|
With Spandex Attachment
|Rib With Spandex Attachment||FUKAHAMA
|Rib – Interlock With Spandex Attachment||FUKAHAMA
|Flat Knit (Computerized)||Young Gin, China||54”||14||10|
Dyeing & Finishing Section:
|Name of Machine||Brand||No. of Set|
|High Temperature Winch||Yang jia (Korea)|
|25 Kgs—3 Set|
|50 kgs—2 Set|
|150 Kgs—1 Set|
|250 kgs—1 Set|
|500 kgs—2 Set|
|750 kgs—2 Set|
|1000 kgs—2 Set|
|1250 kgs—1 Set|
|Squizer||Man Mool (Korea)||1 Set|
|De Twisting & Slitting||1 Set|
|Stenter||Ehwa (Korea)||1 Set|
|Open width Compactor||PK. Poong Kwang (Korea)||1 Set|
|Tubular Compactor||Tube Tex (USA)||1 Set|
|Auto Folding & Stitching|
|Name of Machine||Brand||No. of Set|
|Washing Machine||Siemens||1 set|
|Tumble Dryer||Siemens||1 set|
|Woven Dry||A & D||1 set|
|Lab Dyeing Machine – shaking water bath||A & D||1 set|
|Electronic Balance||A & D||1 set|
|Lab Dyeing Machine – Rapid||A & D||1 set|
|Color Assessment Cabinet||1 set|
|Crock Meter||Taiwan||1 set|
|S/L||M/C Name||M/C Type||Brand of M/C||Model||Quantity|
|1||Cutting M/C||Manual||K.M.||KS-AU-V10″||9 Set|
|2||Lay Cutting M/C||Manual||K.M.||KC-2||2 Set|
|3||Cutting Table||Manual||4 Set|
|4||Srapping M/C||Manual||Taiwan||NT-88||1 Set|
|S/L||M/C Name||M/C Type||Brand of
|1||Plain M/C||Manual||Siruba||L818F-M1||69 Set||264 Set|
|2||Plain M/C||Manual||Yamata||FY5550||13 Set|
|3||Plain M/C||Manual||Brother||SL7340-3||60 Set|
|4||Plain M/C||Auto||Brother||SL2110-403||4 Set|
|5||Plain M/C||Manual||Brother||SL1110-3||118 Set|
|6||Overlock M/C||4 Thread||Siruba||747514m2-24||64 Set||193 Set|
|7||Overlock M/C||4 Thread||Kansai||UK-1014H-40M-2×4||89 Set|
|8||Overlock M/C||4 Thread||Kansai||UK-1014H-01M-2×4/ETC||10 Set|
|9||Overlock M/C||6 Thread||Kansai||UK-1143H-90M-5x2x4||30 Set|
|10||Flad Lock M/C||Silinderbad||Siruba||W122-356-CH||12 Set||82 Set|
|11||Flad Lock M/C||Silinderbad||Siruba||W222-356-CQ||4 Set|
|12||Flad Lock M/C||Flad bad||Siruba||W122-356-FHA||15 Set|
|13||Flad Lock M/C||Flad bad||Siruba||W222-356-FQ||3 Set|
|14||Flad Lock M/C||Flad bad Backtap||Siruba||U712-264-FSP||9 Set|
|15||Flad Lock M/C||Bottom Ham||Kansai||RX-9803ALK||20 Set|
|16||Flad Lock M/C||Silinderbad||Kansai||RX-9803CC||4 Set|
|17||Flad Lock M/C||Small Silinderbad||Kansai||MM-1103C||6 Set|
|18||Flad Lock M/C||Flad bad||Kansai||WX-8803F||9 Set|
|19||Button Hole M/C||Auto||Brother||H-800A-3||8 Set||9 Set|
|20||Button Hole M/C||Manual||Yamata||FY781||1 Set|
|21||Button Stich M/C||Auto||Brother||BE-438D||7 Set||7 Set|
|22||Bartack M/C||Auto||Brother||Ke430d-01||3 Set||4 Set|
|23||Bartack M/C||Manual||Yamata||FY1850||1 Set|
|24||Rib Cutting M/C||Manual||IDEA||N/A||4 Set||4 Set|
|25||Snap Button M/C||Manual||Honrey||HR808||2 Set||4 Set|
|26||Snap Button M/C||Auto||Nisho||NH-SB47||2 Set|
|27||Fusing M/C||Auto||Hasima||HP-450CS||1 Set||1 Set|
|28||Feet of the Arm||Manual||Brother||Da-9270-3-264L||2 Set||2 Set|
|29||P.Q.||Manual||Kansai||PX-302-4W||2 Set||2 Set|
|30||PMD||Manual||Siruba||V.C008||2 Set||3 Set|
|32||Re-winding M/C||Auto||Hasima||HW-40C||2 Set||2 Set|
Total Number of Machine: 577 Set
|S/L||M/C Name||M/C Type||Brand of
|1||Needle Detector M/C||Auto||Hasima||HN-750G||1 Set||1 Set|
|2||Thread Sucker M/C||Manual||N/A||2 Set||4 Set|
|3||Thread Sucker M/C||Manual||Oshima||OP-747S||2 Set||2 Set|
|4||Spot Cleaner M/C||Auto||PMM||Pmm-MiniSpotty||2 Set||2 Set|
|5||Iron Table||Oshima||OPB-777A||30 Set||54 Set|
|6||Iron Table||Taiwan||24 Set|
|Description of Equipment||Model||Qty.||Company||Origin|
|Effluent Treatment Plant||Installation work is running|
|Water treatment Plant||ION||01||INDIA|
|325 KVA Gas Generator||01||Shengly Power||CHINA|
|750 KVA Gas Generator||02||Shengly Power||CHINA|
|BOILER (Capacity=6000 Kgs/Hr’s)||02||DAELIM ROYAL||KOREA|
|Water Softening Plant ( Boiler)||REB-50||01||REVOTHERM||INDIA|
|Air Compressor||20 HP, 15 HP||15||PUMA||TAIWAN|
To be a World Class readymade garment supplier, which facilitates and adds considerable value to the business processes of customers providing innovative services and products of global standards and competitive pricing? In doing so we shall endeavor to establish loyal and mutually rewarding relationship with customers, employees, associates and shareholders of the company.
Lead through innovation & intelligence
Priorities Customer satisfaction
Optimal resource utility at all times
Optimal use of information & technology
Continuous development & growth of human capital
Every action of every person to be sincere and profit oriented
Create environment that drives intelligence amongst all involve
- Finest Quality & 100% Export Oriented Composite Knit Project
The sponsors of Dalas Fashions Limited are successful leading entrepreneurs of the country having stakes in different segments of the national economy. They are eminent industrialist and businessman having wide business reputation both at home and abroad.
DFL is managed by highly professional people. The Managing Director of the Garments is highly experience in composite Knitting, Dyeing, Embroidery and garments sector and multi discipline of knowledge to his credit both at home and abroad. The Managing Director is Member of the Dhaka Chamber of Commerce & Industries, Bangladesh Knitwear Manufacturers & Exporters Association. He is supported by an educated and skilled professional team with diversified experience in garments sector. The management of the garments constantly focuses on the understanding and anticipating customers’ needs and offer solution thereof. Dalas Fashions Limited has already achieved tremendous progress with in a short period of its operation. The garments is already ranked as one of the quality service providers and known for its reputation.
DFL Corporate Culture
Employees of DFL share certain common values, which helps to create a DFL culture.
- The client comes first.
- Search for professional excellence.
- Openness to new ideas & new methods to encourage creativity.
- Quick decision-making.
- Flexibility and prompt response.
- A sense of professional ethics.
History of Garments Industries of Bangladesh
The history of the Readymade Garments Sector in Bangladesh is a fairly recent one. Nonetheless it is a rich and varied tale. Below, it has been presented a detailed narration of the evolution of the RMG sector from its humble origins to the present day.
The shift from a rural, agrarian economy to an urban, industrial economy is integral to the process of economic development (Kaldor, 1966, 1967). Although policymakers in the least developed countries (LDCs) have, at various times, attempted to make agriculture the primary engine of economic growth and employment generation, this approach has not worked, not least because of the contributions of the Green Revolution, which has had the dual effect of increasing agricultural productivity in the LDCs and displacing the rural labour force at the same time. Led by the example of the East Asian economies, most LDCs now accept the need for greater industrialization as the fastest path to economic growth. In particular, countries such as Japan, Taiwan and South Korea have demonstrated that an export-orientedindustrial strategy can not only raise per capita income and living standards in a relatively short time; it can also play a vital role in modernizing the economy and integrating it with the global economic system.
Bangladesh, one of the archetypal LDCs, has also been following the same route for the last 25 years. Once derided as a “basket-case” by Henry Kissinger (The Economist, 1996), the country stumbled across an economic opportunity in the late 1970s. New rules had come to govern the international trade in textiles and apparel, allowing low-cost suppliers to gain a foothold in American and European markets. Assisted by foreign partners, and largely unaided by the government, entrepreneurs seized the opportunity and exploited it to the fullest. Over a period of 25 years, the garments export sector has grown into a $6 billion industry that employs over a million people. In the process, it has boosted the overall economic growth of the country and raised the viability of other export-oriented sectors.
There is no doubt that economic development of a country depends on industry. Hence, our Garments industry opens new door for industrialization in Bangladesh. At present Garment is the main industry of Bangladesh. Now Bangladesh is one of the largest readymade garments exporters in the world. The goods produced in our garments industries are demanded all over the world. This sector have developed here rapidly because of it is a labor intensive industry, ordinary technology, cheap labor and small capital. Before liberation in 1970, in Bangladesh there was only one garment factory. In 1977, the number rose to 8. In 1984, the number was 587. In 1998, the number stood at 2650 and 2006-07, the number of garments factories in Bangladesh is 4490.
Number of RMG factories in Bangladesh
Source: BGMEA (Taken from: The official website of The Daily Star)
The figure shows that the number of factories in this industry is rapidly increasing. This signifies that the competitive environment is getting stronger in Bangladesh day by day.
In Bangladesh garment factories are situated in Dhaka, Chitagong, Narayangong, Savar and Tongi-Gazipur. The Number of Garment workers in Bangladesh is 1.8 million. Number of woman workers is 1.420.000 and men 380.000.The up date information is that there are 1.9 million people are working in the garments sector of our country and the number of gaments factories is mre than 4500(March,2009,Vol-45, Shaptahik 2000).
Seventy Six percent of total export of Bangladesh is garment oriented. Mainly Bangladeshi garments products are exported to the USA, Canada, and European Union and Caribbean countries. Recently Bangladesh started export to Japan, Australia and some other countries in small scale. Bangladesh exports 63 items of garments products. Main raw materials of garments mainly fabrics come from other countries.
Definition of HRM
HRM may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner.
HRM is the set of organizational activities directed at attracting, developing, and maintaining an effective workforce. Human resource management takes place within a complex and ever-changing environmental context. Three particularly vital components of this context are HRM strategic importance and the legal and social environment of HRM.
Human resource management (HRM) is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the organization.
‘A philosophy of people management based on the belief that human resources are uniquely important in sustained business success. An organization gains competitive advantage by using its people effectively, drawing on their expertise and ingenuity to meet clearly defined objectives. HRM is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies.’
Few definitions, which are related with HRM
Human Resource Management: HRM is the management of people.
Job Analysis: Job Analysis is a process that systematically collects evaluates and organizes Data and information about the entire job of the organization.
Human Resource Planning: Human Resource Planning is a process that systematically forecasts the demand for and supply of HR of the organization.
Recruitment: Recruitment is a process of finding and attracting capable applicants for employment.
Selection: Selection is a Process of deciding which recruit or recruits should be hired finally.
Training: Training refers to teaching operational employees how to do the job for which they were hired.
Development: Development refers to teaching managers and professionals the skill needed for both present and future jobs.
Compensation: Compensation is what employee receives in exchange for their contribution to the organization including pay and benefits.
Promotion: A promotion occurs when an employees is moved from one job to a job that is higher in pay, responsibility, and/or organizational level.
Functions of HRM
Managers now realize that the effectiveness of their HR function has a substantial impact on the bottom line performance of the firm. Poor human resource planning can result in spurts of hiring followed but layoffs- costly in terms of unemployment compensation payments, training expenses and morale. Haphazard compensation systems did not attract, keep and motivate good employees reassigns discrimination lawsuits. Consequently, the chief human resource executive of most large business is a vice president directly accountable to the CEO and many firms are developing strategic HR plans and integrating those plans with other strategic planning activities.
· Human Resource Policies
The OECD has introduced several human resource policies. For example, policies exist in the following areas: equal opportunities, training and development, sexual harassment, non-smoking, part-time work and spouse support and employment.
· Job Vacancies/who can apply/How to apply
This section covers who can apply for OECD vacancies and how to apply. It is important to read this section before moving on to the list of job vacancies.
· Salary and Benefits
A summary of the conditions of service for established staff members contained in this section is intended for use as a guide only.
· Staff Categories
This section describes the types and grade structure of positions at the OECD. This information will give you an idea of the level or type of job you would be suited for before moving on to look at our list of vacancy notices.
· Other Programmers
This section explains how OECD hires trainees and how to apply.
Identified four common HR processes performed in every organization:
- Selection: matching people to jobs
- Appraisal of performance
- Rewards: emphasizing the real importance of pay and other forms of compensation in achieving results
- Development of skilled individuals
These processes are linked in a human resource cycle.
HRM Practices of Dalas Fashions Limited
Recruitment and Selection Process of Dalas Fashions Limited
Recruitment and Selection is an important function of Human Resource Management. Recruitment is a process of finding and attracting capable applicants for employment. This process begins when new recruits are sought and ends when recruits submit their application. The result is a pool of applicants from which new employees are selected. Selection is a process of choosing suitable people for the job. Right person for the job is the main goal of the selection. Generally the organization recruits and selects different types of qualified candidates for different departments.
Recruitment process involves four steps, namely:
- HRM or Recruiters determines the job opening or job vacancies through HR Planning or requests by managers.
- HRM or Recruiters will determine the requirement of each job opening through job analysis information, particularly the job description and job specification.
- HRM or Recruiters will select a method or a numbers of methods for recruitment from among the alternative methods of recruitment.
- HRM or Recruiters will use the method or the methods and will build a pool of job applicants.
Challenges of recruitment
Recruitment is not an easy job. Some of the challenges may be created by the organization itself, by the recruiters of the organization, and by the external environment. The most common challenges and constraints faced by recruiters include:-
- Organizational policies.
- Human resource plan.
- Affirmative action plan.
- Recruiters’ habits or capabilities.
- Environmental condition.
- Job requirements.
- Incentives, etc.
So Recruiters should be aware of the challenges and constraints surrounding the recruitment process before they attempt to find suitable applicants.
Channels of recruitment:
The channels that are widely used in modern time for recruitment purpose are as follows:-
- Employee referrals.
- Government or Private employment Agencies.
- Private employment agencies.
- Professional search firm.
- Educational institution.
- Professional association.
- Labor organization.
- Community training programs.
- Leased employees.
- Departing employees.
- International recruiting, etc.
Dalas Fashions Limited uses the following channels for recruitment purpose:-
· Walk-ins and Write-ins:
Walk-ins are job seekers who arrive at the HR department in search of a job. Write-ins are those who send a written inquiry.
Want ads describe the job and the benefits, identify the employer, and tell those who are interested how to apply.
The Dalas Fashions Limited uses the following recruitment sources
- Advertisement in the news paper
· Employee referrals for the job
· Internal Resources
In fact they collect lower level and mid level employees from upper three sources and top-level employees from Internal Resources, which is mentioned in the bottom line.
Selection of employees
Selection is a Process of deciding which recruit or recruits should be hired finally. This process begins when recruits apply for employment and ends with the hiring decisions but sometimes it continue up to the orientation of the newly selected employees.
The selection procedure of Dalas Fashions Limited includes the following steps:-
- Preliminary reception.
- Employment test.
- Selection interview.
- Reference and Background check.
- Medical evaluation (not for all)
- Hiring decision.
Strategies for Recruitment, Selection and Retention
Strategic Guiding Principles for Recruitment and Selection of Dalas Fashions Limited is mentioned below:-
- It follows Bangladesh labor law accordingly in case of worker Recruitment and Selection.
- It inspires more than 18 years of old employee to work.
- No discrimination in case of Recruitment and Selection but discrimination is subject to condition.
- No pregnancy examination of women workers as a precondition of employment.
- Workers are given compensation at minimum wages rate.(at lower level and mid level employees among few sections)
- It discourages child labor and follows local law and ILO convention.
- No Labor under pressure but is subject to condition.
- The company management is very strong and follows local and international law accordingly.
- Removing procedures are very well.
- Work environment is comfortable.
- Well and accurate documentation.
- Working hour is maintained according to law but not always.
- Salaries and wages are given timely but sometimes it delays.
- No harassment and misbehave with employee and workers.
- There is management review committee.
- Freedom of employee and good relationship at top level.
- Healthy and safety measure are strong, etc
Compensation is what employee receives in exchange for their contribution to the organization including pay and benefits. Compensation may be defined as the remuneration for the time spent and physical and mental efforts invested by the employees. Compensation includes salary, wages and other financial and no financial and social rewards offered by the employer and accepted by the employees. Without adequate compensation, current employees are likely to leave and replacements will be difficult to recruit. Some common compensation policies are –
- Basic Salary and Wages
- Commission etc
Compensation policy of Dalas Fashions Limited
Company follows the following criteria:-
For Staff (GM to In-charge): Payment According to company policy. The policy is as follows:
Basic + house rent + medical + conveyance + food + technical allowance = total.
Workers: Payment According to BGMEA law & Follows Bangladesh gazette. The policy is as follows:
Basic + House rent + Medical + Benefit + Technical allowance + Shift allowance =Total
There is no Pension Scheme facility in this organization.
Transport facilities are fully provided by the company, under certain conditions, for the top-level employees who come from distance place. But the lower level and mid level employees do not get sufficient facility. Just one bus provide for lower & mid level employees.
Determination of Total working hour
Normal working hour: Total 8 hour a day.
Work starting time: At 8 a.m. for worker & factory staff. At 9 a.m. for office staff.
Leave: At 5 p.m. for worker & factory staff. At 5.30 p.m. for office staff.
- Starts: At 5 p.m. to 7 p.m. (normally). Overtime allowed for workers. There is no overtime allowed for staff.
- Basic Double pay for overtime
- International labor law, BGMEA, ILO rules are follows in case of overtime.
- Maximum 2 hours are granted as overtime for each worker.
Annual leave and holidays
· Sick leave-fourteen days is in a year with full pay
· Earned leave is 1 day to 18 days work.
· Casual leave is ten days with full pay gross salary.
· Festival holiday is eleven days as per calendar year.
Benefits means in addition to their wages or salaries, employee receives numerous supplemental rewards that are part of the employment exchanges. These supplemental rewards are referred to as employee benefits.
The company provides the following benefits:-
- Tiffin if any overtime with normal working hour.
- Employee welfare fund or financial aid. Only used for major operation, major accident Clinic service.
- Mobile bill: It is given in particular situation. Generally to GM, AGM, Officer, Merchandiser, Commercials, Office Assistance, that is the persons who need to communicate with upper management and outsiders.
· Attendance bonus is taka 200 hundred per month and festival bonus is two bonuses in a year.
· Lower level employee will get increment after 1 year (considering two time- January & July) and upper level personnel get increment after one year.
Training and Career Development:
All the employees of the organization do not require training. The employees who require training do not require the same type of training. Training refers to teaching operational employees how to do the job for which they were hired.
Development refers to teaching managers and professionals the skill needed for both present and future jobs. Training and development is important both for the newly selected employees and existing or old employees.
New employees are provided training for following reasons.
- To make them familiar with the overall environment of the organization.
- To improve their skill and abilities so that they can perform their task more effectively and efficiently.
- To develop their morale, attitude, job satisfaction in the organization to change their behavior to the right direction
Old employees are provided training for following reasons
- When an employee’s transferred from one place to another, one department to another department, one unit to another unit, and from one branch to another branch, he must be make familiar with the new situation.
- To develop their skill and abilities so that they can perform their job more effectively and efficiently
In fact, Dalas Fashions Limited does not provide adequate training facility for all employees.
Promotion, Transfer, Discharge, Resistances
A promotion occurs when an employees is moved from one job to a job that is higher in pay, responsibility, and/or organizational level.
Employees generally promoted by the following way:
- On the basis of education.
- On the basis of performance and skill.
- On the basis of job length.
- On the basis of training in the country or abroad.
Promoting from within is good business practice and has been shown to be a powerful employee motivator. Internal promotion policies can generate loyalty through the recognition of individual merit and improved morale by fulfilling employees’ need for increased status.
This promotion policy offers employers guidelines on the importance of having a well-developed job posting policy and offers expert advice on:
· Promotion from within
· Creating equal opportunities for promotion
· Role of supervisors
· Information about job openings
· Time limit
· Outside hiring
· Factors of promotion
· Medical examination
· Introductory period and performance evaluations
· Posting of job openings
· Aptitude or Achievement tests
The employees may be frustrated and resisted because of following reasons.
- Poor salary.
- Work pressure.
- Working hour is more.
- Poor background.
- Less Social respect.
- Poor safety & security.
- Unstable employment.
- Shelter (housing).
In fact, in Dalas Fashions Limited Employees are frustrated because of misconduct, Work pressure, discrimination and lengthy process in promotion and more working hours.
To evaluate the employees’ performance there are different ways like peer evaluation, management evaluation and 360 degree evaluation. But in case of Bangladeshi garment industries this performance evaluation is not in a high level because most of the garments industries are depend on unskilled and low skilled labor. Our concerned company is not too far from this practice but we can say they are comparatively maintaining better standard than that of other competitors. Basically they evaluate the performance on the basis of their productivity and that is evaluated by the superior officials and top management.
In Bangladesh it is common scenario consistent labor unrest in case of specially garments sector. So our concerned company keeps close look in this matter and tries to avoid through participatory discussing with grieved employees.
Productivity basically is the combination of quality control, leadership and management of the organization Dalas Fashions Limited focuses on these issues carefully. They introduced high-tech modern production methods to ensure quality and maximizing productivity. Art the sometime they are concerned enough to maintain employees productivity.
Analysis & Findings
Here it has been considered the flowing factors for analyzing HRM practices of Dalas Fashions Limited. The factors are:
· Recruitment and Selection process
· Training and Development
· Rules and Regulation
· Job stress
· Working Environment
· Job satisfaction
· Job security
Causes of leaving previous organization
Interpretation of the Table
The study shows that 37.33% of the respondents left their previous organization for salary reason, which is the highest point of the above table. So we come to know that compensation package plays an important role to choose and to continue job in any organization. Fallowed by 32% of the respondents who maintain the designation in case of job change. How ever 9.33% of them claimed that they left their previous organization for personal clashes. And 18.66% respondents checked on other reason yet most of them failed to list the reasons. Although 2.66%of them left for organizational Politics, It is very interesting matter that n o body left for reputation.
Factors for choosing Dalas Fashions Limited
Interpretation of the Table
Basically this table indicates that 34.66% of the respondents chosen Dalas Fashions Limited for salary that means for Compensation. On the other hand 4% of them which is the least number in the table chosen Dalas Fashions Limited for internal fame and Whereas 28% respondents said to learn from senior position holder. It is noticeable to us that No respondents said something about office interiors and 12% respondents said other reasons, which are failed to list.
Sources of choosing Dalas Fashions Limited
|Word of mouth||15||20.00%|
Interpretation of the Table
The study indicates that 28.00% of the respondents answered that they introduced to the company by their Colleague and 20.00% told about word of mouth. 2.67% of them introduced by internet and the number was same in the Paper adds was same in the But maximum Respondents 46.66% told another reasons which is failed to list.
Recruitment and Selection Process