Letter of Transmittal

Date:
To,

Piana Monsur Mindia Lecturer, Department of Business Administration School of Business Uttara University

Subject: Submission of Internship Report of uman Resource Practices of !uality "roup#

Dear Sir,
I am hi$hly satisfied to submit my report on performance of uman Resource Practices of !uality "roup# %or preparin$ this report, tried my best level to accumulate relevant and up $rated information from all available sources# In this report I endeavored to represent analysis of uman Resource Mana$ement activities done by !uality "roup# In preparin$ this report, I tried my best to ma&e it a complete one and sincerely loo& for'ard to any possible correction# I am very much $lad for you to $ive me the opportunity to prepare this report# I hope that this report 'ill meet the standards of your (ud$ments#

%aithfully yours, Md# Masudul a) MBA *+th Batch ID ,o- M*.....**//+ R0" ,o- .1.*1 Department of Business Administration School of Business Uttara University

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Table of Contents
2ontents
Letter of 3ransmittal Ac&no'led$ment 04ecutive Summary

Pa$e ,o#
1 4 5 6 7 7 7 8 8 9 10 11 11 12 12 13 14 14 14 15 16 20 20 22 24 25 26 26 26 27

2hapter one
Introduction 5ri$in of 3he Study 5b(ective of 3he Study Methodolo$y of the Study Limitations of 3he Study

2hapter 3'o
Profile of !uality "roup 6ision 7 mission 6alues 7 "oals 5r$ani8ation Structure 5r$ani8ation 2ulture 7 2limate

2hapter 3hree
uman Resource Principle Ma(or Activities of uman Resource Department uman Resource Plannin$ Recruitment 7 Selection 2ompensation 7 Benefit Promotion, 3ransfer 7 Succession 3rainin$ 7 Development Performance Mana$ement 0mployee Separation

2hapter %our
S593 Analysis of !uality "roup Stren$ths 9ea&ness 5pportunities

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Table of Contents
2ontents
3hreats

Pa$e ,o#
*: *; *< 1/ 1. 1*

2hapter %ive
%indin$s of 3he Study Recommendation 2onclusion References

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Acknowledgement

At the very be$innin$, I am very $rateful to Almi$hty Allah for $ivin$ me the stren$th to finish the internship report# It=s a challen$in$ as 'ell as interestin$ pro$ram# %irstly, I e4press my heartiest $ratitude and indebtedness to my honorable Supervisor Piana Monsur Mindia, Lecturer, School of Business for her constant $uidance, valuable advice, encoura$ement and assistances at all sta$es of 'ritin$ up this report# I am also $rateful to all of my teachers, mana$ement staff and fello' mates to $ive me mental support and for all their cordial co>operation# 3hen I 'ould li&e to my sincere $ratitude to the 2hief uman Resource Mana$er Dipo& Bho'mi& and I am especially $rateful to the R 2oordinator An'ar ossain and all other personnel of !uality "roup for their proper $uideline from their very busy office 'or&, have spread time to discuss the ins and outs of the report and $uided me by $ivin$ useful su$$estions and providin$ data and relevant information for completin$ me this report# %inally, a silent stream of $ratitude is for my post adorned parents 'hose blessin$s are al'ays 'ith me#

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Executive Summar
3his internship report is an important re)uirement of Master of Business Administration# 3his report mainly hi$hli$hts the issues of human resources and practices of these R issue, this 5r$ani8ation follo's# In the first chapter of this report, I have stated a brief statement of my study# 0specially I have $iven concentration on the RM issues of !uality "roup# So the 5b(ectives are to find out the real scenario and practices of recruitment, selection, placement, pays 7 allo'ances and retirement etc# 3his part also introduces the reader 'ith the ori$in, scope, and research methodolo$y, sources of data collection of the report# Moreover, this part enables the reader 'ith the relevant limitation e4perienced re$ardin$ the report information# In the second chapter of the report, the or$ani8ational overvie' has been presented# 3his section familiari8es the reader 'ith the corporate profile, historical inception vision 7 mission, $oals, values, or$ani8ation structure, culture and climate# As my vital concern I to study of the RM issues of !uality "roup# So in the third chapter of the report, a theoretical perspective of R has sho'n# Principle, Activities, Plannin$, Recruitment 7 Selection, Recruitment "oal, Source of recruitment, 2ompensation 7 Benefit, Promotion 7 3ransfer, 3rainin$ 7 development, performance mana$ement, and 0mployee separation are bein$ defined here 'ithin the scope of academic theory of RM# In chapter four of my reports, the S953 analysis of !uality "roup, or$ani8ation stren$ths as s&ills 7 capabilities, 'ea&nesses, opportunities, threats are stated in 'ide from the vie'point of rules 7 re$ulations of !uality "roup# In chapter five of the report, I have illustrated the personal e4perience durin$ my internship as %indin$s# 3hen I presented my recommendation about the !uality "roup various departments and finally include conclusion of the report#

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C!a"ter #ne

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$ntroduction:
uman Resource Mana$ement ? RM@ is a strate$ic approach to mana$in$ employment relations 'hich emphasi8es that levera$in$ people=s capabilities is critical to achievin$ competitive advanta$e, this bein$ achieved throu$h a distinctive set of inte$rated employment policies, pro$rammers and practices# In recent times, human resource mana$ement ? RM@ has assumed ne' prominence as concerns persist about $lobal competition, the internationali8ation of technolo$y and the productivity of labor# It is ar$ued that these mar&et imperatives re)uire mana$ers to chan$e the 'ay in 'hich they mana$e the employment relationship to allo' for the most effective utili8ation of human resource ? R@# Levera$in$ 'or&ers= full potential and $ainin$ the commitment of all employees, includin$ mana$ers, 'hich is considered necessary for competitive advanta$e, re)uires chan$e in three aspects of mana$erial control- or$ani8ational desi$n, culture and R policies and practices#

#rigin of t!e Stud :

As part of the internship pro$ram of Master of Business Administration course re)uirement, I the author of this report 'as assi$ned for doin$ my internship in !uality "roup for the period + months# 3his report is prepared for the internship pro$ram consistin$ of a ma(or in depth study of Recruitment, Selection, Pays 7 Allo'ances, Promotion, 3ransfer, 3rainin$, Development and Retirement in !uality "roup# Internship pro$ram is a system by 'hich 'e can accustom ourselves of 'ith the practical situation throu$h the application of theoretical &no'led$e into real life# 3he $ap bet'een these t'o can be brid$e up throu$h this internship procedure, as an indispensable part of MBA 'as placed in !uality "roup, A1B2>*, Catasur, Mohammadpur, Dha&a# I have prepared this report on the basis of my $athered &no'led$e about !uality "roup durin$ my internship and the &no'led$e I ac)uired durin$ my study of MBA#

#bjectives of t!e Stud :

%road #bjective:
3he broad ob(ective of the study is to discuss the human resource mana$ement practices of !uality "roup#

S"ecific #bjectives:
3he specific ob(ectives of the study are as follo's 3o &no' the human resource mana$ement activities of !uality "roupD 3o find out the problems of R Practices of !uality "roupD and 3o recommend some su$$estions based on findin$s#

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&et!odolog of t!e Stud :

3he report has been prepared based on primary and secondary data# Methodolo$y of the internship report is $iven bello'-

Data Collection &et!ods:

3he inputs are collected from t'o sources A' (rimar Sources: Discussion 'ith R 5fficers# Personal observation# Des& 'or& in different sections# %' Secondar Sources: Annual report of the !uality "roup# 2onsultation of related boo& and publications# Different Statements#

Limitations of t!e Stud :

A@ Lar$e>scale research 'as not possible 'ithin the stipulated time ?/+ months@D B@ Research on some relevant data and documents 'ere difficult due to the or$ani8ation confidentialityD 2@ 3o complete such &ind of report need a lot of e4perience# But I had very little e4perience in this 'or& field# So errors are possible in this report#

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C!a"ter Two

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(rofile of )ualit *rou":

0stablishment- .<<* +e ,)ualit *rou"' !ave - se"arate and inde"endent unites. +e !ave ac!ieved +al/mart 01ELL#+2 coded assessment last audit date on 34 t! 5une 36673. 5n the other hand, 'e follo' buyer=s o'n )uality manuals as 'ell as our country rules for any compliance issue#

#verview:
!UALI3E "R5UP 5% 25MPA,E is one of the reputed and leadin$ $arments manufacturer in Ban$ladesh 'hich is created its o'n $lobal position by o'n )uality, efficient mana$ement and prompt response# 9e have modern communication e)uipment 'ith internet facilities and re)uire e)uipment for e4ecution of orders successfully# 9e have a carin$ 7 innovative staff mana$ement 7 supportive mechanism $uided by professional e4perts for ma4imum productivity in production B manufacturin$ process route# ,ecessary tools 7 techni)ues and re)uired trainin$ is also provided to our employees so that an employee can utili8e hisBher ma4imum s&ills or enhance capability of 'or& throu$hout continuous improvement plan# 9e share our prosperity 'ith all the employees to improve the )uality standards of their life as 'ell# 9e are (oint stoc& company havin$ + individual unites# 5ur annual turn over is USD ./#; million in *//;# 9e are .//F e4port oriented ?'oven and &nit@ factory 'ith belo' independent units-> )ualit A""arels unit/7 )ualit A""arels unit/3 C!ancellor *arments Ltd. 8 9u!ila :as!ion Ltd#

%rief of descri"tion of )ualit *rou": 5ur each factory has bi$ and secure entrance, 'ide ventilation and sufficient space for car par&in$# 9e have set up all operational section 'ithin same buildin$ as 'e can run all operations smoothly# 9e have our o'n Bonded 'arehouse, security arran$ements for product and establishment and safety arran$ements 'or&ers as 'ell# 3here are a 'ide emer$ency stairs 'ith safety case for emer$ency e4it and also have sufficient fire e4tin$uishers and fire fi$htin$ e)uipments# 9e al'ays &eep open and clean all of emer$ency e4its and stairs# In a 'ord, 'e have arran$ed our factories suitable and convenience for any buyer and al'ays try to &eep it as 'ell#
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;ision 8 &ission:
;ision:
3o ma4imi8e syner$istic benefits, and become a mar&et leader throu$h the pursuit of hi$h productivity, advanced technolo$ical innovation and absolute customer satisfaction by levera$in$ on the stren$ths of our core business# In other 'ords best one stop &nit apparel supply house and a mar&et leader#

&ission:
.# 3o focus on customers= needs and 'ants continuously and manufacture hi$h standard )uality &nit apparels# *# 3o establish ourselves as the leadin$ provider of &nit and 'oven apparels by servin$ international mar&et especially for retailer# 1# 3o strive to meet challen$in$ mar&et needs throu$h a closer 'or&in$ relationship 'ith business partners, innovative manufacturin$ process and maintainin$ standard customer service#

;alues and *oals:

;alues:
.# 2ustomer first# *# Pursuit )uality# 1# Levera$e throu$h team 'or&, concerned personnel ?'or& forces@ are our valuable resources# +# Innovation and diversity# G# 0fficiency improvement and cost control# A# Becomin$ a responsible corporate citi8en#

*oals:
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2ustomer satisfaction is our main $oal, competitive professional service, price, 'orld class )uality, on time delivery, honesty and reliability#

#rgani<ation Structure:
%oard of Directors:
S.L =o. . * 1 + =ame A#M# A&hter ossain Salahuddin Ahmed Mohammad Ha&ir ossain Md# Rafi)ul Islam Designation Mana$in$ Director 04ecutive Director Director Director Administration

#rgani<ation Culture 8 Climate:

3he normal 'or&day is /; ?ei$ht@ hours ?;-// am > G-// pm@ for all employees ?probationer and permanent@ includin$ one ?.@ hour brea& for lunch# But employees have to 'or& beyond /< ?nine@ hours# Attendances of employees are maintained in S5%39AR0 named PMS ?Personnel Mana$ement System@D so, data cannot be manipulated easily# 3he 'or&place and environment of all employees of !uality "roup is con$enial and healthy# 3he company mana$ement emphasi8es on pleasant and comfortable 'or&place that provide every employee 'ith enthusiasm and dynamism in their 'or&# All employees 'or&in$ in !UALI3E $roup are cate$ori8ed into /+ ?four@ $roups# Permanent

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C!a"ter T!ree

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>uman 9esources De"artment of )ualit *rou":

>uman 9esources (rinci"le:
!uality "roup 'ould li&e to mana$e its uman resources to support the achievement of its Mission 'ith inte$rity and )uality throu$h the follo'in$ $uidin$ principle- !uality "roup All R practices are based primarily on education, s&ills, merit, potentiality and performance# #

&ajor activities of >uman 9esources De"artment:

uman Resources Plannin$ Recruitment and Selection 2ompensation 7 Benefit Promotion, 3ransfer 7 Succession 3rainin$ and Development Performance Mana$ement 0mployee Separation

>uman 9esources (lanning:

uman resources plannin$ of R Department of !uality $roup assist or$ani8ations to recruit, retain, and optimi8e the deployment of the personal needed to meet business ob(ectives and to respond to chan$es in the e4ternal environment# 3he process involves carryin$ out a s&ills analysis of the e4istin$ 'or&force, carryin$ out man po'er forecastin$, and ta&in$ action to ensure that supply meets demand# 3his may include the development of trainin$ and retrainin$ strate$ies# %or R plannin$ usually !uality "roup R Department uses follo'in$ steps in-

%orecast 04ternal SupplyD 2ompare Internal Demand and Internal SupplyD Plan for Dealin$ 'ith Predict Shortfalls or 5verstaffin$#

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9ecruitment 8 Selection:
Recruitment system of an or$ani8ation plays a vital role in $ettin$ the ri$ht type of people for the or$ani8ation# If the !uality $roup=s recruitment system fails to $et people of ri$ht caliber over a number of years, ultimately time 'ill come 'hen 'ith the retirement of many if its e4perienced personnel of impressive )uality, it 'ould start fallin$ and cease to e4ist an e4cellent employee# 5f course, it can be said that by a system of $ood trainin$ and development pro$ram the )uality of personnel can be improved si$nificantly# But even the best trainin$ system cannot improve pool of mediocre personnel# Recruitin$ is a process by 'hich or$ani8ations loc&ed and attract individuals to fill (ob vacancies# Most or$ani8ations have a continuin$ need to recruit ne' employees or replace them 'ho leave or promoted and to permit or$ani8ational $ro'th# Recruitment flo's R plannin$ and $oes hand in hand 'ith the selection process by 'hich or$ani8ations evaluate the suitability of candidates for various (obs# 9ithout accurate plannin$, or$ani8ations may recruit the 'ron$ number or types of employees# 9ithout successful recruitin$ to 2reate si8able pool of candidates, even the most accurate system is of little use#

1.

9ecruitment *oal:

A $ood recruitin$ pro$ram needs to serve many and sometimes conflictin$ $oals# A 2ommonly mentioned $oal is to attract a lar$e pool of applicant pools can be too lar$e and thus very costly to process# Recruitin$ must also attract a hi$h proportion of 'ell>)ualified candidates 'ho are seriously interested in acceptin$ a (ob offer# Post hirin$ $oals must also be considered the recruitin$ process must yield 'or&ers 'ho are $ood performers and 'ho 'ill stay 'ith the or$ani8ation for a reasonable len$th of time# An additional $oal is that recruitin$ efforts should have beneficial, IspilloverJ effects- that is the or$ani8ation=s $eneral ima$e should be enhanced, and even unsuccessful application should develop position attitudes to'ard the company and it products# %urther all of the above $oals should be reached 'ith the $reatest speed and at the least possible cost to the or$ani8ation# Balancin$ these varied $oals a$ainst one another should be done 'ith reference to the or$ani8ationKs overall strate$y and value# As a report of this process of priorities $oals, the or$ani8ation may develop a recruitment philosophy#

2.

Source of 9ecruiting:

Recruitment in the !uality $roup is $uided by its policies, 'hich specify the selection criteria for various branches and trades# Recruitment drive is $iven 'ide publicity throu$h online (ob
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postin$B Advertisement in ne'spaper and almost round the year by the various mobile terms, 'hich periodically visit various cities# In addition to recruitment, such visits help to $enerate interest amon$st the students to (oin the !uality "roup

3.

:ormal &et!ods:

%ormal methods of e4ternal recruitin$ entail searchin$ the labor mar&et for candidates 'ho have no previous connection to the or$ani8ation# 3hese methods traditional have included ne'spaper>advertisin$ use of employment a$encies and e4ecutive search firms and campus recruitin$# ,e'spaper advertisin$ is very popular, 'ith <: percent of the respondents usin$ this method for at least some (obs# !uality "roup also uses this method for recruitin$#

4.

=ews"a"er Advertising-

3he most common formal recruitin$ method is advertisin$# Recruitment advertisin$ has an obvious tar$et people 'ho are see&in$ 'or& and an obvious $oal attractin$ these (ob see&ers to apply for a (ob# !uality "roup does not follo' the standard recruitment procedure to select and employ the most suitable candidate?s@ for the available position?s@ to meet company# Some time Selection standards are not relevant to s&ills, trainin$, e4perience, education and &no'led$e crucial for successful (ob performance# Some time recruitments are mana$ed by R Department 'ithout consultation 'ith respective Unit B Department# 2ompany recruits employees on reference# In this case the candidates need not have necessary s&ills# R Department of the 2ompany does not provide (ob description to all employees for better performance# 6acancy announcement has been published throu$h national ne'spapers but not throu$h 'ebD R Department ma&e short list of the 26s from a panel of Applications 'ithout discussin$ the concerned Department# Reference candidates are not called for 'ritten test# 3hey are selected only throu$h intervie'# %inally selected candidates are $ettin$ appointment letter 'ith (ob description# After (oinin$ all employees are not bein$ oriented for better adaptation in ne' environment#

Com"ensation 8 %enefit:
A' Com"ensation:
2ompensation is 'hat employees receive in e4chan$e of their contribution to the
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or$ani8ation# 3he ob(ective of compensation mana$ement is to help the or$ani8ation achieve strate$ic success 'hile ensurin$ internal and e4ternal e)uity# Internal e)uity ensures that more demandin$ positions or better )ualified people 'ithin the or$ani8ation are paid more and assures that (obs are fairly compensated in comparison 'ith similar (obs in the labor mar&et#

5b(ectives throu$h effective compensation Mana$ement areL Ac)uire )ualified personnel L Retain current employees L 0nsure e)uity L Re'ard desired behavior L 2ontrol costs L 2omply 'ith le$al re$ulations L %acilitate understandin$

Direct (a :
All re$ular and contract employees is compensated monthly for their services rendered to !uality correspondin$ to the "radeB StepB Level andBor position sheBhe holds# 5n payday every employee is provided 'ith hisBher monthly salary slipBstub for individual record and can dra' respective ta4>free salary 'ithout any hassle from the company nominated ban& 'here the company assists all employees to open an account# Deductions are made from employeeMs salary every month if any of these are applicable# o'ever, payroll deduction components are Provident fund Loan recovery, if any Salary advance recovery, if made Attendance B late attendance Unauthori8ed absence, leave 'ithout pay, as per R Policy Dama$e to, or loss of, $oods e4pressly entrusted to the employee for custody, or for loss of money for 'hich heBshe is accountable, 'hen such dama$e or loss is directly attributable to hisBher ne$li$ence or
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default# Recovery of over payment of salary, allo'ance or benefit#

(a (ackage:
Pay pac&a$e of !uality "roup includes follo'in$ componentsa. %ase (a ? %asic (a : It is the foundation pay component for most employees and it is usually based on some unit of time 'or&ed and 'orth of respective (ob. !uality "roup desi$ns base pay by Nob evaluation# Based on (ob evaluation report it has formulated Base pay structure of all employees in different $rade, step, level etc# b. >ouse 9ent: 3here is house rent for the employee# ?+/F of basic salary@
O

c. &edical Allowance: Medical allo'ance is also a ma(or payroll component 'hich is included in $ross salary# It is admissible P 3C# *// per month# 2ompany mana$ement may revise the amount of medical allo'ance time to time as deemed appropriate# d. Conve ance Allowance: All employees are entitled to $et 2onveyance allo'ance after the confirmation of hisBher service 'ith the company# 9here Pic& and drop is not possible 2onveyance allo'ance is only admissible in that case# If an employee avails Pic& and drop 'ould not be entitled for 2onveyance allo'ance# e. Tec!nical Allowance: 0mployees of en$ineerin$ department are entitled to $et technical allo'ance after the confirmation of their service#

$ndirect (a :
!uality "roup provides some non cash items and services to its employees as indirect pay such as- medical cost, meal facility, loan facility, salary advance, festival bonus, annual increment, merit performance increment, special salary increment, encashment of un>availed annual leaveBearned leave, additional responsibility allo'ance, $roup insurance, disability benefit, paid time>off, mobile phone, uniform for support staff, provident fund, $ratuityBpension facilities etc#

%' %enefit:
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Benefits are indirect compensations 'hich the company mana$ement finds crucial to motivate, retain, and attract its employees to create a productive and developin$ 'or&force# 3he company mana$ement prioriti8es benefits in vie' to reduce fati$ue, healthcare, increase productivity and consider disability# 3he company mana$ement e4pects that the benefit pac&a$e 'ould ultimately reduce turnover, reduce overtime costs and satisfy employee ob(ectives#

:estival %onus:
All confirmed re$ular employees are entitled to %estival Bonus at the rate of /* ?t'o@ monthsM basic salary per year#

:estival and (ublic !olida s:

!uality "roup reco$ni8es the follo'in$ %estival and Public holidays of .A ?si4teen@ days as listed belo' B0,"ALI ,09 E0ARS DAE /. Day 0ID>UL>AH A /1 Days 0ID>UL>%I3R /1 Days I,D0P0,D0,20 DAE /. Day LAB5R DAE /. Day S AB>0>BARA3 /. Day S A 00D DAE /. Day 6I235RE DAE /. Day ,A3I5,AL M5UR,I," DAE /. Day

Annual $ncrement:
Increment is a'arded once a year for re$ular staff by movin$ himBher to the ne4t step of hisBher $rade, effective from the date of (oinin$ based on their performance appraisal# 5ne step increment is sub(ect to satisfactory performance of the employee throu$hout the year, and is not automatic#

S"ecial Salar $ncrement:

An employee $ets special salary increment for hisBher e4traordinary contribution to the company prosperity#

(rovident :und:
3here is Provident fund ?./F 5% BASI2 SALARE@#

&edical %enefit:
All permanent employees don=t receive any medical treatment benefit from the company in case they become sic& or in(ured 'hile dischar$in$ duty#

(ick and Dro":

2ompany Mana$ement doesn=t provide Pic& and Drop facility for selected employees#
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(romotion, Transfer 8 Succession:

(romotion: a. Promotion decision is ta&en based on )ualifications, s&ills, merit, performance, productivity and service seniority# b. "enerally service seniority of the employee?s@ is considered first for promotion# Transfer: 3o achieve the set ob(ectives of the company, the si$nificance of sound professionalism is crucial# %or this, $ainin$ in>depth (ob e4perience throu$h (ob rotation is important# In this bac&drop, 2ompany Mana$ement is en(oyed full authority to transfer any employee in different (obs and locations to respond to the need# 0mployees also transferred due to promotion in the hi$her post# 3ransfers are done as t'o cate$ories mentioned belo' Involuntary 6oluntary 2ompany Initiated 3ransfer is &no'n as Involuntary 3ransfer and the 0mployee Initiated 3ransfer as 6oluntary 3ransfer# In !uality "roup sometime transfer is used for harassment of an employee# Succession: Succession plannin$ is a very important tool of any 5r$ani8ation# In !uality "roup there is no succession plan to fulfill the vacancies created due to promotion, retirement, transfer and ne' (ob openin$#

Training and Develo"ment:

3rainin$ refers to the methods used to $ive ne' or present employees the s&ills they need to perform their (obs# 3hrou$h 3rainin$ and Development pro$rams !uality "roup e4pects to relish the follo'in$ benefits Improve the (ob &no'led$e and s&ills at all levels of the 5r$ani8ation 7 improve the self> confidence of the 'or&force elp people to identify the 5r$ani8ational ob(ectives and $oals %oster authenticity, openness, trust 7 improve the relationship bet'een boss and subordinates Aid in understandin$ and carryin$ out 5r$ani8ational policies
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Aid in developin$ leadership s&ill, motivation, loyalty, better attitudes, and other aspects that successful 'or&ers and Mana$ers usually display Aid in increasin$ productivity and )uality of 'or& elps employees to ad(ust in chan$in$ 'or&in$ atmosphere#

Ste"s in develo"ing a Training (rogram:

%or developin$ an effective trainin$ pro$ram 2omputer follo' under mentioned steps 3rainin$ needs assessment 3rainee Selection 3rainer Selection 2hoosin$ 3rainin$ methods 0valuation of 3rainin$ pro$rams

Training needs assessment: At the very be$innin$ of 3rainin$ and Development process !uality "roup R Department identify and test the 3rainin$ needs in various Departments# 9ith trainin$ needs assessment, trainin$ pro$rams are desi$ned# Trainee Selection: Belo' are the selection criteria of different types of trainees# 2omputer source follo' these $iven criteria as set outline 5n the basis of Performance appraisal Lo' performance at any period of time 0nhance and develop the avera$e performers 2ombine the theoretical and practical &no'led$e Select trainees on the basis of ne' technolo$y of 2omputer source

Trainer Selection: !uality "roup does not carefully consider the matter of trainer selection# !uality "roup &eeps the options only to internal trainersC!oosing Training &et!ods: !uality "roup provides trainin$ trou$h only 5n the Nob 3rainin$# 3here is no option for off the (ob trainin$ Evaluation of Training (rograms: 3rainin$ participants are not evaluated after successfully completion of the trainin$#

Career Develo"ment Training:

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3he si$nificance of trainin$ in the development of manpo'er cannot be overstated# 3he basic philosophy underlyin$ the concept of trainin$ and human resources development is not merely helpin$ to reduce 'asta$e in the use of men, money, machines and materials but also to impart &no'led$e about modern 'or& and mana$ement techni)ues, to inculcate discipline, to brin$ a chan$e in the attitude and to develop leadership )ualities#

(re/conditions of Success of Training:

3rainin$ to be successful has to satisfy certain pre>conditions# 3he first per>re)uisite is that the top mana$ement must ta&e interest in its activities# In most of the cases it is loo&ed do'n as a lo' priority item# 3his attitude needs chan$e# 3he second and most pre>re)uisites is the systematic identification of trainin$ of trainin$ and development needs# 3here are three sta$es of analy8in$ these needs# #rgani<ation Anal sis: It involves determinin$ 'here 'ithin the or$ani8ation trainin$ emphasis should be placed for effective mana$ement of the or$ani8ation# #"eration Anal sis: It aims at determinin$ 'hat should be the contents of trainin$ pro$ram for enablin$ personnel to perform their (obs effectively# &an Anal sis: It re)uires determinin$ 'hat s&illD &no'led$e or attitude a person should develop for proper performance of his (ob and to find 'ays and means to impart them# 3he third pre>re)uisite is that the teachin$ staff must be correctly elected# Anyone cannot be a $od teacher# A $ood teacher should not only &no' his sub(ects thorou$hly but also be deeply interested in impartin$ trainin$# 3hey should bane ade)uate s&ill and should be conversant 'ith the trainin$ methodolo$y# Before startin$ ay trainin$ pro$ram he must $ive ample thou$ht and consideration to the choice to appropriate techni)ue for trainin$# 3he last but not the least is the provision of ade)uate finance at the disposal of the trainin$ institutes to meet routine trainin$ re)uirement#

(erformance &anagement:
Performance appraisal is the formal, systematic assessment of ho' 'ell employees are performin$ their (obs in relation to established standards and the communication of that assessment to employees# ?S# P# Robbins@# Performance Appraisal is the instrument 'hich measures the employee performance# 0mployee performance is the &ey factor to verify the
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employee )uality, activity, and &no'led$e about the (ob# Performance appraisal plays a &ey role in re'ard systems# It is the process of evaluatin$ the performance of employees, sharin$ that information 'ith them, and searchin$ for 'ays to improve their performance# Appraisal is necessary in order to Allocate resources in dynamic environmentD Motivate and re'ard employeesD "ive>employees feedbac& about their 'or&D 2oach and develop employees and 2omply 'ith re$ulation#

(erformance A""raisal (rocedure:

In the Performance Appraisal Procedure it is important to point out the reason for performance evaluation# 3he reason can be Service 2onfirmation after probation- It is important to evaluate an employee after the probation to assess hisBher competency in vie' to confirm the service of the company# 04tension of probationary period- 3he performance report of an employee 'ould help to decide 'hether the respective employee needs an e4tension of probation period or not# Annual increment- 9hether or not an employee is eli$ible for the annual increment can be decided by hisBher performance revie'# Merit performance increment- Merit performance increment is admissible completely on an outstandin$ score obtained by the employee on periodic half yearly revie'# Special Salary increment- If an employeeMs contribution to the company is e4tra ordinary that can be reco$ni8ed by re'ardin$ a special salary increment# Promotion- 9hether or not an employee is eli$ible to $et promotion can be decided by hisBher performance revie'# Unsatisfactory performance- Any unsatisfactory performance of an employee can be pinpointed easily and ob(ectively throu$h this procedure#

(erformance A""raisal &et!od:

!uality "roup uses only behaviorally anchored ratin$ scales method for performance appraisal of an employee#

Errors (erformance A""raisal:

In !uality "roup performance appraisal is full of errors# Such as 3he alo 0rror
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3he 0rror of 2entral 3endency 3he Leniency 0rror Biased by race, $ender etc#

Em"lo ee Se"aration:
3here are different &ind of employee separation is practiced by !uality $roup# Such as9esignation: If a Permanent employee of !uality "roup desires to terminate hisB her employment, /* ?t'o@ months notice in 'ritin$ need to be $iven by himB her to the company# Termination: Some time terminations are done 'ithout any proper investi$ation# Dismissal: DismissalM means the termination of services of an employee by the employer for misconduct# Ma4imum dismissals are done 'ithout any proper investi$ation# Disc!arge: Dischar$e means the termination of services of an employee by the employer for reasons of physical or mental incapacity or continued ill health of the employee# !uality "roup does not follo' labour la' *//A in this concern# 9etirement: 3he retirement a$e for permanent employees of the !uality "roup is A/ ?si4ty@ year#

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C!a"ter :our

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Anal sis:

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S+#T Anal sis of )ualit *rou":

S953 analysis is one of the most important steps in formulatin$ strate$y# Usin$ the or$ani8ationMs mission as a conte4t, mana$ers assess internal stren$ths and 'ea&nesses as 'ell as e4ternal opportunities that e4ploit opportunities and stren$ths, neutrali8e threats and 'ea&nesses#

Strengt!s:
5r$ani8ation=s Stren$ths as s&ills and capabilities that enable an or$ani8ation to convince of and implement its strate$ies# ere I discussed stren$ths of !uality "roup# 3hese are $iven bello' 0fficient 7 Dedicated uman Resources DepartmentD Mana$er and staffs of !uality "roup are hi$hly s&illed 7 e4periencedD A pool of s&illed 'or& 'or&ersD 3he 2ompany has a stron$ base of potential customer sustain in the competitive mar&etD !uality "roup ensured the )uality of the products and production in timeD !uality "roup is very much serious about the shipment of their products#

+eaknesses:
5r$ani8ational 'ea&nesses are s&ills and capabilities that do not enable an or$ani8ation to choose and important strate$ies that support its missions# 9ea&nesses of !uality "roup are appended belo'# !uality "roup does not have any R Manual for mana$in$ it=s human resourcesD Recruitment process is not transparent# Reference candidates are $ot more priority for selectionD 3here is no proper trainin$ 7 development process for developments of employeesD 0mployee turnover ?especially 0n$ineers@ e4ists because of the availability of (ob It sectorsD Salary structure and fi4ation is not satisfactoryD Supply of S&illed 'or&er in Ban$ladesh is not sufficient#

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#""ortunities:
5r$ani8ational opportunity is areas in the environment that, if e4ploited, may $enerate hi$her performance# 5pportunities of !UALI3E "R5UP are $iven bello' !uality "roup has emphasi8ed on mar&et se$mentation accordin$ to re$ular basis# 3hrou$h se$mentin$ mar&et in the e4istin$ mar&et share, the company can $ain potential mar&et opportunitiesD As $arment sector earns hi$h amount of forei$n currency, the $overnment encoura$es this sector to e4plore# So it is also an opportunity#

T!reats:
5r$ani8ational threats are area in the environment the increase the difficulty of an or$ani8ation=s performin$ at a hi$her level# 3hreats of !uality "roup are $iven belo' Day by day technolo$ies are chan$in$ and to adopt those technolo$ies are bi$ threats because it re)uires lar$est amount of investmentD 0mployees are $enerally afraid of ne' technolo$iesD Because of "lobali8ation competitors are increasin$ rapidly 'orld'ideD %orei$n buyers $et afraid of $ivin$ dealership in Ban$ladesh because of political environmentD Inflation rate is hi$h in our country that caused the economic condition disturb to the country# 2ompetition is very hi$h and many rival firms are e4istin$ !uality is becomin$ the more important factor 'hich is difficult to mana$e 'ith the price

C!a"ter :ive
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:indings of t!e Stud :

3he findin$s of the study are as follo'sLack of (ro"er >9 (lanning:
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Due to $lobal economic recession 'e are e4periencin$ hu$e fluctuation of $arments orders 'hich is not predictable or forecast>able at all# Some time it is mountin$ up and on the contrary sometime it is deterioratin$# 2onse)uently, the company is facin$ trouble to the $reatest e4tent in manpo'er plannin$#

Lack of $deal 9ecruitment and Selection (rogram: 9e are facin$ a number of problems in recruitment and selection and those are-

Lac& of )uality people for selection#

Due to lac& of national database 7Bor information of blac& listed 'or&ers, sometimes 'e select someone 'ho committed crime in another factory earlier# Due to order fluctuation, sometime 'e are over burdened for recruitment related 'or&# 5n the contrary sometime 'e do not $et any 'or& re$ardin$ recruitment 'hen there is comparatively less orders for $arments#

Lack of Effective Training and Develo"ment (rogram: More emphasis should be $iven on trainin$ to e4pedite the or$ani8ational development process#

Lack of Standard (erformance &anagement S stem: 3here are manpo'er scarcities in R Department# As a result, employees are a bit over burdened and sometimes they feel monotony for the recurrence of same 'or&#

Lack of Transfer 8 Succession (lan: 9e use 1A/ de$ree performance appraisal system# 3he basis of 3ransfer and Succession are service len$th, merit and re)uirements# Proper assessment is made for succession purpose 'hich is devoid of all sorts of nepotism 7 biasness#

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Lack of Standard Com"ensation and %enefit (ackages: 9a$es 7 other financial benefits the 'or&ers are $ettin$ no' days are not sufficient#

9ecommendations:
In li$ht of the findin$s, the recommendations are as follo'sTo (re"are a Standard >uman 9esource (lanning: Until the $lobal economic situation improves 'e have no 'ay but to accept the reality#

To conduct an ideal 9ecruitment and selection (rogram: "overnment should ta&e initiative to increase the )uality of our overall education system and ma&e it 'orth'hile# At the same time "overnment should also ta&e initiative to develop a national database for the 'or&ers of RM" industry so that the entrepreneurs can identify and avoid the Blac& listed 'or&ers#

To conduct an effective Training and Develo"ment (rogram: Re$ular trainin$ may be arran$ed for machine mechanics, electrician, drivers, purchase officers ?on spare parts@, security personnel, compliance officers and R 5fficers ?both Q internal and e4ternal 7 in home and abroad@ in order to ensure the smooth operations of the company and to $et the desired momentum in day to day 'or&# 3rainin$ calendar may be prepared on the basis of 3,A ?department 'ise@# An annual bud$et may be allotted for trainin$ purpose# 3rainin$ is pre re)uisite for development and continuous improvement#

To formulate a Standard (erformance &anagement S stem: Authority may consider recruitin$ some employees in R Department for trainin$ and development 'or& to improve the performance of employees# As a result, the employees 'ill be able to deliver more )uality 'or& 'hich in turn, 'ill help to attain the or$ani8ational $oal and ensure the 'in>'in situation#
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Nob rotation system may be introduced in monotony of 'or&#

R Department to some e4tent in order to reduce

To (re"are a (ro"er Transfer 8 Succession (lan: Assessment should be done al'ays on time and it must be free from nepotism, biasness, and hallo effect etc bad practices# Dry promotion system may be introduced in case of financial scarcity of the company in order to motivate the truly deservin$ employees#

To Establis! a Standard Com"ensation and %enefit (ackage: 3he e4istin$ minimum 'a$es determined by $overnment should be revie'ed as early as possible in order to ad(ust at least the inflation rate# Payment of Bonus in t'o 0ids, and annual increment of a reasonable percenta$e should be mandatory by la'# Payment of 'a$e and salary should be ma&in$ throu$h ban&in$ channel# At the end of the day, it 'ill ensure more transparency 7 reduce the hassle and ris& of cash handlin$# Payment of 'a$es and salary should be ma&in$ 'ithin G 'or&in$ days in place of : 'or&in$ days#

Conclusion:
3he success of a $arment depends on improved service delivery to its buyer# ,o', so many $arments in the country have emer$ed to cater to the needs of buyers# But most of $arments in Ban$ladesh are usin$ conventional $arments system# "arments and apparel accounted for about four>fifths of the country=s total merchandise e4ports# It is estimated that apparel e4ports alone $enerated more than RA#: billion in */.., as 'ell as R* billion 'orth of economic activity in areas of ban&in$, insurance, pac&a$in$, real estate, utility services, clearin$ and for'ardin$, and consumer $oods# So, in a )uota free environment, Ban$ladesh founds some difficulties to compete# Beside the )uota 'ithdra'al, other obstacles include its dependency on forei$n desi$n, technolo$y repairs and even $arment and its lac& of ability to respond )uic&ly# Ban$ladesh has no support industries because the spinnin$, 'eavin$, dyin$ industries are very 'ea&, so it has to import almost all ra' materials# 3he country no' faces stiff competition from countries, 'hich have become cheaper as a result of currency devaluations after the Asian 2risis# 3he flourishment of any industry re)uires combined efforts and co>operation from several parties# Social, political and macroeconomic environment play pivotal role in this re$ard# 3hou$h !uality "roup is a ne'ly 6entured 2ompany in the respective sector, its $ro'th and e4pansion is praise'orthy# It=s contributin$ the country and servin$ the nation in different
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'ays# If it can up hold it=s much to'ard advancement, it 'ill be able to set a role model in our country# In conclusion it can be said that every or$ani8ation has its positives as 'ell as ne$atives and in case of Quality Group, the later one is less than the earlier one and as the mana$ement is determined to reach the pic& of success it seems that in near future the ne$atives 'ill be eliminated# Quality Group should utili8e its assets and money to ma&e profit# It should be enhancin$ the relation 'ith the buyers and ma&e services as fast as possible#

9eference:
Chanda&er abib Ahmed, Bac&'ard Lin&a$e to Ready Made "arments- Ban$ladesh Perspective, Academic Press 7 Publishers Limited, Dha&a, %irst 0dition, *//* Md# asan, Ban$ladesher Da&- Ban$la ,e's, 'ebsite, Business monitors March 1., *//G 3he Ban$ladesh Nournal, 'ebsite, ./ September */.* Ban$ladesh- RM" sailin$ into troubled times as )uotas end, 'ebsite >> B"M0A, ;th ,ovember *//< Ban$ladesh- B"M0A ur$es "overnment to open land imports, 'ebsite, B"M0A, + April */./ Ban$ladesh- Apparel sourcin$ seminar see&s solutions for the industry, 'ebsite, B"M0A, */ April */.. Investment 5pportunities, RM" 7 Bac&'ard Lin&a$e, B"M0A, .+ April */.. And
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Dipo& Bho'mi& 2hief uman Resource Mana$er uman Resource mana$ement !uality "roup http-BB)ualityapparels#comB

Sule&, N#M#, 7 0,SLE, R#L# ?*//+@, the relative importance of food, atmosphere, and fairness of 'ait- 3he case of a full service restaurant# 2omell otel and Restaurant Administrative !uarterly, +G?1@*1G>*+;#

$n case of articles downloaded from t!e $nternet, reference s!ould be as follows: Bond, M#A#, 7 Pyle, N#L# ?.<<;@# 3he ecolo$y of diversity in or$ani8ational settin$s- Lessons from a case study# uman Relations, G., G;<>A*1# Retrieved f from 9orld 9ide 9eb: !tt":?? '''#humanrelations#html#

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