Functions of Human Resources at Orient Energy Systems Limited

Orient Energy Systems is one of the most growing companies in Pakistan

specializing in industrial engineering products, services & solutions. Conceived
by a group of highly ambitious technical professionals in 1996, the company has
risen phenomenally from a localized anonymous entity to one of the most
dynamic & revered company not only in Pakistan but also in Bangladesh & UAE.
Today, Orient is recognized as a company representing the most advanced
engineering technologies in the world and at the same time facilitating its
customers in achieving the most economized operations as well which is a real
need of our industry. With more than 1150 team members and with annual turn
over of approx. Rs. 2 Billion, Orient has been contributing significantly in
developing indigenous technological solutions for its customers which has
revolutionized the products & services we are offering.

Since inception, Orient has always worked tenaciously towards achieving

excellence in engineering solutions and ‘complete customer satisfaction’ earning
the distinction of being one of the most reliable and customer-oriented equipment
& solutions provider in the markets we serve. Orient is committed to make its
customers “ORIENTed” in various engineering products like Power generators
(Gas & Diesel), Air Compressors, Air-conditioning chillers, Forklift trucks & Heavy
machinery. Getting ORIENTed is much more than buying just a product or a
service from us … its about the peace of mind that you can have from our
technologically superior products, indigenous engineering expertise, inventory
management practices, projects management on turn key basis, flexible
operational solutions to meet your contingencies and our constant endeavors in
minimizing acquisition & operating costs for our customers.

Our customized solutions also include Power Systems Rentals in collaboration

with ORIX leasing (a subsidiary of ORIX leasing Japan). This joint venture now
carries one of the biggest generators portfolios in the industry with more than 100
diesel & gas generators available with skilled operating manpower on short,
medium & long term basis. The company has been offering specialized
maintenance and overhaul services along with typical and sophisticated repair
skills to refurbish industrial class reciprocating internal combustion engines.
Orient offers maintenance during the operating life of the asset, which includes
routine maintenance contracts, Blanket maintenance contracts, total plant
management (O&M) contracts and overhaul service with complete monitoring
through factory trained technical managers and highly skilled service engineers.

So whether it’s the decision of buying a new Generator, Air Compressor, Chiller,
Forklift truck and Heavy Machinery or replacing the old one, you better get
oriented to feel the difference we can offer to you. We can reach wherever you
are in Pakistan through our offices in almost all the major cities with technical
support.

Orient Energy’s Product:

 Diesel Gensets
 Gas Gensets

Material Handling Equipment      

 Air Compressor

FUNCTIONS OF Human Resources:

Now days human resources occupy a bigger position and is consider being an
important part of a firm. If the employees are not satisfied they won’t produce
sufficient quality work. Human Resources play a significant role in the out
sourcing of labor. The Human Resources department lies at the core core of any
business’s management stricter. This is the way the Human Resources
department probably the most important department in any organization.

Human resources is a person or employee who staff and operates a functions

with in a organization. The term of human resources is traditionally called ‘Labor’
in the political economy and economicies, one of the three factors of production.
It was used as labor right management in the olden days in the organization.

The human resources function is still to a large degree administrative and

common to all organizations. To varying degrees most organizations have
formalities selection, evaluation and payroll process. Efficient and effective
management of the Human capital pool (HCP) has become an increasingly
imperative and complex activity ti all human resources professional. The human
resources function consists of tracking innumerable data points on each
employee, from personal histories, data, skills, capability, experiences to payroll
records.

FACTORS OF HUMAN RESOURCES

Purpose

The function of Human Resources departments is generally administrative and

common to all organizations. Organizations may have formalized selection,
evaluation, and payroll processes. Efficient and effective management of “Human
Capital” has progressed to an increasingly imperative and complex process. The
HR function consists of tracking existing employee data which traditionally
includes personal histories, skills, capabilities, accomplishments and salary. To
reduce the manual workload of these administrative activities, organizations
began to electronically automate many of these processes by introducing
specialized Human Resource Management Systems. Due HR executives rely on
internal or external IT professionals to develop and maintain an integrated
HRMS. Before the “client-server” architecture evolved in the late 1980s, many
HR automation processes were relegated to mainframe computers that could
handle large amounts of data transactions. In consequence of the high capital
investment necessary to purchase or program proprietary software, these
internally-developed HRMS were limited to organizations that possessed a large
amount of capital.

1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/ Learning Management System
7. Performance Record

The payroll module automates the pay process by gathering data on employee

time and attendance, calculating various deductions and taxes, and generating
periodic pay cheques and employee tax reports. Data is generally fed from the
human resources and time keeping modules to calculate automatic deposit and
manual cheque writing capabilities. This module can encompass all employee-
related transactions as well as integrate with existing financial management
systems.

The work time gathers standardized time and work related efforts. The most
advanced modules provide broad flexibility in data collection methods, labour
distribution capabilities and data analysis features. Cost analysis and efficiency
metrics are the primary functions.

The benefits administration module provides a system for organizations to

administer and track employee participation in benefits programs. These typically
encompass, insurance, compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects

from application to retirement. The system records basic demographic and
address data, selection, training and development, capabilities and skills
management, compensation planning records and other related activities.
Leading edge systems provide the ability to “read” applications and enter
relevant data to applicable database fields, notify employers and provide position
management and position control. Human resource management function
involves the recruitment, placement, evaluation, compensation and development
of the employees of an organisation. Initially, businesses used computer based
information system to:

 produce pay checks and payroll reports;

 maintain personnel records;
 pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR

departments to garner potential candidates for available positions within an
organization. Talent Management systems typically encompass:

 analyzing personnel usage within an organization;

 identifying potential applicants;
 recruiting through company-facing listings;
 recruiting through online recruiting sites or publications that market to both
recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort,

cross-posting within and across general or industry-specific job boards and
maintaining a competitive exposure of availabilities has given rise to the
development of a dedicated Applicant Tracking System, or ‘ATS’, module.

The training module provides a system for organizations to administer and track

employee training and development efforts. The system, normally called a
Learning Management System if a stand alone product, allows HR to track
education, qualifications and skills of the employees, as well as outlining what
training courses, books, CDs, web based learning or materials are available to
develop which skills. Courses can then be offered in date specific sessions, with
delegates and training resources being mapped and managed within the same
system. Sophisticated LMS allow managers to approve training, budgets and
calendars alongside performance management and appraisal metrics.

Many organizations have gone beyond the traditional functions and developed
human resource management information systems, which support recruitment,
selection, hiring, job placement, performance appraisals, employee benefit
analysis, health, safety and security, while others integrate an
outsourced Applicant Tracking System that encompasses a subset of the
above.

The Human Resource Management Contribution

To Supply Chain Integration

Abstract: Supply chains are now viewed as a significant means of managing the
flow of production in global economies, and the definition and measurement of
supply chain flows, particularly the “hard” products, services, and information, is
well under way. However, much less is understood concerning “soft” areas such
as human resource management activities. In fact, many practitioner-focused
articles are concerned with the lack of human resource involvement with and
contribution to supply chain efforts. This theoretical paper contrasts the
requirements of relationship-based strategies, appropriate for supply chain
integration, with the traditional transaction-based strategies and presents a
model of the human resource – supply chain performance relationship, including
moderating variables. On this basis propositions are posited, and conclusions are
noted with suggestions for further research.

Human Resources Practices and Activities in Orient Energy Systems Ltd

(OESL).

Recruitment Procedure of OESL

 If any existing Job vacancy / creation / designation present in any

department/division, then the concerned Departmental Heads of OESL will fill out
and send Personnel Requisition Form Stating Job Specification, Job Description
to Head of Admin and HRD for necessary actions.
 Head of Admin and HRD of OESL will scrutinize Manpower Requisition Form and
get Management approval for onward processing.
 Internal Job announcement / dropped CVs /personal contacts/ advertisement in
local Daily News papers, as well as online advertisement as applicable, is done
to collect profiles of potential candidates.
 After about 2 weeks (since initiation of recruitment process) prospecting
applications are sorted out by HRD in consultation with the concerned
department/ division in line with the advertisement/ recruitment.
 After preliminary short-listing of the applications/ CVs, Head of Admin and HRD
of OESL will send letters or contact over phone to the prospective candidates for
interview.
 On the appointed date, Head of Admin and HRD of OESL along with concerned
departmental head shall conduct written tests and oral interview as required.
 At the end of the interview and written test, concerned department heads and
Head of Admin and HRD of OESL will discuss performance ratings of candidates
and complete the recruitment and selection process with the approval of
Management.
 The finally selected candidate(s) will be informed about their selection and asked
to report to Head of Admin and HRD of OESL for salary negotiation.
  On completion of recruitment formalities, letter of appointment in duplicate will be
issued to the candidate. Duplicate copy of the appointment letter will be signed
by the candidate and will be returned to Head of Admin and HRD of OESL as a
mean of acceptance.
 On joining, incumbent signs a joining letter that is returned to HRD.
 While working out the offer. HRD of OESL will check original certificates of the
candidate(s) and attested photocopies of the script will be kept in the personal
file of the candidate(s). Candidate(s) selected as such will be put on probation for
a period that is decided by the Management.
Selection Procedure Of OESL

An important function of Human Resource Management of OESL is selecting the

right people at the right place. OESL believes that employees with right skills and
attributes will do a better job for the organization. If organization without required
skills cannot perform effectively and training cost more for the organization so, in
the time of selection there is the chance of screen out the undesirable person
when they are in the door.

Skilled and effective labor save the training cost which is required for unskilled
labor.

At the first steps of selection process the applicant should complete application
blanks. Application blanks should be based on the nature of the job details of
educational achievement and work experience. Education and experience
require for selecting the right employee. OESL carefully scrutinizes all
information supplied by the applicants on his or her employment application.

Then arrange written test for selecting the best-qualified person for the job.
OESL. follows unstructured interview in selection of the candidates after written
test. Interview helps to minimize snap judgment.

Reference check is the one of the most important step in the selection process.
Because some job applicants falsify their past and current qualification, historical
background and referred person and their relation. For some specific job such as
driver, worker at plant, machine man physical test have to conduct. It is the
important step of the selection process; it helps to determine the capability of the
candidate to do the job well done. After successful completing physical test the
candidate selected.  At the last step of recruitment is the placement and selected
candidates receive the job offer.

So, Human Resource Dept. is the sole authority for employee selection. For the
selection, dept. follows a procedure such as- written test, IQ test, interview and
salary negotiation. They don’t follow any fixed interview process. Their question
criteria are selected which is situation based. The HR Dept. require some
approaches such as-general intelligence, special aptitudes, personality, ability of
leadership, decision making, adaptability, oral and written communication etc.
And these approaches are examined on the basis of their position. After
recruitment the department justifies their performance. To recruit, the dept.
negotiates the salary with suitable candidate whenever necessary.

Performance Appraisal Procedure

Performance appraisal is a process by which organization evaluate job

performance. When it is done correctly, employees, their supervisors, the HR
dept and ultimately the organization benefit by ensuring that individual efforts
contribute to the strategic focus of the organization.

OESL uses the following performance appraisals:

 Performance improvement:

Performance feedback allows the employee, the manager, and personnel

specialist to intervene with appropriate actions to improve performance.

 Compensation adjustments:

Performance evaluation helps decision makers determine who should receive

pay raises. Many firms grant part or all of their pay increases and bonuses on the
basis of merit, which is determined mostly through performance appraisals.

 Placement decision:

Promotions, transfers and demotions are usually based on the past or anticipated
performance. Often promotions are a reward for a past performance.

 Training and development needs:

Poor performance may indicate a need for retraining. Likewise, good

performances may indicate untapped potential that should be developed.

 Career planning and development:

Performance feedback guides career decision about specific career paths one
should investigate.
  Staffing process deficiencies:

Good or bad performance implies strengths or weaknesses are the personnel

department’s staffing procedures.

 Informational inaccuracies:

Poor performance may indicate errors in job analysis information, human

resource plans or other parts of the personnel management information system.
Reliance or inaccurate information may have led to inappropriate hiring, training,
or counseling decisions.

 Job design error:

Poor performance may be symptom of ill-conceived job designs. Appraisals help

diagnose these errors.

 Equal opportunity employment:

Accurate performance app that actually measure job related performance

ensures that internal placement decisions are not discriminatory.

 Feedback to human resources:

Good or bad performance throughout the organizations indicates how well the
human resource function is performing.

 External challenges:

Sometimes performance is influenced by factors outside the work environment,

such as family, financial, health, or the other personal matters. If these factors
are uncovered through appraisals, the human resources department may be able
to provide assistance.

OESL followed the appraisal because they believe that will create an accurate
picture of an individual’s typical job performance. Appraisals are not done just to
uncover poor performance; acceptable and good results also must be identified
so that they can be reinforced.

All employees’ performances appraise annually mainly in December. OESL use

point method in appraising the performance of each employee’s +Management
and the Human resource Department conducted the performance appraisal
Activities Mainly.
According to the Job Description and Special Assignment of the Concerned
Supervisor or Manager all employees like —


 Area Manager
 Assistant
 Officer
 Sales representatives
 Worker in the plant.
 Guard
 Cleaner
 Driver
 Peon

Evaluation Guidelines

 OUTSTANDING = 52 for Manager, 64 for Officer, 60 for Assistant Manager.

 VERY GOOD = 39 – 47 for Manager, 48-59 for officer, 45-55 for Assistant
Manager.
 GOOD = 26-38 for Manager, 32-47 for Officer, 30 –44 for Assistant Manager.
 AVERAGE = 13 – 25 for Manager, 16-31 for Officer, 15-29 for Assistant
Manager.
 BELOW AVERAGE = 13 for Manager, below 16 for Officer, below 15 for
Assistant Manager.

Primarily In Apprising performance of all graded employee, some criteria

followed by OESL

For manager: For manager the areas of assessment cover the following things:

 Planning,
 Analytical ability,
 Judgment,
 Honesty and loyalty,
 Communication,
 Achievement / target,
 Leadership and discipline,
 Interpersonal relations,
 Resourcefulness,
 Commitment towards professional development of the subordinate,
For Assistant: For Assistant manager the area of assessment covers the
following things:

 Professional knowledge.
 Quality work output.
 Meeting work dead lines.
 Job commitment.
 Dependability.
 Daily attendance.
 Discipline.
 Leadership interpersonal relationships.
 Communication.
 Self-motivation.
 Effective feedback of delegated work,
 Ability to understand job instruction.
 Ability to handle job pressure.
 Emotional maturity.

For Officer:

For the post of Officer some criteria has to meet by the employee – those are

 Professional Knowledge.
 Judgment.
 Daily attendance.
 Discipline.
 Communication.
 Leadership.
 Interpersonal relationships.
 Resourcefulness.
 Meeting work deadlines.
 Quality work out put.
 Emotional maturity
 Ability to handle job pressure.
 Ability to prioritize work.
 Self-motivation.
 Feed back.
 Effective follow up of delegated work.

Another employee like Driver, Guard, Packing man, Cleaner must have to
appraise their performances under the following criteria-
  Effectiveness and efficiency in operation.
 Tendency following rules and regulation.
 Consciousness about timing and duties.
 Relationship with associates and colleague.

Annual performance calendar introduce January to December.When an

employee complete one year successfully in OESL then his performance
consider   the annual performance appraisal calendar.

 50% of the employee in each section will get increment.

 10% employee in each section will get promotion.

Generally an employee allows for promotion after successful completion his job
in the organization for three years.

If any employee able to show outstanding performance in that case he will get
promotion within two years. Annual performance Appraisal set standards and
compares it with actual productivity of the employee and monitors the
performance of the employee in the organization that determines the productivity
of the each employee.

OESL believes that efficient and effective employee can contribute for the
betterment of the organization, so the main concentration of performance
appraisal is to identify the most productive and potential employee. OESL Ltd
included past performance of each employee to determine the efficiency of the
employee that help to determine the potentiality of employee.

Also OESL uses various methods of appraisal these are:

 Rating scales
 Checklists
 Forced choice method
 Critical incident method
 Field review method

These are the past oriented methods and below are the future oriented methods,
which are followed by the OESL. These are:

 Self appraisal
 Mgt by objective
 Psychological appraisals
 Assessment centers
 

360-degree appraisal uses in OESL

By 360-degree feedback the HRD of the co. collect and analyze information
about employee’s performance and from the manager, direct reports, colleagues
and sometimes customers and suppliers. The data is usually feedback in the
form of rating against varies performance dimensions, which is very essential to
measure employee performance of an organization. The co. uses 360-degree
feedback to overcome biasness, because the HRD doesn’t rely on one person’s
view. The HR dept. also uses it to support learning and development.

OESL follows SMART to measure employee performance. SMART i.e.

S= Specific/stretching-clear, unambiguous, straightforward, understandable   

and challenging.

M= Measurable-quantity, quality, time, money.

A=Achievable-challenging but within the reach of a component and committed

person.

R= Relevant-relevant to the objectives of the organization so that the goal of the

individual aligned to corporate goals.

T= Time framed- to be completed within an agreed time scale.

OESL thinks that the objectives should be SMART. Because they are intended to
bring about changes, they should cover all the important aspects of the job.

There are some factors which affect employee performance evaluation process
such as: quality of work, quantity of work, job knowledge, initiative, planning, cost
control, relationship with peers subordinates, superiors, client department etc.

The strength of performance appraisal in their organization is 360-degree

feedback.

 Increased awareness by senior management that they too have development

 More reliable feedback to senior managers about their performance.
 Increased awareness of and relevance of competencies.
 Individuals get a broader perspective of how they are perceived by others than
previously possible.
 Reinforcing the desired competencies of the business.
  Clarified to employee’s critical performance aspects.
 Identifying key development areas for the individual, a development and the
organization as a whole.
 Provided a clear picture to senior management of individuals real worth.
 Identify strengths that can be used to the best advantages of the business.
 It is supporting a climate of continuous improvement.

The Reward System in OESL.

OESL is formed to accomplish its mission. Its must attract and hire people who
have certain knowledge, skills, aptitudes and attitudes to attract and retain such
people the organization provides rewards. An organization designs and
implements a reward system to focus worker attention on the specific behaviors.

OESL considers necessary to achieve its desired goals and objectives.

OESL classified the reward system into two categories, these are:

Compensation system:

There are eight compensation dimensions these are as below:

 Pay for work and performance

 Pay for time not worked
 Loss-of-job income contribution
 Disability income contribution
 Deferred income
 Spouse income contribution
 Health, accident and liability protection
 Income equivalent payments

Non-compensation system:

Non-compensation rewards are almost infinite number of components relate to

the work situation and to the emotional and psychological well being of each
employee. Several non-compensation rewards are as below:

 Enhance dignity and satisfaction from work performed

 Enhance psychological health, well-being and emotional maturity
 Promote constructive social relationship with co-workers.
 Allocate sufficient resources to perform work assignments.
 Design jobs that require adequate attention and effort
  Grant sufficient control over the job to meet personal demands.
 Offer supportive leadership and management.

Employee Benefit and Services in OESL

Employee benefit and services include any benefit that the employee receives in
addition to direct remuneration from the OESL. Employee benefit and services
are alternatively known as fringes, services programs, or hidden payroll.
Employees prefer indirect remuneration to direct pay. Any increase in direct pay
only adds to one’s taxable income. But most benefits are not taxed and hence
are advantageous to employees.

Employers, too, prefer indirect remuneration to direct pay. Increase in benefits

distort salary structure less, and are often more easy to explain to shareholders
as the social responsibility of the company.

 Gratuity Scheme

OESL, the employee shall be eligible for Gratuity on leaving the Co. when the
employee complete minimum 5 years of services, 1 month basic salary is
payable for each completed year according to the last basic at the moment of
resign.

 Provident Fund

OESL provides Provident Fund to the employee when he/ she will complete 1
year’s of services. The employee contributes monthly to the fund at the rate of
10% of his basic salary and the Co. contributes   10% of the basic of the salary.

 Medical facility

The OESL, provide certain amount Medical Allowances as per designations.

Some times provides certain amount money if any body apply.

 Festival Bonus

OESL provides two festival bonuses. The employees of the Co. irrespective of
their religion draw one Festival Bonus during the time of Eid-Ul-Fitr. The other
Festival Bonus is given to the Muslim employees during the time of Eid-ul-Azha.
Employees other than Muslim receive bonus according to their Festival and the
bonus is paid of an amount equal to one month’s basic salary of the employee.

 Performance Bonus
In OESL, performance Bonus is paid based on points achieved in the
performance evaluation.

The performance Bonus system is target oriented in Square. If the Company’s

sales forces achieve the target, the co. paid the bonus quarterly on the basis of
employees post.

 Telephone facility

The telephone facility at residence and cell phone is provided for top-level
management in some cases job area in OESL. According to the designation it
varies from TK 5000 to TK 1500 per months from Grameen Phone and the bill is
paid according to their position and they cover the bill by two numbers.

   Canteen Facility

The canteen facility is provided in OESL. every month company deducts Tk.
1500 to TK. 3000   from the salary.

Loan facility

The OESL provides interest free loan to for the employee according to fulfillment
of some conditions, which is 75% of the provident fund.

Insurance Benefit

The insurance related benefits exist in OESL, after death Insurance policy
provided for all permanent employees, which is covered by group insurance.

Annual Leave

In OESL, every employee is entitled to 21 days as earn leave. As casual leave,

10days and 26 days as sick leave. Employee, who’s completed three years of
services, is entitled 28 days as recreation leave.

Ø Maternity Leave

OESL provides three months maternity leave for female employee and group
insurance cover the hospitalization charges. A married female employee can
avail for maximum two maternity leave.

Children facility
In OESL there is no childcares facility, but they have scholarship scheme for
employees’ children and kit allowance for higher education.

Overtime, Food & Conveyance Allowances

Overtime

1. In principal every staff should complete their assignments within office hours and
avoid sitting late in the office for Overtime. Overtime is resorted to only when
extreme necessity arises and should not be taken as a routine practice.
2. Overtime will be paid to the persons as per Grade entitlement.
3. It is obligatory on the part of a staff to work overtime when so required to meet
the exigencies of a situation that might arise in the course of company’s
business. Refusal to work overtime asked by the management amounts to
misconduct.
4. Overtime Rates will be Basic Salary per month /240 (Hrs in a month) x 2.
5. No overtime can be claimed during international traveling
6. No overtime can be claimed during night stay in local traveling. It can only be
paid on certain Revenue jobs where overtime is chargeable to customers after
the approval of concerned Managers.

Food

Where an employee is required to work extra than normal working hours and
time exceeds 8.30 pm or works during holidays till lunch time , the employee in
addition to over time (if entitled) they will be entitled a food allowance for lunch /
dinner at the rates defined in the table of allowances Grade wise.

Conveyance

1. Employees (other than dispatch rider) who travel outside for official purpose and
Company transport is not provided, will be entitled Conveyance Allowance @ of
Rs. 10/= per K.M.
2. Staff working on over time late in nights and leaves office/site after 10.30 PM and
they are not provided the Company Transport, are entitled Conveyance
Allowance at the rates defined in the table of allowances Grade wise.

Allowances Payment approving authority

All Payment of Overtime Allowance, Food Allowance and Conveyance Allowance

will be paid after the approval of concerned department manager dully verified by
their in charges.

 
Principles of Fringes

The following principles must govern the administration of fringe benefits:

 The benefit must satisfy the real need.

 The benefit should be as broad-based as possible.
 Employees should be educated to make use of the benefits.
 The benefit must be cost-effective.
 Sound planning should precede administration of the benefits.

Employee Grievances in OESL

Grievance

Broadly speaking a grievance is any dissatisfaction that adversely affects

organizational relations and productivity. A grievance may thus be said to be the
representation by a worker, a group of workers or their unions to the
management relating to the terms and conditions of employment, breach of the
freedom of association or the provisions of the standing orders or non-
implementation of the govt. orders, conciliation agreements or adjudication’s
awards.

Managing of Grievance

In a democratic set up any employee should be in a position to express his

dissatisfaction, whether it is a minor irritation, a serious problem, or a difference
of opinion in the work assignment or in the terms and conditions of employment.
The feeling of discontent or dissatisfaction becomes a complaint when

 It has not assumed,

 The matter has been presented in a highly informal way.

A complaint turns into a grievance when

 There is a feeling of injustice

 Expressing the feeling formally, either verbally or in writing and
 It is related to policies, procedures and operations of the organization.

Principles for Handling Grievances

  In handling grievances a considerable amount of time must be spent in talking to
employees, gathering data from them and passing on various types of
information.
 The mgt executive or representative must seek to develop an attitude towards
employees that should result in gaining their confidence. He should avoid giving
the impression that subordinates are ignorant.
 In handling grievances, consideration should be given not only to the effect in the
present but also to long run.
 A positive attitude of management and their representatives indicating their full
awareness of and willingness to carry out these burdens must be apparent to
employees in order to gain their respect and co-operation.

Machinery for Handling Grievances

To handle grievances in proper way some tools or machineries are

followed these are as below:

 Defining, describing or expressing the nature of the grievances as clearly and

fully as possible.
 Gathering all the facts that serve to explain when, how, where to whom and why
the grievance occurred.
 Establish tentative solution or awareness to the grievance.
 Gathering additional information to check the validity of the solutions and thus
ascertain the best possible solution.
 Applying the solution.
 Following up the case to see that it has been handled satisfactory and trouble
eliminated.

OESL Dealing with Grievances and Complaints

Problems with employees arise occasionally in every business. Now and then,
once you have exhausted ways of preventing problems arising in the first place,
you may need to discipline employees or confront with their grievances.

If problems do arise it is much better to deal with them than to let them continue
until your employee resigns. Disciplinary procedures are an aid to good
management.

Understanding Grievance Procedure in HRM

If an organization has to move towards excellence, maintenance of harmonious

and cordial relationship is a vital condition. Similar to organization’ expectations
from the employees, the employees do have more expectation in terms what
they have contributed to each other. Failure to meet with each other’s
expectation or the deviations from what has already been accepted may lead to
indiscipline, grievance and stress are of continuing in nature and often judicial-
legal process may not be of much help in resolving them.

In the modern management process, discipline should be viewed as a behavioral

modification process. Although there may be many norms fixed for desirable
behavior wherever there are deviations. Appropriate corrective measures should
also be taken for overall effectiveness, of an organization. Promotion,
maintenance and strengthening of discipline will be a continuing affair, only if
some of the following conditions are fulfilled. They are normally

– A shared culture

– Inculcation of positive attitudes

– Scope for problem solving and

– A feeling of satisfaction

(1) Approaches to Deal with Indiscipline

This approach tends to emphasize the coercive and punitive methods that fall
with in the legal-constitutional framework. It may not always be realistic.

(2) Judicial Approace

This is only an after effect approach. It follows the law of natural justice and
provides the offender all possible opportunity to bring out his side of the case.
This is a time consuming process and conducive climates are not often restored.

(3) Humanistic Approach

It lays emphasis on a healthy inter personal relationship between the employer

and employee. Corrective steps are taken in helping the employees to get over
their difficulties and to the extent possible, punitive actions are avoided in spite of
some perceived inconsistency that may exist among other workmen.

(4) Human Resources Development (HRD) Approach

Keeping in mind the Theory Y and its implications, organizational goals have to
be enhanced through adequate training, motivational patterns and personnel
policies. Groups are used as influences and often made to act as catalysts to
emulate norms of behavior. Likewise, the effectiveness in maintaining discipline
is also
Steps in the Grievance Procedure

The usual steps in the grievance steps are as follows:

Step-1:

An employee who believes the company has violated the contract     complains
to his union steward who may accept or assist in the writing of a grievance. Then
the steward will present the grievance to the grievant supervisor who has the
opportunity to answer or adjust it.

Step-2:

If the grievance is denied at step-1, then the steward will pursue it to a plant
industrial relations representative. (IR representative).

Step-3:

If the grievance is likely to have major precedent-setting implications or involves

possibilities of major cost, then the IR representatives may deny it and send it to
step-3, the participants at step-3 may vary substantially depending on the
contract. Typical arrangements would include the following parties. Firstly, the
grievance may be settled locally with the being represents by its local negotiating
committee and management by it top IR manager or plant manager.

Step-4:

When a grievance is unresolved at the third step, the parties submit the dispute
to a neutral arbitrator who hears evidence from both sides and renders a decision
in the favor of one side.

Findings

OESL plant is an authentication to its basic commitment for manufacturing the

highest standard of products. The plant has the most sophisticated imported
machinery and equipment.

Specifically, I am working on recruitment, selection, employee performance

appraisal, and fringe and benefit process and also in the grievances and
employee discipline of OESL to bring out strengths and weaknesses of the
process to achieve organizational goals.
In the recruitment process of OESL, I can say that the process of recruitment is
well planned both internal and external factors are considered in their planning.
To analyze these factors the company find out their job requirement and qualified
personnel according to that requirement. So, the strength of recruitment
procedure of OESL is their recruitment planning factors.

The strength of performance appraisal in OESL is their pointing method. The

360-degree evaluation is the strength of OESL is self-assessment of measuring
their employee performance.

Annual leave is also a big opportunity for an employee and the company
provides 33days as annual leave, which so enough in comparison of other
organizations.

During this report, I found that there are huge grievances in OESL but there well-
planned grievance procedures overcome the employee complains by maintaining
pre-requisites employee discipline. But in this report I found that the performance
appraisal system is no recommended how to improve performance. Performance
is appraised poorly, ineffectively for biasness of the supervisor. But the co.
doesn’t go campus visit that is very wide source of recruitment and Very lengthy
recruitment procedure. But without all of this, overall HRM activities are proving a
successful operation in OESL

Recommendation

Many organizations in Bangladesh have now established procedures by which

the employees of those organizations are able both to express any works
including HRD practices they have about the way in which the organizations
operate and to expect a resolution.

Particularly sensitive issues appear from my report these are some weaknesses
in recruitment process, performance appraisal procedures, employees’ benefit,
and employee grievance also.

The recruitment procedure of OESL is very lengthy. In Performance appraisal

system there is no recommendation how to improve performance. In case of
festival bonus, OESL provides only 2 bonuses where as others are provide 3
festival bonuses in a year. Also I faced some grievance in OESL about their
salary and job security.
In this situation my recommendation is that to overcome above weaknesses,
some necessary steps can be taken in case of recruitment process, the comp.
should go campus visit as an external source of recruitment, which will reduce
their recruitment cost. Communication gap, which exists in OESL. has to reduce.
To reduce this gap, the supervisor will have to closely supervise some different
type of programs so that the employer/employee come closely and reduces their
communication gap, which is very effective of measuring employee performance.
Also, always pay concentration to provide enough benefit for employees as they
motivate to contribute more for the organization.

OESL believes that it is the secret of their success. Also, by managing the
grievance procedures OESL can minimize Employees complains. So, I think, in
this proper way OESL can overcome their weaknesses and enhance their
strengths, which help to find out a good HRM practices.