INTERNSHIP REPORT ON HUMAN RESOURCE

MANAGEMENT PRACTICES OF JMS GARMENTS LTD.

HUMAN RESOURCE MANAGEMENT

UNIVERSITY OF CHITTAGONG
Submitted to
Shanewaz Mahmood Sohel
Associate Professor
Department of Human Resource Management
University of Chittagong
Chattogram-4331, Bangladesh

Submitted by
A Z M Saimum Arafat Chowdhury
ID 15305042
Session: 2014-2015
Department of Human Resource Management
University of Chittagong
Chattogram-4331, Bangladesh

Date of Submission: November 03, 2020

 Letter of submission

November 03, 2020

MR. Shanewaz Mahmood Sohel
Associate Professor
Department of Human Resource Management
University of Chittagong
Subject: Submission of Internship Report on “Human Resource Management
Practices of JMS Garments Ltd.’’

Dear Sir,
It is a great pleasure for me to submit the Internship report on “Human Resource
Management Practices of JMS Garments Ltd.’’ I am submitting this report as a part of
my B.B.A. Program. I have acquired significant knowledge during the period of
preparing this internship report. I tried my best to experience & collect relevant
information for framing a complete report. Without the sincere co-operation and proper
guidance of yours, it may not be possible for me to complete the report properly.

I hope you will assess my report considering the limitations and mistakes of the study.
Your kind advice will encourage me to do further research in future. I hope your
guidance will be the stair to my success.

Sincerely Yours

..................................
A Z M SAIMUM ARAFAT CHOWDHURY
BBA (8th Semester)
ID: 15305042
Session: 2014-15
Department of Human Resource Management,
University of Chittagong

i
 Supervisor’s Declaration

This is to certify that this internship report titled “Human Resource Management
Practices of JMS Garments Ltd.’’ prepared by a student of Bachelor of Business
Administration belonging to A Z M SAIMUM ARAFAT CHOWDHURY, BBA (8th
Semester), ID-15305042, Session: 2014-15, Department of Human Resources
Management under the Faculty of Business administration, University of Chittagong, for
the fulfillment of the requirements for the degree of Bachelor of Business Administration.
I certify that this work and contents of this report has been conducted under my
supervision.

........................................
Shanewaz Mahmood Sohel
Associate Professor
Department of Human Resource Management
University of Chittagong

Acknowledgement

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Initially, let me show my deepest gratitude towards Almighty Allah, who has enabled me
to complete my internship in good health and prepare the report accordingly. I also feel
much pleasure to express my thankfulness, sincere appreciation and profound respect to
my honorable supervisor, MR. Shanewaz Mahmood Sohel, Associate Professor,
Department of Human Resources Management, University of Chittagong, for his
generous help, valuable guidance and useful suggestions regarding this report. I feel
grateful to the internship placement committee for arranging such a great opportunity.

My thanks and gratitude to the authority of JMS Garments Ltd to allow me to complete
my internship at their company. I would like to express my indebtedness to Mr. A H
Mamun (Assistant Manager, HR and Payroll & Environment) who as my intern
supervisor gave special attention to me right from the very beginning of my internship.
Thanks for all from the core of my heart.

I would also like to thank the authority of JMS Garments Ltd. for giving me the
opportunity to do my internship in this well renowned organization. The experience &
knowledge gained in this process helped me to understand different aspects related to my
study.

Finally, I am also grateful to all officials for their friendly behavior, cooperation and
services during my internship period.

Executive Summary

As I mentioned earlier, this is an Internship Report which is a partial requirement of my

graduation program. This report is prepared on the basis of real experience of the
practical field. My study mainly covers the overall Human Resource Management
practices of JMS Garments Ltd.

In the first part of the report, the background objectives of the study, scope of the study,
limitation of the study and problem statement are given.

iii
The second part consists of the Company overview i.e. the mission, vision, historical
background etc. of the study.

In the third chapter, I elaborated the theoretical aspects of Human Resource Management
such as definition, job analysis, recruitment, selection, orientation, training &
development, compensation & benefits etc.

In the fourth chapter I showed the findings from the internship program which are the
overall HR practices of JMS Garments Ltd.

The fifth part is about the analysis and discussion of findings and suggestions that come
up as a result of the findings and the conclusion of the report. The study generally talks
about how effective their HRM practices and how they can improve it in the near future.

Table of Contents

Letter of
submission .............................................................................................................. ...........

Supervisor’s Declaration....................................................................................................ii

Acknowledgement.............................................................................................................iii

Executive Summary...........................................................................................................iv

Table of Contents................................................................................................................v

iv
Chapter 1 Introduction......................................................................................................1

1.1 Introduction...............................................................................................................2

1.2 Objectives of the study..............................................................................................3

1.3 Methodology of the study.........................................................................................4

1.4 Scope of the study.....................................................................................................5

1.5 Limitations of the study............................................................................................5

Chapter 2 Company Overview..........................................................................................6

2.1 Company Profile.......................................................................................................7

2.2 Vision & Values........................................................................................................8

2.3 Products.....................................................................................................................9

2.4 Customers.................................................................................................................9

2.5 Organogram of JMS Garments Ltd.........................................................................10

2.6 Corporate Social Responsibility.............................................................................11

Chapter 3 Theoretical Framework..................................................................................13

3.1 Human Resource Management...............................................................................14

3.2 Major functional areas in Human Resource Management......................................15

3.3 Human Resource Planning......................................................................................16

3.4 Recruitment.............................................................................................................17

3.5 Selection..................................................................................................................19

3.6 Orientation..............................................................................................................21

3.7 Training & Development........................................................................................22

3.8 Compensation.........................................................................................................25

3.9 Performance appraisal.............................................................................................27

Chapter 4 Human Resource Management Practiced in JMS Garments Ltd...................29

4.1 Recruitment & Selection.........................................................................................30

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 4.2 Training & Development of JMS Garments Ltd....................................................37

4.3 Software used by JMS Garments Ltd.....................................................................40

4.4 Performance Appraisal System of JMS Garments Ltd...........................................41

4.5 Compliance.............................................................................................................42

4.6 Compensation & Benefits.......................................................................................45

4.7 Termination.............................................................................................................49

Chapter 5 SWOT Analysis..............................................................................................51

5.1 SWOT Analysis......................................................................................................52

5.2 SWOT Analysis of JMS Garments Ltd..................................................................53

Chapter 6 Problems, Recommendation & Conclusion...................................................58

6.1 Problems.................................................................................................................59

6.2 Recommendation....................................................................................................59

6.3 Conclusion..............................................................................................................61

References.........................................................................................................................62

Appendices

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 Chapter 1
Introduction
1.1 Introduction
Human resources are the most concerning issue in any organization because an
organization is run by Human asset not by machines. So, it is important to maintain these
human resources in order to gain long term success in Business. Now Human Resource
department is the emerging field in the new era of corporate world. In fact, Employees
are treated as the backbone of the organization because each and every employee of the
organization puts his best effort to reach the organizational goals.

Human Resource Management is a formal system that ensures successful management of

employees within an organization and helps creating these employees as an asset for an
organization.

The main target of this report is to have an overall view about “HR practices of JMS
Garments Ltd.”, located at CEPZ in Chittagong, Bangladesh.

JMS Garments Ltd. is one of the leading fashion wear manufacturing ready-made-
garments in Bangladesh with thousands of manpower that are controlled by an efficient &
effective Human Resource department. It handles issues related to employee policy
making, HR planning, recruitment and selection, Training and development, performance
management, compensation and benefits, working environment, health & safety etc.

1
 1.2 Objectives of the study
The major objective of this study is to fulfill the academic requirements as well as to
gather practical and theoretical knowledge about the discipline management of the
company. This study will help to recognize the major activities, analysis & practices in
HRDepartment with a special emphasis on JMS Garments Ltd. And to try to enhance
the knowledge on how the Human resource activities are practiced in an organization and
to relate them with the concepts of the texts of the course “Human Resource
Management”.

This practical knowledge will also assist us to face challenges efficiently in our future
corporate career. In addition to the principal objective, the followings are some of the
significant focus of this type of study:

 To know about theoretical knowledge & practices of Human Resource

Management
 To know about the HR practices of JMS Garments Ltd.
 To help the company by identifying its problems, analyzing the information and
recommending for possible solutions.

1.3 Methodology of the study

This report has been prepared on the basis of experience gathered during the internship
period. For the purpose of preparing this report, I have undertaken some group
discussions, participated in some internal training sessions. I have collected the required
data from some workers, officers and other employees of the company. I’ve even used
some external source in order to gather sufficient information. During the internship I
have collected information and data from the following sources which helped me to make
the report. The source has been divided into two parts such as:

2
Primary Sources
During my two month internship period, I was involved in HR & Admin department. I
have used the following means to collect primary information:

 Personal observation & Informal discussion with the responsible officials of JMS
Garments Ltd.
 Individual experience and job related training area.
 Face to face conversation and direct interview of top to lower level managers.

Secondary data
Secondary data are collected from the following sources:
 Printing materials & financial reports provided by the company.
 Website of the company.
 HR manuals.
 Various documents such as organizational organogram, Workers guidelines,
Employee service book, Code of conduct are used in preparing this report.

1.4 Scope of the study

The report deals with the overall HR practices and processes in terms of theoretical point
of view and the practical use in regard. The study will allow us to learn about how the
processes and practices actually function in JMS Garments Ltd. This report also helps to
understand what kind of medium and methods they use, how they attract qualified
candidates for a vacant position, how they manage recruiting and selecting the right
candidate for a specific position, how they ensure quality work by supplying the qualified
candidates and how they ensure effective management of them and so on. So it is my
pleasure that I have got a chance to get the taste of real scenario in such a reputed firm.

3
This internship program gave me a greater scope and opportunity for the actual
experience and knowledge in several areas which will surely endure me to sustain my
career in the highly competitive corporate environment.

1.5 Limitations of the study

I tried my best to collect maximum information from JMS garments Ltd. But this report is
not free from short faults. The study is undertaken considering ins and outs of the human
resource practices based on the human resource manuals, policies and practices of JMS
Garments Ltd. and on my personal experiences. Some barriers are to be highlighted as
follows:

 The allocated time was not enough to get involved with the vast and complex
process of Corporate HR activities of JMS Garments Ltd.

 Every organization has their own secrecy and they are very picky reveal them to
others. That is the reason they did not disclose much information.

 The website of this company does not provide a good deal of information.

 Since the company’s personnel are very busy in their activities as JMS Garments
Ltd is one of the leading export–oriented organizations, there were little
possibilities for them to assist me properly in spite of their hearty willingness.

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 Chapter 2 Company
Overview
2.1 Company Profile
Overview of JMS Garments Ltd

JMS Group started its maiden journey with the establishment of a trading company in
1985. The first industrial venture of the group, a RMG industry, namely Fashion Product
Ltd, was established in 1994 with 140 machines and 300 workers. Fueled by increasing
demand for textile products from its western clients and considering own business
potential, the management decided to set up new RMG factories and also diversify the
business. The business grew faster and by one and a half decade turned into a group of
companies to stand a total of 9 (nine) companies including 3 RMG factories having more
than 7000 workers/employees and above 4500 machines with sustained good will. The
other ventures are, agro-based and service sector industries like shipping firm, P & I
Correspondent Company etcetera.

Mr. Mahmud Ali is the founder and Managing Director of the group companies. He
received best RMG Manufacturer’s award from the Prime Minister of Peoples Republic
of Bangladesh for Chittagong region for the year 2002. Again received similar award
from Commerce Minister of the country for the year 2012.

The RMG Industries of the Group became a symbol of excellence in Production,

Compliance and CSR issues, which are lauded in their case study report by Boston
Consulting Group of USA published in 2015, under “Let’s Work Program” sponsored by
the Consortium of Major European Development Investment Banks.
Total land area 87094.13 square feet
Total production area 162000 square feet
Additional Section Embroidery Section
No. of Employees 4007
No. of Machines 2436 (active 1680 , space 756)

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 No. of Sewing Lines 58
Monthly Capacity 1.5 million units
Product Specialty Bottoms, Fleece, Knit, Sportswear

Plot # 1-4, Sector # 06, CEPZ, Chittagong – 4223, Bangladesh

(Fashion Product, 2020)

2.2 Vision & Values

VISION
To be recognized as a High Performing, efficient and progressive supplier who adds
value to the business through improved processes, cost saving measures and out of the
box thinking. (Fashion Product, 2020)

VALUES

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 Passion

Accountability
Integrity Respect

Collaboration

2.3 Products
JMS Garments Ltd takes order and produces the following products:
 Shirts  Bottoms  Outwear
(Fashion Product, 2020)

2.4 Customers
Macy's: Macy's is an American department store chain founded in 1858 by Rowland
Hussey Macy. It became a division of the Cincinnati-based Federated Department Stores
in 1994, through which it is affiliated with the Bloomingdale's department store chain; the
holding company was renamed Macy's, Inc. in 2007. (macys, 2020)

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VFC: VF Corporation is an American worldwide apparel and footwear company founded
in 1899 and headquartered in Denver, Colorado. The company's more than 30 brands are
organized into three categories: Outdoor, Active and Work. (VFC, 2020)
Kmart: Kmart Australia Limited is an Australian-based chain of affordable retail stores
owned by Wesfarmers. The company operates 234 stores across Australia and New
Zealand, consisting of 209 stores in Australia and 25 stores in New Zealand, with its head
office located in Mulgrave, Melbourne. (Kmart, 2020)
Li & Fung: Li & Fung Limited is an "old-school" traditional Bermuda-incorporated,
Hong Kong-based supply chain manager that has lost 95% of its market value since 2011
with its turnover almost halving. On 13 February 2017, it was removed from the Hang
Seng Index and replaced by Geely. (lifung, 2020)
Ralph Lauren: Ralph Lauren Corporation is an American fashion company producing
products ranging from the mid-range to the luxury segments. They are known for the
clothing, marketing and distribution of products in four categories: apparel, home,
accessories, and fragrances. (Ralph Lauren, 2020)
Columbia: The Columbia Sportswear Company is a company that manufactures and
distributes outerwear, sportswear, and footwear, as well as headgear, camping equipment,
ski apparel, and outerwear accessories. It was founded in 1938 by Paul Lamfrom, the
father of Gert Boyle. (Columbia, 2020)

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2.5 Organogram of JMS Garments Ltd.

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 2.6 Corporate Social Responsibility
Education
TVET MOHILA POLITECHNIQUE INSTITUTE

JMS Group collaborate in TVET (Technical Vocational Educational Training) program

with ILO and CMPI for training of rural female youths and employ them at JMS
factories.
The training encompasses two months’ training at CMPI and one month practical at
training station of JMS with full wages payment and then absorbed in companies’
employment. The successful trainees are given Certificates jointly by ILO, CMPI and
JMS. (During Training period company paid USD 7280 per annum to these Trainees).
Recently, a MOU has been signed with CMPI to employ their graduates in Garments
Technology at JMS Group industries.

JMS PREPRIMARY SCHOOL- FUNDING OF PRE SCHOOL EDUCATION CENTER FOR

GARMENTS WORKERS’ CHILDREN

Outskirt of CEPZ area, JMS Group with technical and logistic support of PVH, Save the
Children and UNDP established a preprimary education center in the year 2011 for early
childhood development of our workers’ children and their community for Age Group
between 4-5 years. The school successfully operating and implanting education to the
downtrodden children.

FUNDING SCHOOL IN HATIYA, 1000 STUDENTS

JMS Group established and run two Schools at the remote island of Hatiya, Chittagong. It
spend all the expenses from construction of school houses (which costs about USD
16,200) to regular operation of the institutions including remuneration of teachers and
staffs. The schools educate about 1000 students from grades 6-10. (Operation cost is USD
29,048 per year in this purpose).

FUNDING OF COLLEGE IN HATIYA WITH 400 STUDENTS

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JMS Group defrays all operational expenses including remuneration of teachers and staffs
of Hatiya Community College at Hatiya, Chittagong. (The Group pays USD 11, 065 per
year in this purpose).

JMS awards a number of stipend to poor and meritorious students of Hatiya on regular
basis.

Healthcare
CENTRE FOR WOMEN AND CHILD HEALTH (CWCH)

JMS Group is one of the sponsor of Centre for Women and Child Health (CWCH), a
nonprofit earning health care organization at Savar, Dhaka helping in women and child
health care and nutrition. The Managing Director of JMS Group is a Trustee of CWCH.

Environment
GREENERY PROGRAM FOR ENVIRONMENTAL SOOTHING

To protect and keep our earth serene, a tree Plantation program is under way to plant 10
saplings by each employee / workers to attain minimum 50,000 trees are grown by 2018
after enough allowance for early damage on plantation. (Fashion Product, 2020)

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 Chapter 3 Theoretical
Framework
3.1 Human Resource Management
Human Resource Management (HRM or HR) is the strategic approach to the effective
management of people in a company or organization such that they help their business
gain a competitive advantage. It is designed to maximize employee performance in
service of an employer's strategic objectives. Human resource management is primarily
concerned with the management of people within organizations, focusing on policies and
systems. HR departments are responsible for overseeing employee-benefits design,
employee recruitment, training and development, performance appraisal, and reward
management, such as managing pay and benefit systems. HR also concerns itself with
organizational change and industrial relations, or the balancing of organizational practices
with requirements arising from collective bargaining and governmental laws.

According to ‘Khan and Taher’ (2018),

“HRM is the process of hiring and developing employees so that they become
more valuable to the organization. HRM is the part of the organization that concerned
with the people. HRM is the process of acquiring, training, appraising and compensating
employees and of attending to their labor relations, health, and safety and fairness
concern. Human resource management includes conducting job analyses, planning
personnel needs, recruiting the right people for the job orienting and training, managing
wages and salaries, providing benefits and incentives ,evaluating performance, resolving
disputes, and communicating with all employees at all levels. Human resource
management is the process of selecting right person in right position at the right time.
Human resource management is the process of recruitment and selecting employee,
providing orientation and induction, training and development, assessment of employee
(performance of appraisal), providing compensation and benefits, motivating,

12
maintaining proper relations with employees and with trade unions, maintaining
employee safety, welfare and healthy measure in compliance with labor laws of the land.

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

employees supply the talent skills, creativity, exert effort and leadership that contribute
the level of performance of the organization.” (Dr. Abdul Awal Khan, 2018)

3.2 Major functional areas in Human Resource Management

Major functional areas in Human Resource Management are:

a) Human resource planning

Human resource planning is the process of forecasting an organization’s future
demand for, and apply of, the right type of people in the right number.
b) Job analysis
Job analysis is the procedure through which one determines the duties of position
and the characteristics of the people to hire for them.
c) Job description
Job description is the written description of what the worker actually does.
d) Training and development
Training and development is an attempt to improve current or future employee
performance by increasing an employee's ability to perform through learning,
usually by changing the employee's attitude or increasing his or her skills and
knowledge.
Training and development need= (Standard performance-Actual performance)
e) Remuneration
It is the compensation, an employee receives in return for his other contribution to
organization.
f) Motivation
Motivation is a process that starts with a psychological or physiological
deficiency or need that activates behavior or a drive that is aimed at a goal or an
incentive.

13
 g) Participative Management
Participative Management means involving workers in the decision making
process.
h) Communication
Communication is the process if exchanging information, and understanding
among people.
i) Safety and health
Safety means freedom from the occurrence or risk of injury or loss.
j) Promotions
Promotion means an improvement in pay, prestige, position and responsibilities of
an employee within his or her organization.
k) Transfer
Transfer involves a change in the job (accompanied by a change in the place of
the job) of an employee without a change in the responsibilities or remuneration.

3.3 Human Resource Planning

Human resource planning (HRP) is the continuous process of systematic planning ahead
to achieve optimum use of an organization's most valuable asset—quality employees.
Human resources planning ensures the best fit between employees and jobs while
avoiding manpower shortages or surpluses.

According to ‘Werner and Desimone (2008)’,

“HR planning is the process of deciding what positions the firm will have to fill &
how to fill them. HR planners must continually chart the course of an organization and its
plans, programs & actions.” (Jon M. Werner, 2008)

Objectives of Human Resource Planning

The objectives of human resource planning are as follows:

1. Provide Information
2. Effective Utilization of Human Resource

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 3. Economic Development
4. Determine Manpower Gap
5. To Forecast Human Resource Requirements
6. Analyze Current Workforce
7. Effective Management of Change
8. Realizing Organizational Goals. (Meena, 2012)

3.4 Recruitment
Recruitment is the process of finding and hiring the best qualified candidates from within
or outside of an organization for a job opening. The recruitment process include
analyzing the requirements of a job, attracting employees to that job, screening and
selecting applicants, hiring and integrating the new employees to the organization.

1. Sources of internal recruiting

Internal sources of recruitment involve motivating the employees of the
organization to apply for the openings within the organization. Job openings are
informed to the employees of the same organization by giving internal
advertisements, word of mouth or communication through the hierarchy. Many
organizations are practicing this approach to motivate the skilled employees of the
organization, to reduce the employee turnover, to reduce the cost and to get a
competitive advantage.
Various methods of internal sources or recruitment are as follows. a)
Rehiring
Hiring someone who left your company once.
b) Transfers
The employees of the organization are transferred to the similar jobs of other
departments. It may not involve a change in salary, responsibility, and position of
the job. Transfers help in reducing the boredom and monotony of the employees
or it may be used to fill the vacancies with suitable internal candidates.

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c) Promotions
Promotions involve vacancies of the organization are filled by promoting the
skilled employees to the suitable jobs and it can motivate the employees by giving
higher position, increased salary, status, and responsibility. Promotions can help
in reducing employee turnover by creating the hope of getting higher positions.
d) Demotions
Depending on the performance of the employees of the organizations, sometimes
managers have to take decisions regarding lowering the positions of few
employees of the organization. These employees can act as a source of
recruitment to the lower positions.

e) Employees of the organization

Employees of the organization communicate or inform about the vacant positions
of the organization to their friends and relatives. In many organizations, they
allowed referring potential candidates for the suitable vacancies.
f) Retired employees
If the organizations do not find the right persons to fulfill the key managerial
positions then they call back the retired employees for achieving the objectives.
(Trivikram, 2020)

2. Sources of external recruiting

The External Sources of Recruitment mean hiring people from outside the
organization. In other words, seeking applicants from those who are external to the
organization. There are several methods for external recruiting. The firm must
carefully analyze the vacant positions and then use the method which best fulfills the
requirement.
Following are the different types of external sources of recruitment:
1. Recruiting via the internet
2. Job fair
3. Advertising
4. Employment agencies
5. College recruiting

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 6. Contractors
7. Temporary workers
8. Placement agencies
9. Casual Callers
10. Employment exchanges

3.5 Selection
Selection is the process of finding out the best qualified employee by using a systematic
procedure. According to Robbins “Selection is screening job applicants to ensure that the
most appropriate candidates are hired”.

The best known selection tools are given in following.

1. Application Forms

Almost universally used. It is mostly useful for gathering the personal and
academic information of candidates.

2. Written Test

Must be job related. It includes intelligence, aptitude, ability, personality, and

interest tests.

3. Performance-Simulation Test

Use actual job behaviors. Work sampling, assessment center is the example of this
test?

4. Interviews

Almost universally used. Must know what can and cannot be asked. It is useful
for managerial position.

5. Background Investigations

Verifying the data given by applicants. The Company can check the reference.
Generally, at least two references are asked for by the company from the

17
 candidate. Reference check is a type of crosscheck for the information provided
by the candidates.

6. Physical Examinations

Are for jobs that have certain physical requirements. Mostly used for insurance
purpose.

7. Skills Testing
Particularly useful for positions which require a level of competency in any
specific software programs, computer operations or ‘testable’ skills such as
customer service responses and alike. These assessments are regularly used by
recruiters and are available to you, generally at a fee, through any number of
recruitment and HR service providers.
8. Personality / Psychometric Assessments
Perfect for assessing team fit, motivation, and work styles around customer
service, sales and a range of other industry specific skills. Whilst many employers
still see these assessments as unnecessary and unreliable in our experience they
can be an excellent tool to help hone your interview questions and assess
appropriateness for your current team.
9. Aptitude and competency based assessments
Similarly to the two types of testing and assessment listed above these tests are
great for industry specific skills. This may include numerical reasoning
assessments for accountants.
10. Police checks and working with children checks
Depending on the industry and role, these checks may be appropriate to have
conducted. In many industries these checks are a standard and potentially
compulsory check to maintain quality ratings, and for employers they can provide
sound peace of mind.
11. Video interviewing
The lowdown, the level of development has so far exceeded HR and recruitment’s
appetite to use the tools available. But this may be changing because HR directors

18
 have increased their use of video-conferencing to conduct interviews compared
with past.

3.6 Orientation
Orientation is the planned introduction of new employees to their jobs, co-workers, and
the organization. However, orientation should not be a mechanical, one-way process. If
employees have any kind of query, they can raise question during orientation session. The
goal of new employee orientation is to help the new employee feel welcomed, integrated
into the organization, and performing the new job successfully as quickly as possible.

The following information is shared during orientation process-

1. Paperwork and new hire information

2. Employee benefits information.
3. Personnel policies.
4. Daily routine.
5. Safety measure.
6. Facility tour.
7. Office access
8. The work environment
9. The new job description
10. Hardware and software
11. Department Overviews
12. The employee's new manager and coworkers
13. Company culture
14. Company history
15. The organization chart

Orientation is important because it lays a foundation for the new employee’s entire career
with the department. First impressions are important since they establish the basis for
everything that follows. Without orientation, a new employee sometimes feels
uncomfortable in his/her new position and takes longer to reach his/her full potential.

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 3.7 Training & Development
Training & Development is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge. The need
for Training and Development is determined by the employee’s performance deficiency.

Training methods
There are two types of training methods. They are:
1. on the job training
2. off the job training

On-the-job Training (OJT) Methods

This is the most common method of training in which a trainee is placed on a specific job
and taught the skills and knowledge necessary to perform it.

On-the-job training methods are as follows:

1. Job rotation

This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the trainee
understand the problems of other employees.

2. Coaching

Under this method, the trainee is placed under a particular supervisor who functions as a
coach in training and provides feedback to the trainee. Sometimes the trainee may not get
an opportunity to express his ideas.

3. Job instructions

Also known as step-by-step training in which the trainer explains the way of doing the
jobs to the trainee and in case of mistakes, corrects the trainee.

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4. Committee assignments

A group of trainees are asked to solve a given organizational problem by discussing the
problem. This helps to improve team work.

5. Internship training

Under this method, instructions through theoretical and practical aspects are provided to
the trainees. Usually, students from the engineering and commerce colleges receive this
type of training for a small stipend.

Off-the-job Methods

On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted. The methods of
training which are adopted for the development of employees away from the field of the
job are known as off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method

Usually case study deals with any problem confronted by a business which can be solved
by an employee. The trainee is given an opportunity to analyze the case and come out
with all possible solutions. This method can enhance analytic and critical thinking of an
employee.

2. Incident method

Incidents are prepared on the basis of actual situations which happened in different
organizations and each employee in the training group is asked to make decisions as if it
is a real-life situation. Later on, the entire group discusses the incident and takes decisions
related to the incident on the basis of individual and group decisions.

21
3. Role play

In this case also a problem situation is simulated asking the employee to assume the role
of a particular person in the situation. The participant interacts with other participants
assuming different roles. The whole play will be recorded and trainee gets an opportunity
to examine their own performance.

4. In-basket method

The employees are given information about an imaginary company, its activities and
products, HR employed and all data related to the firm. The trainee (employee under
training) has to make notes, delegate tasks and prepare schedules within a specified time.
This can develop situational judgments and quick decision making skills of employees.

5. Business games

According to this method the trainees are divided into groups and each group has to
discuss about various activities and functions of an imaginary organization. They will
discuss and decide about various subjects like production, promotion, pricing etc. This
gives result in co-operative decision making process.

6. Grid training

It is a continuous and phased program lasting for six years. It includes phases of planning
development, implementation and evaluation. The grid takes into consideration
parameters like concern for people and concern for people.

7. Lectures

This will be a suitable method when the numbers of trainees are quite large. Lectures can
be very much helpful in explaining the concepts and principles very clearly, and face to
face interaction is very much possible. (Chand, 2018)

3.8 Compensation
Compensation is what an employee receives from the company in exchange of his labor.

22
Compensation may also be used as a reward for exceptional job performance.
Different types of compensation may include:

 Base pay Commissions

 Overtime pay bonuses, profit sharing, merit pay
 Stock options travel/meal/housing allowance
 Benefits including: Insurance, medical vacation etc.
 Transportation allowances

Types of Compensation
Company can compensate its employees in two ways. They are:
1. Direct Compensation
It is naturally made up of salary payments and health benefits. The creation of salary
ranges and pay scales for different positions within an organization are the central
responsibility of compensation management staff.
2. Indirect Compensation
It focuses on the personal encouragements of each individual to work. Although salary is
essential, people are most productive in jobs where they share the company's values and
priorities.
These benefits can include things like free staff development courses, subsidized day
care, the chances for promotion or transfer within the company, public recognition, the
ability to effect change or bring some changes in the workplace, and service to others.
Components of Compensation
Compensation as a whole is made up of different components that work as an aid for an
employee after retirement or in case of some accident or injury.

The key elements or components that make compensation are:

23
1. Wages and Salary
Wages mark hourly rates of pay, and salary marks the monthly rate of pay of an
employee. It is irrelevant of the number of hours put in by an employee working in the
firm. These are subject to annual increase.
2. Allowances
Allowances can be defined as the amount of something that is allowed, especially within
a set of rules and regulations or for a specified purpose. Various allowances are paid in
addition to basic pay.
Some of these allowances are as follows −
 Dearness Allowance: This allowance is given to protect real income of an
employee against price rise. Dearness allowance (DA) is paid as a percentage of
basic pay.
 House Rent Allowance: Companies who do not provide living accommodation
to their employees pay house rent allowance (HRA) to employees. This allowance
is calculated as a percentage of salary.
 City Compensatory Allowance: This allowance is paid basically to employees in
metros and other big cities where cost of living is comparatively more. City
compensatory allowance (CCA) is normally a fixed amount per month, like 30 per
cent of basic pay in case of government employees.
 Transport Allowance/Conveyance Allowance: Some companies pay transport
allowance (TA) that accommodates travel from the employee’s house to the
office. A fixed amount is paid every month to cover a part of traveling expenses.
3. Incentives and Performance Based Pay
Incentive compensation is performance-related remuneration paid with a view to
encourage employees to work hard and do better.
Both individual incentives and group incentives are applicable in most cases. Bonus,
gainsharing, commissions on sales are some examples of incentive compensation.
4. Fringe Benefits/Perquisites
Fringe benefits include employee benefits like medical care, hospitalization, accident
relief, health and group insurance, canteen, uniform, recreation and the likes.
(Tutorials Point, 2020)

24
 3.9 Performance appraisal
Performance appraisal means evaluating employee’s current and or past performance
relative to his or her performance standards.
Performance appraisal always involves-
1. Setting work standards
2. Assessing the employee’s actual performance relative to those standards, and
3. Providing feedback to the employee with the aim of motivating him or her to
eliminate performance deficiencies or to continue to perform above par.

Performance appraisal tools:

Broadly all methods of appraisals can be divided into two different categories.

 Past Oriented Methods

 Future Oriented Methods

Past Oriented Methods

1. Rating Scales: Rating scales consists of several numerical scales representing job
related performance criterions such as dependability, initiative, output, attendance,
attitude etc. Each scales ranges from excellent to poor. The total numerical scores are
computed and final conclusions are derived.

2. Checklist: Under this method, checklist of statements of traits of employee in the

form of Yes or No based questions is prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.

3. Forced Choice Method: The series of statements arranged in the blocks of two or
more are given and the rater indicates which statement is true or false. The rater is forced
to make a choice. HR department does actual assessment.

4. Forced Distribution Method: here employees are clustered around a high point
on a rating scale. Rater is compelled to distribute the employees on all points on the scale.
It is assumed that the performance is conformed to normal distribution.

25
5. Critical Incidents Method: The approach is focused on certain critical behaviors
of employee that makes all the difference in the performance. Supervisors as and when
they occur record such incidents.

6. Behaviorally Anchored Rating Scales: statements of effective and ineffective

behaviors determine the points. They are said to be behaviorally anchored. The rater is
supposed to say, which behavior describes the employee performance.

7. Field Review Method: This is an appraisal done by someone outside employees’

own department usually from corporate or HR department.

Future Oriented Method

1. Management by Objectives: It means management by objectives and the

performance is rated against the achievement of objectives stated by the management.

2. Psychological Appraisals: These appraisals are more directed to assess

employees’ potential for future performance rather than the past one. It is done in the
form of indepth interviews, psychological tests, and discussion with supervisors and
review of other evaluations. It is more focused on employees emotional, intellectual, and
motivational and other personal characteristics affecting his performance.

3. Assessment Centers: This technique was first developed in USA and UK in

1943. An assessment center is a central location where managers may come together to
have their participation in job related exercises evaluated by trained observers. It is more
focused on observation of behaviors across a series of select exercises or work samples.

4. 360-Degree Feedback: It is a technique which is systematic collection of

performance data on an individual group, derived from a number of stakeholders like
immediate supervisors, team members, customers, peers and self. (corehr.wordpress,
2013)

26
Chapter 4 Human Resource
Management Practiced in
JMS Garments Ltd.

4.1 Recruitment & Selection

Recruitment and Selection strategy and procedures JMS Garments Ltd actually follows
the directions of Bangladesh Labor Law 2006 and BEPZA guidelines for making
enlistment.
Some guideline o BEPZA for recruitment and selection:

 No discrimination in employment
 Fair practices in sex, religion, race in terms of selection and recruitments 
Respect for all class of workers.
 An enlistment board of trustees enrolls the laborers.
 For enlisting the laborers, notice on enrolling is given to the paper, banners, flags
or other media.

27
  Applicants must provide his/her two duplicates visa size photograph with C.V.
also, other required records.
 National ID, Birth certificate, doctor declaration, Blood group certificate etc. must
be provided by worker at the time of joining.

Sources of Recruitment by JMS Garments Ltd

1. Internal source
 Promotion: When there any opening or need of representative is made, The HR
office assesses their workers' past and current exhibition for the require position
and who performs well among the all. Furthermore, If it is acknowledged by the
MD or Director of JMS Group Ltd.
 Transfer: JMS Garments Ltd transfers employee from one position to another for
filling up the top vacancies in the organization when it‘s needed.
 Employee Referrals: JMS sometimes fill the vacancies by employee referral
inside the organization. They choose people from family members of current
employees or the other familiar person who have the ability to serve the mission,
vision and objectives of JMS Garments ltd.

2. External source
 Advertisement: JMS Group announces job vacancies by advertising posts in
Local papers.

 Social Networking Sites: JMS Garments Ltd searches people by different social
media platforms

 Company’s Websites: JMS group also post job vacancies info in their own
website.

Recruitment Policy & Procedure of JMS Garments Ltd

 We recruit worker on the basis of their Education, experiences & skills.

28
 JMS Group doesn’t support nationality, religion, caste, race, disability, gender,
union’s membership, political affiliation in recruitment process.
 JMS Group has two separate recruitment committee for recruit worker & officer.
For production there is committee consisting 03 members. There will be one HR,
one IE & one fire safety officer. GM, Production have the supreme authority to
approval a worker for work other selection by the committee.
On the other side for management recruit there is a committee of two members.
There will be GM/Manager HR & Departmental Head. The decision of this
committee is final in this regards.
 JMS Group makes advertisement against Vacancies in newspapers, Banners or
posters. Educational qualification, designation and experiences are mentioned on
the advertisement. Besides anybody can apply for the post through reference of
supervisor or anybody.

The applicants have to show all necessary papers at the time of interview:

1. Recent two copy passport size and two copy stamp size photograph and bio-
data

2. National ID and birth certificate

3. Chairman certificate or commissioner certificate

4. Copy of educational certificate

 The person whom are selected for interview, at first recruitment committee will
check their background
 We will give them orientation about company policy and fire safety.
 For age verification applicants have to face factory MBBS doctor for medical
check-up.
 Then we take them to the floor for skill test. Time limit of skill test will 03 days.
 Industrial Engineer will be there to take their skill test.
 As per minimum wages of BEPZA instruction we will compensate them for 03
days according to their designation.

29
  After successful completion of skill test selected workers will get appointment
letter with terms & condition.
 As per their job nature everybody will get PPE. Mention that if any worker will
lost his/her uniform, this amount will be deducted from their salary in case of lost
or damage.
 To recognize we will provide every selected employee a separate ID. The
employee will use this ID as a swipe card that can make sure of their attendance.
Everybody should wear this ID in the factory premises and they will handle it
carefully.

Prohibition of Child labor

Facilities will not hire any employee under the age of 14 or under the minimum age
identified by law for employment, whichever is greater, or any employee whose
employment would interfere with compulsory schooling.

Policy of recruiting Child labor

JMS Group doesn’t recruit child labor as defined by local law and ILO convention. JMS
Group discourages and doesn’t support the use of child labor. Work carried out in this
factory is not suitable for the non-adult workers, therefore only adult person e.g. age
above 18 years are employed at JMS Group. On that circumstance, no employment is
offered by to any person bellow 18 years, for any position under any circumstances.

JMS Group will follow a specific policy & procedure for recruitment. In some cases we
also follow the buyer code of conduct if it is not contradictory to local law.

Recruitment and Selection process for Workers

The recruitment and selection process of JMS Garments for workers are as follow:

30
Step-1: Primary Selection in Gate 
General selection.
 Checking Physical Appearances for age and wellness.
 Token will be given to the chose contender for following stage.
Step-2 Secondary Selection and Assessment 
General Selection.
 Giving Assessment structure for top off.
 Assistants will send for step-3
 Administrators will send for step-4.

Step-3 Medical Test 

Age Detection.
 Other Health Check.
 After test, Operators will send to step-5 and Helper will send to step-4.
Step-4 Technical Test
 Machine or Process Test.

31
  Pay fixing.
 Administrators will back to step-3 for clinical test and assistants will advance to
step-5
Step-5 IE Investigation and Finalization of Selection 
Checking double occupation in same plant or gathering.
 Checking counterfeit name and character.
 Sending to step-6 Step-6 Final Selection for Joining  Direct the enrollment
cycle.
 Direct the physical wellness.
 Direct the age.
Step-7 Distribution of reports after definite Selection 
Getting at last appropriate competitors.
 Giving reports identified with Appointment.
Step-8 Issuance of Appointment letter 
Giving arrangement letter.
 Joining.
 Arrangement.
Step-9 Orientation
 Presenting and Counseling.
 Dispersion of Handbook and administration book.
 Taking a mark exhorting for online photo.
 Taking on the web unique mark.
 Giving ID card and different records.

Recruitment and Selection process for Employees

The recruitment & selection process of JMS Garments Ltd. for employees are as follow:

32
 HRP Sourcing Assessment

On-
Selection
boarding

Stage 1: HRP
 Identifying the staffing needs
 Send to HR office for assessed needs
 Get endorsement from MD/Director in the Manpower Requisition Form through
HR dept. with appropriate support from concern dept.
 After the endorsement HR dept. make work examination/position survey with
concern dept. to fill the positions.

Stage 2: Sourcing
 Planning (characterizing measure setting, Determine the source and time period
for enlistment, and it will take all out 30 working days).
 Data Bank (Generating a pool of profiles or continues from various interior and
outer enlistment sources)
Stage 3: Assessment
 Screening Activity (Forward the profile or CV or resume to approved individual
of concern dept.)
 Taking Written and IQ Test
 Interview with HR Manager and other division chief.

33
  Mail/SMS to the up-and-comers about the composed or meeting test subtleties
and illuminate the equivalent via telephone.
 Remainder the board individuals about the composed or meeting test plan (Time
Frame: 1 day before the date)
 Welcome all the competitors and make them to fill business application Form.

Stage 4: Selection
 Final Interview with MD or Director
 Select the applicants with high score through appraisal.
 Background Check.
 Check Reference of chosen applicants.
 Approval from MD/Director about conclusive offer.

Stage 5: On-boarding
 Issue the offer letter.
 Collect the Acceptance of offer letter with joining date.
 Receive confirmation from the applicant

4.2 Training & Development of JMS Garments Ltd.

Training and Development is one of the main functions of the human resource
management department. Training refers to a systematic setup where employees are
instructed and taught matters of technical knowledge related to their jobs. It focuses on
teaching employees how to use particular machines or how to do specific tasks to
increase efficiency.
34
Whereas, Development refers to the overall holistic and educational growth and maturity
of people in managerial positions. The process of development is in relation to insights,
attitudes, adaptability, leadership and human relations.

Training and development programs are designed according to the requirements of the
organization, the type and skills of employees being trained, the end goals of the training
and the job profile of the employees.

JMS Garments Ltd arranges training and development programs for workers and
management according to ISO, BSCI standards.

The company has a training center for providing technical training to workers. Employees
training and development programs are conducted under the instruction of Corporate and
Administration Manager.

Methods of Training

JMS Garments Ltd. follows two types of training methods to improve their employees’
efficiency and this methods are:

 On-the-Job training
 Off-the-Job training

35
Job Instruction Training (JIT)

Job Instruction Training (JIT) is a step-by-step, relatively simple technique used to train
employees on the job. It is especially suitable for teaching manual skills or procedures;
the trainer is usually an employee's supervisor but can be a co-worker. The JIT technique
consists of a series of steps that a supervisor or other instructor follows when teaching an
employee to do something.

Orientation Training

Orientation means providing new employees with basic information about the employer.
Training programs are used to ensure that the new employee has the basic knowledge
required to perform the job satisfactorily.

Orientation and training programs are important components in the processes of

developing a committed and flexible high‐potential workforce and socializing new
employees.

Training Program for Workers

The company’s brief training programs of workers and staffs are shown below:

Training Topics & Time of Occurrence Participants

Register

36
 Motivational Training 4-5 Days Managers or staffs
Fire Training Around the Year Workers
First Aid Training Around the Year Workers
Training Health & Safety Around the Year Workers
Awareness Training on Around the Year Workers
Chemical Handling,
MSDS, Health & Safety &
Use of PPE
Training on Machine Once in a month Workers
Operation
Awareness on Lifting, Once in a month Workers
Precautionary in Confined
Space, Female Workers of
Hazardous Area
Fire Drill Register Once in two months Workers
Injury Register Daily Workers
Leave Register Auto Workers
Maternity Benefit Register Daily Workers
Broken Needle Register Daily Workers
Grievance Written Daily Workers
Register
Grievance Verbal Register Daily Workers

Training & Development Programs for management

A management training program is an investment Well-trained managers enhance
productivity, improve retention of talented employees, and build the overall morale of
everyone on their teams, resulting in an environment where both the business and its
employees thrive.

Training and development programs for managerial level are conducted by Corporate
Head Office. The company has developed a calendar for providing training to its people.
Managerial level training programs are SA 8000, EMS, Fire safety etc.
37
 4.3 Software used by JMS Garments Ltd.
There are three specific software that are being used by JMS Garments ltd for daily task
execution. They are described below:

1. Tally software: This is very commonly used software, which is mainly used
to keep up the record of the counting of production, purchase quantity, volume
of output, delivery status and others.
2. Pay role software: Mostly used in HR Department. This software contains
every employee and worker‘s profile, including monthly productivity result
and earned points, efficiency, current status, compensation details, monthly
attendance check, leave and tenure info etc. we can say this is central software
through which all information are directly delivered to HR department.
3. Efficiency software: This software measures the productivity of each and
every worker based on some grading.

4.4 Performance Appraisal System of JMS Garments Ltd.

JMS Garments Ltd maintain in-house examination structure to evaluates its worker’s
performance and employees are assessed exhibitions perform around the year.

Here is a structure that assesses the exhibition of workers in JMS Group.

Performance Evaluation Index
Duration of time
Date of evaluation
SL No. Parameter Total Points Earned Points

38
 01 Effectiveness & Efficiency in 40 20
work

02 Quality of work 20 10
03 Attendance 10 5
04 Knowledge on Compliance 10 5
05 Critical Incident 10 5
06 Discipline/Behaviorally Anchor 10 5
Total 100 50

The parameters are explain as follow:

Effectiveness and Efficiency in Work

Adequacy and effectiveness describes the extent that execution is productivity. That
infers when a pro gives his/her push to convey huge volume of things in a given time. In
JMS, they use a particular programming name I.E programming to keep up specialist's
creation related data and information.

Quality of work

Here, Quality of work suggests conveying thing to having less wastage, using satisfactory
resources, having no slip-ups, making indefectible things, and so forth. In like manner
extraordinary specialists get centers around those guidelines giving nature of work.

Knowledge on Compliance

Having legitimate and refreshed information on public laws and guidelines like BLC-
2006, BEPZA Instructions, and furthermore Buyers' affirmation and Requirements.

Critical Incident

The critical incident method of performance appraisal involved identifying and describing
specific events (or incidents) where the employee did something really well or something
that needs improvement. It's a technique based on the description of the event, and does
not rely on the assignment of ratings or rankings, although it is occasionally coupled with
a ratings type system.

39
Discipline/Behaviorally Anchor

A BARS method first determines the main performance dimensions of the job, for
example, interpersonal relationships. Then the tool utilizes narrative information, such as
from a critical incidents file, and assigns quantified ranks to each expected behavior.

4.5 Compliance
In JMS Garments Ltd, the issues regarding compliance are being guided by some national
and international codes and laws. A brief compliance system of this company is described
below:

Code of conducts

JMS Garments Ltd ensures equality for all the internal and external stakeholders by
maintaining number of compliance codes and laws. This garments company, being a
leading organization in RMG sector, always committed to offer comprehensive and
customer satisfying products to meet the specific needs of buyers. That is why they set
Buyer‘s code of conducts‘. Workplaces are completely free of emotional, physical, sexual
or verbal harassment or abuse. Authority also ensures the fair process in recruiting,
hiring, training working conditions, job assignments, wages and benefits, compensation,
overtime, promotions, discipline, termination and retirement.

Some common Code of Conducts are:

 Bangladesh Labor Act 2006

 BEPZA Law 1 & 2
 Buyer‘s COC

They firmly believe in following code of conducts:

Buyer’s code of conduct

JMS Garments Ltd believes in highest level of honesty, integrity, consideration, safety
and respect for all the buyers. This garment is 100% export oriented company. All the
buyers are from outside of the borders.

40
Fair and equal treatment

Authority of JMS Garments Ltd strictly follows the codes of equality to all the workers,
staffs or employees. No one is treated unfairly for the reason of gender, age, religion,
marital status, race, sexual orientation, disability, disease, nationality, pregnancy or
political affiliation.

Buyer’s code Fair and equal Compensation Voluntary

of conduct treatment and Benefits Labor

Freedom of Health and

Child Labor Working Hour
Association Safety

Ethical
Environment
Conduct

Compensation and Benefits

JMS Garments Ltd is paying wages and overtime premiums in compliance with all
applicable laws. Employees are paid at least minimum legal wages or higher and provides
each employee a clear pay slip in local language for every pay period.

Voluntary Labor

All work should be voluntary and not performed under threat of penalty or coercion.
Forced labor, including bonded, trafficked, indentured or prison labor, is strictly
prohibited in JMS Garments Ltd.

41
Child Labor

JMS Garments Ltd does not employ any person below the legal and or buyer‘s COC
required minimum age.

Working Hour
In JMS Garments Ltd Working hours may not exceed 60 hours in any seven day period,
except in truly exceptional, unforeseeable circumstances. All overtime is voluntary here.

Freedom of Association

All workers are free to join or leave any association in organization. Forcing, threatening
or influencing any worker to join or leave any association is punishable.

Health and Safety

JMS Garments Ltd is fully aware of maintaining the laws regarding safety, workplaces,
risk protection etc. Ensuring better and healthy working condition is one of the prime
concerns of this company. For ensuring safe workplace, JMS Garments Ltd signed on
two major legal agreements- 1. Accord Alliance 2. Detailed Engineering Assessment

Environment

JMS Garments Ltd needs to maintain some environmental laws and regulations to
improve the environment where it is operating its business. This company is working to
mitigate adverse environmental impacts and to improve material and resource efficiency,
reduce waste and prevent pollution.

Ethical Conduct

JMS Garments Ltd ensures that there should not be any ethical breakdown in organization
like, corruption, extortion, bribery, fraud, false declarations, counterfeiting or insider
trading.

Existing Laws of JMS Garments Ltd.

42
 Fire Service & Civil Defence Law, 2003 Act 4

Environment Consevation Rules, 1997 ( No 7 & 8)

Boiler Act, 1923 ( Section 7/8 )

BERC Act, 2003 ( Section 27 & 28 , BERC Licence

Regulation 2006 ( Amended on 2016 )

4.6 Compensation & Benefits

JMS Garments Ltd follows BEPZA laws regarding wage determination of workers and
staff. Here, wages and salary breakdown is:

The wages include

43
 Base wage

House Rent
Allowance
50% of Base Pay

Medical
Allowance
1450 taka fixed

Festival
Bonus Twice a year
Equivalent of one base wage

Other incentives

Attendance
Bonus
300taka
(C ompany deduct 200 taka for being
absent for one day)

Production
Bonus (Lump sum)
100taka
(B ased on performance.)

Transportation
Food 16 taka per day.
Facility
Allowance

Overtime
 Any worker working more than 8 hours is considered as overtime.

44
  Working hours in a month = (26*8) = 208
 It‘s worthy to mention here that, no employee is allowed to work here more than
10 hours a day and 60 hours a week.
 In every week, there is a weekly holiday.

Other facilities

 All permanent employees and workers are eligible to be a member of provident

fund every month @8.33% base pay is deducted from each member and deposited
the equal amount to the PF.
 Free medical facilities are also provided into JMS garments ltd. In case of an
emergency, company provides free ambulance service, TB treatment is provided
at no cost at BEPZA hospital.

Other Rewards
Sometimes Company provides cash bonus or lunch/dinner party on special occasions.
There are some non-monetary rewards are also included like- picnics, travel tickets travel
allowance etc.

Increment

Increment occurs based on earned points on Productivity and other factor‘s grade sheet.
The previous photo shows the exact factor degree and weighted distribution of those
degrees while determining the increment amount.

NB:

 This point to be noted in here that, the increment is given in accordance with
BEPZA Instructions 1, 2 and the country labor law.
 On top of that, special increment is also given to those who demonstrate
extraordinary experience or skills.

Leaves and Holidays

45
 4.7 Termination
Termination implies willingly letting go of an employee with or without his or her will. If
there should arise an occurrence of end measure, JMS Garments follows Bangladesh
Labor Act 2006 while termination.

46
 Termination

Termination Termination
by E mployer by Employee

Retrenchment Resignation

Dismiss

Discharge

Retirement

Stopage of work

Resignation

In case of A permanent No employee against whom a failure to

⸎

⸎
⸎

employee is disciplinary provide the required to proceeding is

47
 required notice, pending can resign he/she provide one from the
service of
surrenders pay month’s the company unless in lieu of such
notice to 60elapsed from the days have

notice thereof. resign from drawing up of the the service of

departmental

the company. proceeding. Provided that the

company may
allow such
employee to resign
on such conditions
as he may deem fit.

Termination by employer

Employer need to give 4 months earlier notification in case of end of a permanent worker.

Its employer‘s failure subject to giving prior notice, equal amount of four month’s salary
will be given to the worker

If a worker worked 5 to 10 years, he will get: (No. of year multiplied by half of last month’s
salary)

And, if a worker worked more than 10 years, he will get: (No of years multiplied by one
full last month’s salary)

48
 CHAPTER 5 SWOT
Analysis

5.1 SWOT Analysis

A SWOT analysis is a technique used to determine and define your Strengths,

Weaknesses, Opportunities, and Threats – SWOT.

SWOT analyses can be applied to an entire company or organization, or individual

projects within a single department. Most commonly, SWOT analyses are used at the
organizational level to determine how closely a business is aligned with its growth
trajectories and success benchmarks, but they can also be used to ascertain how well a
particular project

SWOT assumes that strengths and weaknesses are frequently internally-related, while
opportunities and threats commonly focus are due to the external environment. The name
is an acronym for the four parameters the technique examines:

 Strengths: characteristics of the business or project that give it an advantage over

others.

49
  Weaknesses: characteristics of the business that place the business or project at a
disadvantage relative to others.

 Opportunities: elements in the environment that the business or project could

exploit to its advantage.

 Threats: elements in the environment that could cause trouble for the business or
project.

The degree to which the internal environment of the firm matches with the external
environment is expressed by the concept of strategic fit. Identification of SWOTs is
important because they can inform later steps in planning to achieve the objective. First,
decision-makers should consider whether the objective is attainable, given the SWOTs. If
the objective is not attainable, they must select a different objective and repeat the
process.

5.2 SWOT Analysis of JMS Garments Ltd

50
Strength:

 Success in USA & European Market: JMS Garments Ltd has reputation in USA
& European market because of their 75% products exported to USA & 25%
products to European market.

 Unique Product Design: JMS Garments Ltd has achieved superiority in their
product design to grave the attention of the international customers and buyers.

51
  Expedient Port Facility: JMS Garments Ltd can conveniently export their
product because their near location to the Chittagong sea port.

 Amicable work environment: JMS Garments Ltd maintains a friendly

environment for their stuffs as well as their workers.

 Fabric Quality: JMS Garments Ltd uses the sources from where they can get the
highest quality of fabric to produce their products.

 Updated Technology: JMS Garments Ltd has got the current updated technology
used in the present business world and uses automated machine in their
production.

 Sophisticated Managerial Skill: JMS Garments Ltd is blessed with highly

qualified & skilled management.

 Positive Motivation: JMS Garments Ltd has maintained highly positive

motivation in their workforce.

 Scale of Production: JMS Garments Ltd has the capacity of a large scale of
production.

 CSR: JMS Garments Ltd has achieved a great reputation for their corporate social
responsibility in the corporate society.

Weakness:

 Less number of skilled workers: JMS Garments Ltd is suffering from the

shortage of sufficient skilled workers.

 Insufficient Training: JMS Garments Ltd has some insufficiency in the number

of their training for workers in comparison to the requirement.

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  Lack of Local Sources of Raw Materials: JMS Garments Ltd.’s dependency on

imported raw materials is a huge disadvantage for them.

 Narrow Product Line: JMS Garments Ltd is offering a very limited line of

product in the market.

 Conflict: JMS Garments Ltd often faces with some internal & external conflict.

 Confined International Market: JMS Garments Ltd has a narrow market

expanse internationally.

 Weak Coordination: The less strong coordination among various departments is

a noteworthy weakness for JMS Garments Ltd.

Opportunity:

 Dynamic Supply Chain: JMS Garments Ltd has a firm supply chain network

which aids them to collect raw materials at a rate more convenient than others.

 International Recognition: JMS Garments Ltd has a great reputation for their

quality of product in international market and it is a great opportunity for them to

grab more international customers.

 Ever Changing Consumer Taste: In the today’s fashion world, Consumer taste

& needs are always in the span of change that can anytime create opportunity to

expand market.

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  Usage of the Best Human Resource: Any organization can instantly decrease the

expense by properly using human resources.

 Recruitment of Best Minds: Hiring more qualified and experienced stuffs and

workers can always offer an upper hand in the competition

 Increasing Demand of Garments Product: In today’s world, to cope with the

number of people, there will always be a demand for clothing.

 Novus Technology: Today’s science society is gifting the world with new tech to

use almost every year. A modern tech can come up with a revolutionary

opportunity anytime.

 Support from State: Bangladesh Government is always supporting the RMG

sectors with financial benefits.

Threats:
 Current Competition: The present competition in the local and international

market is a huge threat.

 New Comers: Every year, a large number of new business entity enters in the

market.

 New Rules & Regulation: Any new native & foreign laws and customs can

always come up with new threat.

 Political Environment: The political situation of countries like Bangladesh can

get worse anytime without any previous warning due to high political adversities.

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 BEPZA Policy: Any new policy taken by BEPZA can create a haphazard

situation for the organization.

 Manipulation in Labor Unions: The labors can easily be manipulated. With any

evil purpose, any unwanted person or organization can ignite adverse

environment.

 Swift Changes in Technology: As the world is seeing swift scientific

breakthrough, it can create a problem by obsoleting yesterday’s technology with

tomorrow’s invention.

Chapter 6 Problems,
Recommendation &
Conclusion
6.1 Problems
1. High turnover rate is found at all levels of the company except top level

management.

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2. As internal recruitment is a preferred practice in JMS Garments Ltd, they cannot

fully enjoy the benefits of recruiting highly skilled personnel from external

sources. 3. There are some limited promotional and motivational projects for

worker.

4. The Official Website of JMS Garments Ltd is not so good for attracting new

candidate as well as buyers.

5. The way JMS Garments Ltd is maintaining performance appraisal for workers is

under defined.

6. JMS Garments Ltd maintains a sloppy reward mechanism.

7. JMS Garments Ltd didn’t take noteworthy actions to help its workers in the

ongoing Covid-19 pandemic situation.

6.2 Recommendation
1. High turnover rate can be diminished by taking lucrative compensation plan,

effective performance appraisal. Transitional leadership should be practiced in

this regard. Managers should have the tendency to accept their failure.

2. Besides internal sources of recruitment, JMS Garments Ltd can have a look over

the external sources like Job portals, Job fairs, Advertising in national

newspapers,

Campus recruitment etc. to find potential best minds.

3. For promotional & motivational activities for workers, JMS Garments Ltd should

take well benefit plan, ensure minimum wage, ensure healthy working

environment, establish well medical facility as well as canteen facility etc.

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 4. The official website of JMS Garments Ltd should be developed by a good tech

organization. A good tech team should be appointed to make the website update

all the time. The information in the website should be attractive enough to draw

the attention of possible buyers and potential candidates.

5. HR department of JMS Garments Ltd should redefine its policy and practice of

background checking while recruiting. They should use the digital footprint for

this reason. They can have the required help from the law enforcing agencies.

6. JMS Garments Ltd uses In-House Examination structure to assess its worker’s

performance. They can make its performance appraisal method concrete by

applying MBO (Management by Objectives), 360-Degree Feedback, Assessment

Centre Method, Behaviorally Anchored Rating Scale (BARS), Psychological

Appraisals, Human-Resource (Cost) Accounting Method.

7. As an unfortunate Covid-19 pandemic situation takes over everyone’s life, JMS

Garments Ltd should stand beside all its stuffs & workers.

6.3 Conclusion
At the completion of the report, I have tried to assess overall HR practice of JMS

Garments Ltd. focusing the notion of Human Resource Management in theories. The

effort has been made to show the shortcomings of practical exercise from the theories.

JMS Garments Ltd is one of the leading exporting RMG enterprise in Bangladesh. In this

report, I tried my best to discover its practices on HR in view of the HR theories. The

found aspects of the study has been demonstrated through chapters here in where I have

57
evaluated the collected data and identified a number of problems and tried my best to

provide some effective solutions. The HR department of JMS Garments Ltd is

coordinating their roles efficiently. JMS Garments Ltd has a great reputation of keeping a

quality work environment in conformity with the Bangladesh Labor Code 2006 &

BEPZA Law 1 & 2.

Workers are paid wages along with sufficient allowances and benefit and JMS Garments

Ltd is to pay the workers their wages in time. Consequently, the workers are gratified and

no industrial dispute or labor unrest or any conflict are seen in the environment. To meet

the vision, values and objectives, the managerial level is in the need of establishing an

effective and efficient HR practice as well as HR department and recruiting the most

potential and commitment professionals.

Howsoever, erectile segments in the practices of the HR Department of JMS Garments

Ltd can be connected to the strategic HR practices to recover its differences. To this

regard, a good collaboration and co-operation form all level is a must.

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 APPENDICES
Appendix A: Placement Letter of Internship

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61