INTERNSHIP REPORT

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

A Report on Human Resource Management Practice at
Belamy Textiles Ltd. A Sister concern of Four H Group

SUBMITTED TO:
Dr. Md. Aftab Uddin
Associate Professor,
Department of Human Resource Management,
University of Chittagong, Chattogram-4331, Bangladesh.

SUBMITTED BY:
Mr. NURUL ISLAM
ID: 15305049
Session: 2014-15
Department of Human Resource Management,
University of Chittagong, Chattogram-4331, Bangladesh.

Date of Submission: 3rd November 2020

 Letter of transmittal

3rd November 2020

Shanewaz Mahmood Sohel

Associate Professor
Department of Human Resource Management,
University of Chittagong, Chattogram-4331, Bangladesh.

Subject: Submission of Internship Report on “Human Resource Management

Practices at Four H Group”

Dear Sir,

With due respect, I am representing my internship report on the topic “Human

Resources Management Practices in Four H Group”. When I was preparing this
report, I have followed your every instruction and guidelines as well as those given by
my company supervisor. This report is an essential part of my internship course and I
have tried my best to work on it with utmost care and sincerely to make it more
informative, presentable, useful and precise as well as much as possible.

I would like to express my gratitude to you for your tiresome endeavor, which has helped
me to complete this project out successfully. Thank you for your kind consideration.
Lastly, I would like to be thankful once again if you please give your astute advice on
my efforts.

Sincerely Yours,

Nurul Islam
ID: 15305049
BBA on Human Resource Management,
Faculty of Business Administration, University of Chittagong.
Session: 2014-2015

i
 ACKNOWLEDGEMENT

This report is a presentation of my knowledge that I have got during my internship about
Human Resource Management and Practice at Belamy Textiles Ltd. My Supervisor,
Teachers and a number of employees with kind cooperation and valuable information,
assisted me in this regard. Therefore, I would love to thank them all.

At the very beginning, my deepest gratitude goes to the 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 gratitude, sincere appreciation and profound respect to
my honorable supervisor Mr. Shanewaz Mahmood Sohel, Associate professor,
Department of Human Resource Management, University of Chittagong. I pay honor to
all the teachers for their support and guidelines. I specially thank all the faculty of the
department and others staff of Human Resource Management, University of Chittagong.

I acknowledge with deep gratitude to the Department of Business Administration of

University of Chittagong and Four H Group, for giving me the opportunity to gather
practical knowledge and applicable skills.

My gratitude goes to Mr. J.S. Jamil (Managing director of Four H Group), Naina Islam
(Senior Executive-HR-Admin), and Mr. Zahid Hosen (Factory Manager), Mr. Sajjad
Hossain (Executive HR & Admin), Mr. Neyamat Ullah (Asst. Manager-Compliance) at
Belamy Textile Ltd.

I am also grateful to high officials, staffs and officers, for their friendly behavior,
heartiest cooperation during my Internship.

ii
 Supervisor’s Declaration

I am Happy to certify that this Internship report having title ―Human Resource Management
Practice At Belamy Textiles Ltd.‖ A Sister Concern of Four H Group is prepared by Mr.
Nurul Islam, a 8th Semester Student of Department of Human Resource Management,
Under the Faculty of Business administration, University of Chittagong. It was a
Mandatory Requirements for the four years (8th semester) Bachelor of Business
Administration Degree. I would like to certify that his work on Belamy textiles Ltd. has
been conducted under the guidance and supervision of me.

Supervisor,

Shanewaz Mahmood Sohel

Associate professor, Chairman
Department of Human Resource Management,
University of Chittagong. Chattagram-4331, Bnagladesh.

iii
 Table of contents

CHAPTER ONE:Introduction .................................................................... 1

1.1 Background of the study ........................................................................ 2
1.2 Origin of the study ................................................................................. 3
1.3 Objective of the study ............................................................................ 3
1.4 Scope of the report ................................................................................. 3
1.5 Methodology of the report...................................................................... 3
1.6 Limitations of the study ......................................................................... 4
CHAPTER TWO: COMPANY HISTORY.............................................. 5
2.1 History of Four H Group: ....................................................................... 6
2.2 Vision, missions and strategic objectives of Four H Group .................... 8
2.3 Social compilance status of Four H Group .......................................... 10
CHAPTER THREE
Conceftual Framework of Human Resource Management ......................... 13
3.1 Definition of HRM ............................................................................... 14
3.2 Human resource planning..................................................................... 14
3.3 Four roles of HR .................................................................................. 15
3.4 HR functions ........................................................................................ 15
CHAPTER FOUR: Findings and Discussions ............................................ 22
4.1 Belamy textiles Ltd. At a glance .......................................................... 23
4.2 Department and employee of Belamy textiles ..................................... 24
4.3 HRM practice of Belamy textiles ltd. ................................................... 25
4.4 Recruitment policy of Belamy textiles ltd. ........................................... 25
4.5 Selection process of executive at Four H Group ................................... 28
4.6 Recruitment of worker at Belamy Tex. Ltd .......................................... 29
4.7 Training and development of employees .............................................. 30
4.8 TNA process at Belamy Textiles Ltd. .................................................. 30
4.9 Developing Training Plan: ................................................................... 33
4.10 Performance Appraisal ....................................................................... 34
4.11 Compensation package at Belamy Textiles Ltd. ................................. 34

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4.12 Labor Law Practices at Belamy Textiles Ltd. ..................................... 36
4.13 Equal Employment Opportunity Requirements ................................. 37
4.15 Transfer Process. ................................................................................ 39
4.16 Absenteeism scenario at Belamy Textiles Ltd. ................................... 40
4.17 Discipline Management...................................................................... 40
4.18 Discharge from service ...................................................................... 41
4.19 Nature of Grievance: .......................................................................... 42
4.20 Compliance practice: .......................................................................... 43
4.21 Health, Safety and Security at Belamy Textiles Ltd ........................... 44
CHAPTER FIVE: SWOT OF BELAMY TEXTILES LTD.................. 45
5.1 Strategy Formulation on SWOT Analysis ............................................ 46
5.2 Evaluation ............................................................................................ 47
5.3 Strategy Choice .................................................................................... 48
5.4 Strategy Implementation ...................................................................... 49
5.5 Strategic Control .................................................................................. 49
CHAPTER SIX:
PROBLEMS, RECOMMENDATIONS & CONCLUSION.................. 50
6.1 Problems of Recruitment and Selection................................................ 51
6.2 Problems Regarding Compensations and Benefits Ltd. ....................... 52
6.3 Other Mentionable problems Of Belamy Textiles Ltd. ......................... 52
6.4 Conclusions ......................................................................................... 53
6.6 Appendices .......................................................................................... 54
References ........................................................................................... 58

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CHAPTER ONE:

INTRODUCTION

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1.1 BACKGROUND OF THE STUDY

Human Resource Management is significant for Garments industry since pieces of

clothing is an assistance of industry. The board of individuals and the board of hazard are
two key difficulties confronting Garments. How you deal with the individuals and how
you deal with the dangers decides your achievement in the Garments business. Proficient
hazard the board may not be conceivable without effective and talented labor. An article
of clothing has been and will consistently be a "Decades Business". Despite the fact that
valuing is significant, there might be other legitimate reasons why individuals select and
remain with a specific Garment. Pieces of clothing must attempt to separate themselves
by making their very own specialties or pictures, particularly in straightforward
circumstances with a significant level of aggressiveness. In coming occasions, the very
endurance of the Garments would rely upon consumer loyalty. The individuals who do
not meet the client desires will discover endurance troublesome in future. Articles of
clothing must well spoken and stress the fundamental beliefs to draw in and hold certain
client sections.

FOUR H GROUP is one of the biggest RMG Producer organizations in Bangladesh.

Dynamic in activities, legit in dealings, just in judgment, reasonable in approaches and
gave to excellent assistance to clients and accordingly add to the development of GDP of
the nation all through animating exchange and trade, boosting up send out, neediness
easing, increasing living expectation of constrained salary gathering and by and large
supportable financial improvement in the nation.

To accomplish the aforementioned goals of the Garments, various Garments exercises

must assume a functioning job to give the monetary help to the client who additionally
causes them by furnishing them with the board help when required. Four H Group has
assumed this job with their encounters in the Garments area where the others not only
performed.

The entry-level position report involves a concise report on ―HRM practices of the
FOUR H GROUP: Belamy Textiles Ltd.‖ during my activity movement. The report is
dispersed in numerous parts as indicated ordinarily and necessity of association with the
direction of Internship Coordinator.

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1.2 ORIGIN OF THE STUDY

This report has been prepared as a part of the internship program, which is an essential
part of the BBA Program of Human Resource Management under the Faculty of
Business Administration, University of Chittagong. A student needs to work for 8 weeks
of internship to Placed organization. This gives on-the job touch of a student’s
theoretical study. After the completion of program, a student has to submit an internship
report to the department and face defense over the report. So, this report is originated as
a mandatory part of the course requirement of the BBA program.

1.3 OBJECTIVE OF THE STUDY

Objective of this report is to have an in-depth knowledge and experience about overall
activities of Human Resource department at Belamy Textiles Ltd. In broader perspective,
I have also tried to learn all the activities of Human Resource Management during my
Internship period. Here are the Specific objectives of the report;

1. To Understand the Conceptual Framework of Human Resource Management

2. To understand about Human Resource Management practice of Belamay Textiles Ltd
3. To understand about recruitment and selection process at Belamy Textiles Ltd

1.4 SCOPE OF THE REPORT

The report entirely discusses the current predicament of Belamy Textiles Ltd. And how they
perform different HR practices at Belamy Textiles LTD. The report discusses the current HR
policies and practice of the Belamy Textiles Ltd. at its top, mid and entry-level Management
employees. This report has conducted based on observations, discussions and day-to-day
activities of Belamy Textiles Ltd. The report highlights about Recruitment and Selection system,
Training and employee development and Compensation of Four H Group.

1.5 METHODOLOGY OF THE REPORT

This report has been prepared on the basis of knowledge gathered during the internship
period started from 23 rd March, 2020 to 25th June 2020. Methodology means a method
that involves process or techniques in which various stages or steps of collecting data or

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information’s are explained and analytical techniques are explained. Both primary data
and secondary data have been used for preparing this report. Primary data collected from
discussion with official executives of Belamy Textiles Ltd. (A sister concern of FOUR H
GROUP), Group discussion and their workers. I also use following secondary data
sources:

a) Annual report of the organization

b) Written documents and records of the organization
c) Factory profile of Belamy Textiles Ltd
d) Website of FOUR H GROUP
e) Internal policies of Belamy Textiles Ltd
f) Direct conversation with assigned supervisor and executives

1.6 LIMITATIONS OF THE STUDY

Everything has a limitation but the level may be more or less. However, I have faced
some limitations during internship period due to unprecedented situation of COVID-19.
The study is undertaken considering ins and outs of the human resource practices based
on the human resource manuals and policies of Belamy Textiles Ltd. However, this
report is not free from pitfalls. In this report Time and authentic information was the
major Challenges of the report as because it was only for 8 weeks and we collected
maximum information from secondary sources, with this short period a report on Human
Resource Management in such as large enterprise quite tough. However, I tried my best
to collect maximum information from the Belamy Textiles Ltd. The notable limitations
are in the followings:

a) Lack of adequate time

b) Lack of adequate information due to confidentiality
c) Lack of documented and concrete secondary materials
d) HR Executives have immense pressure of work
e) Observations and discussion may not be valid
f) All the information are not documented properly

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CHAPTER TWO:

COMPANY HISTORY

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2.1 HISTORY OF FOUR H GROUP:
―Better Than before Better than the Rest‖

At the zero hour of Four H Group, there was a strong emotion with a belief to grow the
business. 2003 would be marked as a founding year of Four H Group. Four H Group
started its business as Four H Fashions Ltd. a single facility, turns into a Group of
companies. With a view to analysis of the facts & figure of Four H Group, we are
furnishing the following information. Four H an integrated manufacturer and exporter of
premium quality under wear and intimate wear in full range of fashion and casual
categories in all of the seasonal, ages, sizes categories for ladies, men and for the
children. Name of you this item includes bikini, hi cut, thong, hipster, thermal top–
bottom, Nightwear, kami, Sportswear, Swimwear etc. In 2004, Four H group went into
operations with the state of art and wet processing unit based in Chittagong Since the
Four H Group becomes one of the best-established Garments Exporters in Bangladesh.
The sincere effort has been giving by Four H group employees have spurred the
company to success and reward with numerous awards and trophies. Four H group has
now more than 200,000 employees and annual turnover of US $232 Million. It has
sewing capacity of 260 million dozen per year.

FOUR H GROUP has a fully equipped environment friendly dyeing factory. Four H
dyes all of its fabric by itself. This factory having more than 400 thousand square feet of
working, space has more updated and mostly Germany origin state of the earth
machinery lines in store split, stander, compactor as well as squeezer. Four H dyes &
finish tubular as well as open width. Presently about 35 tons of knit fabric being dyed
here per day and it’s now a way to having daily capacity of 40 tons the end of the year.
Four H Group installed state of art machineries for sewing, pattern and technical unit
along with new generations to achieve un-interrupted power supply. All this change is
mad keeping in mind that compliance and safety at its highest priority. Four H Group has
all the core facilities integrated to produce quality and merchandize and timely delivery.
After attaining initial success, it is now proceeding towards perfection. All these are
made available to offer better service to their valued customers. Our target is to attain
better quality within stipulated time duration.

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Four H Group has established to his own plant with its international standard packing
materials such as corrugated carton, polybag, gum tape and the line. It produces other
accessories elastic, label and many more. Four H is capable in printing in all
specification ranging from flat screen development in 10-12 color it can print about 7500
garments in placement and 3000 KG of knitted fabric every day.

Being certified of Oeko-tex standard 100 product class 1 and as well as maintain global
organic textile standard. FOUR H pride on carried forward its mission of garment
carrying out of strangling making quality of fabric yard by yard and using marker
generated by computerized marking system. Four H address is cutting rule salutation
subsequently molding of fabric and other staffing materials follows.There after line
operation start a swing floor are designed with highly configure with factory
specification and here 216 lines of globally reputed brand swing machine. Having most
contemporary support devices and other special feature to an able FOUR H Group of
making any kind of underwear and intimate wear are extremely restricted CTPAT
designated.

Invariable heating in quality bottom line being back here complain to desired code of
conduct accordingly export cargo are shipped under a constant surveillance. Four H has a
very long wide and solid client at portfolio to EUROPE, USA, CANADA, and the
Middle East, Japan. Registering a nearly average export growth of over 15% since
inception, Four H has ported growth export workout US$ 232 million in the year of
2019.

The finest raw material and accessories, entering quality in diverse, competitive price, on
time delivery, environmental promises, and employee friendliness as well. The
profession of dynamic professionalism led by the leader providing through commitment
and performing had given Four H a very powerful inner happening ultimate growing.
Remaining a full front of meeting at the driver stage.

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2.2 Vision, Missions and Strategic Objectives of Four H Group

Four H’s Vision Statement

To materialize the global opportunity by apparel manufacturing products of international
standard and become customer and environment friendly competitive supplier of high
valued global brands to create more employment generation for our society.

Four H’s Missions Statement

To reach destination, working to set up this project fully sound in Social Compliance and
Environment friendly as well as supply chain security activities as per Legal and global
requirements along with following the customer requirements also. In this connection,
start working to develop Human Resource Program for optimum utilization of work
force resources by the training and development programs to meet the needs of global
markets as one of the best export-oriented manufacturing organization in this country to
maintain highest standard of business practice.

Strategic objectives of Four H Group

1. Focus on more fashionable and athletic apparels to increase working condition.
2. Research and development team which help for garment product and other’s frills
advance development.
3. Aim is to presence four h group in a global garment-manufacturing arena.
4. Four H has already started operation in Myanmar and Ethiopia start soon.
5. Work to make production plant as green from existing yellow.
6. 20-25% capacity to be increased every year, up to next five year.
7. Fast reacting software to be launched in 2018.

In order to achieve the goal encouraging people’s ownership, empowerment and working
under team structure.

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Table: 2.1 Sister Concerns of Four H Group

Concern’s Year of Total Total Sewing Producti Address

name establish manpowe machiner line on
ment r y capacity
778, d.t. road,
Four H ashkarabad (4th
Fashion ltd. 2004 1500 700 26 2.2 floor),
doublemooring,
million Chittagong.

Brtc bus depo,

Four H 2006 3000 1560 48 3.6 baluchara,
lingerie Ltd. Chittagong.
Bangladesh.
Plot no-p/6-a,
Badgetex 2009 1820 910 26 2 mohara nexus
apparels Ltd. i/a, mohora,
chittagong.
Alamode 12/13 bscici/a,
Apparels 2009 1110 2410 36 2.7 kalurghat,
Ltd. & chandgong,
Divine chittagong.
Deisign Ltd.
Plot# a- 9-11,
Nafisa 2011 2750 1430 44 3.6 bscic i/a,
Apparels kalurghat,
Ltd. chandgong,
chittagong.
Khowajnagar,
Belamy 2007 2350 1430 50 1.5 Azim Para,
Textile Ltd. Karnafully,
Chittagong,
Bangladesh.
2690/A, South
Charm 2013 1081 1000 16 1.1 Pahartali,
Fashion Nandirhat,
Hathajari,
Chittagong,
Bangladesh.
Khowaznagar,
Divine 2016 2600 900 50 2.4 Azimpara,
Intimates Karnafuli,
Ltd. Chittagong.
95, jalalabad,
Four H 2011 2920 1430 52 3.1 baluchara,
Apparels Ltd hathazari,
chittagong.

Four H Group is one of the most promising garments and apparels producing group in
Chittagong. Having foreign direct investment they have started their very first operation

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in 2004 by holding the name of Four H fashion Limited in 778, d.t. road, ashkarabad (4 th
floor), doublemooring, Chittagong. After that, they have started their second production
house as Four H Lingerie at BRTC bus depot, baluchara, Chittagong, Bangladesh in the
year of 2006. Achieving huge success on their previous investment, they have started
their new business entities as Belamy Textile Ltd. Badgetex apparels Ltd. Alamode
Apparels Ltd. & Divine Deisign Ltd, Four H Apparels Ltd , Nafisa Apparels Ltd , Charm
Fashion and Divine Intimates Ltd. in the year of 200, 2000, 2009, 2011, 2013, 2013 and
2016 consecutively in different area in greater Chittagong, Bangladesh. Four H Group
has now more than 20,000 employees and annual turnover of US$ 260 million. It has
sewing capacity of 260 million dozens per year.

2.3 SOCIAL COMPILANCE STATUS OF FOUR H GROUP

Table: 2.2 social compliance status of Four H Group

SL. CUSTOMER/ CERTIFICATE NAME FACTORY NAMES STATUS/ RESULT

NO.

1 Phillips Van Heusen (PVH) CR Four H Apparels Ltd "Green"

Audit

2 Wal*Mart Responsible Sourcing Four H Apparels Ltd. "Green

Audit

3 JCPenney Social Audit (SA) Four H Apparels Ltd. "Green"

4
Business Social Compliance Four H Apparels Ltd. "B"
Initiative (BSCI)

5 Carter's Social Compliance Audit Four H Apparels Ltd. (91% (High Perf)

6 Accord/Alliance Status Four H Apparels Ltd 100% Remediation &

Waiting
for Certificate

7 Wal*Mart Responsible Sourcing Divine Design Ltd. "Green”

Audit

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8 Sedex Members Ethical Trade Divine Design Ltd. "Pass"
Audit (SMETA)

9 Sainsbury’s Divine Design Ltd. "Approved"

10 Primark Ethical Audit Divine Design Ltd "Approved"

11 Accord/Alliance Status Divine Design Ltd 100% & Certified

12 JC Penney Social Audit (SA) Nafisa Apparels Ltd Good

Compliance status plays major role in business of garments factory in whole over the
world. After the incident of Rana Plaza and Tazreen fashion Bangladesh has been
considered one of the most risky production base for garments. For avoiding such red
eyes of buyers and increasing stakeholder’s satisfaction Four H Group has achieved
many social compliance certification from from different institutions from time to time.
Where Four H group achieved green signal status from Phillips Van Heusen (PVH) CR
Audit JCPenney Social Audit (SA) and Wall Mart Responsible Sourcing Audit. Four H
Group got Accord/Alliance Status in 100% Remediation, Waiting Certificate, and
approval from Sainsbury’s and Primark Ethical Audit.

Table 2.3 Four H Group audit Result

Concerns name Total

evaluation
Four H Fashions Ltd. 153

Four H Lingerie Ltd. 99

Four H Intimates Ltd. 55

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 Four H Knittex Ltd. 20

Belamy Textile Ltd. 104

Badgetex Apparels Ltd. 92

Divine Design Ltd. 50

Alamode Apparels Ltd. 13

Four H Apparels Ltd. 12

Four H Dyeing & Printing Ltd. 07

Nafisa Apparels Ltd. Ongoing Process

Total Audit Summary 605

Four H Group is a well-known compliance factory that implements basic laws and
regulations of home and international organizations. ILO laws and tripartite agreement
concluded by Govt. of Bangladesh are enforced in the factory. The factory is determined
to live up to its reputation as a model in Bangladesh RMG sector. Compliance is
focusing on the welfare of the workers and ensures working in a non-hazardous,
environment friendly atmosphere.

Four H Group offers better service facility in which compliance dept. oversees to
happen/execute on ground. Compliance also keeps worker’s updating their knowledge on
this professional as well as their rights and obligations. The compliance department is
supervising every aspect of offering by Four H Group. An experienced and qualified
manager with trained team of workforce heads this department.

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CHAPTER THREE:
Conceptual Framework of Human
Resource Management

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3.1 DEFINITION OF HRM

Human resource management (HRM) is the process of employing people, training them,
compensating them, developing policies relating to them, and developing strategies to
retain them. As a field, HRM has undergone many changes over the last twenty years,
giving it an even more important role in today’s organizations. In the past, HRM meant
processing payroll, sending birthday gifts to employees, arranging company outings, and
making sure forms were filled out correctly—in other words, more of an administrative
role rather than a strategic role crucial to the success of the organization. Jack Welch,
former CEO of General Electric and management guru, sums up the new role of HRM:
―Get out of the parties and birthdays and enrollment forms Remember, HR is important
in good times, HR is defined in hard times‖ (Frasch, et. al., 2010).

It’s necessary to point out here, at the very beginning of this text, that every manager has
some role relating to human resource management. Just because we do not have the title
of HR manager doesn’t mean we won’t perform all or at least some of the HRM tasks.
For example, most managers deal with compensation, motivation, and retention of
employees—making these aspects not only part of HRM but also part of management.
As a result, this book is equally important to someone who wants to be an HR manager
and to someone who will manage a business.

According to the Ricky W.Griffin ―HRM is the set of organization activities directed at
attracting, developing and maintaining an effective workforce.

Gary Dessler (2014) defines ―Human resource management is the process of acquiring,
training, appraising and compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns‖.

3.2 HUMAN RESOURCE PLANNING

Human resource planning is the process by which an organization ensures that it has the
right number and kinds of people, at the right place, at the right time, capable of

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effectively and efficiently completing those ta sks that will help the organization achieve
its overall objectives ( Khan and Taher 2009).
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 (Werner and Desimone ,2011).
The main plan of human resource department is a good HR planning. HR planning, in
turn, involves job analysis and forecasting the demand and supply of labor. This
company also makes its HR planning for following reasons:

a. Supply of skilled work force is scarce compared to demand.

b. HR planning is required for rapid technological changes.
c. HR planning minimizes cost of recruitment & training.
d. Increase mobility of human resources has created management problem to retain
qualified employees.
e. Human resource planning can reduce wastage rate caused by labor turnover or
executive turnover.
f. Procedure and People friendly guidelines within companies.

3.3FOUR ROLES OF HR

To truly understand the field of Human Resources Management, one must consider and
accept the four basic roles of the HR functions, no matter how it's defined. Some of these
are already understood and others less so. These are as follows:
1. Compliance and enforcement
2. Management advocacy
3. Strategic partner
4. Employee advocacy

3.4 HR FUNCTIONS
The Actual Functions of HRM lies within the Value chain of an organization is of
Significance. It has been postulated by some researchers that the role of HRM within an
organization is significant in the firm’s ability to achieve its organizational objectives

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and develop sustainable competitive advantage with in the market place, which it
operates. This is achieved via the policies each firm enact, and the method it uses to
attract and retain the right employees for its need (Holland, act 2007). The HR function
can be thought of as having six menus, from which companies can choose the most
appropriate practices. (Decider and Kramer 2008, P58) state that each of these menus
refers to a particular functional area of HRM are Job analysis, Job design, Recruitment,
Selection, Training and development, Performance Management, Development of
Workplace Policies, Retention, Dealing with Laws Affecting Employment, Worker
Protection and Awareness of External Factors.

3.4.1 JOB ANALYSIS AND DESIGN

This refers to the process of getting detailed information about a job (De Cieri &
Kramar, 2008, P60), which could provide information for a variety of purposes,
including determining training needs, development criteria, and appropriate pay and
productivity levels ( Price, 2003, P362). Job design deals with making decisions about
tasks that will be required in a given job (De Cieri & Karmar, 2008; Hacker, 2003) There
are two specific elements to play here. The first concerns are need to meet the
organization’s needs in terms of productivity, achievement and quality. While the
second relates to the need of Individual employees and the requirement to provide them
with work environment that is challenging and rewarding (Amstrong, 2009; Campion,
Masker & Higgs 1993; Kozlowski & Bell 2003; Stewart 2006). The effectiveness of HR
practices requires that the job be clearly understood by both Jobholders and the
organizations activity pursuing this practice as an HR planning strategy are likely to gain
a competitive advantage (Anthony, Kacmar & Perrewe 2002; Dessler 2003)

3.4.2 EMPLOYEE RECRUITMENT AND SELECTION

Recruitment is creating the pool of candidates. Any process for which an organization
seeks applicants and attracts potential employees is called recruitment; selection refers to
the process by which an organization identifies those applicants with the knowledge,
skills, abilities, and other characteristics that will help it achieve its goals (DeCieri &
Karmer 2008, P30). The overall aim of the recruitment and the selection process is to

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obtain at minimum cost the number and quality of employees required to satisfy the
human resource needs of the organization (Amstrong 2003, P395) Employers try to
select and recruit the right candidates. At the same time, job seekers gather information
about organizations and current job offerings, because they cannot gain complete
knowledge of all alternatives and their potential characteristics, they rely on imperfect
signals (Chan & Kuok 2011). It has been noticed that organizations that want to fill their
vacancy very quickly or who are unwilling to have recruitment process such as job
analysis, are possibly less discriminating in the quality and quantity of candidates
(Carless 2007). While organizations who put effort in to the process of recruitment turn
on more search channels than organizations who do not (Russo, Rietveld, Nijkamp &
Gorte 2000). When the cost of a mistake in recruitment is high, organizations are more
discerning and the turnover of employees will increase (Chan & Kuok 2011)

3.4.3 EMPLOYEE TRAINING AND DEVELOPMENT

Training is not simply a means of arming employees with the skills they need to perform
their jobs; it is often deemed representative of an employer’s commitment to their work
force (Storey & Sisson 2003). Investment in training measures and the implementation of
development schemes are become increasingly acknowledged as vital elements of HRM
(Oakland & Oakland 2001), and studies across a wide range of industries and sectors
have all found a positive correlation between investment on training and employee
commitment (Basis & Buren 2001). For example, studies completed by Irving and
Thomas (1997) and marching ton and Wilkinson (1997) focus on employee commitment
among hospital administrators, nurses, service workers and clerical employees were
more committed to their jobs and their achievement of the objectives of the organization
when they felt that the company cared about their training and development needs. In
summary, appropriate training contributes positively to employee retention because it
makes employees feel recognized for their strengths, and it creates possibilities to
develop their qualities (Kyndt Et al 2009; Visser 2001)

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3.4.4 PERFORMANCE MANAGEMENT

Performance management is mainly concerned with the individual’s performance and

development. It is used to ensure that the employee’s activities and outcomes are
congruent with the organization’s goals (De Cieri & Karmer 2008, P61), by focusing on
future performance Planning and Improvement rather than on retrospective performance
appraisal (Armstrong, 2003, P481). This requires management to act as partners with in
framework in which they and the employee’s together can achieve the results required.
For 14 | P a g e this to occur managers need a clear understanding of the ways in which
performance appraisal can help the organization (Chelladurai, 2006)

3.4.5 DEVELOPMENT OF WORKPLACE POLICIES

Every organization has policies to ensure fairness and continuity within the organization.
One of the jobs of HRM is to develop the verbiage surrounding these policies. In the
development of policies, HRM, management, and executives are involved in the process.
For example, the HRM professional will likely recognize the need for a policy or a
change of policy, seek opinions on the policy, write the policy, and then communicate
that policy to employees. It is key to note here that HR departments do not and cannot
work alone. Everything they do needs to involve all other departments in the
organization. Some examples of workplace policies might be the following:

a. Discipline process policy

b. Vacation time policy

c. Dress code

d. Ethics policy

e. Internet usage policy

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3.4.6 RETENTION

Retention involves keeping and motivating employees to stay with the organization.
Compensation is a major factor in employee retention, but there are other factors as well.
Ninety percent of employees leave a company for the following reasons:

a) Issues around the job they are performing

b) Challenges with their manager

c) Poor fit with organizational culture

d) Poor workplace environment

Despite this, 90 percent of managers think employees leave because of pay (Rivenbark,
2010). As a result, managers often try to change their compensation packages to keep
people from leaving, when compensation is not the reason they are leaving at all.

3.4.7 LABOR/EMPLOYEE RELATIONS

The term 'employee relations' refers to a company's efforts to manage relationships

between employers and employees. An organization with a good employee relations
program provides fair and consistent treatment to all employees so they will be
committed to their jobs and loyal to the company. Such programs also aim to prevent and
resolve problems arising from situations at work. Employee relations programs are
typically part of a human resource strategy designed to ensure the most effective use of
people to accomplish the organization's mission. Human resource strategies are
deliberate plans companies use to help them gain and maintain a competitive edge in the
marketplace. Employee relations programs focus on issues affecting employees, such as
pay and benefits, supporting work-life balance, and safe working conditions.

3.4.8 DEALING WITH LAWS AFFECTING EMPLOYMENT

Human resource people must be aware of all the laws that affect the workplace. An
HRM professional might work with some of these laws:

a) Discrimination laws

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 b) Health-care requirements

c) Compensation requirements such as the minimum wage

d) Worker safety laws

e) Labor laws

The legal environment of HRM is always changing, so HRM must always be aware of
changes taking place and then communicate those changes to the entire management
organization.
3.4.9 WORKER PROTECTIONS

Safety is a major consideration in all organizations. Oftentimes new laws are created
with the goal of setting federal or state standards to ensure worker safety. Unions and
union contracts can also impact the requirements for worker safety in a workplace. It is
up to the human resource manager to be aware of worker protection requirements and
ensure the workplace is meeting both federal and union standards. Worker protection
issues might include the following:

a) Chemical hazards
b) Heating and ventilation requirements
c) Use of ―no fragrance‖ zones
d) Protection of private employee information

3.4.10 AWARENESS OF EXTERNAL FACTORS

In addition to managing internal factors, the HR manager needs to consider the outside
forces at play that may affect the organization. Outside forces, or external factors, are
those things the company has no direct control over; however, they may be things that
could positively or negatively impact human resources. External factors might include
the following:

a) Globalization and offshoring

b) Changes to employment law

c) Health-care costs

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 d) Employee expectations

e) Diversity of the workforce

f) Changing demographics of the workforce

g) A more highly educated workforce

h) Layoffs and downsizing

i) Technology used, such as HR databases

j) Increased use of social networking to distribute information to employees

For example, the recent trend in flexible work schedules (allowing employees to set their
own schedules) and telecommuting (allowing employees to work from home or a remote
location for a specified period of time, such as one day per week) are external factors that
have affected HR. Human Resource Management has to be aware of these outside issues,
so they can develop policies that meet not only the needs of the company but also the
needs of the individuals. Another example is the Patient Protection and Affordable Care
Act, signed into law in 2010. Compliance with this bill has huge implications for HR.
For example, a company with more than fifty employees must provide health-care
coverage or pay a penalty. Currently, it is estimated that 60 percent of employers offer
health-care insurance to their employees (Cappelli, 2010).

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CHAPTER FOUR:

Findings and Discussions

Page | 22
4.1 BELAMY TEXTILES LTD. AT A GLANCE

FACTORY BELAMY TEXTILES LTD.

NAME
Address Khowajnagar, Azim Para, Karnafully, Chittagong, Bangladesh
Website http://fourhgroup.com
Legal Status Private limited Company
Operation Types Manufacturing
Nature of 100% private ownership
Ownership
Nature of Foreign Direct Investment
Investment
Factory Space 2 acres
Machineries 1430
Swing line 50
Total Manpower 2350
Production 1.5 million pieces per month
volume
Purpose of 100% export oriented
Production
Products item Knit product (Molded, Sports/Casual, T-shirt, Top-bottom set/Shelf
cami/pant, Boxer)
Market Europe, North and Central America, Australia and Middle East
Exporting UK, USA, UAE, Canada, Australia, France
Countries
Working Hours 8:30 am to 6:30 pm
for staffs
Working hours Shift A :6.00 am to 3:00 pm. Break time: 11.00am-12.00pm
for labor
Shift B: 3:00 pm to 12:00 am, Break time: 800pm-9.00 pm
Nature of Both labor and capital intensive
company
Workers Union / Participation Committee
Council
Working Friendly
Environment
Fire extinguisher, Two-way entry, Evacuation plan, Preventive mask
Security measures
& hand gloves, Firefighting demonstration in every 6 months.

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Belamy Textiles ltd. is one of the most succeding textiles productions house of Four H
Group. It has been established in the year of 2007 at Khowajnagar, Azim Para,
Karnafully, Chittagong, Bangladesh. It is 100% Private limited company founded by
foreign direct investment. Belamy Textiles Ltd. is holding both labor and capital
intensive attitude. Having 2 acres of factory space, 1430 Machineries, 50 sewing line,
2350 work force it has production capacity of 1.5 million pieces per month. They have
been producing verities of items likes knit product (Molded, Sports/Casual, T-shirt, Top-
bottom set/Shelf cami/pant, Boxer. It has wide Market in Europe, north and Central
America. Since it has no trade Union, participation committee taking care of workers’
rights.

4.2 DEPARTMENTAL EMPLOYEE OF BELAMY TEXTILES LTD.

Table: 4.2 Department and employee of Belamy Textiles Ltd.

Department Employees

Office Management 88

IE department 15

IT Department 03

Finance & Accounts 02

Cutting 120

Sewing 1493

Embroidery and design 6

Quality Control 272

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 Finishing 257

Store keeping 45

Molding 09

Maintenance 32

Sample and Pattern 08

TOTAL MANPOWER 2350

4.3 HRM PRACTICE OF BELAMY TEXTILES LTD.

In each sector, workers are most essential part to run it. To maintain these people, a
company has Human Resource Department such as Belamy Textil es Ltd. Human
Resource department has to do many important works, which are not directly related
with production but very crucial for production. Belamy Textiles Ltd. started its function
with 300 workforces in 2007. Presently, the total number of employees is around 2350
full time employees. Among the employees, about 65% are women and 35% are men.
However, day-by-day Human Resource Department of Belamy Textiles Ltd is being rich
and having great importance to manage the Human Resource properly. Belamy Textiles
Ltd. is routinely performing the most important functions of HRM to manage and
develop the Human Resources to achieve the organizational objectives effectively and
efficiently.

4.4 RECRUITMENT PROCESS OF BELAMY TEXTILES LTD.

The executives are generally selected by Managing Director and or executive directors
on proper enquiry about academic qualification, practical experience, age etc. and
sometimes, on influence from kith and kin. Internal recruitment can provide the most

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cost-effective source for recruits if the potential of the existing pool of employees has
been enhanced through training, development and other performance-enhancing
activities such as performance appraisal, succession planning and development centers to
review performance and assess employee development needs and promotional potential.
Increasingly, securing the best quality candidates for the company relies on external
recruitment methods. Rapid changing business models demand skills of experiences,
which cannot be sourced or rapidly enough developed from the existing employee base.
This may involve a range of support services, such as; provision of CVs or resumes,
identifying recruitment media, advertisement design and media placement for job
vacancies, candidates ‟response handling, short listing, conducting aptitude test,
preliminary interviews or reference and qualification verification‖
The organization advertises its requirements in the daily newspaper and sometimes in
front of the factory gate. Then, it takes a written and viva exam from the selected
applicants. Then according to merit and quality, the appropriate applicants are appointed
in the right post. Selection is affected sometimes due to nepotism in the industry.
Workforce is one of the vital elements for labor-intensive industries along with land,
capital, and entrepreneurship. Selection and recruitment of proper workforce is an
important task for the organization, which was performed by the personnel department
earlier. Now Human Resources Department in the large organizations has replaced
Personnel Department.
Hence, Recruitment of workers and employees is defined as the process of seeking
and attracting a pool of people from which qualified candidates for job vacancies can be
chosen. In Belamy Textiles Ltd. HR Department maintains three categories of workers
such as X (top-level managers), Y (Executives and supervisors) and Z (workers).

4.4.1 Motto of Workers recruitment policy

✔ Assuring security.
✔ In-time delivery.
✔ First time quality assurance.
✔ Utilizing the assets properly.
✔ Transparent activities
✔ Honesty, discipline and regularity assurance

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4.4.2 FORMATION OF RECRUITMENT COMMITTEE

General Manager

Assistant General Manager

Head of Each Head of Each Medical Welfare Officer

Section Section Officer

Figure 4.1 Formation of Recruitment Committee

Table: 4.3 Forms & Responsibilities of Recruitment Committee

CONTENTS RESPONSIBILITIES
Primary approval of applicant’s recruitment letter, approval of job
AGM applicant, Final selection, and assurance of worker pays scale and
grade.

Advertisement posting, assurance of qualification, skill,

FM experience at each stage of recruitment process based on
transparency so that no illegal activity to be not occurred, approval

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 of worker pays scale and grade at absence of AGM.
Selection of candidate, Determination of payment, section
AM selection, and final approval of appointment letter.
(compliance)

All department Propose applicant grade scale.

head

Welfare officer Applicant selection, evaluation, document verification

Medical officer Physical Fitness Check

Security Maintain discipline in time of recruitment

4.5 SELECTION PROCESS OF EXECUTIVE AT FOUR H GROUP

Advertisement

Resume Received

Resume Screening

Call for assessment

In person Interview

Background and
reference Check

Decision and Job offer

Figure 4.2 Executive Selection Process at Four H Group

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HR department normally give circular in BD jobs and other online job portal. After receiving
CV through e – mail an HR executive whose job title is HRG (Talent Acquisition) start
screening all the CV it has received. At the initial screening, he/she reject CV, which he may
think not fit for the organization. During the screening process, he/she discuss with the
senior executives and take their opinions. They make call to the candidates to appear for the
written assessment. Candidates who passed in written assessment are called for the
interview. Senior HR executive and other two members of HR team conduct an initial
interview and after that, candidates are sent to the Head of HR Admin & IR who take
another interview. After the two-interview session, 3 to 5 candidates are sent to the line
manager who did the final selection. Sometimes line manager may reject all the candidates,
in this case the HR executive has to make further call to the remaining potential candidates.
Sometimes they reject overqualified employee because they have a tendency to frequent
switching the job, which will increase the turnover rate of the company. Except few pitfalls,
their recruitment system is almost fair and justified. Factory do not have right to directly
select employee without the prior approval from head office.

4.6 RECRUITMENT PROCESS OF WORKER AT BELAMY

TEXTILES LTD.
Workforce is the most valuable asset of any particular Business organization. Belamy
Textiles ltd. is very much concern about recruitment and selectin of workers.labour
market of Bangladesh is vast with unskilled and uneducated people. Here ots almost
difficult find out skilled people at hand all the time, here. Belamy hires workers in the
following way;

Job advertisement

Taking CV

Call for interview

Background Check

Job offer

Figure 4.3 Workers Selection Process at Belamy Textiles Ltd.

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4.7 TRAINING AND DEVELOPMENT OF EMPLOYEES

In Belamy Tektites Ltd, Training consists of planned programs undertaken to improve

employee knowledge, skills, attitudes & social behavior. How much training needs is defined
in the following way?

Training needs = Desired performance - Actual performance

Sometimes Belamy Tektites Ltd. arranges training for weak workers who has to work
with machinery that will contribute to Belamy Textiles Ltd. Industrial goals. As the
structure of organizations continues to change through downsizing or expansion the need
for training and development programs continues to grow. Improving or obtaining new
skills is part of another area of HRM known as training and development. Training
focuses on learning the skills, knowledge and attitudes required to initially perform a job
or task or to improve upon the performance of a current job or task, while development
activities are not job employee’s horizons.

Training at Belamy Textiles Ltd. Sister Concern of Four H Group:

a) Fire Fighting Training.

b) Preventing accidents through safety training.
c) Providing supervisory training & executive education.
d) Orienting and informing employees.
e) Induction Training.
f) On the job training.
g) Technical training.
h) Leave training.

4.8 TNA PROCESS AT BELAMY TEXTILES LTD.

Training Needs Assessment‖(TNA) is the method of determining if a training need exists

and, if it does, what training is required to fill the gap. TNA seeks to identify accurately
the levels of the present situation in the target surveys, interview, observation, secondary
data and/or workshop, TNA of Belamy Tektites Ltd. consists of eight steps:

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 Management Sanction

Key Task & Associated hazards

Primary Data Collection

Skill Rating & Gap Analysis

Determining Training

Determining Departmental TNA (DTNA)

Developing Training Plans

Approval & Review of TNA

Figure 4.4 Eight Steps TNA of Belamy Textiles Lt

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4.8.1 Methods of Training Needs Assessment (TNA)

Training is essential for all levels of employees for increasing their knowledge and work
ability. The company uses some methods for determining the training needs assessment.
Moreover, these methods are as follows:

Training need Assessment

Survey Interview

Observation Policy Record

Records Questionnaire

Figure 4.5 Training Need Assessment

To develop up-to-date necessary skills and improve performance of employees Belamy

Textiles Ltd. conducting Training needs assessments since 2015. They have many ways
to assess the training needs of the employee and workers. for the executives and top level
management they have Interview techniques, policy records, questionnaire and
observation. They use survey, observation, records and interview for find out the training
needs of workers.

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4.9 Developing Training Plan:

Taking inputs from the training needs of individuals, Yearly training plan is developed
considering following training categories.

Table: 4.4 Different types of trainings and learnings

Training Category Training Topics

a) First aid and Induction training.
b) Accord (infrastructure and fire safety
record training).
c) Training on work environment and
EHS (Environment, Health
cleanliness.
and Safety) d) Work-place discipline and attendance.
e) Environmental emergency situation and
safety training (plan, protocol and team).

a) Training on technical skill, such as-safe

machine operating training materials.
b) Training on anti- corruption
acknowledgement.
Skill Development
c) Training on behavioral skills.
d) Weight lifting training

a) Restricted area security training (Illegal

transshipment, human trafficking)
b) Product integrity training
CTPAT
c) Threat awareness training (bribe,
smuggling, theft, harassment etc.)
a) Working hour
b) Worker welfare
c) Equality policy

Social Compliance d) PC committee training

e) ILO convention

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4.10 Performance Appraisal

Belamy Textiles Ltd. uses 2 techniques for performance appraisal of employees. These
techniques are as follows:
1. ACR (Annual Confidential Report)
2. Joint Appraisal

In joint appraisal there are two parties. Party A is appraiser and party B is Apprise. The
process of the appraisal form is concluded with the joint signature of appraiser and
appraise unless otherwise it goes to the next level for mutual constant.

The parameters of the performance appraisals are:

❖ Work Confirmation
❖ Salary increment
❖ Special salary increment

❖ Promotion

4.11 Compensation package at Belamy Textiles Ltd.

Compensation (payment in the form of hourly wages or annual salaries) and benefits
(insurance, pensions, vacation, modified workweek, sick days, stock options, etc.) can be
a catch-22 because an employee's performance can be influenced by compensation and
benefits, and vice versa. In the ideal situation, employees feel they are paid what they are
worth, are rewarded with sufficient benefits, and receive some intrinsic satisfaction
(good work environment, interesting work, etc.). Compensation should be legal and
ethical, adequate, motivating, fair and equitable, cost-effective, and able to provide
employment security.

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4.11.1 Compensation Package of Workers at Belamy Textiles Ltd.

Table: 4.5 Compensation Package of workers at Belamy Textiles Ltd.

Indexes Description
say 8000 is the minimum wage.so basic
Base Pay pay=8000-1850/1.2

Medical Allowance Fixed 600 Taka per worker.

Food Allowance Fixed 900 Taka per worker
Transportation Allowance Fixed 350 Taka per worker
House Rent Allowance (HRA) 2050 Taka per worker (50% of Base salary)
Overtime Allowance 4100/208=19.71*2=39.42 taka per hour.
Attendance bonus 1500 taka
Festival bonus is equal to worker’s base
pay. 2 festival bonuses are given during
Festival bonus Eid-UL- Adha and Eid-UL- Fetor. Non-
Muslim are given same amount as festival
bonus at once.
No deduction for earned leave.
Salary deduction 4100/30=136.67-taka deduction for per day
absence or unearned leave.
Last 3 months present working
Amount of maternity Benefit Days = Payable amount per day*112days
(maternity leave day)/2-Stamp (10 taka).

4.11.2 Compensation Package of Executives at Belamy Textiles Ltd.

Now a days many of Bangladeshi companies are start to provide employee benefit to
create a good work environment. As per Labour code-2006 RMG sector is provide
these types of benefits may include maternity benefit, Provident Fund, Profit bonus,
Festival bonus, attendance Bonus, incentive, Group insurance (health, dental, vision, life

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etc.), disability income protection, retirement benefits or Service benefit, daycare, dining
facility, tuition reimbursement, Earn leave, sick leave, vacation (paid and non-paid),
funding of education, as well as flexible and alternative work arrangements. However,
belamy Textiles Ltd. is not providing all the benefits to the executive. Here are the
compensation package of Belamy textiles Ltd.

a) Base Salary
b) Maternity Benefits
c) Profit Sharing
d) times Festival bonus
e) Disability income protection
f) Service Benefits
g) Transportation facilities
h) Medical Expenses upto certain limit
i) Performance Bonus

4.12 Labor Law Practices at Belamy Textiles Ltd.

Belamy Textile Ltd. has a strong and labor friendly environment as it has a rich Human
Resources Department. Human Resources Department tries to follow the below
mentioned labor laws as per Bangladesh Labor Code 2006.

Table: 4.6 Calculation of working hours

Daily Weekly Monthly

Working hours working working working Overtime
Hours hours Hours
Shift: A 6.00 am-3.00 pm
(11am-12pm for Daily 2
work break) hours,
Up to 8 48 hours 208 hours
weekly 12
hours per
Shift: B 3pm-12pm (8pm- hours
day.
9pm for work
break)
Night
Shift for No women Shall be allowed or entitled to work between 10.00 pm to 6.00 am
Women without her consent in the factory.

Page | 36
 Table :4.7 Leave and Holiday at Belamy Textiles Ltd.

Weekly Annual Sick Casual Festival Maternity Earned

Holiday leave Leave leave Holiday leave leave
For adult 14 days in 10 days in 11 days 16 weeks One day for
Friday 1day for a calendar a calendar in a (8 weeks every 18
every 18 year. year. calendar before and days of
and for year. 8 weeks work.
adolescent after the
worker 1 delivery).
day for
every 15
day.

4.13 Equal Employment Opportunity Requirements

Belamy Textiles Ltd. exhibits equally respect to all the people. It does not show partiality in
its daily activities. It follows the following policies and expects co-operation of all:
1. Employment, salary and wages, advance payment, retirement etc. depends on workers
educational qualifications, experiences & skills. There is no discrimination in case of
religion, race, gender, region etc.
2. It follows the local laws and also displays respect to local laws.
3. The application of candidates is evaluated impartially.

4.14 Classification of Workers

According to Section-4 of Bangladesh labor code of 2006 classifies the workers into the
following classes:
❖ Apprentices
❖ Badlies (transfer of workers)
❖ Casuals
❖ Temporary
❖ Probationer and
❖ Permanent

Page | 37
But Belamy Textiles Ltd. has only three types of workers. They are:
1. Temporary,
2. Probationer and
3. Permanent
These terms of classification have been properly defined in the present legislation.
Wages and allowances.

1. Temporary workers:
When a worker is employed purely for a temporary in nature then he/she is regarded as a
temporary worker.
2. Probationer workers:
A worker is employed on probation for a fix time with a view to filling up a permanent
vacancy.
3. Permanent workers:
A worker is employed to fill up a permanent post or when a probationer completes her/his
probation period in an establishment.

4.14.1 Probationary period

Probationary period of the managerial post for the employer in Belamy Textiles Ltd. is as
follows:

a) Six months for the worker employed in clerical activities

b) Three months for other workers

c) If the employment of a probationer expires during the probation and if

the same person is re-employed under the same employer within next
three years of such employment shall be treated, as a probationer and the
previous period of probation shall be calculated with in new period.

d) If a permanent worker starts a new job as a probationer, then during that

period of probation he can be shifted to her/his permanent post during the
subsequent period of probation

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4.15 Transfer Process.

Belamy Textiles Ltd first takes the decision to whom will be transfer from one job duty
to another job duty. Then issuing transfer letter to him and make announcement. Sent
mail to everyone about the transfer of that employee and socialize every new colleague
and orient with new job duty and responsibility. Then conduct induction program
Belamy Textiles Ltd transfer their employees through following way:

Transfer decision

Issuance of transfer
letter

Announcement

Mail sent to Transfer

unit

Socialization

Orientation

Induction Program

Keep records

Figure 4.5 Transfer Process of Belamy Textiles Ltd.

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4.16 Absenteeism scenario at Belamy Textiles Ltd.

The target of HR department is to keep manpower absenteeism below 5%. Its manpower
absenteeism rate from June 2020 is given below:

Table:4.8 Absenteeism scenario At Belamy Textiles Ltd

SL. Month Absence (%) Change

1 March 4% Reduced
2 April 8% Increased
3 May 11% Increased
4 June 7% Reduced
5 July 4% Reduced
6 August 3% Reduced
Total 6 months = 37% (increased)

Monthly average rate of absence at Belamy textiles Ltd. = %

= 6.16%

Absentism scenario at belamy textiles ltd. is quite high in recent times. due to
coronavirus outbreak in whole over the world managment and workers of belamy textiles
were very much concerned about protection of the employees . Lack of legitimate
sources of information many workers had to go through many difficulties. In April the
absentism rate at belamy Textiles ltd were started to increase. In May the rate was the
highest about 11% ot total workers. After te end of april absentism rate is goinig lowered
to 7%, 4% and 3% consecutively in the month of June , July and August.

4.17 Discipline Management

Organizations are created and maintained through certain rules and regulations. Every
organization has an association of people who are engaged to do various jobs under certain
rules regulations, procedures and code of conduct. Without these rules and regulations, the

Page | 40
organizations cannot function or survive. The objectives of rules, regulations, procedures and
code of conduct are meant for organizational discipline to achieve its ultimate objectives.

Table: Different Punishment styles:

Minor Punishment Major Punishment

a) Oral or verbal warning

b) Writing warning a) Dismissal or Discharge
c) Suspension Demotion
d) Removal b) termination
e) Stopping promotion for not more
than one year
f) Stopping salary rise for not more
than one year
g) Improvement of Fine

4.18 Discharge from service

A worker may discharge from service for reasons of physical or mental incapacity or continual ill
health certified by a registered physician.

No order of dismissal for misconduct shall be made unless-

a) The allegations against him are recorded in writing.

b) He is given a copy thereof and not less than 7 days’ time to extent.
c) He is given personal hearing if such a prayer is made.
d) After enquiry he is proved guilty.
e) The employer or the manager approves of such order.

Procedure of major punishment (Dismissal)

The first stage (Framing and issuing of charge sheet): Issuance of ―charge sheet‖
specifying the allegations of misconduct giving date and time of occurrence and not less
than 7 days’ time to explain in writing.

The Second stage (consideration of explanation): At this stage, the explanation given
by the worker concerned is to be examined. The worker may admit or refuse the charges

Page | 41
and may not even reply. If the explanation given is satisfaction the matter may be
dropped at this stage.

The Third stage (Formation enquiring committee and issue of enquiry notice): At this
stage notice of holding enquiry specifying the name of enquiry officer, date, time and
venue of enquiry is to be intimated to the worker concerned. The notice must also
mention that he will be allowed full opportunity to defend himself by examining witness
and that failure to attend the enquiry may lead to expert decision.

The Fourth stage (Proper domestic enquiry): At this stage the domestic enquiry is
conducted when the charges against the worker should be fully explained to him. While
the principle of natural justice should be followed, statement of the accused and witness
must be recorded in writing by the enquiry officer and duly signed in presence of the
accused. He must also be allowed to defend himself by examining his witness and cross-
examining employer’s witness.

The Fifth stage (Report of the enquiry officer): At this stage the manager considers the
finding of the enquiry and decide the punishment, if any to be given. In awarding
punishment, the manger must take into account the gravity of the offence, his past
service records and extenuating circumstances.

The Sixth stage (Awarding & delivery of punishment order): At this stage the
concerned employee is informed of the punishment decided by the management in
writing. In case of major punishment, like dismissal, letter should be sent by registered
post with acknowledgement due at the last known address with another copy being
displayed at the notice board.

Nature of Grievance:

Grievance is a state of dissatisfaction, expressed or unexpressed, written or unwritten,

justified or unjustified, having connection with employment situation.

Grievance procedure for dismissal:

1) Any individual worker including a person who has been dismissed, discharged,
laid –off or otherwise removed from employment who has a grievance to his

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 employer, in writing by registered post within 30 days of the occurrence of the
cause of grievance.
2) The employer shall, within 15 days of receipt of such grievance, enquiry into the
matter, give the worker concerned an opportunity of being heard and
communicate his decision in writing to the said worker.
3) If the employer fails to give a decision under clause (2) or if the worker is
dissatisfied with such decision, he may make a complaint to the labor court
having jurisdiction in writing within 30 days from the date of the decision.
4) In deciding the matter, the court may pass such orders including orders regarding
cost, as it may deem just and proper and it may, in appropriate cases, require, by
such order, the reinstatement of the complainant and such order shall be final.
5) Any person aggrieved by an order of court may within 30 days of such order, file
an appeal to the Appellate Tribunal and the decision of the Tribunal shall be final
6) No court fee shall be payable for filing a grievance or appeal in the court.

4.19 Compliance practice:

Compliance means compliance of local law. It ensures the buyers interest, workers
interest, local interest such as human rights, legal rights, good working condition, health
security, minimum wages and right collective bargaining of the workers of the industry.
Compliance means obedience to rules and regulations of an organization by its members.
Compliance with all applicable national laws and regulations, Industry minimum
standards, ILO and UN conventions and any other relevant statutory requirement
whichever requirements are more stringent. Compliance is the state or act of conforming
with or agreeing to do something. Compliance is very important for industry. If a
supplier fails to meet the requirements of the Business Social Compliance Initiative
(BSCI) code of conduct and if no solutions can be agreed upon and implemented within
a reasonable amount of time, a BSCI member may choose to halt current production,
cancel corresponding contracts, suspend future contracts and / or terminate the business
relationship with the non-conforming supplier.

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4.20 Health, Safety and Security at Belamy Textiles Ltd .
Belamy Textiles Ltd. Provides a greater emphasis on health, safety and security of the
worker.

Cleanliness: The factory is kept clean and free from effluvia, arising from any drain,
privy or other nuisance. Sufficient numbers of cleaner are employed to keep the factory
neat and clean. The floor of every worker room shall be cleaned at least once in every
week by washing.

Ventilation and temperature: Effective measures are undertaken in the factory for
securing and maintaining in every workroom adequate ventilated by the circulation of
fresh air.

Artificial humidification: If the humidity of the air is artificially increased, the water
used of the purpose has been taken from a public supply or other source of drinking
water or it is effectively purified before it is used.

Lighting and Overcrowding: No workroom in the factory is overcrowded to an extent

injurious to the workers therein. In every part of the factory where workers are working
or passing, there has been provided and maintained sufficient lighting.

Drinking water: Effective arrangement has been made to provide and maintain at a
suitable point conveniently situated for all workers employed therein a sufficient supply
of wholesome pure drinking water.

Latrines and urinals: Sufficient latrines and urinals of prescribed types are provided to
workers. Enclosed latrines and urinals are provided separately for male and female
workers.

Fire extinguisher & Fire alarm or Fire drill: There are two type of fire extinguisher
existed such as ABC dry powder and CO2. There is fire alarm system existed and
worker are trained regularly. Every month fire drill is held to aware the workers.

Security guard: A sufficient number of security guards are employed to secure the
factory and workers. Sufficient number of emergency entrance and exit are existed in
this factory. Mask, hand gloves, eye guard and ear plug are provided to the workers.
secure themselves.

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CHAPTER FIVE:
SWOT ANALYSIS OF BELAMY
TEXTILES LTD.

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SWOT stands for (Strengths, Weaknesses, Opportunities, and Threats) and so SWOT
Analysis is a technique for assessing your business in four aspects. You can use SWOT
Analysis to make the most of what you've got, to your organization's best advantage and
you can reduce the chances of failure, by understanding what you're lacking, and
eliminating hazards that would otherwise catch you unawares. Better still, you can start
to craft a strategy that distinguishes you from your competitors, and so compete
successfully in your market. My industry visit was only for couple of minutes. Analyzing
such a big factory is quite tough for me though i am trying to figure out SWOT of
Belamy Textiles Ltd.

5.1 Strategy Formulation on SWOT Analysis

Strengths (S) Weaknesses (W)

1. SMART Management 1. Centralized decision

team. 2. Lack of
2. top priority to the Promotional
activities.
protection and security.
Internal 3. Lack of information
3. Sophisticated Production in website.
Factors Unit. 4. Absence of
4. Large Factory premises. corporate culture.
5. International certification 5. Lack of required
and recognition. number of
6. Strong Supply Chain executives.
6. Lack of well-
External network.
designed training
Factors program and trainer.
7. Lack of dedicated
labor force.

Opportunities (O) SO STRATEGY WO STRATEGY

Maxi-Maxi Mini-Maxi
1. Increasing global
demand for textiles.  Can increase volume  Discover new
2. Increasing global of production and market and enrich
demand for textiles discover new market. website with
(S1,S3,S4,S6+O1,O2, information.
Subcontinent.
O3, O4) (W2,W3 ,W4,W6
3. Export opportunity +O2,O3,O4, O5 )
in Japan and CIS
countries.

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 4. Consistent Growth
in the market.

Threats (T) ST STRATEGY WT STRATEGY

Maxi-Mini Mini-Mini
1. High turnover rate.
2. Internal politics  More Focus on  More focus on
between workers and employee relation and increasing volume
manager. practice of corporate of margin and
culture. ensure
3. lack of uninterrupted
sustainability,.
utility supply.
4. Automation technology (W3,W5,W7+T1,T2,T4,T6)
5. Absence of corporate (S1, S3, S4 ,S6+T2,T4,T5,T6 )
culture.
6. Technological
Ignorance.

Figure 5.1 Strategy Formulations on SWOT Analysis

5.2 Evaluation
Strategic option one: Can increase volume of production and discover new market.
Arguments in favor of increase volume of production and discover new market.
1. SMART Management Team.
2. Sophisticated Production Unit.
3. Large Factory premises.
4. Strong Supply Chain network.

Argument against increase volume of production and discover new market.

1. Have to expense more amount of money.
2. New market may difficult to find.
3. Need more skilled workforce.
4. Extreme competition in the market.

Strategic option two: Discover new market and enrich website with information.
Arguments in favor of Discover new market and enrich website with information
1. Information is the driving force of todays business.
2. Buyers visit website for more information

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 3. To reach new clients
4. to enjoy competive advantage.
5. To lower down the cost of production.
Arguments against Discovering new market and enrich website with information.
1. Lack of high quality inbound logistics
2. Unfavorable trade policy
3. Face new kinds of challenges in marketplace.
4. Need to create new infrastructural structure.
5. it incur huge amount of money
6. Lack of qualified tech people.

Strategic option three: More Focus on employee relation and practice of corporate
culture. Arguments in favor of strategic option three are;
1. To reduce employee turnover rate.
2. Increase relationship between workers and management.
3. Achieve substantial competitive advantage.
4. Respect the organization
5. increase employee satisfaction.

Arguments against the strategic option three are in the following;

1. You cannot fully satisfy employee.
2. Politics cannot be erode from organizations.
3. Competitive advantage may not be achieved
4. Need huge investment
5. Lack of corporate Trainer.
Strategic option Four: More focus on increasing volume of margin and ensure
sustainability. Arguments in favor of more focus on More focus on increasing volume of
margin and ensure sustainability.
1. Without margin business can’t grow.
2. To enjoy substantial economy of production
3. Margin indicate future growth
4. Lowering the administrative cost associated with production.
Arguments against focus on more focus on increasing volume of margin and ensure
sustainability.
1. Need infrastructural development
2. Need great customer base
3. it requires time.

5.3 Strategy Choice

Criteria selection of a strategic option:

 SMART management team

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  Competitive advantage
 Good Relation between Management and Workforce
 Profitable and sustainable relationship with buyers
 Creation of new employment opportunity and
 Proper use of abundant labor in our country.

If the reporter is allowed to choose a strategic option of the above mentioned, it is meant
to take the strategic option 4. It makes sense that Belamy Textiles limited more focus on
automation technology and graving new market to ensure sustainability and profitability.
So that it can utilize its factory premises and ensure its market along with sustainability
and profitability. Besides these, SMART management team and modern factory outlay
can be worth mentionable.

5.4 Strategy Implementation

Implementation of strategic option one

 Need to invest huge amount of capital

 Increase promotional activities
 Development of website with enough information.
 Grab new market in Europe and japan.
 Need to ensure smooth supply chain management
 Recruitment of skilled and talented labor force
 Maintaining sustainable relationship
 Delivering quality products on time

5.5 Strategic Control

If all the required supports are given in time its quite difficult implement correctlt all the
time. Belamy textiles Ltd need to follow up its strategy and to take corrective measures if
needed. Deviation is the exception either positive or negative. Hope Belamy Textile Ltd
comes up with excellence and consisting growth.

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CHAPTER SIX:
PROBLEMS, RECOMMENDATIONS
& CONCLUSION

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6.1 Problems of Recruitment and Selection

Belamy Textiles Ltd. A Sister concern of Four H Group is having many problems
regarding Recruitment & selection of workers and employees. After observation and
Talking with their HR Executives it’s Clear to me that a sound corporate culture is not
nurtured by Four H Group in Every Production House like; Belamy Textiles Ltd. Some
notable problems of Recruitment and Selection process are following here;

a. Fail to Attracts top Talents.

b. Technological Misalignment.

c. Job Vacancy are not Posted in their Website.

d. Campus recruitment has not yet emerged in this company.

e. Not fair Practice of recruitment and selection process .

6.1.1 Recommendations

To improve the chances of winning the hearts of the right applicants, Four H Group Can
work on developing and promoting its employer brand image. Recruiting professionals
and hiring managers need to respond with the speed that people have become
accustomed to in their everyday lives. If you’re still using manual or outdated processes,
you risk losing a prized applicant to another employer. HR Team of Belamy textiles Ltd.
Can use Applicant Tracking System (ATS) to transform their recruiting efforts. An ATS
can make your organization more efficient and productive when it comes to attracting,
reviewing, and selecting future employees. Sure, to be addressed;

1. Ensure Corporate culture.

2. Clarity of candidate-facing messaging, including a branded careers page.
3. User experience from the application process perspective.
4. Increase promotional activities

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6.2 Problems Regarding Compensations and Benefits

1. Company offers very minimum base salary.

2. Salary reduction is not justified.

3. Compensation package is not lucrative.

4. Salary difference between labor and executives is very high.

5. Executive perquisites and workers incentives are not paid.

6.2.1 Recommendations

Compensations and benefits are one of the saddest things in the textiles industry in
Bangladesh. Belamy Textiles Ltd. Offers very minimum salary the worker that does not
enough for their daily livelihood. Since, Company generating more revenue and profit
through the blood of workers it should offer standard salary so that they can live in better
way. To motivate employees’ fair and equitable remuneration and benefits package
should be given on the basis of their performance. Wage/ salary gap between different
groups of employees should be rearranged.

6.3 Other Mentionable problems Of Belamy Textiles Ltd.

.
a. Their promotion system is not fair.
b. Frequency of labor turnover is high.
c. Absenteeism rate are high.
d. Absent of Trade Union.
e. Job variation of personnel manager.
f. Unskilled Workforce.
g. Lack of coordination between managements and Line manager.
h. Lack of provident fund facilities.

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6.4 CONCLUSIONS

It was a great opportunity for me to complete my Internship on this company and acquire
a Practical know how of Human Resource Management Practice in the company. I have
learned a lot regarding Human Resource Management activities like, recruitment,
selection, training, fair performance management system, compensation and compliance
management etc.

During my internship, I see that the managing people is more difficult than the
managing machine because different people have different needs and these are the
responsibilities of HRM department to satisfy the needs of each individuals. I had
enjoyed working with the HRM team where I got to see the real-life experience along
with wonderful human beings.

At last, I can say that the management portion of all departments (HR and admin,
quality, Production, Marketing, commercial, etc.) of Belamy Textiles Ltd. is performing
its job efficiently. In fact, the all departments are most important equally to increase the
productivity by low cost and to maintain the well reputation.

The organization is maintaining a high-quality environment in accordance with the Labor

act of Bangladesh. At last I can realize that proper exercise of HRM practices can lead an
organization towards the pick of achievement and create itself as a benchmark.

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6.6 APPENDICES

TROPHIES:

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EXTERNAL ENGAGEMENT OF FOUR H GROUP

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SOME CERTIFICATE OF ACHIVEMENT AND APPRECIATIONS

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OUR LABORATORY:

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References

DeCenzo, D. A., & Robbins, S.P, Human Resource Management (10th edition). New

Delhi: Wiley India Pvt. Ltd.

Dessler, G. (2014), Human Resource management (12th edition), (S. yagan, Ed.) New

Jersey, USA: Pearson Education, Inc.

Khan, D.A. & Taher, D.A (2018) .Human Resource Management and industrial relation

(5th edition). Dhaka: Abir publications.

Robbins, S.P. & Coulter, M. (2012). Management (11thEdition). UK: Pearson Education

Limited.

Cappelli, P., ―HR Implications of Healthcare Reform,‖ Human Resource Executive

Online, March 29, 2010, accessed August 18, 2011

Frasch, K. B., David Shadovitz, and Jared Shelly, ―There’s No Whining in HR,‖ Human

Resource Executive Online, June 30, 2009, accessed September 24, 2010

Rivenbark, L., ―The 7 Hidden Reasons Why Employees Leave,‖ HR Magazine, May

2005, accessed October 10, 2010

Other sources

1. Website of Four H Group

2. Note during internship

3. Their annual report

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