Practicum Report

On
“Human Resource Information System of Partex Star Group”

Prepared for
Prof. Dr. Khair Jahan Sogra
Professor & Dean
College of Business Administration (CBA)

Prepared By
Madina Jannat Happy
Program: BBA
ID: 17102041

Department of College and Business Administration

IUBAT- International University of Business Agriculture and Technology
Spring-2021

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 Letter of Transmittal

February 25, 2021

Prof. Dr. Khair Jahan Sogra
Professor
International University of Business Agriculture and Technology
CBA Department
4-Embankment Drive Road, Sector-10, Uttara Model Town,Dhaka – 1230, Bangladesh

Subject: Submission of Internship Report.

Respectable Professor,

I am very pleased to submit my Partex Star Group (CX-2) Limited Internship Report, based on my
three-month internship duration. As a significant provision of the BBA curriculum, this report has
been submitted. In the Human Resource Department of a renowned private company, Partex Star
Group (CX-2) Limited, the internship program provided me with an opportunity to be introduced
to the corporate working atmosphere and work experience. I found that the experience was very
interesting, helpful & informative.

Even though the company has strict information sharing policies, I have tried my best to prepare
an effective and reliable report. I hope you'll find the importance of all the effort I've put into it in
this company. I welcome your entire query & take pride to answer them.

Yours sincerely,
Madina Jannat Happy
International University of Business Agriculture and Technology
Student ID: 17102041
Major in HRM
CBA

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Letter of Authorization

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 Student’s Declaration

I declare that the internship report on “Human Resourse Information System of Partex Star
Group” represent the result of my own research works under the supervision of Ananya Raka
Chakraborty (Assistant Professor) of CBA Department, IUBAT.

I assure That the report is only prepared for my educational or academic requirement not for any
other purpose.

Madina Jannat Happy

ID: 17102041
Major: HRM
Program: BBA
Department: CBA

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Page 5 of 94
 Acknowledgement

I begin by thanking the Almighty for my successful completion of the internship report, which is
a significant part of the BBA Program. I would like to take the opportunity to thank those people
who have given me constant support while doing my internship program.

At first It’s a pleasure to convey my heartiest gratitude and greeting to my honorable supervisor,
Ananya Raka Chakraborty, Lecturer of IUBAT. I deeply appreciate her cooperation, advice and
guidance in preparing this report.

I would like to extend my heartiest thanks to the Human Resource Department of Partex Star
Group (CX-2) Limited for allowing me to complete my internship. I would like to acknowledge
and thank the following personnel who has extended their whole-hearted co-operation for
preparing the report-

Selina Akter (DGM, HR of Partex Star Group (CX-2)), my supervisor Salehin Mahmud Nahadi
(Senior Officer, HR of Partex Star Group (CX-2)) and Kawser Ahmed (Assistant Manager, HR of
Partex Star Group (CX-2)) who took time out of their busy schedule to guide me for the successful
completion of my internship report.

I am obliged to all the other members of Partex Star Group (CX-2) Limited who took out time
from their busy schedule and provided me with the valuable information in their respective fields.
I am grateful for their cooperation during the period of my internship.

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 Table of Content

Practicum Report ...............................................................................................................................1

Letter of Transmittal ..........................................................................................................................2
Letter of Authorization .......................................................................................................................3
Student’s Declaration ........................................................................................................................4
Acknowledgement ..............................................................................................................................6
Table of Content ................................................................................................................................7
Executive Summary ......................................................................................................................... 11
Chapter -1 ....................................................................................................................................... 12
Introduction .................................................................................................................................... 12
1.1 Title of the study: ...................................................................................................................... 13
1.2 Background ..................................................................................................................................... 13
1.3 Objective of the report: ............................................................................................................ 13
1.4 Scope of the Study:.......................................................................................................................... 13
Chapter -2 ....................................................................................................................................... 15
Organization.................................................................................................................................... 15
2.1 Background ..................................................................................................................................... 16
2.2 Mission and Vision statement of Partex Star Group ................................................................. 17
Vision.................................................................................................................................................. 17
Mission-2020 ...................................................................................................................................... 17
2.3 Corporate Information ................................................................................................................... 18
Figure-1: Corporate Information of Partex Star Group .............................................................. 18
2.4 Board of Directors of PSG.............................................................................................................. 19
Figure-2: Board of Directors of Partex Star ................................................................................... 19
2.5 Corporate Governance ................................................................................................................... 19
Organizational Priorities .................................................................................................................. 20
2.4 Top Management ............................................................................................................................ 21
Figure-3: Top Management of Partex Star Group ........................................................................ 21
2.5 Organizational Hierarchy/Organogram ....................................................................................... 22
Figure-4: Organizational Hierarchy of Partex Star Group .......................................................... 22
2.6 Products and Markets .................................................................................................................... 23
2.7 Financial and operational performances ...................................................................................... 23

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 Ratio Analysis ........................................................................................................................................ 26
Current Ratio .................................................................................................................................... 28
Quick Ratio ........................................................................................................................................ 29
Cash Ratio.......................................................................................................................................... 30
Debt to Equity ................................................................................................................................... 31
Debt to Total Capital ........................................................................................................................ 32
Debt to Total Asset ............................................................................................................................ 33
Financial Leverage ............................................................................................................................ 34
Gross Profit Margin .......................................................................................................................... 35
Operating Profit Margin .................................................................................................................. 36
Return on Equity............................................................................................................................... 37
Return on Asset ................................................................................................................................. 38
Total Asset Turnover ........................................................................................................................ 39
Accounts Receivable Turnover ........................................................................................................ 40
Days Sales Outstanding .................................................................................................................... 41
Inventory Turnover .......................................................................................................................... 42
Days Sales of Inventory .................................................................................................................... 43
Payable Turnover.............................................................................................................................. 44
Days of payable ................................................................................................................................. 45
Cash Conversion Cycle ..................................................................................................................... 46
2.8 Macro environment (external environment analysis) .................................................................. 47
Figure 5: Six Forces of Macro Economics. ..................................................................................... 47
Figure 6: PESTLE analysis .............................................................................................................. 48
2.9 Microenvironment (internal environment analysis) .................................................................... 49
Chapter-3 ........................................................................................................................................ 50
Department & Work Assignment ...................................................................................................... 50
3.1 The Division /Department/ /Unit Name ........................................................................................ 51
Major Business Units of Partex Star Group ................................................................................... 51
Figure-5: Major Business Units of Partex Star Group .................................................................. 52
2.2 Division /Department/ /Unit goals ........................................................................................... 53
Figure-7: Functional Departments at Partex Star Group (Danish) ...................................................... 53
2.3 Structure and Manpower ......................................................................................................... 54
2.4 Departmental activities ............................................................................................................. 54

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 2.5 Departmental Achievements .................................................................................................... 54
2.6 Tasks and Duties performed .................................................................................................... 55
2.7 Working environment............................................................................................................... 56
2.8 Facilities and constraints faced ................................................................................................ 58
2.9 Lessons learned from the practicum ....................................................................................... 58
CHAPTER 4 .................................................................................................................................... 60
RESEARCH .................................................................................................................................... 60
4.1 Background of the study........................................................................................................... 61
4.2 Problem Statement.................................................................................................................... 61
4.3 Objectives................................................................................................................................... 61
Primary Objective: ........................................................................................................................... 61
Secondary Objective: ........................................................................................................................ 62
4.4 Literature Review ..................................................................................................................... 62
4.5 Methodology .............................................................................................................................. 63
Data collection ................................................................................................................................... 63
Data Analysis:.................................................................................................................................... 63
Report preparation and final outcome: .......................................................................................... 63
Data presentation style: .................................................................................................................... 63
Research Question ............................................................................................................................ 63
4.6 Budget ........................................................................................................................................ 64
4.7 Timeline/Schedule ..................................................................................................................... 64
Table 2: Timeline/Schedule .............................................................................................................. 64
4.8 Hypothesis Null and Alternative Hypotheses: ........................................................................ 65
4.9 Data presentation and analysis ...................................................................................................... 65
Table 3: Respondent’s Information................................................................................................. 65
Hypothesis Calculations ....................................................................................................................... 67
Hypothesis 01: ................................................................................................................................... 79
Hypothesis 02: ................................................................................................................................... 80
Hypothesis 03: ................................................................................................................................... 81
Hypothesis 04: ................................................................................................................................... 82
Hypothesis 05: ................................................................................................................................... 83
4.10 Findings.......................................................................................................................................... 84
4.10.1 Theme 1: Technological Knowledge ..................................................................................... 84

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 4.10.2 Theme 2: Personal Skill ............................................................................................................. 85
4.10.2.3 Strong mentality ...................................................................................................................... 86
4.10.2.4 Corporate market knowledge ................................................................................................ 87
4.11 Recommendations ......................................................................................................................... 87
5 CONCLUSION ............................................................................................................................. 88
REFERENCES (APA Style)............................................................................................................. 89
APPENDIX ..................................................................................................................................... 90
Questionnaire ........................................................................................................................................ 90
Report on Academic Supervisor`s Visit to practicum Organization .................................................... 93

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 Executive Summary

This report is a reflection of experience which I gather from my internship program at Partex Star
Group (CX-2). It is an explanation of my experience which I learned in my 3 months internship
period on Human Resource Department of Partex Star Group (CX-2). The first section of the report
describes overview of the company like its background, mission, vision, organizational structure.
The second section of the report Financial Ratio Analysis towards the company. The third section
of the report explains my responsibility and contribution towards the company. Later on there are
explanation of my internship experience including ways of dealing difficulties and problems,
communications and interactions with supervisors and co-workers, effect of internship program
on my career plan, expectations versus reality in internship program. This report is actually a brief
analysis and explanation of internship journey at Partex Star Group (CX-2).

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Chapter -1
Introduction

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1.1 Title of the study:

The title of the study “Human Resourse Information System of Partex Star Group.”

1.2 Background

In this report I will be working on HRIS, which is the information system of managing more than
6794 employees and workers of this group of company. Human Resource Information System is
basically a software using and operating by Human Resource Management Department for the
record of employees all employment data. This software helps to find any information about
anyone within a second. This software also helps the HR team to work thoroughly which means if
any of them absent, this software helps to know other members what was he doing and if some
works are pending because of the absent one, the can continue from that part. I got a chance to
work in HR department of Partex Star Group (CX-2). I will be discussing this topic as informative
as possible.

I am supervised by my both educational and organizational supervisors to understand the topic and
work on it. My educational supervisor make me understand what should I know to bring out the
best on this topic, where my organizational supervisor make me ask existing employees about the
topic and make me do practically working on it for better knowledge.

1.3 Objective of the report:

1)To discover the role of HRIS in managing employee’s information and organizational data.

2)To study the use of HRIS in corporate communication.

1.4 Scope of the Study:

This study covers Information system practice area only which is a part of the human resource
division operates by the authority of Partex Star Group. The study has been conducted with the
help of data obtained from the records and interviewing the experienced employees in human

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resource department of Partex Star Group. I tried to measure the performance and development of
the organization in terms of HR policy and practices. I think this HRIS software can be use for
many other aspects of organizing data.

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Chapter -2
Organization

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2.1 Background

Partex Group is one of the largest family-owned manufacturing and service-based companies in
Bangladesh, has split its business into two groups. Sultana Hashem, the wife of MA Hashem, the
company's founder, and her two older sons own one portion of the Partex Group. MA Hashem and
their three other sons held, under Partex Holdings, various units of the rest of the group. Partex
Star Group is one of the largest manufacturing and service-based companies in the private sector
in Bangladesh, owning and operating over twenty units that provide value for money to all
customers. Partex companies are market leaders, including food and beverage, plastics, fabrics,
cotton, sugar, paper, jute, transportation, furniture, real estate, media, education, utilities, IT, and
many others. Danish Food Products, Danish Milk Bangladesh, Danish Distribution Network,
Partex Furniture Factories, Corvee Maritime, Ferrotechnic Ltd, Rubel Steel Mills, Partex Ltd,
Partex Builders, Partex Agro Ltd, Partex Housing, and Partex Laminates, Star Particle Board Mills,
Danish Condensed Milk. Under Mr. Hashem, Partex Holdings owns Amber Cotton Mills, Amber
Pulp and Paper Mills, Partex Beverage, Partex Plastics, Partex Real Estate, Star Vegetable Oil
Mills, Star Coconut Mills, Dhakacom Ltd (ISP), Fotoroma, Partex Spinning, and Danim and
Hashem Corporation (Pvt) Ltd. Small, medium and large family-owned companies dominate the
$100 billion economy of Bangladesh, which has risen at ovex. The missionary zeal and unflinching
devotion of A. Hashem to quality and ethics.

In 1959, the group began modestly in the tobacco trade and with our Founder Chairman Mr. M.A.
Hashem's cautious entrepreneurship. Tobacco, fruit, water, soft drinks, steel containers, edible oil,
wooden boards, furniture, cotton yarn and the IT sector are now involved. Our Chairman set up
M/S Hashem Corporation in Chattogram after Bangladesh was formed to meet the large scale of
demand for foods and materials required to support a new nation's needs through imports. The next
logical move from import to export substitution was the stepping stone into the manufacturing
sector, which matured to the Partex Star Group's multimillion-dollar diverse investment. It began
in 1959, with tobacco trading by the industrialist MA Hashem. It now has more than 60 branches,
ranging from tobacco to consumer products, furniture, textiles and IT. To strengthen the
management of its subsidiaries, it has split into two groups - Partex Holdings and Partex Star
Group. The 2006 break-up process and now it's over. Aziz Al Kaiser, the eldest son of the current
Partex Star Party and vice chairman. For better management practices, the split was made. While

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large family-owned businesses are typically divided into different countries, Bangladesh has not
done so to that degree.

As a well-known conglomerate, Partex Star Group still aims to ensure both its product quality and
customer loyalty. It currently has approximately 6794 employees. All those workers work
sincerely to improve the benefit and welfare of the organization. Partex Star Group also uses many
rewards to inspire their workers. Partex Star Group history's big milestones can be summarized as
below.

 In 1959 PARTEX group was established.

 In 1962 PARTEX group exposed itself nationally.

 In 1991 Danish Condensed Milk started operation.

 In 1997 Royal Crown (RC) International Company was included in

Bangladesh under Partex .
 In 2004 PARTEX Plastics Ltd. began its commercial production.

 In 2006 Partex Star Group has been created

2.2 Mission and Vision statement of Partex Star Group

Vision

Transform Partex Star Group into a Business Enterprise of Global significance to deliver superior
value to our customers, shareholders, employees and society at large.

Mission-2020

Partex Star Group shall be the leading conglomerate in the country, continuously maximizing
shareholder value by achieving exceptional performance, fostering long-term confidence and
respect, while generating sustainable growth for all stakeholders.

 Introducing new and innovative products and technologies.

 Assuring quality products from advanced manufacturing facilities.
 Exceeding customer satisfaction and granting trust through quality services.

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  Continuous development of people competency.
 Recognizing individual contribution.

2.3 Corporate Information

Partex Star Group

Type Private

Industry Conglomerate

Founded 1959; 59 years ago

Founder MA Hashem

Headquarters Dhaka, Bangladesh

Key people MA Hashem (Chairman)

Food & Beverages, Steel, Real Estate, Furniture, Plastics, Paper,

Power & Energy, Jute, Agribusiness, Shipyards, Shipping, Textile,
Products Construction, IT, etc.

Net income US$182.22 million (2016)

Total assets US$7.2 billion (556.3 billion ৳) (2016)

Number of
Over 6500
employees

Website www.partexgroup.com, www.partex.net, www.partexstargroup.com.

Registered Shanta Western Tower, Level - 13 BirUttam Mir Shawkat Road,

Office 186 Tejgaon I/A, Dhaka - 1208

Figure-1: Corporate Information of Partex Star Group

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2.4 Board of Directors of PSG

Chairmen Vice Chairmen

Sultana Hashem Aziz Al Kaiser

Managing Director
Aziz Al Mahmood

Director Director
Tabassum Kaiser Savera H. Mahmood

Figure-2: Board of Directors of Partex Star Group

2.5 Corporate Governance

Partex Star Group has four values; they are-

1. Innovation

Innovation is the creation, development and implementation of a new product, process or

service, with the aim of improving efficiency, effectiveness or competitive advantage.
(Hudson, 2021). Innovation is the first value of Partex star group. All the time they want to
produce something new and useful goods for customers. They always try to introduce new
products to the market.

2. Customer Focus & Quality

Customer focus on Top Quality Management and refers to paying intense attention to
improving customer satisfaction which is aimed at customer retention, increasing customer
loyalty, while at the same time increasing profits in the business, company or organization.
("Customer Focus Aspects in Top Quality Management Management Essay", 2021). Similarly
partex star group focus on quality of the product to attract vast number of customers and
customer satisfaction.

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3. Agility

Agility is the ability to move quickly and easily in response to change or challenge, but in a
business setting, the term really depends on the context. (home, 2021). In Bangladesh there are
many competitors of partex star group. So a business should know these aspects and act
according to this. Company should response with the situation as early as possible as for their
own betterment. A company should have the ability to move and act on the competitive market
as soon as possible. Partex Star group strictly maintain and follow these things.

4. Respect

Respect is a key requirement for a healthy work environment. It promotes teamwork and
increases productivity and efficiencies in the workplace. It lets employees know they are
valued for their abilities, qualities and achievements, and that their role is important to their
company's success. ("How You Can Best Demonstrate Respect in the Workplace", 2021). This
company have a practice to respect every employees working here. No matter the position or
designation a employee has, everyone should treat similar respect to everyone.

Organizational Priorities
 Achieve operational excellence through: simple & effective S&OP (Sales and
Operation Planning); use of technology; cost reduction; wastage control; efficiency &
productivity
 Ensure Profitable sales growth
 Develop a high performing culture
 Implement efficient organizational structure with right people at the right place
 Develop leadership skills and talent pipeline.
(Employee Hand Book, Partex star Group)

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 2.4 Top Management

MD

COO/CEO

TMD Supply Finance & IT Factory

Accounting Admin Brand
HR Chain
Head of Chief Chief
General General of
Head of Trade Head of Chief Information
Supply Financial manager manager plant
HR Marketing Officer
Distribution Chain Officer

Figure-3: Top Management of Partex Star Group

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2.5 Organizational Hierarchy/Organogram

Figure-4: Organizational Hierarchy of Partex Star Group

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2.6 Products and Markets

As I am doing internship in Partex star group (CX-2), their main products are condensed milk,
liquid and powder milk, different types of biscuits, wafer, spices, tea, noodles, fruit juice, and other
food products. They mainly work of food sector of Partex star group which is Danish. As the foods
are basic human needs their main market is local shops. We can call it a open market. Every corner
of Bangladesh, you will find Danish’s products. They designed their tactics and strategies in a way
that they can reach every districts, village and every little shops in this country.

2.7 Financial and operational performances

Financial analysis is a component of the overall role of business finance that requires analyzing
historical data in order to collect details about a company's current and future financial health. In
a wide range of cases, financial analysis can be applied to give business managers the data they
need to make critical decisions. For any business manager, the capacity to comprehend financial
data is important.

The language of business is finance. In financial terms, company objectives and priorities are set
and their performance are calculated in financial terms. Fluency in the language of finance, the
ability to read and interpret financial data and present information in the form of financial reports,
is among the skills needed to understand and manage a company. In order to evaluate its
profitability, liabilities, strengths, and future earnings potential, financial analysis is the assessment
of a business. A broad range of methods can be used to measure the financial viability of an entity,
including the most common horizontal analysis, vertical analysis, and ratio analysis
methodologies. The company's financial statements, internal or external audits, and reviews are
included with most analytical approaches.

The business finance role includes the evaluation of economic conditions, the setting of financial
policy, and the development of long-term business operation plans. A system of internal controls
for the handling of currency, the identification of revenue, the disbursement of expenses, the
assessment of inventory and the approval of capital expenditures are also included. Furthermore,
through the preparation of financial statements, such as income statements, balance sheets, and
cash flow statements, the finance feature reports on these internal control mechanisms.

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Financial analysis is a vital component of all business operations as it gives actionable insights
into the health and future prospects of the company. Not only does this information provide
important data to investors and lenders that may influence stock prices or interest rates, these
reports often allow company managers to assess their output with regard to expectations or growth
in the industry. Financial evaluations are crucial to the company's performance from a management
point of view, since they demonstrate weaknesses and strengths that directly impact
competitiveness.

DANISH FOODS LIMITED

STATEMENT OF COMPREHENSIVE INCOME

30-06-2019 30-06-2018 30-06-2017

Notes Taka Taka Taka

Turnover 09 2,173,351,923 1,908,911,906 1,612,737,587

Less: Cost of Goods Sold 1,882,395,043 1,654,697,846 1,398,022,483
Gross Profit/(Loss) before Depreciation 290,956,880 254,214,060 214,715,104
Less: Depreciation-Direct Expenses 55,056,963 65,437,276 51,162,006
Gross Profit/(Loss) after Depreciation 235,899,917 188,776,784 163,553,098
Less: Operating Expenses
Administrative Expenses 10 26,255,516 19,299,156 16,372,800
Marketing and Distribution Expenses 11 87,400,739 65,954,853 62,378,927
Financial Expenses 105,593,264 68,595,887 55,870,347
219,249,519 153,849,896 134,622,074
Operating Profit / (Loss) 16,650,398 34,926,888 28,931,024
Add: Non-Operating Income
Miscellaneous Income -Scrap Sale 9,167,875 141,135 115,315
Sales Incentive-Export 34,448,620 30,086,091 2,094,124
Interest on FDR 1,522,688 686,181 622,293
45,139,183 30,913,407 2,831,732
Net Profit/ (Loss) Before tax 61,789,581 65,840,295 31,762,756
Less: Source Tax deduction on Incentive treated as final payment of tax 1,062,700 909,170 733,493
60,726,881 64,931,125 31,029,263
Less: Provision for Taxation 9,569,336 12,513,971 10,384,021
Net Profit/ (Loss) After tax-transferred to Statement of
Changes in Equity. 51,157,545 52,417,154 20,645,242

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 DANISH FOODS LIMITED

STATEMENT OF FINANCIAL POSITION

30-06-2019 30-06-2018 30-06-2017

SOURCES OF FUND Notes Taka Taka Taka
Shareholders Fund
Share Capital 02 35000000 35,000,000.00 35,000,000

Loan Fund
Long Term Loan 46,247,075 155,241,126 121,293,920
81,247,075 190,241,126 156,293,920

APPLICATION OF FUND
Non -Current Assets 03
Gross Block Assets 749,402,380 724,948,785 603,791,034
Less- Accumulated Depreciation 486,374,089 430,188,131 363,339,742
263,028,291 294,760,654 240,451,292

Capital Work in Progress - 121,157,751

Investment-FDR 20,164,772 18,819,167 14,086,705
Current Assets
Inventories 04 338,985,453 274,571,560 104,688,972
Trade Debtors 29,481,007 12,102,265 4,754,531
Advance, Deposits and Pre-payments 05 124,807,007 77,943,321 52,830,902
Loan to Associate Companies 06 57,600,000 -
Cash at Bank 07 103,046,003 85,299,947 66,774,766
Cash in hand 2,306,424 2,537,677 1,710,517
656,225,894 452,454,770 230,759,688
Less: Current Liabilities and Provisions 08 807,587,987 576,367,669 503,153,567
Net Current Assets (151,362,093) (123,912,899) (272,393,879)

Preliminary Expenses 2,216 2,770 3,463

Accumulated Profit/(Loss) from Statement of Changes in Equity 50,586,111 (571,434) 52,988,588
81,247,075 190,241,126 156,293,920

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Ratio Analysis

Ratio analysis is a powerful financial analysis instrument. Nevertheless, its application to financial
statements seems to be of recent origin. A significant analytical instrument in the hands of financial
executives is the creation of ratios. The most frequently used financial statement analysis technique
is ratio analysis. A ratio establishes a relationship between two numbers, including things in the
financial statements in this case. Ratios are common because they make internal assessment as
well as comparison across companies easily. The ratios are classified by the operations or tasks
they perform or the data they provide. Profitability ratios, for instance, calculate the company's
profit generating potential. Ratios provide the analyst with a series of summaries that calculate the
debt burden, organizational effectiveness and profitability of the business. For a crystal ball,
financial ratios are no substitute. They are just a convenient way of summarizing vast volumes of
financial data and comparing the results of the company.

It is possible to divide the ratios into these types:

1. Liquidity Ratio
2. Activity/ Efficiency Ratio
3. Profitability Ratio
4. Asset Management Ratio

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 Danish Foods Limited (Ratio Analysis)
30/6/2019 30/6/2018 30/6/2017
Liquidity Ratio
Current Ratio 0.81 0.79 0.46
Quick Ratio 0.39 0.31 0.25
Cash Ratio 0.13 0.15 0.14
Solvency Ratio
Debt to Equity 1.32 4.44 3.47
Debt to Total Capital 0.57 0.82 0.78
Debt to total Asset 0.57 0.82 0.78
Financial Leverage 26.26 21.35 13.46
Profitability Margin
Gross Profit Margin 0.13 0.13 0.13
Operating Profit Margin 0.01 0.02 0.02
ROE 146% 150% 59%
ROA 63% 28% 13%
Asset Management
Total Asset Turnover 16.01 11.02 10.32
Efficiency of Management
Receivable Turnover 104.53 226.49 631.88
DSO 3.44 1.59 0.57
Inventory Turnover 6.14 8.73 13.35
Days of Inventory in Hand 58.67 41.26 26.96
Payable Turnover 544.25 449.32 271.74
Days of Payable 0.66 0.80 1.32
Cash Conversation Cycle 61.45 42.04 26.20
Valuation Ratio
EPS (BDT) 146.16 149.76 58.99

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Current Ratio

The higher the ratio, and the more liquid the firm is, is an indicator of a company's ability to satisfy
short-term debt obligations. The current ratio is determined by dividing current assets of the
company by current liability. It indicates the number of current assets relative to the total amount
of current liabilities.

Current Ratio = Current Asset ÷ Current Liability

CURRENT RATIO
1.00

0.80 0.81 0.79

0.60
0.46
0.40

0.20

0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation:

From the year 2017 to 2019 the ratio of the amount of current assent against current liabilities has
been increased in a diminishing rate. Increase of current ratio undoubtedly is a good sign of good
health of a company. Whereas Partex Star Group has constantly lost its liquidation ability every
year due to have frequent short-term loans from the financial institutions and loans.

So, it can be said that PSG has taken necessary steps to overcome from the decreasing tendency,
which expresses a good sign and a potentiality to increase this rate at the upcoming year.

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Quick Ratio

The quick ratio measures a company’s ability to meet its short-term obligations with its most liquid
assets. Acid Test ratio is calculated by dividing firm’s quick asset by its quick liability.

Quick Ratio = Quick Asset ÷ Current liabilities

Quick Asset = Total Current Asset – (Inventories + Pre-payments)

Quick Ratio
0.45
0.40
0.35
0.30
0.25
0.20
0.15
0.10
0.05
0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation:

The year 2013 was the most satisfactory year up to 2017 for complex-2 of PSG in terms of quick
ratio with a ratio of 0.73. It has declined for two years, as short-term obligations has increased, and
company was bearing more inventory. However, PSG (CX 2) may not be able to pay off their
current debts using only quick assets since the companies has a quick ratio below 1. Due to increase
in sales, A/R also increases, as a result quick ratio has been increased at the last year after
remaining constant for a year.

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Cash Ratio

The cash ratio shows the proportion of a company's existing obligations to creditors, analysts, and
investors that cash and cash equivalents will compensate. A ratio above 1 means that, with cash
and cash equivalents, a corporation will be able to pay off its existing liabilities and have funds
left over.

Cash Ratio

0.14

1 0.15

0.13

0.12 0.12 0.13 0.13 0.14 0.14 0.15 0.15 0.16

30/6/2017 30/6/2018 30/6/2019 Linear (30/6/2019)

Interpretation

A high cash ratio is favored by creditors, since it means that a business can comfortably pay off its
debt. A ratio of not less than 0.5 to 1 is commonly desired, although there is no perfect figure. As
only cash and cash equivalents are taken into account, the cash ratio statistic offers the most
conservative insight into the liquidity of a business. You can see the highest cash ratio in 2017 and
lowest in 2019. So in the 2019 there is much pay to the debtholders and thus the fund is low in
2019.

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Debt to Equity

The debt-to-equity ratio shows the proportions of equity and debt a corporation uses to fund its
assets and, in the case of a market loss, demonstrates the degree to which shareholder equity will
meet obligations to creditors.

Debt to Equity Ratio= Total Liabilities / Total Shareholders’ Equity

DEBT TO EQUITY
5.00
4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation

A low debt-to-equity ratio implies a lower amount of debt funding via lenders as opposed to equity
financing via shareholders. A higher ratio means that by borrowing capital, the company gets more
of its funding, which exposes the company to future risk if the amounts of debt are too high. Simply
put, the more the operations of a corporation depend on borrowed money, the greater the likelihood
of bankruptcy if the company is struggling. This is because it is always important to make
minimum payments on loans—even though a corporation has not made sufficient income to satisfy
its obligations. Sustained earnings declines for a highly leveraged business may lead to financial
distress or bankruptcy. In 2019, the debt to equity is low in there so that the debt fund is low and
meet the obligation with shareholder’s equity.

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Debt to Total Capital

A indicator of the financial leverage of a business is the debt-to-capital ratio. The debt-to-capital
ratio is determined by dividing the interest-bearing debt of the company, both short-term and long-
term liabilities, by total capital. Both interest-bearing debt plus equity of shareholders, which can
include things such as common stock, preferred stock, and minority interest, is total capital.

Debt-To-Capital Ratio=Debt/Debt + Shareholders′ Equity

Debt to Total Capital

0.82
0.78

0.57

30/6/2019 30/6/2018 30/6/2017

Interpretation

The debt-to-capital ratio gives analysts and investors a clearer understanding of the financial
structure of a company and whether the company is an acceptable investment or not. The higher
the debt-to-capital ratio, the riskier the company, the equivalent of anything else. This is because
the higher the ratio, the more debt than equity is supported by the company, which indicates a
higher obligation to repay the debt and a higher risk of loan forfeiture if the debt can not be repaid
in a timely manner. In 2019, the debt to total capital is decreasing from 2017 so it means the
company do not take that much loan to cover their obligation and it is a good sign for the company.

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Debt to Total Asset

The debt-to-to-total asset ratio is generally used by creditors to assess the size of a company's debt,
the ability to repay its debt, and whether the company can be expanded with additional loans.
Investors, on the other hand, use the ratio to ensure that the corporation is stable, is capable of
meeting current and future commitments, and can produce a return on their investment.

Debt/Asset = (Short-term Debt + Long-term Debt) / Total Assets

Debt to Total Capital

0.82
0.78

0.57

30/6/2019 30/6/2018 30/6/2017

Interpretation

The debt to total asset ratio is widely used to assess a company's net risk by analysts, investors,
and creditors. Companies with a higher ratio are more leveraged and, thus, more expensive to
invest in and lend to. At any point in the future, if the ratio increases slowly, it could imply a
default. A ratio equal to one (= 1) implies that the business retains the same sum of liabilities as
its assets. This shows that the enterprise is highly leveraged. In 2019, the ratio is below one and
that means they are not more leveraged and it is not a good sign.

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Financial Leverage

A leverage ratio is any of many financial metrics that examine how much capital comes in the
form of debt (loans) or analyze a company's ability to fulfill its financial obligations. The category
of leverage ratio is relevant because businesses rely on a mixture of equity and debt to fund their
operations, and it is beneficial to know the amount of debt held by a company to determine whether
it will pay off its debts when they are due.

FINANCIAL LEVERAGE

26.26

21.35

13.46

30/6/2019 30/6/2018 30/6/2017

Interpretation

For a business and its investors, too much debt may be hazardous. If the operations of a business
can, however, produce a higher rate of return than the interest rate on its loans, then the debt can
help boost growth. Uncontrolled levels of debt can lead to downgrades in credit or worse. Too
little debt, on the other hand, may also pose concerns. A reluctance to borrow or an inability to
borrow can be a sign of tight operating margins.

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Gross Profit Margin

Gross profit margin tests the company's proportion of gross income on its net revenue. This shows
how much profit a business makes after paying off its selling cost of goods (COGS).

Gross Profit Margin = (Gross profit ÷ Net sales) × 100

GROSS PROFIT MARGIN

0.13

0.13

0.13

0.13

0.13

0.13

0.13

0.13
30/6/2019 30/6/2018 30/6/2017

Interpretation

Starting from the year 2017 till the year 2019 the GP margin has been increasing gradually.GP
margin has been increased comparatively highly between the year 2013-2014 and 2015-2016.It
has been occurred due to boost up in sales, as well as product differentiation causes high sales .But
the cost of production was not too much for new product lines and differentiation. Increase in the
GP margin undoubtedly shows the good health of the company which will allow then to meet up
the operating expenses as well as its also shows the ability to make profit at the upcoming years.

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Operating Profit Margin

Operating profit margin metrics, after deducting direct expenses and overheads and before taxes
and other indirect costs such as interest, what proportion of a company's revenue is left over.

Operating Profit Margin = (Operating Profit/Earning Before Taxes & Interest)

Operating Profit Margin

30/6/2019
17%

41% 30/6/2018

30/6/2017
42%

Interpretation

Operating Margin of PSG (CX 2) has been apparently in a stable form in the last five years,
although there was a increase in the year 2017 only because of decrease in the operating expenses
like marketing and administrative expenses for taking huge marketing activities and also for the
decrease in the financial expenses. Apart from that, highest increase has been occurred in the year
2014 among the last five years. It can be said that except the year 2019 the OP margin was an
increasing trend, because in the last year there was an increase in the profit from operating
expenses due to increase of export scale.

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Return on Equity

The return on equity ratio or ROE is a profitability ratio which measures a company's ability to
generate profits from the investments of its shareholders in the company. In other words, the return
on equity ratio indicates how much profit is generated from each dollar of equity of common
stockholders.

ROE= Net Income/ Total Equity

ROE

146% 150%

59%

30/6/2019 30/6/2018 30/6/2017

Interpretation

Equity holder of PSG (CX 2) was able to generate almost 59% profit against their equity amount
at the year 2017 because, the company did not increased its equity capital, rather they went for
loans for investment. It was only about Tk.46.61 profit at every Tk.100 of equity at the year 2013,
due to lower sales and return compared to the following years. Later the company was able to
maximize its return through increasing sales and controlling cost keeping the shared capital
constant, and also they retained earnings in a lower percentage for reinvestment.

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Return on Asset

The ratio of the annual net profits to the estimated gross assets of a company over the financial
year is the return on assets. This tests the company's efficiency in using its assets to achieve net
profits. It is a ratio of profitability.

Return on Asset (ROA) = (Net Income / Total Asset)

ROA

63%

28%

13%

30/6/2019 30/6/2018 30/6/2017

Interpretation

PSG (CX 2) has performed best at the year 2019 in terms of ROA with a rate of 68%. Though
there was a upward trend from the year 2017 to 2019 because the company had a high asset
turnover and higher return due to increase in sales, but from the year 2017 a declining trend is
visible due less control on cost and lower asset turnover. Though it seems to be stable on the last
two years but there was a slight reduce happens at the last year again, because of the increase in
total asset whereas the return has decreased.

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Total Asset Turnover

To measure the operations of a firm, the total asset turnover ratio compares a company's revenue
to its asset base. Ideally, a business with a high total asset turnover ratio will run with less assets
than a less productive rival, so running requires less debt and equity.

Net sales ÷ Total assets = Total asset turnover

TOTAL ASSET TURNOVER

18.00
16.01
16.00
14.00
12.00 11.02
10.32
10.00
8.00
6.00
4.00
2.00
0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation

As the sales started to rise in a good form since the year 2017, which makes a high turnover about
11.02 times at 2018 which was 16.01 in 2019 of PSG (CX 2). The trend has been continued up to
2015 with best efficiency in using their fixed asset to increase sales. But the company has adopted
new policy which was to expand their fixed assets like – machineries, furniture, land etc. with a
view to generate more sales, but investment in fixed asset was quite higher rather than increase in
sales, that makes a downward trend in their total asset turnover that has put a bad sign in the scale
of efficient asset management.

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Accounts Receivable Turnover

Accounts receivable turnover is an efficiency ratio or operation ratio which measures how many
times during a period a company can turn its receivable accounts into cash. In other words, the
receivable turnover ratio of accounts calculates how many times an organization can receive the
average receivable accounts over the year.

Accounts Receivable Turnover Ratio = Net Credit Sales / Average Accounts Receivable

RECEIVABLE TURNOVER
700.00

600.00

500.00

400.00

300.00

200.00

100.00

0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation

PSG was in the best position in terms of accounts receivable turnover in the year 2017. A great
decline has occurred in the number of times that the accounts receivable turned to cash. But, it was
not different in the following year 2018, drastically number of times of accounts receivable
turnover has decreased to about 21 times which was almost 39 times at the year 2017. It shows the
inability to make cash, which might cause the company to fall in liquidity crisis. Boosting of sales
since the year 2017 and 2019 in cash as well as credit cause increase in A/R, though the turnover
rate has decreased.

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Days Sales Outstanding

Days Sales outstanding (DSO) is a calculation of the total number of days that a business takes
after a sale has been made to receive payment.

DSO= (365/Accounts Receivable Turnover)

DSO

3.50

3.00

2.50

2.00

1.50

1.00

0.50

0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation

As like as the A/R turnover, PSG (CX 2) was very efficient in the year 2019 , they took only about
9 days to collect their cash from their trade debtors.

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Inventory Turnover

The inventory turnover ratio is an efficiency ratio that illustrates how inventory is handled
efficiently by comparing the cost of products sold for a time with the average inventory. This
measures how many times over a period an average stock is "turned" or sold.

Inventory Turnover = (Cost of Goods Sold / Inventory)

Inventory Turnover
16.00
13.35
14.00

12.00

10.00 8.73

8.00
6.14
6.00

4.00

2.00

0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation

From 2017 to 2019, the company has performed most efficiently in 2017 by turning their inventory
to sales by 13.35 times, and the worst position was in 2019 which was only 6.14 times. Basically,
the company has put effort to increase turnover rate of inventory with a view to increase sales.
Proper forecasting and decrease in price causes increase in sales and they had a high turnover. But,
in the following year, decrease in the market demand, and new inventory policy has made their
inventory higher which causes a low turnover rate.

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Days Sales of Inventory

Days sales of inventory (DSI) are one indicator of inventory management effectiveness. This
efficiency ratio calculates the average amount of time a company's money is locked up in inventory
by measuring the number of days a company keeps onto inventory before selling.

Formula: (Inventory/ Cost of Goods Sold) * 365

DAYS OF INVENTORY IN HAND

70.00

60.00

50.00

40.00

30.00

20.00

10.00

0.00
30/6/2019 30/6/2018 30/6/2017

Interpretation

The worst situation was in 2017, when PSG has spent about 31 days to create cash their inventory,
which shows that, they had the most inefficient year among last 5years.But there was a scenario
of efficiency in terms of inventory management in 2018 as there was more sales than planned as a
result of decrease in price of product. From 2018 the number of days holding inventory has been
highly increased due to increase in cost of goods sold. DSI is related to Inventory Turnover. Since
some factors has slow down their turnover times from the year 2018 as a result, they are holding
inventory comparatively for more days. A good number day has been decreased in the last year as
they were able to raise turnover times due to decrease in the price of the product.

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Payable Turnover

The payable turnover ratio of accounts tests how rapidly a company makes payments that extend
lines of credit to creditors and suppliers. By estimating the total number of times the organization
pays its AP balances over a given time span, accounting professionals calculate the ratio.

Accounts Payable Turnover Ratio = Net purchase / Average Accounts Payable

PAYABLE TURNOVER
600.00 544.25

500.00 449.32

400.00

271.74
300.00

200.00

100.00

-
30/6/2019 30/6/2018 30/6/2017

Interpretation

When the payable turnover ratio is increasing, the company is paying off suppliers at a faster rate
than in previous periods. An increasing ratio means the company has plenty of cash available to
pay off its short-term debt in a timely manner. As a result, an increasing accounts payable turnover
ratio could be an indication that the company managing its debts and cash flow effectively.

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Days of payable

Days payable outstanding (DPO) is a financial ratio that reflects the average time it takes a
company to pay its bills and invoices to its business creditors, which can include vendors,
suppliers, or financiers. The ratio is normally measured on a quarterly or annual basis, which shows
how well the cash outflows of the business are handled.

DOP= (365/Accounts Payable Turnover)

Days of Payable
1.40 1.32

1.20

1.00
0.80
0.80 0.66

0.60

0.40

0.20

-
30/6/2019 30/6/2018 30/6/2017

Interpretation

It takes longer for a company with a higher DPO value to pay its bills, which ensures that it will
keep the funds available for a longer time, giving the company an opportunity to better leverage
those funds to optimize the benefits. However, a high DPO can also be a red flag that suggests an
inability to pay the bills on time.

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Cash Conversion Cycle

The cash conversion cycle(CCC) is a metric that represents the time it takes for a business
(measured in days) to turn its inventory and other resources investments into cash flows from sales.
Also referred to as the Net Operating Period or simply Cash Cycle, CCC tries to calculate how
long in the production and sales process each net input dollar is tied up before it is translated into
cash earned.

CCC=DIO+DSO−DPO

Cash Conversation Cycle

30/6/2017 26.20

30/6/2018 42.04

30/6/2019 61.45

- 10.00 20.00 30.00 40.00 50.00 60.00 70.00

Interpretation

The lifecycle of cash used for commercial operation is traced by CCC. It follows cash as it is first
translated into inventory and payable accounts, then into product or service production
expenditures, through to receivable sales and accounts, and then back into cash in hand. In essence,
CCC explains how easily a business can convert the money spent from start (investment) to finish
(returns). The lower the level of the CCC, the better

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2.8 Macro environment (external environment analysis)

A macro environment is the condition that exists in the economy as a whole, rather than in a
particular sector or region. In general, the macro environment includes trends in the gross
domestic product (GDP), inflation, employment, spending, and monetary and fiscal policy.
("(PDF) The role of tourism in poverty reduction: An empirical assessment", 2021)

There are 6 different forces of Macro Environment. They are:

Demographic

Technological Economic

Macro
Environment

Socio Culture Political

Ecological

Figure 5: Six Forces of Macro Economics.

External Environment analysis is a primary study of an organization’s growth. It includes macro

environment analysis, industry analysis, and completion analysis. Among many analysis tool, the
most detail analysis is PESTLE analysis.

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Source: Internet

Figure 6: PESTLE analysis

Page 48 of 94
2.9 Microenvironment (internal environment analysis)

There are two elements within the external marketing environment; micro and macro. These
environmental factors are beyond the control of marketers but they still influence the decisions
made when creating a strategic marketing plan.

Strength

1. Competitive Brand advantage.

2. Competent employee’s loyalty.
3. Experienced Management.
4. Good working environment.
5. Automation system for recording all the information about employees and stuffs.
6. Strictly maintain all the policies of the organization.
7. Organizing training almost every month for the employees.
8. Man power.
9. Diversify product category.

Weakness

1. Poor marketing of products.

2. Lack of investment.

Opportunity

1. Huge potential market.

2. Chances to be market leader of that industry.

Threats

1. High Completion
2. High risk

Page 49 of 94
 Chapter-3
Department & Work Assignment

Page 50 of 94
3.1 The Division /Department/ /Unit Name

Major Business Units of Partex Star Group

Star Particle Board Mills

Star Furniture Ltd.
Partex MDF Board Mills
Partex Furniture Industries Ltd
Partex PVC Industries Ltd.
Partex Laminetes Ltd.
Complex- 1 Parex cables Ltd.
Partex Builders Ltd.
Partex housing Ltd.
Star Adhesive Ltd.
New Lights Star Apparels Ltd.
Partex Aeromarine Logistics Ltd.
Corvee Maritime Company Ltd.
Partex Agro Ltd.
Partex Powergeneration Compnay limited
Tripple Apparels Limited

Page 51 of 94
 Danish Condensed Milk Bangladesh Limited
Danish Foods Limited
Danish Distribution Network Limited
Danish Steel Mills Limited
Danish Mills Limited
Danish Milk Bangladesh Limited
Danish Dairy Farm Limited
Shubornobhumi Housing Limited
Giovana Denim Limited
Complex- 2 Ferrotechnic Limited
Partex Tissue Limited
Samaraa Technology Limited
Danish Multipurpose Farm Limited
Geometric Business Development Limited

Figure-5: Major Business Units of Partex Star Group

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2.2 Division /Department/ /Unit goals

Partex Group has different dept. Every department has an individual manager. Employees
working under each department report to their department manager.

Finance
&
Accounts
Supply
TMD Chain

Consumer PSG
Marketing IT
/Brand

Admin HR

Figure-7: Functional Departments at Partex Star Group (Danish)

Finance and Accounts: this dept. maintain all costing and finance site in the company
Supply chain management: supply chain dept helps to keep the flow of the product of the Partex
Star group
IT: IT dept. provide IT support in the company by those people can send mail, share PC and admin
dept. can get record of the employee
HR: HR dept. helps to recruit new people, maintain the relationship with all the dept. takes care
of CSR activities.
Trade marketing And distribution: TMD dept. create the market of the product of Partex Star
Group and sell the product
Admin: Admin department can get record of the employee.

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2.3 Structure and Manpower

As this company is family own company and decision making process is top to bottom we can call
it is a centralized structured company. This is a very simple structure that the top level management
makes decisions and based on that decision, working is process is being run. The total man power
of this company is exactly 6794. Management employees are 694 among the total. Other 2217
employees are non-management and these people are permanent. Rest of the 3883 peoples are
casual, which means they are not permanent yet or they can be in provision period.

2.4 Departmental activities

Finance and Accounts: This department maintain all costing and finance site in the company.
They mainly works on all the inflows and out flows of the company.
Supply chain management: Supply chain department helps to keep the flow of the product of the
Partex Star group. They works mainly of collecting resources for the production or manufacturing.
That can be export and import related work too.
IT: IT department provide IT support in the company by those people can send mail, share PC.
HR: HR department helps to recruit new people, maintain the relationship with all the department
takes care of corporate social responsibility activities.
Trade marketing And distribution: TMD department create the market of the product of Partex
Star Group and sell the products.
Admin: Admin basically maintain the whole complex’s day to day activities. They make sure the
activities might run smoothly and stablish a good environment for the employees.
Brand: this department creates value to the product. They maintain the quality of the product and
make people know about it and create good will to the consumer of the products.

2.5 Departmental Achievements

Human Resource Management Department make a huge impact on the organization with
implementing better organizational policies. Now employees are sincerer and attentive to their
work because of strict rules and regulations. They achieved a position to make people organize in

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a proper way. As they know where to put whom, or to say right people for the right place, none
can decide or refer someone for any position. Only suitable and eligible candidates gets the
opportunity. This department stand for morality and honesty. Every month they hire hundreds of
employees in different position. So it is clear that this department maintain all the management
and non-management employees in proper manner and compensate them in a right way.

2.6 Tasks and Duties performed

I joined Partex Star Group as an intern in the HR Department of Partex Star Group (CX-2) Head
Office on 21th October, 2020. I had amazing experience of working there. From the 1st week of
internship program, I had joined so many meetings, briefings and discussions. Basically, the
objective of those meeting, discussion and briefings is to give us vital knowledge of their activities
and operations. In almost every week we had meeting with leading officials and personnel of the
company. I had learned so many things from those activities. I got familiar with their operation,
systems, policy, and so on. On the 7th week of internship program, we made a visit to Danish
Operating Office. We also made field visit and practically observe their field operation.

The manufacturing sector is relatively a minor sector of Bangladesh economy according to their
GDP growth. It is generally accepted that this sector need to be develop. In this case Partex Star
Group (CX 2) is playing a vital role to improve this sector. As a local FMCG company they gain
customer’s trust by their quality products. I learnt about a lot of things from here from my
supervisor. I came to know all the procedures of taking secured and unsecured things and how to
maintain good and corporate relationships with corporate clients from him. Though I didn’t do
many practical tasks here, but I know about this section and how the works are done from him.

I joined Partex Star Group with a specific set of responsibilities to perform in this time. They were
mentioned in my appointment letter and throughout the internship period. Below mentioned:
• CV Analysis: I collected CV from the official website and email, initially. I scanned them for
minimum requirement for the position applied for and then sorted and filed a final CV File. Then
I called for an interview.
• Interview Schedule Management: First, an interview scheduling sheet was created on which
the screened candidates for interview were logged. Then, all those candidates were called and
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informed about interview schedule, and Provided address by SMS through their mobile phone.
Also, interviewers were informed through phone call, email and even personally informed about
their interview taking schedule as well.
• Interview Session Management: On the interview day, I received all the interviewees and
collected their hard-copy CVs. The whole interview board was properly arranged according to
interviewee and interviewer. I informed the interviewer about the schedule and oversaw the whole
process for my learning as well. After successful completion of each candidate’s interview, a final
feedback was noted down in order for second phase interview scheduling.
• New Employee Orientation: Whenever a new employee joined our organization, I was the first
point of contact. The first task was to collect the new joining employee’s educational and work
related documents and safely put them in our official folder. Afterwards , the new employee was
welcomed through the official company Slack channel so that he/she can be introduced with rest
of the employees in the company at a very short time and make his onboarding process smooth.
• Database Management: Both hardcopy and softcopy of salary sheets, HR management file,
employee record file, missing file, inter departmental files etc. were looked upon by me. Day to
day activities of the organization were kept in record. Daily attendance and activities for different
departments, those that are HR related, were updated by me.
• Auditing: Error finding in employee records and updating the files on a timely manner is part of
the auditing process of the HR department.
• Event Management: During my internship tenure, I was part of a indoor event. The indoor event
was Dhaka University Career Fest, 2020. I assisted the management with making the event
successful. I took part in collecting CV and talking with potential candidates and liaising with both
company and potential candidates. I had a hands-on experience at this event where I learned a lot.

2.7 Working environment

When I was about to start my internship program, I realized that throughout my student life time I
only spent time with my friends. The work place is full of new people and people who are way
older than me. At very first the situation was very scary where I had to spend 6 hours of daily life
with this people. In the beginning of the internship program, it was very easy for me to settle with
the situation.

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The job environment and organizational culture in our office are highly amicable and supportive.
My supervisor and co-workers were exceptionally helpful and cooperative with me. I had a direct
and verbal interaction with my supervisor and all my co-workers. For any assignment they
interacted directly with me to give me the task. In any problem, my supervisor willingly came
forward to help me to solve the problem. I could go to them for any difficulties I faced without
any hesitation. They also showed interest to teach me new things whenever I asked them for.
Consequently, my confidence level was boosted and I could easily communicate and interact with
whenever I required. Throughout my internship my supervisors had encouraged and motivated me
to perform well. They also communicated the errors that I did and helped me to make those correct.
As a result, I enjoyed the duration of the internship program. I had a great experience. I also
enjoyed working in teams with my coworkers which helped me to learn how to minimize
workloads. During my short period of internship, I came to learn a lot of things from everyone.
Because of their assistance all the job has become very easy to me and I could perform smoothly.

My interpersonal skills, friendly attitudes, discipline, dedication, eagerness to know, helpful

attitude and ability to blend with everyone hold me above other interns in terms of relationship
building. As per my job responsibility, I had to communicate with some of the employee every
day. Communication process was very flexible from me end. I was also free to discuss of any
person about any challenges faced during my work.

During my internship program the most interactions I had been with Mr. Nahadi (Senior Officer).
He had been so supportive that, I never realized that I was in a professional environment. From
the first day, whenever I had any trouble in understanding anything, which I must admit that it
happened a lot on my initial days of internship, each of the department had helped me in every
way they could. Especially one person’s name should be mentioned; Md. Kawser (Assistant
Manager). He helped me immensely during my internship days.

All the other coworkers of the entire department were very professional when it came to do their
jobs. On top of that, all the employees of Partex Star Group (CX-2) were very friendly in nature
which made both way interactions very easy. They were also very professional, formal, and
warming. On the other hand, when I needed help, they were always there to help me on any
subjects. Those interactions with my coworkers made my internship experience much more
effective.

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2.8 Facilities and constraints faced

Even though the positives would outweigh the negatives any day, my internship period at Partex
Star Group (CX-2) not always a smooth sailing. There were times when I had to face pretty intense
and difficult situations and h ad to keep my composure to deal with such situations. The biggest
difficulty that
I had to face was the stereotypical thinking among majority of the people around me that ‘interns
are here to pass their time and are of no-good use’. I literally had to fight my way through the first
few days to get some good proper appreciation from other senior employees in the office.
For a newbie like me, having high level of patience was very much necessary. This is so because
on majority occasions, I was given certain tasks which I used to wrap up quite quickly and
efficiently, and once I was done with my task, I had to wait to get my next task and meanwhile
everyone in the office assumed that I did not do anything. This situation at times, was very much
frustrating and difficult to handle, hence I tried to remain as calm as possible. I decided that as
long as my supervisor and department were content with my skills, they would back me up during
these times of adversity. Moreover, it is better to remain quiet because I always believe that my
success stories will speak for it, which eventually happened when my supervisor and team thanked
me for taking care of all the tiny bits and pieces without which the project wouldn’t have been
completed successfully.

2.9 Lessons learned from the practicum

This internship opportunity made me learn a ton of new experiences, including basic way of doing
work, verbally communicating with co-workers and clients. Most of all I have learned how
corporate activities are carried out in head office. Skills I have gained are as follows:

Organizational Skill: I have learned a lot of organizational skills that might be helpful for me in
the future. I practically observed the hierarchy of control, co-operation and co-ordination among
various departments, how higher officials motivate and encourage subordinates and make them
efficient to fulfill the assigned task.

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Practical knowledge of Manufacturing Operations: I practically observed the manufacturing
activities like operations, activities, regulations and so on.

Communication Skill: I can say that through my internship program I have developed my
communication skill from earlier time. I observed how the different personnel of Partex Star Group
communicate with each other for selling purpose, how the information pass from top to bottom,
how to talk with higher official, how to write mail depending on various situations etc.

Technical and Analytical Skill: I have learned how to attract customer technically, convincing
customers to make more selling products. I also learned how to handle different problems and
crisis technically and wisely and how to work under pressure and remain calm.

Page 59 of 94
CHAPTER 4
RESEARCH

Page 60 of 94
4.1 Background of the study

The study of this paper focuses on Human Resourse Information System which carried out with a
view to submit a practicum report on Human Resourse Information System of Partex Star Group.
The study is on Human Resourse Information System of Partex Star Group is vitally important to
any organization to managing and recording information of the employees of the company.
Managing employment information is the primary work of this system.

In this study, we would like to understand the effectiveness of HRIS specifically of Partex Star
Group.

I got a chance to prepare my Practicum Report on Human Resourse Information System of Partex
Star Group. I think this report is able to give enough idea about the Human Resourse Information
System.

4.2 Problem Statement

At the beginning Partex Star Group used HRIS for managerial activities like, salary calculation
and attendance recordings. They did not use HRIS as a management tools such as recruitment,
selection, succession planning, training, and development. Besides, there is lack of communication
between the employees and HR manager due to the self-service program in HRIS , this has
created separation area in the organization.

4.3 Objectives

Primary Objective:

The report aims to provide information on the procedures of managing and recording employee’s
data of Human Recourse Information System followed by the Partex Star Group through HR
department.

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Secondary Objective:

a. To have a clear view about what is actually happening in the area of HRM of the selected
business organization by using HRIS.

b. To collect information and insight about the Information System function of the organization.

c. To experience different Information system those are being followed by Partex Star Group.

d. To relate the theoretical knowledge with the Information System of Partex Star Group.

e. To find out the reaction of employees regarding Information System of Partex Star Group.

f. To focus on the updates and the batter methods of modern technique.

4.4 Literature Review

According to this researcher, HRIS is one of the essential elements to help leaders make choices
to apply HRIS in the organization in order to attain workable human resource management (HRM)
performance. Hence, to succeed an actual level of HRIS deployment, HRIS‐suppliers and their
clients need to have a clear understanding and definition of appropriate terminology of HRIS‐trust
for operational management systems.
As yet this model is untested. Clearly, further research is necessary to test the propositions of the
authors' model.
In this paper, it is argued that HRIS is very important in relation to HRIS deployment. Therefore,
HRIS officers have to understand the fact that this software can be more useable than now. This
researcher also highlighted that the HRIS is a essential tool to manage organizational data.
Although many previous studies have demonstrated how an organization can initiate and
implement human resource information system (HRIS) efficiently and effectively, very few have
investigated factors influencing the trust in HRIS. Hence, this research is one of the first
exploratory studies to explore such an issue.

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4.5 Methodology

Data collection:

a) Primary: The primary data collected through observation, questionnaire, face-to-face interview
and by involving in the recording information on the software.

b) Secondary: The secondary data collected from Officials files, working papers, and official
website of Partex Star Group, journals, research papers and some other relevant sources. Both
primary and secondary data sources will be used to make this report and analyzed the practices of
“Human Resourse Information System of Partex Star Group” within the company. Primary data
sources are survey, informal discussion with professionals and observation. The secondary data
sources are different issued reports, handbooks, and different publications of “Partex Star Group”.

Data Analysis:

Data collected from both the primary and secondary data source for this study were related with
the theoretical overview. A conclusion is being drawn through analysis and evaluation.

Report preparation and final outcome:

Collected information would be analyzed and process by using standard mathematical or statistical
tools through computers to get the required information and prepared final report with help of the
guidance outlined in this term paper.

Data presentation style:

Microsoft Office Word and Microsoft Office PowerPoint.

Research Question

1) How efficiently the HRIS is being utilized by the HR department of Partex Star Group.

2)How efficiently is the use of HRIS Corporate Communication demand in the organization.
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 4.6 Budget

Particular’s Amount (TK.)

Questionnaires
Transport 12000
Printing and Binding the report
Others 5200
Table 1: Budget Information

4.7 Timeline/Schedule

I spent 65 days to prepare this project report. The timeline for preparing this report is below:

Description Wee Week Week Week- Week- Week- Week- Week- Week Week- Week- Week-
of Activity k-1 -2 -3 4 5 6 7 8 -9 10 11 12

Research
plan
Interview
questioner
Developmen
t
Face to Face
interview
Interpretati
on and
Analysis of
Data
Report
Preparation

Table 2: Timeline/Schedule

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4.8 Hypothesis Null and Alternative Hypotheses:

1. Use of HRIS job analysis process in an organization increases the effectiveness of HR

planning.
H01: Higher utilization of HRIS job analysis process in an organization does not improve the
effectiveness of HR planning.
H11: Higher utilization of HRIS job analysis process in an organization improves the
effectiveness of HR planning.
2. HRIS implementation is a factor for effective communication in the organization.
H02: HRIS employment is not a factor for effective communication in the organization.
H12: HRIS employment is a factor for effective communication in the organization.

4.9 Data presentation and analysis (People who respondent) :

Email Name Designation Contact No.

selinapolash@gmail.com Selina Akhter DGM, HR 01713093585

Officer (Local
imran.khan@psgbd.com Imran Khan 01708121452
Procurement)
kawsar.121212@gmail.com Kawsar Assistant Manager, HR 01713367322
Assistant Manager,
shaon@danishbd.com Hafizun Nahar 01708462592
Accounts
Maksuda Akter
maksuda.akter@danishbd.com Sr. Officer, Accounts 01708462596
Mony
Assistant Manager,
golam.mawla@psgbd.com Md. Golam Mawla 01713 367202
Accounts
Asst. Officer (Foreign
contact.mahatab@gmail.com Mahatab Hossain 01631539993
procurement)
sadiaafrin@danishbd.com Sadia Afrin Sr. Officer, HR 01708462459

faisalarman25@gmail.com Faisal Arman Asst. Manager-IT 01708121451

Md. Shah Alam

milon@danishbd.com AM, Brand 01713367211
Milon

Table 3: Respondent’s Information

Page 65 of 94
Page 66 of 94
 Hypothesis Calculations

Degree of freedom= n-1

= 10-1
=9

Hypothesis 1:
Here,
Weight 1= Strongly Disagree
Weight 2= Disagree
Weight 3= Neutral
Weight 4= Agree
Weight 5= Strongly Agree

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 Number of Weight Number of
Respondents Respondents × Weight

0 1 0
0 2 0
0 3 9
4 4 16
6 5 30
Total 15 Total Result= 46

Average:
Total/n
= 46/10
= 4.60

Variance:

σ2= {S.D (1 – Average)2} + {D (2 – Average)2} + {N (3 – Average)2} + {A (4 – Average)2} +

{S.A (5 – Average)2} /n
= {0 (1 – 4.60)2} + {0 (2 – 4.60)2} + {0 (3 – 4.60)2} + {4 (4 – 4.60)2} + {6 (5 – 4.60)2} /10
= (0+0+0+1.44+0.96)/10
= 2.40/10
= 0.24

Standard Deviation

σ = √𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
= √0.24
= 0.49

Page 68 of 94
Hypothesis 2

Number of Weight Number of

Respondents Respondents × Weight

0 1 0
2 2 4
1 3 3
3 4 12
4 5 20
Total 15 Total Result= 39

Average:
Total/n
= 39/10
= 3.90

Page 69 of 94
Variance:

σ2= {S.D (1 – Average)2} + {D (2 – Average)2} + {N (3 – Average)2} + {A (4 – Average)2} +

{S.A (5 – Average)2} /n
= {0 (1 – 3.90)2} + {1 (2 – 3.90)2} + {2 (3 – 3.90)2} + {3 (4 – 3.90)2} + {4 (5 – 3.90)2} /10
= (0+3.61+1.62+0.03+4.84)/10
= 10.10/10
= 1.01

Standard Deviation

σ = √𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
= √1.01
= 1.00

Page 70 of 94
Page 71 of 94
Page 72 of 94
Hypothesis 3

Number of Weight Number of

Respondents Respondents × Weight

0 1 0
0 2 0
3 3 9
3 4 12
4 5 20
Total 15 Total Result= 41

Average:
Total/n
= 41/10
= 4.10

Page 73 of 94
Variance:

σ2= {S.D (1 – Average)2} + {D (2 – Average)2} + {N (3 – Average)2} + {A (4 – Average)2} +

{S.A (5 – Average)2} /n
= {0 (1 – 4.10)2} + {0 (2 – 4.10)2} + {3 (3 – 4.10)2} + {3 (4 – 4.10)2} + {4 (5 – 4.10)2} /10
= (0+0+3.63+0.03+3.24)/10
= 6.90/10
= 0.69

Standard Deviation

σ = √𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
= √0.69
= 0.83

Page 74 of 94
Hypothesis 4

Number of Weight Number of

Respondents Respondents × Weight

0 1 0
0 2 0
3 3 9
3 4 12
4 5 20
Total 15 Total Result= 41

Average:
Total/n
= 41/10
= 4.10

Page 75 of 94
Variance:

σ2= {S.D (1 – Average)2} + {D (2 – Average)2} + {N (3 – Average)2} + {A (4 – Average)2} +

{S.A (5 – Average)2} /n
= {0 (1 – 4.10)2} + {0 (2 – 4.10)2} + {3 (3 – 4.10)2} + {3 (4 – 4.10)2} + {4 (5 – 4.10)2} /10
= (0+0+3.63+0.03+3.24)/10
= 6.90/10
= 0.69

Standard Deviation

σ = √𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
= √0.69
= 0.83

Page 76 of 94
Hypothesis 5

Number of Weight Number of

Respondents Respondents × Weight

0 1 0
0 2 0
2 3 6
4 4 16
4 5 20
Total 15 Total Result= 42

Average:
Total/n
= 42/10
= 4.20

Page 77 of 94
Variance:

σ2= {S.D (1 – Average)2} + {D (2 – Average)2} + {N (3 – Average)2} + {A (4 – Average)2} +

{S.A (5 – Average)2} /n
= {0 (1 – 4.20)2} + {0 (2 – 4.20)2} + {2 (3 – 4.20)2} + {4 (4 – 4.20)2} + {4 (5 – 4.20)2} /10
= (0+0+2.88+0.16+2.56)/10
= 5.60/10
= 0.56

Standard Deviation

σ = √𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒
= √0.56
= 0.75

Degree of freedom= n-1

= 10-1
=9

Page 78 of 94
Hypothesis 01:

HO:
HA:
HO: μ = 3
HA: μ ≠ 3
n = 10
Average= 4.60
Variance= 0.24
Standard deviation= 0.49

𝑥̅ − 𝜇
𝑇𝑐𝑎𝑙 =
𝑆/√𝑛
4.60 − 3
=
0.49/√10
= 10
Critical value
Critical value at 5% level of significance is T (tab) 0.05= 2.262

Decision

As 𝑇𝑐𝑎𝑙 value is greater than critical value, Alternative Hypothesis accepted and Null
Hypothesis rejected.

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Hypothesis 02:

HO:
HA:
HO: μ = 3
HA: μ ≠ 3
n = 10
Average= 3.90
Variance= 1.01
Standard deviation= 1.00

𝑥̅ − 𝜇
𝑇𝑐𝑎𝑙 =
𝑆/√𝑛
3.90 − 3
=
1.00/√10
= 2.85
Critical value
Critical value at 5% level of significance is T (tab) 0.05= 2.262

Decision

As 𝑇𝑐𝑎𝑙 value is greater than critical value, Alternative Hypothesis accepted and Null
Hypothesis rejected.

Page 80 of 94
Hypothesis 03:

HO:
HA:
HO: μ = 3
HA: μ ≠ 3
n = 10
Average= 4.10
Variance= 0.69
Standard deviation= 0.83

𝑥̅ − 𝜇
𝑇𝑐𝑎𝑙 =
𝑆/√𝑛
4.10 − 3
=
0.83/√10
= 4.19
Critical value
Critical value at 5% level of significance is T (tab) 0.05= 2.262

Decision

As 𝑇𝑐𝑎𝑙 value is greater than critical value, Alternative Hypothesis accepted and Null
Hypothesis rejected.

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Hypothesis 04:

HO:
HA:
HO: μ = 3
HA: μ ≠ 3
n = 10
Average= 4.10
Variance= 0.69
Standard deviation= 0.83

𝑥̅ − 𝜇
𝑇𝑐𝑎𝑙 =
𝑆/√𝑛
4.10 − 3
=
0.83/√10
= 4.19
Critical value
Critical value at 5% level of significance is T (tab) 0.05= 2.262

Decision

As 𝑇𝑐𝑎𝑙 value is greater than critical value, Alternative Hypothesis accepted and Null
Hypothesis rejected.

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Hypothesis 05:

HO:
HA:
HO: μ = 3
HA: μ ≠ 3
n = 10
Average= 4.20
Variance= 0.56
Standard deviation= 0.75

𝑥̅ − 𝜇
𝑇𝑐𝑎𝑙 =
𝑆/√𝑛
4.20 − 3
=
0.75/√10
= 5.06
Critical value
Critical value at 5% level of significance is T (tab) 0.05= 2.262

Decision

As 𝑇𝑐𝑎𝑙 value is greater than critical value, Alternative Hypothesis accepted and Null
Hypothesis rejected.

Page 83 of 94
4.10 Findings

 Every respondent agreed that HRIS is an effective source of recording data.

 Among ten respondents seven people agreed that the HRIS is time consuming and two
people disagreed and one stayed neutral.
 Almost all of the employees thinks relationship and professional communication between
employees are good because of HRIS.
 Respondents agreed that HR department can include recruitment, selection, training and
development for efficient use of HRIS.

4.10.1 Theme 1: Technological Knowledge

Now a days, job hunting becomes more aggressive, fresh graduates have to learn to work harder
to distinguish themselves from others fighting for the same jobs. Gaining the right technical skills
is pretty possibly the most accurate way to attain this aim. By participate in a training subscription
for IT skills and add more certificates in resume, ones can invest in their soft skills, and they can
even take ways in their extra time that will help fresh graduates become better at job and qualify
for a promotion. All of the respondents talked about Technological knowledge while I talked
verbally with them. From these respondents’ point of view, Technological knowledge is important
to get in the job at Partex Star Group and achieve better opportunity in corporate life. In the
Technological knowledge, there are some factors are given below:
 Institutional learning
Institutional learning is believed as a road to success in life as it is helpful with disciplinary skills
which make a strong difference between employees to achieve a extraordinary position. More
institutional learning make the knowledge expend in a specific sector. Which result is to attain a
strong understanding on that specific sector.

 Computer skill:
Computer skill is a very valuable addition to any employee’s individual portfolio. Polishing
computer literacy can greatly increase attraction to employers. This is the perfect chance to take

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on roles that might not have before measured. The respondents also said in this industry, computer
skills are must to have.
 English language
English has enormously become the most broadly used language in the world of employment and
trade over the past period. So every graduate must know how to speak English properly. This will
be helpful for them in their profession. Course wise knowledge helps a graduate to get knowledge
on a particular field.

4.10.2 Theme 2: Personal Skill

All of the respondents talked about personal skills in their interview. A person with strong personal
skills is in high request for a wide range of jobs. We’ve all worked with someone who is excellent
at agreeable with colleagues and is always faithful. This individual has upgraded their personal
skills. There are some factors can be included in personal skills given below:
 Communication Skill
All respondents talked about communication skill. Everyone told they want communicational skill
in an HRIS officer. Good verbal and written communication skills are essential in order to deliver
and understand information quickly and accurately. Being able to communicate effectively is a
vital life skill and should not be overlooked. From these respondent’s interview period the I found
three factors, they are:
 Verbal skill:
Excellent verbal skill is essential in the corporate world. If anyone wants to achieving success in
their career, they need to improve their verbal skills. These respondents talked about verbal skills
is must to communicate with everyone. And in a case of HRIS verbal skill is must to record
accurate information about human resource. If someone doesn’t have proper verbal skills, it is
quite impossible for that person to deliver a development.
 Behavior:
Behavior is also important for the company. The behaviors of employees in the workplace have a
direct correlation to the business' operations, and concurrently, its success. Typically, professional
behaviors generate collaborative work product and elevate the status of the company, while poor

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or unprofessional behaviors have the potential to stop productivity, decrease morale and create a
poor public relation.
 Presentation skill:
Everyone who wants to be good at professional life, he/she needs to develop proper presentation
skills. A person can get high educational degree but without presenting his/her point of view
properly or without making people understand his/her thoughts its totally useless. So this skill is a
must for developing career.

4.10.2.3 Strong mentality

In the corporate life making a strong mentality is more important than the other factors. Employee
might have to face with uncertainty, have to pass in critical condition and many other things might
have to face which he/she may dislike. By the strong mentality employee can recover these
situations. I found some factors which describe in which sector existing employees need set their
mind strong. Those factors are shown below:
• Keep Patience
Patience is the most important things to achieve a goal in life. Success can’t come suddenly.
Without patience any one get irritate of their life or work place. People who are impatient can’t
achieve anything properly in their life. To achieve something from the work place or life ones’
have to stay calm with patience. Some respondents who talked about the fresh graduate keep
patience.
• Problem solving
Problem-solving skill are kind of analytical skills. These skills are fundamental to get stable in
job because they demonstrate ones’ capacity to be an employee who can resolve problems on the
job
• Self-motivated:
A person may be highly qualified in all areas but if they are not able to get along with co-workers,
superiors and clients and if they aren’t able to self-motivate, that employee may be no good for the
organization

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4.10.2.4 Corporate market knowledge

Every employee either business or others field need to know about corporate market. Graduate
have to know the job wages. For which position how many wages which organization provide
workers have to gather this knowledge.
• Negotiation power: The importance of negotiation in business graduate when it comes to starting
salary and benefits. Fresh graduate have to gain this negotiation power to improve their other skills.
One respondent mentioned about negotiation power that he wants that skill in fresh business
graduate.

4.11 Recommendations

Decision making process should be de-centralized. This way, there would be more engagement
from junior-mid level employees which could turn great for the company in the long run.
 Update the software of HRIS for better utilization.
 There should be a proper work time, not long load hours. If an employee has to work overtime
due to work pressure, he/she should be compensated properly for that extra working hour.
 Deserving employees should be compensated on a timely manner. It could be through means
of rewards, salary increments, or promotions etc.
 All employees could be provided with transportation facilities. Moreover, females, must be
provided safe and secure transportation system

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 5 CONCLUSION

This Internship Program has indeed provided me the taste of the real corporate world for which I
have been preparing all throughout my life. I have been able to implement my academic knowledge
and learning to enhance my experience. During the course of my internship, I have been able to
successfully contribute to my internship at Partex Star Group (CX-2) and in the process of doing
so learn communicative, interpersonal, analytical and tactical skills that will surely play a major
part in me achieving a successful corporate career. In Partex Star Group, every day I learned
something new. Not only the professional learning, but also, the learning about morality and
behavior will be great asset to me. I will try my level best to cultivate these learning and build my
career in this industry. The overall experience that I had in these months of my internship was
absolutely splendid. The knowledge I have acquired from this organization will always be a lesson
for me. I believe that such internship training will definitely help me to furnish my future career.
Partex Star Group has successfully taught me how a managerial function. I gained new knowledge,
skills and met many new people. I got insight into professional practice. I learned the different
facts and skill. Therefore, this internship was a great learning experience for me. I also got the
opportunity to apply my academic knowledge and dealt with real life problems.

In the end, I want to thank all my supervisors, especially Md. Salehin Mahmud Nahadi and my
honorable faculty Anonna Raka Chowdhury for giving me such a valuable opportunity. The
internship was also good to find out what my strengths and weaknesses are. This helped me to
define what skills and knowledge I have to improve in the coming time. It modified my vision
about career plan by a lot. Therefore, I consider myself very lucky to have this opportunity to work
as an intern at one of the leading private company of the country. Lastly, I would like to say that
working as an intern and being a part of the Partex Star Group family was a great honor for me.

Page 88 of 94
REFERENCES (APA Style)

 Hudson, D. (2021). What is the best definition of innovation? | Dr Ken Hudson. Retrieved 10
February 2021, from https://drkenhudson.com/best-way-define-innovation/

 Customer Focus Aspects In Top Quality Management Management Essay. (2021). Retrieved
10 February 2021, from https://www.ukessays.com/essays/management/customer-focus-
aspects-in-top-quality-management-management-essay.php

 home, G. (2021). What does ‘agility’ mean for your organisation?. Retrieved 10 February
2021, from https://www.morganphilips.com/en/insights/what-does-agility-mean-for-your-
organisation

 How You Can Best Demonstrate Respect in the Workplace. (2021). Retrieved 10 February
2021, from https://www.thebalancecareers.com/how-to-demonstrate-respect-in-the-
workplace-1919376

 Employee Handbook.Partex Star Group.

 (PDF) The role of tourism in poverty reduction: An empirical assessment. (2021). Retrieved
16 February 2021, from
https://www.researchgate.net/publication/257789880_The_role_of_tourism_in_poverty_redu
ction_An_empirical_assessment
 The Macro Environment - Six Forces (DESTEP). (2021). Retrieved 16 February 2021, from
https://marketing-insider.eu/macro-environment/

 Ngoc Duc, N., Siengthai, S. and Page, S. (2013), "A conceptual model of HRIS‐Trust: an
understanding of suppliers'/customers' relationship", Foresight, Vol. 15 No. 2, pp. 106-116.
https://doi.org/10.1108/14636681311321112

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APPENDIX

Questionnaire

E-mail address *
Your email

Name

Your answer

Designation

Your answer

Contact No.

Your answer

4. Working Experience (Years)

a) 1 to 3
b) to 6
c) 7 to 9
d) 10 to above

5. Do you Know about Human Recourse Information System?

a) Yes
b) No
c) Maybe

6. Do You Think a Company Should Have HRIS in their organization?

a) Yes
b) No
c) Maybe

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7. HRIS is an effective source of recording employee’s information.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

8. HRIS is Time consuming.

a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

9.Do you think HRIS is unnecessary expense for any company?

a) Yes
b) No
c) Maybe

10. Do you think the expense is worth it?

a) Yes
b) No
c) Maybe

11. Do you think HRIS can reduce man power in the organization?
a) Yes
b) No
c) Maybe

12. Is It beneficial for you to have HRIS in your organization?

a) Yes
b) No
c) Maybe

13. Can you see your employment information (salary, attendance, etc.) by your
HRIS?
a) Yes
b) No
c) Maybe

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14. Do you have any control over HRIS?
a) Yes
b) No
c) Maybe

15. Is it maintaining confidentiality of your organization?

a) Yes
b) No
c) Maybe

16. Because of HRIS relationships between employees are-

a) Very Good
b) Good
c) Neutral
d) Bad
e) Very Bad

17. Professional Communication between employees are-

a) Very Good
b) Good
c) Neutral
d) Bad
e) Very Bad

18. HRIS can include these activities for efficient use such as - (recruitment, selection,
training, and development)
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

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 Founded 1991 by Md.Alimullah Miyan

Report on Academic Supervisor`s Visit to practicum Organization

Name of Academic Supervisor: Ananya Raka Chakraborty Program: BBA Date/Time: 28/02/2021

Name of the Intern: Madina Jannat Happy ID: 17102041 Semester: BBA

“ Human Resource Information System of Partex Star

1.Title of the Report/Project
Group”

Name: Partex Star Group

2. Organization Phone: 028878800

Email: mail@psgbd.com

Name: Salehin Mahmud Nahadi

3.Workplace Supervisor Phone/Cell: 01770790343

Email: nahadi@danishbd.com

4. Designation of the Intern at Workplace Senior Officer

1. Recruitment Process

2. Recording Data on HRIS

5. Major activities of the intern at
3. Making Summery of the candidates
Workplace
4. making List of the Candidates

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 Punctuality: Good

Work: Good
6. Performance of the intern at Workplace
Behavior: Good

Company`s Code of Conduct: Good

7. Remarks and Observations of the

She is regular and active on the work place.
workplace supervisor (if any)

Name:

Designation:
8. Meeting (if any) with the higher
authority at workplace of intern and his/her Phone/Cell:
expectation(if any)
Email:

Expectation:

9. Relevance between project title and

actual job with remarks

Academic Supervisor …………………….

Signature: ………………………………

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