Internship

on

HR and Administration Practices at Pacific Jeans Group

Department of Management
University of Chittagong

1
 Internship

on

HR and Administration Practices at Pacific Jeans Group

Submitted To

Dr. Mohammad Harisur Rahman Howladar

Professor
Department of Management
University of Chittagong

Submitted By

Musfika Kanam Misfa

ID: 20302072
Session:2019-2020
Department of Management
University of Chittagong

Date of Sumission:21.08.2025

2
 LETTER OF SUBMISSION

Date:10th August, 2025

Dr. Mohammad Harisur Rahman Howladar
Professor
Department of Management,
University of Chittagong.
Chattogram.

Subject: Submission of Internship Report.

Sir,

With due respect and honor, I am writing to formally submit my internship report titled
"HR and Administration Practices at Pacific Jeans Group," which I have completed as a
partial requirement for the BBA [Link] internship program has provided me with
an opportunity of having an expose of working environment.

This report reflects my practical experiences and insights gained during the internship.
I would like to express my gratitude for your invaluable guidance and support throughout
this project.I hope that you would be kind enough to accept my report and obliged
thereby.

Sincerely yours

……………………

Musfika Kanam Misfa

ID: 20302072

Session:2019-2020

Department of Management

University of Chittagong

3
 DECLARATION OF SUPERVISOR

I am happy to certify that this internship report titled “HR and Administration Practices
at Pacific Jeans Group,” prepared by a student of Bachelor of Business Administration
belonging to Musfika Kanam Misfa BBA (8th Semester), ID-20302072,

Session: 2019-20, Department of Management under the Faculty of Business

administration, University of Chittagong, for the partial fulfilment to complete the degree
of Bachelor of Business Administration.

I certify that this work and contents of this report has been conducted under my
supervision.

Supervisor

........................................

Dr. Mohammad Harisur Rahman Howladar

Professor

Department of Management

University of Chittagong.

4
 DECLARATION OF STUDENT

I,Musfika Kanam Misfa, hereby declare that the internship report titled "HR and
Administration Practices at Pacific Jeans Group" submitted to University of Chittagong is
my original
work. The report has been completed as part of the requirements for the BBA program
under the supervision of Dr. Mohammad Harisur Rahman Howladar.I affirm that all
information presented in this report is true and accurate to the best of my knowledge.

……………………

Musfika Kanam Misfa

ID: 20302072

Session:2019-2020

Department of Management

University of Chittagong

5
 ACKNOWLEDGEMENTS

An internship is a learning opportunity for students to gain practical experience while

networking and establishing important professional connections prior to graduation. It’s
work as a bridge between theoretical and practical knowledge.

It’s a great honour that I got such opportunity so I would like to express my deepest
gratitude to all those who contributed to the successful ending of this internship report.

First, I sincerely thank my academic supervisor, Dr. Mohammad Harisur Rahman

Howladar, Professor, Department of Management, University of Chittagong for
continuous guidance and support throughout this internship journey.

Gratefulness to Mr. A.H.M Shahariar, Assistant Manager, (HR and Admin), Universal
jeans Ltd, for being helpful and kind enough to provide necessary information.

I am also immensely grateful to Mr. Asheak Chowdhury, Executive, (HR and Admin)
Universal Jeans Ltd, for supervising me throughout my internship at Universal Jeans
Limited and providing me with the opportunity to learn and gain practical [Link]
also arranges all the facilities to make it easier.

I sincerely appreciate everyone who invested their time and energy to give me their
advice and insights, fed me with the necessary data for my internship and even inspired
me to work harder. To me, that is an incredibly amazing source of motivation.

Lastly, my heartfelt thanks go to my family and friends for their unwavering support
during this journey.

6
 Executive Summary

This internship report explores the Human Resource (HR) and Administration practices
of Pacific Jeans Group, one of the leading export-oriented ready-made garments (RMG)
manufacturers in Bangladesh. The study reveals that Pacific Jeans follows a structured
and methodical approach to HR management, covering core functions such as
recruitment, selection, training and development, and performance appraisal. The
administrative department works in close coordination with HR to manage workplace
infrastructure, maintain employee records, and ensure compliance with labor laws and
buyer standards.

This report is organized into seven chapters, each designed to systematically explore and
present the Human Resource (HR) and Administration practices of Pacific Jeans Group.
The chapter-wise breakdown is as follows:

Chapter 1: Introduction: Provides the background, purpose, objectives, methodology,

scope, and limitations of the study.

Chapter 2: Company Profile: Gives an overview of Pacific Jeans Group, including its
history, vision, mission, organizational structure, operations, and achievements.

Chapter 3: Conceptual Overview: Covers key HRM and administrative concepts,

functions, and their relevance in the RMG sector, connecting theory with practice.

Chapter 4: Findings and Discussions: This chapter highlights the important findings and
discussions derived from the internship experience at Pacific Jeans Group. The findings
are based on direct observation, informal discussions with employees, and participation
in HR and administrative activities. The key areas explored include recruitment, training,
performance appraisal, and administrative support systems.

Chapter 5: Conclusions and Recommendations: Summarizes the key findings and

provides suggestions for improving HR and administrative functions based on the
internship experience.

7
 Table of Contents
Chapter 1: Introduction------------------------------------------------------------------------- 10
1.1 Background of the Study----------------------------------------------------------------- 10
1.2 Rationale of the Study------------------------------------------------------------ 11
1.3 Objectives of the Study----------------------------------------------------------- 12
Broad Objective--------------------------------------------------------------------12
Specific Objectives---------------------------------------------------------------- 12
1.4 Methodology----------------------------------------------------------------------- 13
1.5 Scope of the Study---------------------------------------------------------------- 14
1.6 Limitations of the Study------------------------------------------------------------------14

Chapter 2: Company Profile------------------------------------------------------------------- 16

2.1 Overview of Pacific Jeans Group------------------------------------------------------- 16
2.2 Vision, Mission, and Core Values------------------------------------------------------- 17
2.3 Pacific Jeans At AGlance---------------------------------------------------------------- 18
2.4 Historical Development of Pacific Jeans-----------------------------------------------21
2.5 Products and Buyers--------------------------------------------------------------------------------24
2.6 Sustainability and CSR Initiatives------------------------------------------------------ 25
2.7 Pacific Jeans vs Competitors------------------------------------------------------------ 25

Chapter 3: Conceptual Overview--------------------------------------------------------------26

3.1 Definition of Human Resource management------------------------------------------ 26
3.2 Evolution of HRM------------------------------------------------------------------------ 26
3.4 Theoretical Frameworks of HRM-------------------------------------------------------28
3.7 The Role of Administration in RMG Firms------------------------------------------- 30
3.8 Integration of HR and Administration--------------------------------------------------30

Chapter 4: Findings and Discussions--------------------------------------------------------- 32

4.1 Fairness, Non-Discrimination, and Background Verification in Hiring-------------32
4.2 Maintenance of Employee Records and Classification------------------------------- 33
4.3 Wage Structures---------------------------------------------------------------------------- 33
4.4 Workplace Safety, Compliance Drills, and HR’s Role in Employee Well-Being- 34
4.5 Leave Management System-------------------------------------------------------------- 35

Chapter 5: Conclusions and Recommendations-------------------------------------------- 36

5.1 Problems------------------------------------------------------------------------------------36
5.2 Recommendations for Improvement--------------------------------------------------- 37
5.3 Conclusions-------------------------------------------------------------------------------- 37
References------------------------------------------------------------------------------------------ 38

8
 Chapter 1: Introduction

1.1 Background of the Study

In today’s globalized and highly competitive business environment, organizations are

constantly seeking innovative ways to enhance productivity, strengthen employee
engagement, and maintain sustainability. Among the various functions of management,
Human Resource Management (HRM) and Administrative practices play a central role in
ensuring that businesses are able to attract, retain, and develop talented employees while
maintaining compliance with legal frameworks and social responsibilities.

HRM is no longer viewed as a supportive function dealing solely with payroll and
recruitment; instead, it has emerged as a strategic partner in organizational success.
Effective HRM ensures that employees are well-aligned with the company’s mission and
vision, while administrative practices provide the necessary structural and logistical
support to maintain smooth organizational operations.

In the context of Bangladesh, the Ready-Made Garments (RMG) industry serves as the
backbone of the economy, contributing more than 80% of export earnings (BGMEA,
2022). With over 4 million workers, of which nearly 60% are women, the industry has
transformed Bangladesh into one of the largest apparel exporters in the world. However,
the RMG sector also faces significant challenges, including labor unrest, safety concerns,
skill gaps, and compliance with international labor standards. These issues highlight the
crucial role of HR and Administration in managing human capital and ensuring
organizational sustainability.

Pacific Jeans Group, a leading name in Bangladesh’s RMG sector, provides a perfect
case study for analyzing HR and administrative practices. Established in 1984, the
company has grown into a global denim powerhouse, producing for brands such as
Tommy Hilfiger, Hugo Boss, Uniqlo, and Levi’s. With more than 30,000 employees, the
company’s HR and administrative systems are critical to its daily operations and
long-term success.

9
This internship report focuses on examining how HRM and administrative practices are
structured and implemented at Pacific Jeans Group. It attempts to bridge the gap between
theoretical knowledge and practical workplace realities, enabling a deeper understanding
of organizational management in Bangladesh’s RMG sector.

1.2 Rationale of the Study

The rationale behind this study stems from the growing importance of HRM in shaping
the success of organizations worldwide. While Bangladesh’s RMG sector has become a
global player, it continues to attract international scrutiny due to concerns about
workplace safety, fair wages, and labor rights. High-profile incidents such as the Rana
Plaza tragedy in 2013 highlighted the urgent need for stronger HR and administrative
frameworks within the industry.

Studying HR and administrative practices in an organization like Pacific Jeans is

particularly significant for several reasons:

1. Contribution to National Economy: As a top denim exporter, Pacific Jeans plays a vital
role in foreign exchange earnings. Understanding how HR and admin functions operate
here provides insights into the industry’s overall performance.

2. Strategic HR Role: The RMG industry is labor-intensive, and employee management

is key to maintaining competitive advantage. Recruitment, retention, and training
practices directly affect productivity.

3. Global Compliance: International buyers impose strict compliance requirements,

making HR and administrative functions central to sustainability and brand reputation.

4. Academic Significance: For a BBA student specializing in management, exploring

real-world HR practices bridges the gap between theory and practice, enhancing
professional readiness.

10
5. Practical Relevance: The findings of this study can serve as a guideline for improving
HRM practices in other RMG firms in Bangladesh.

Thus, this study is not only an academic requirement but also a practical contribution to
understanding and improving HRM in one of Bangladesh’s most vital industries.

1.3 Objectives of the Study

Broad Objective

To know the human resource and administrative policies and practices of Pacific Jeans
Group.

Specific Objectives

●​ To explore the fairness, non-discrimination, and background verification

processes in hiring.
●​ To know how employee records are maintained, including classification into
permanent, temporary, and contractual categories.
●​ To identify wage structures, allowances, and benefits in line with Bangladesh
Labor Act 2006 and EPZ rules.
●​ To know workplace safety, compliance drills, and the role of HR in employee
well-being.
●​ To perceive how different types of leave (casual, sick, earned, maternity) are
documented and approved.

These objectives serve as the guiding framework for the internship study.

11
1.4 Methodology

The methodology adopted for this study is a combination of qualitative and quantitative
approaches, ensuring both depth and accuracy in data collection.

Primary Sources:

Personal observation during internship at Pacific Jeans Group.

Face-to-face discussions with HR and administrative officials.

Informal interactions with workers and supervisors.

Telephone interviews with corporate HR professionals.

Participation in HR-related activities such as job posting, resume screening, and training
sessions.

Secondary Sources:

Internal documents, policy manuals, and compliance reports.

Company website and official HR guidelines.

Newspaper articles and industry reports.

Academic textbooks and research journals on HRM and Administration.

The data collected through these methods were analyzed using descriptive and
comparative approaches, allowing connections between theoretical frameworks and
real-world practices

12
1.5 Scope of the Study

The scope of this study is limited to the HR and Administrative practices of Pacific Jeans
Group, particularly focusing on its Universal Jeans Ltd. (UJL) unit, where the internship
was conducted.

Key areas covered:

Recruitment and selection processes.

Employee classification and record management.

Training and development initiatives.

Performance appraisal methods.

Wage, benefits, and compliance systems.

Administrative functions supporting HR operations.

However, the study also draws broader insights relevant to the entire RMG industry in
Bangladesh, making the findings useful for academic, professional, and industry
purposes.

1.6 Limitations of the Study

Despite careful research, the study encountered certain limitations:

1. Time Constraint: The internship period (3 months) was too short to observe long-term
HR strategies or policy changes.

2. Confidentiality Issues: Access to sensitive HR data (salary records, promotion

decisions) was restricted due to company policies.

3. Limited Cooperation: Some employees were reluctant to share information due to

workload pressure or organizational confidentiality.

13
4. Scope Restriction: The study is limited to one company unit (UJL) and may not fully
represent practices across all Pacific Jeans factories.

5. Dependence on Secondary Data: Some findings are based on secondary reports, which
may have inherent biases.

14
 Chapter 2: Company Profile

2.1 Overview of Pacific Jeans Group

Pacific Jeans Group is one of the most prominent and pioneering garment manufacturing
conglomerates in Bangladesh, specializing in premium-quality denim products.
Established in 1984 as a small-scale jeans manufacturer in Chattogram, the company has
evolved into a globally recognized name in the ready-made garments (RMG) sector.
Today, Pacific Jeans is a trusted partner for numerous world-renowned fashion brands
including Levi’s, Tommy Hilfiger, Hugo Boss, Uniqlo, Zara, H&M, Marks & Spencer,
and American Eagle Outfitters.

The company has built a strong reputation by combining state-of-the-art technology,

skilled workforce management, innovation in design, and strict compliance with
international standards. Over the decades, Pacific Jeans has expanded into multiple sister
concerns, such as Pacific Jeans Ltd., Universal Jeans Ltd., NHT Fashions Ltd., and Jeans
2000 Ltd., each focusing on specialized segments of the denim supply chain.

At present, Pacific Jeans employs more than 30,000 workers, produces over 36 million
pieces annually, and contributes significantly to Bangladesh’s foreign currency reserves.
With a floor area exceeding 6,80,000 sq. ft., the company operates as a fully integrated
denim manufacturer with facilities for designing, cutting, sewing, washing, finishing, and
packaging.

Pacific Jeans’ strength lies not only in its production capacity but also in its sustainability
efforts, ethical labor practices, and strong HR systems, which make it a role model for
other RMG companies in Bangladesh.

15
2.2 Vision, Mission, and Core Values

A company’s vision, mission, and values reflect its strategic direction and corporate
philosophy. Pacific Jeans has developed a clear organizational identity that emphasizes
innovation, responsibility, and quality.

Vision:

“To be the world’s most innovative and sustainable denim producer.”

Mission:

“Delivering premium-quality garments while ensuring employee satisfaction, social

responsibility, and environmental sustainability.”

Core Values:

1. Integrity – Conducting business with honesty and fairness.

2. Innovation – Continuously adapting modern technologies and design trends.

3. Teamwork – Building collaboration among employees, managers, and partners.

4. Responsibility – Ensuring social compliance, fair wages, and labor welfare.

5. Quality – Maintaining strict quality control to satisfy international buyers.

These values are not just theoretical statements; they are embedded into Pacific Jeans’
everyday operations. For instance, its HR department emphasizes fairness and
transparency in recruitment, while its compliance department ensures worker safety and
environmental sustainability.

16
2.3 Pacific Jeans At AGlance

Name Pacific Jeans Limited

Type & Category Private Limited Company & ‘C‘ Type

(100% Bangladeshi ownership)

Date of Establishment 5th August,1996

Plot#14-19, Sector#05,CEPZ,Chittagong
Address 4223,Bangladesh
Directors of the
Company

Directors of the Md. Nasir Uddin

Company Mrs. Syeda Umme Habiba
Begum Mr. Sayed Mohammed
Tanvir.

Values Speed, Integrity, Innovation, Sustainability,

Quality

Floor Area 6,80,000 [Link]

Total No. of Around 32000

employee

Products - Women (65% approximately)

- Men (33%approximately)
- Kids (2%approximately)
Products such as Denim, Knit, Jacket,
Maternity pant, Skirt,
Garment
Dye, Chino, Bermuda, Shorts, Five Pocket,
Jogger and so on

Growth Target 38 million pieces /Year(Approximately)

1, 40,000 pieces/Day (Approximately)

Various Process Designing

Involved In Cutting

17
Production Sewing
Wet Processing or Washing
Finishing

Bank For Payroll:

o Standard Chartered
(SeniorManagement)
o Bank Asia Limited (JuniorManagement)
o Dutch-Bangla Bank (Workers andStaff)

17

2.3 Pacific Jeans At AGlance

18

For Business Transactions:

o HSBC
o City Bank

Raw Materials 70% Fabrics

o Thread
o Zippers
o Buttons
o Tags
o Chemicals
o Carton RawMaterials:
1. Liner paper 2. Medium Paper 3.
StarchPowder
4. Master Gum 5. Silicon Gum 6. Ink 7.
Stitching wear.
o Embroidery RawMaterials:
[Link] 2. Interlining 3. TCLining

Machines used AutoSpreader

in production AutoCutter
Laser Machines
Feed Of The Arm Machine
KANSAIMachine
EyeholeMachine

18
 Straight Knife CutterMachine
FusingMachine
Single NeedleMachine
Double NeedleMachine
Over LockMachine
Button AttachMachine
Cuff PressingMachine
Pocket CreasingMachine

Workers’ BEPZA Insurance Scheme

Insurance
Scheme

Buyers GAP, H&M, C&A, Tom Tailor, Uniqlo,

ZARA. KOHL’S, Celio,

American
Eagle Outfitters. Marks & Spencer,
Banana Republic, Bonita,
Mustang, J.C.R.E.W, Engle Bert Strauss,
[Link], River
Island

Departments o Human ResourceDepartment

o Commercial Department
o Accounts & FinanceDepartment
o Industrial Engineering, Work-study
&planning.
o Production Department
o Production AccountingDepartment
o Information Technology (IT)Dept.
o CAD &SamplingDepartment
o MerchandisingDepartment
o EngineeringDepartment
o Supply Chain ManagementDept.
o ComplianceDepartment
o Quality Assurance Dept.(Q.A.D)

Code of Conduct Bangladesh EPZ Labor Law2019

BEPZA Instruction – 1 &2

19
 Buyer COC

2.4 Historical Development of Pacific Jeans

The growth story of Pacific Jeans is a testament to Bangladesh’s rise in the global
apparel industry.

1. Early Beginnings (1984–1990s):

Pacific Jeans started as a small factory in Chattogram, focusing mainly on denim jeans
for export. At a time when Bangladesh’s garment industry was still in its infancy, Pacific
Jeans distinguished itself by investing in modern equipment and skilled manpower.

2. Expansion Phase (2000–2010):

With increasing demand from international buyers, the company expanded into multiple
units, including Universal Jeans Ltd. and Jeans 2000 Ltd.. This phase also saw
investments in automated sewing, laser cutting, and washing technologies, giving Pacific
Jeans an edge over local competitors.

3. Innovation & Sustainability (2010–2020):

The company began emphasizing sustainable practices, such as water recycling, energy
efficiency, and compliance with Accord on Fire and Building Safety in Bangladesh
(2013). Pacific Jeans became one of the few Bangladeshi RMG companies to meet strict
European buyer requirements.

4. Global Recognition (2020–2025):

By 2025, Pacific Jeans is considered a global leader in denim manufacturing,
contributing nearly $500 million in annual exports. Its adoption of AI-driven design,

20
digital HR systems, and eco-friendly production methods makes it a benchmark for other
factories.

2.4 Organizational Structure

Pacific Jeans follows a hierarchical structure with clear reporting lines and departmental
divisions. The structure ensures efficient coordination among units while maintaining
strict compliance with buyer and labor standards.

Key Departments:

Human Resources Department: Recruitment, training, performance management,

employee welfare.

Commercial Department: Handles import of raw materials and export logistics.

Accounts & Finance: Budgeting, payroll, and financial compliance.

Industrial Engineering & Planning: Focused on productivity improvement and lean

management.

Production Department: Core operations – cutting, sewing, finishing.

Quality Assurance: Ensures product quality meets buyer specifications.

Compliance Department: Monitors labor laws, buyer codes of conduct, and workplace
safety.

IT Department: Oversees digital systems, HR software, and data management.

This division of labor highlights the integration of HR and administration with other
functions, as compliance and worker management are crucial for international branding.

21
Industrial Engineering & Planning: Focused on productivity improvement and lean
management.

Production Department: Core operations – cutting, sewing, finishing.

Quality Assurance: Ensures product quality meets buyer specifications.

Compliance Department: Monitors labor laws, buyer codes of conduct, and workplace
safety.

IT Department: Oversees digital systems, HR software, and data management.

This division of labor highlights the integration of HR and administration with other
functions, as compliance and worker management are crucial for international branding.

22
2.5 Products and Buyers

Pacific Jeans is known as a premium denim manufacturer. While 65% of its products are
women’s wear, 33% men’s wear, and 2% children’s wear, its product range includes:
●​ Five-pocket jeans
●​ Jackets
●​ Joggers
●​ Skirts
●​ Chinos & shorts

23
 ●​ Garment-dyed clothing
●​ Maternity pants

Major buyers include: Levi’s, Hugo Boss, H&M, Zara, Uniqlo, Marks & Spencer, Gap,
Celio, Banana Republic, and Tesco.

This strong buyer base not only reflects the company’s reputation but also requires
rigorous HR and administrative practices to meet the compliance expectations of
international brands.

2.6 Sustainability and CSR Initiatives

Pacific Jeans has been at the forefront of sustainable RMG practices in Bangladesh. Its
key initiatives include:

1.​ Water Recycling Plants: Reuses 90% of water in denim washing.

2.​ Solar Power Integration: Reducing dependence on fossil fuels.
3.​ Worker Welfare Programs: Free medical care, maternity leave, daycare centers.
4.​ Green Factories: Several units certified as LEED Gold Standard by USGBC.
5.​ Skill Development Programs: Training workers for advanced technologies.

These initiatives not only enhance brand value but also reduce turnover, making HR and
administrative practices more effective.

2.7 Pacific Jeans vs Competitors

Compared to competitors like Ha-Meem Group, DBL Group, and Square Fashions,
Pacific Jeans differentiates itself through specialization in denim, high-end buyers, and
sustainability practices. While others focus on volume production, Pacific Jeans focuses
on premium quality and compliance, which demands stronger HR and administrative
controls.

24
 Chapter 3: Conceptual Overview

3.1 Definition of Human Resource management

Human Resource Management (HRM) refers to the strategic approach of managing

people within an organization to maximize performance and achieve organizational
objectives. It is not limited to hiring and payroll; rather, it encompasses the entire
employee lifecycle—from recruitment to retirement.

According to Dessler (2020), HRM can be defined as “the policies and practices
involved in carrying out the people or human resource aspects of a management position,
including recruiting, screening, training, rewarding, and appraising.”

In the context of modern organizations, HRM also plays a role in:

●​ Strategic workforce planning – aligning human capital with organizational goals.

●​ Talent management – attracting, retaining, and developing skilled professionals.
●​ Employee engagement and motivation – fostering commitment and productivity.
●​ Compliance – ensuring adherence to labor laws and buyer requirements.

For labor-intensive industries such as the RMG sector in Bangladesh, HRM is

particularly crucial because workers are the main drivers of production. Without
effective HR practices, maintaining efficiency, compliance, and brand reputation
becomes difficult.

3.2 Evolution of HRM

HRM has evolved significantly over the past century:

1. Industrial Welfare Period (1900–1920s): Focused on worker welfare, with HR seen as

a support role.

25
2. Personnel Management (1930–1950s): Emphasis on hiring, payroll, and labor
relations.
3. Human Relations Movement (1960–1980s): Based on behavioral sciences,
recognizing the importance of motivation and leadership.
4. Strategic HRM (1990s–Present): HR became a strategic partner, integrating people
management with long-term organizational goals.

In Bangladesh, particularly in the RMG sector, HR has shifted from being purely
administrative (attendance, payroll) to being a strategic compliance partner, ensuring that
organizations meet international standards while maintaining productivity.

3.3 Key HR Functions and Administrative Role

Administration, though often less highlighted than HR, forms the backbone of
organizational operations. Administrative functions support HR by ensuring that
logistics, infrastructure, and compliance mechanisms are properly managed.

Key administrative roles include:

Workplace management – facilities, safety, utilities, and logistics.

Employee documentation – maintaining personnel files, leave records, and attendance.
Compliance – ensuring that labor laws, EPZ rules, and buyer codes of conduct are
followed.
Coordination – linking departments for smooth operations.

At Pacific Jeans, the administrative department works hand in hand with HR, ensuring
proper recordkeeping, safety measures, and coordination with external authorities like
BEPZA (Bangladesh Export Processing Zones Authority).

26
3.4 Theoretical Frameworks of HRM

Several theories explain HRM practices and their impact on organizations.

(i) Maslow’s Hierarchy of Needs (1943):

Employees are motivated by fulfilling a hierarchy of needs:

1. Physiological (wages, food, housing)

2. Safety (job security, safe workplace)
3. Social (team belongingness)
4. Esteem (recognition, promotions)
5. Self-actualization (personal growth)

Pacific Jeans’ HR policies (such as fair wages, safety measures, and training) directly
address these levels.

(ii) Herzberg’s Two-Factor Theory (1959):

Hygiene factors: Salary, working conditions, policies (prevent dissatisfaction).

Motivators: Recognition, responsibility, growth opportunities (create satisfaction).

For example, Pacific Jeans ensures hygiene factors through compliance and safety, while
motivators are supported through training and promotion opportunities.

(iii) McGregor’s Theory X and Theory Y (1960):

Theory X: Workers are inherently lazy, need control.

Theory Y: Workers are self-motivated, seek responsibility.

Pacific Jeans adopts a Theory Y approach in its modern HR practices by empowering

workers with training, participatory decision-making, and performance-based rewards.

27
(iv) Strategic HRM Model:

Modern HR integrates with corporate strategy. The Harvard Model of HRM emphasizes
balancing:

Employee influence
Human resource flow (recruitment, training, promotion)
Reward systems
Work systems

Pacific Jeans demonstrates this by aligning HR with its sustainability goals and buyer
compliance requirements.

3.5 Importance of HRM in RMG Sector

The RMG sector in Bangladesh is highly labor-intensive, making HRM a critical success
factor. Its importance can be highlighted in several ways:

1. High Employee Turnover: The industry often faces 20–30% turnover annually. HRM
helps reduce attrition through fair wages and engagement.

2. Labor Unrest: Many strikes are related to wage disputes. Effective HR negotiation and
communication prevent unrest.

3. Skill Development: With global buyers demanding high-quality production, training

programs are essential.

4. Compliance Pressure: Buyers from the US and Europe require strict adherence to
labor rights and safety standards. HR ensures compliance.

5. Employee Welfare: HR ensures that workers receive medical, maternity, and safety
support, which improves morale and productivity.

28
3.6 HRM Practices in Bangladesh’s RMG Sector

In Bangladesh, HRM in RMG firms covers:

1.​ Recruitment: Mostly through local agencies, referrals, and internal hiring.
2.​ Training: Skill development, compliance awareness, machine handling.
3.​ Performance Appraisal: Often paper-based but gradually digitalizing.
4.​ Compensation: Wages set by minimum wage boards, with additional allowances.
5.​ Compliance: Safety drills, fire evacuation, maternity benefits, anti-discrimination
policies.

Pacific Jeans is considered an industry leader, often going beyond the legal requirements
to satisfy international buyers.

3.7 The Role of Administration in RMG Firms

Administration ensures:

●​ Proper maintenance of factory infrastructure.

●​ Worker transportation and accommodation facilities.
●​ Medical and daycare centers within factories.
●​ Documentation of leave, attendance, and payroll.
●​ Liaison with government agencies like BEPZA and BGMEA.

Without effective administration, even the best HR strategies would fail because
employees require logistical and compliance support.

3.8 Integration of HR and Administration

In practice, HR and administration work together. For example:

29
HR recruits workers → Administration maintains their personnel files.
HR arranges training → Administration provides classrooms, utilities, and logistics.
HR sets compliance rules → Administration monitors safety drills and facilities.

Pacific Jeans demonstrates this integration effectively, which is one of the reasons why it
is trusted by international buyers.

3.9 Global Best Practices and Relevance to Pacific Jeans

To remain competitive, Pacific Jeans must align with global HR and administrative
trends, such as:

HR Digitalization: Use of HRIS and AI recruitment tools.

Employee Engagement: Continuous feedback systems.
Sustainability Integration: Linking HR policies with CSR and environmental goals.
Inclusive Workplaces: Gender equality, diversity, and non-discrimination.

By adopting these practices, Pacific Jeans not only improves efficiency but also
strengthens its global brand reputation.

30
 Chapter 4: Findings and Discussions

This chapter presents the practical findings of my internship at Pacific Jeans Group,
structured according to the specific objectives of the study. Each finding is explained
with real observations, supported by HR theories and compliance requirements.

4.1 Fairness, Non-Discrimination, and Background Verification in Hiring

One of the most critical aspects of HR practices at Pacific Jeans is ensuring that
recruitment is fair, transparent, and compliant with both Bangladesh labor laws and
international buyer requirements.

Fairness in Hiring: Pacific Jeans follows a standardized recruitment policy. Job postings
are made publicly through notice boards, online platforms, and local agencies to ensure
equal opportunity. Candidates are evaluated against job descriptions rather than personal
characteristics.

Non-Discrimination: HR policies prohibit discrimination based on gender, religion,

ethnicity, or social background. For instance, female workers constitute nearly 60% of
the workforce, showing inclusivity in recruitment.

Background Verification: All candidates must provide NID cards, police verification
reports, and references. For managerial positions, HR conducts additional checks on past
employment and educational credentials.

Medical Screening: Before final appointment, employees undergo health check-ups to

ensure workplace safety and fitness.

This practice aligns with ILO’s core labor standards and McGregor’s Theory Y, which
emphasizes trust and responsibility. The transparent system reduces favoritism and
strengthens buyer confidence. However, reliance on manual documentation sometimes
slows down verification. A digital recruitment database could further improve efficiency.

31
4.2 Maintenance of Employee Records and Classification

Efficient recordkeeping is essential for both compliance and operational management.

Classification of Employees:

Permanent: Workers after successful probation.

Temporary/Contractual: Seasonal workers or those hired for specific projects.

Probationary: New hires undergoing a 6-month probation.

Record Maintenance: Personnel files include joining letters, performance appraisals,

leave history, wage slips, and disciplinary [Link] is tracked through digital
fingerprint [Link] are partially digitized but still heavily dependent on manual
registers.

Accurate recordkeeping ensures compliance with BEPZA regulations and enables HR to

make informed decisions on promotions, benefits, and disciplinary actions. However, full
HRIS implementation is needed to reduce duplication and errors.

4.3 Wage Structures, Allowances, and Benefits

Wages and benefits directly affect employee motivation and retention.

Wage Structure: Pacific Jeans follows the Bangladesh Labor Act 2006 and EPZ
[Link] are paid through bank accounts (Dutch-Bangla Bank for workers, Standard
Chartered for management).

Allowances: House rent allowance, medical allowance, overtime pay, and transport
[Link] bonuses (Eid bonus equal to one month’s basic salary).

Benefits: Free medical care at factory [Link] leave (16 weeks, fully
paid).Daycare facilities for female workers with [Link] meals in canteens.

32
The compensation package satisfies Maslow’s physiological and safety needs (basic
wages, safety, healthcare). It also aligns with Herzberg’s hygiene factors (salary, working
conditions). However, limited long-term incentives (like retirement benefits or share
options) make it challenging to retain mid-level professionals.

4.4 Workplace Safety, Compliance Drills, and HR’s Role in Employee Well-Being

Safety and compliance are crucial in the RMG sector, especially after the Rana Plaza
incident (2013).

Safety Practices: Regular fire drills and evacuation training. Firefighting equipment
installed at every unit. Safety committees formed with both management and worker
representatives.

Compliance: Strict adherence to buyer codes of conduct (H&M, Levi’s, Uniqlo, etc.).
Inspections by BEPZA and international compliance auditors.

Employee Well-Being: Medical centers with full-time doctors and nurses. Counseling
sessions for workers on health and [Link]-sensitive policies, including
anti-harassment committees.

Pacific Jeans’ emphasis on safety reflects Green HRM principles, where environmental
and employee well-being are linked to productivity. This also aligns with ILO
conventions and enhances trust with global buyers. Still, workers sometimes perceive
drills as time-consuming rather than skill-building, suggesting a need for more
interactive training methods.

4.5 Leave Management System

Leave policies are critical to maintaining worker morale and legal compliance.

Types of Leave:

Casual Leave: 10 days per year.

33
Sick Leave: 14 days per year (with medical certificates).

Earned Leave: Accrued based on service (1 day for every 18 days worked).

Maternity Leave: 16 weeks (8 before, 8 after childbirth).

Approval Process: Workers apply through [Link] records leave applications

manually in registers, later input into the attendance system. Emergency leave cases are
prioritized for female workers with family obligations.

This leave management system complies with the Bangladesh Labor Act 2006 and
ensures that workers’ rights are respected. However, reliance on manual approvals
sometimes leads to delays and disputes. Introducing an automated leave management
system within an HRIS would increase efficiency and transparency.

34
Chapter 5: Problems, Recommendations and
Conclusions
5.1 Problems

During the internship, some key problems were observed in the HR and administrative
practices of Pacific Jeans:

1. High employee turnover, especially at entry levels.

2. Limited HR digitalization and heavy reliance on paperwork.

3. Performance appraisal bias due to supervisor dependency.

4. Communication gaps between HR, admin, and production units.

5. Insufficient training in soft skills and digital literacy.

6. Rising pressure from global competition.

5.2 Recommendations for Improvement

1. Introduce a Comprehensive HRIS (Human Resource Information System):

●​ Centralize employee records, attendance, and payroll.

●​ Digitize recruitment and performance appraisal systems.
●​ Reduce paperwork and manual delays.

2. Enhance Onboarding Programs:

●​ Standardize orientation sessions for all levels.

●​ Provide digital handbooks with HR policies and safety guidelines.

3. Performance Appraisal Reform:

35
 ●​ Adopt a 360-degree feedback system to reduce supervisor bias.
●​ Include measurable KPIs linked to production and compliance.

4. Regular Employee Feedback Surveys:

●​ Conduct anonymous surveys on job satisfaction, supervisor behavior, and

workplace facilities.
●​ Use findings to make improvements.

5. Strengthen Communication Channels:

●​ Introduce monthly inter-departmental meetings between HR, admin, and

production.
●​ Launch an internal newsletter to share policies, achievements, and upcoming
changes.

6. Skill Enhancement Workshops:

●​ Offer regular refresher courses on technical skills.

●​ Introduce digital literacy training for mid-level managers.

7. Improve Employee Engagement:

●​ Organize cultural, sports, and recognition events more frequently.

●​ Reward “Employee of the Month” in each department.

5.3 Conclusions

The internship at Pacific Jeans Group has provided me with invaluable insights into the
practical applications of Human Resource Management (HRM) and administrative
functions in one of Bangladesh’s leading RMG exporters.

36
From my observations, it is clear that Pacific Jeans operates with a structured HR and
administrative framework that ensures compliance with national labor laws, BEPZA
regulations, and international buyer requirements. The company’s reputation as a
premium denim manufacturer is strongly supported by its people management strategies,
safety practices, and commitment to sustainability.

1. HR as a Strategic Function: HR is not just limited to recruitment and payroll but plays
a vital role in shaping organizational strategy, compliance, and sustainability.

2. Structured Recruitment & Training: Recruitment at Pacific Jeans follows a systematic

process, with fair selection and onboarding programs. Training is given high priority,
particularly in technical skills, compliance, and leadership.

3. Employee Engagement & Welfare: Pacific Jeans has invested in facilities like medical
centers, daycare units, and subsidized canteens. Worker Participation Committees and
open feedback mechanisms contribute to a healthier workplace culture.

4. Compliance-Driven HR: The company is heavily compliance-focused, meeting

requirements of buyers, ILO standards, and Bangladesh labor laws. This focus ensures
trust with global brands.

5. Performance Appraisal Gaps: While annual performance reviews exist, the system is
still largely paper-based. Workers often feel that evaluations are subject to supervisor
bias.

6. Administrative Backbone: Administration effectively supports HR by managing

attendance, logistics, and documentation. Without this, HR systems would not run
smoothly.

7. Challenges Remain: Despite its success, Pacific Jeans faces challenges such as high
employee turnover, limited HR digitalization, communication gaps, and global
competition.

37
In conclusion, Pacific Jeans is a role model in Bangladesh’s RMG sector, but to maintain
its global edge, the company must digitize HR, reduce turnover, and adopt innovative
engagement practices.

References

1.​ [Link], M., & Taylor, S. (2023). Armstrong’s Handbook of Human

Resource Management Practice (15th ed.). Kogan Page.
2.​ BGMEA. (2022). Annual Report 2022. Retrieved from
[Link]
3.​ Dessler, G. (2020). Human Resource Management (16th ed.). Pearson.
4.​ Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2022). Managing Human
Resources (9th ed.). Pearson.
5.​ Mondy, R. W., & Martocchio, J. J. (2016). Human Resource Management (14th
ed.). Pearson.
6.​ Pacific Jeans Group. (2023). Company information and internal HR materials.
Retrieved from [Link]
7.​ The Business Standard. (2022). How Pacific Jeans became a denim exporting
giant. The Business Standard.
8.​ RMG Bangladesh. (2023). Pacific Jeans expanding to become a $1 b exporter in
5 years. RMG Bangladesh.
9.​ World Economic Forum. (n.d.). Pacific Jeans Group overview. World Economic
Forum.
10.​The Daily Star. (2022). Pacific Jeans eyes $500 m exports this fiscal year. The
Daily Star.
11.​Wikipedia. (n.d.). Accord on Fire and Building Safety in Bangladesh. Wikipedia.

38