You are on page 1of 23




- Very limited industrial activities in private sector.
- Major industries on Public Sector.

- People needs and expectation very low.

- HR management concept not popular in Nepal.

- Minimum wage: Main motivation factor

- Absenteeism: Major problem at work.

- Disciplined workman.

- Single trade union

- Controlled economic system

(An interesting incident-----)

• In 1979 again the Government directive came for 48 hours weekly work in which employer have to increase 4 hours equivalent wages at pro rata. Interesting incident • In 1977 Nepal government decided to reduced weekly working hours from 48 hours to 44 hours for the motivation of the workmen. The impact of reduced of working hours was not as anticipated. It neither helps in industrial relation nor in productivity. . • This matter was not discussed with the Employers federation (FNCCI). • Weekly working hour is defined but wages is not in hour basis. Employers were forced to pay full wages to workmen although the working hour was reduced. This is how the voice of industrialist is not heard off. Continue………….

Open economic system . . HR management word started using in Nepal. Many trade union formed affiliating political party. . People needs and expectation started growing . .FEATURE OF MULTI PARTY ERA . Political activities was major problem at work. . Liberalization and industrialization started. . State owned industries got sick and privatization started. . Employees diversity . . Maoist insurgency damaged industrial environment badly. . Many factor influenced people motivation at work. New labor Act and Labor Rules .

HR management concept flourished . Increased employee needs and expectation . Liberalization and industrialization continued. Many factor influenced motivation . Example: more than 4 trade unions in industrial organization) . individual right major problem . Open economic system is continue .FEATURE OF REPUBLIC ERA . Fuel. . skilled manpower. Political activities. safety and security: major problem for the sustainable development of industry . . Trade union affiliating almost each political party. Turnover high for attraction of foreign job. Short of Resource. Employees diversity .

 Minimum Wage Rate – 110/.per day  Additional allowance – 1 Kg rice per day  Wages and rice pay off was weekly. .  1972 March to 1983 January  Promoted to Sr.MY CAREER AT BIRATNAGAR JUTE MILLS P LTD  Asst. Labor welfare officer. 5/.per month  Daily wage Rs.Biratnagar Jute Mills Ltd.  Main concern was regular employment & people were motivated with minimum wage and rice. LWO  Workforce 4000 Plus  No HR function  Labor Office had been doing personnel mgt & Industrial relation.

MY CAREER AT NEPAL ORIND MAGNESITE  Joint venture of HMG ofP.  Orissa industry ltd. is best refractory manufacture of India  Raw material deposit is for 200 year@ 100 thousand MT per year. MANAGER  USA & German technology.  Industry run on professional way  Industry was the Strength of economy of Nepal . LTD Nepal – AS & Orissa SENIOR Industries Ltd.

 Political environment was in process of change system. LTD – AS SENIOR Situation MANAGER  Local concern was on environment &Petty contract work at unit  Employees guided by influential hidden multiparty cadre/ group. Result  No way to increase productivity with Local & political situation however employees were on motivated.  Law productivity resulting & project got delayed.MY CAREER AT NEPAL ORIND MAGNESITE P.  USA – Harbision walker a unit of caterpillar In Co & Joint Venture with Nepal & India Investment Failed .

LTD – 1989  ASJune GM to 1991 Sep  It was a textile mill.  Grievance had to handle day to day.MY CAREER AT NEPAL SYNTHETIC INDUSTRIES P. Situation  Employees were more right oriented than on duty. .  Existing labor act and rules had to follow strictly.  Workers were more inspired by different political parties.

MY CAREER AT NEPAL SYNTHETIC INDUSTRIES P.  Many successful industry are still exist in Hetauda.  There was no way to increase productivity with employees motivation while entire system failure.  Diversity of employees . LTD – AS GM Consequence  Productivity of all the Textile industries of Nepal decreased due to open border & cost increase.  Hetauda industrial district is more organized. However.

Chaudhary is in front of us only one forbs listed billionaire Of Nepal  Learned one can retire but should not tired .MY CAREER AT CHAUDHARY GROUP.  Worked with Mr. Situation  Aggressive &Visionary management. Binod Chaudhary.  Result oriented management  Comply with laws & rule Result  Result of Mr.AS GM FOOD DIVISION (HRD)  1991 Sep to 1993 Aug  It is manufacturer of renowned brand WAI-WAI.

Consequence  Employees were motivated  The hotel has been run smoothly till now as management taken over by Holiday Inn crown Plaza .  Wonderful time interacting people.  Subsequently left from the post of HR manager from Soaltee Holiday Inn.Crown Plaza.  In house training system was excellent.MY CAREER AT SOALTEE OBEROI HOTEL – AS HR MANAGER  1993 Aug to 1996 Jan Situation  Professionally Managed organization.  Motivated employees.

 Stipend and accommodation provided to the trainees.  Now about 4000 people are working with us.  The batch was very positive and the all became role model of the company.  Gradually company grown.  Fresh job was recruitment of employees to run mills.  First batch of 30 workman taken from diversity group confidentially.  The batch was totally raw for the industry. And sent to Govt’s vocational training (VTC). MY CAREER AT RELIANCE SPINNING MILLS LTD – AS VP (ADMIN)  1996 Feb to Till date  Promoted to Joint President Situation  Started from project time. .

Viscose. • In 1996 it has only 9000 Spindles • At present installed capacity is 78384 Spindles making us capable of producing 27500 tons of high quality yarn per Annum. • Spinning Mills capacity is measured in its installed spindles. About Reliance Spinning Mills Ltd. (RSML) • Established in 1994. • RSML is the largest spinning Mill in Nepal. Technologically advanced company manufacturing international quality. • 70% of our products are export to India &Turkey. Polyester. and Acrylic/ Blended & Polyester sewing thread yarns. • Total Employees: 2500 Male 1200 female • 5 unit level Trade Unions: . • A professionally Managed.

.Function of HR & Admin Department of RSML Manpower Planning  Recruitment Grievance Handling  Training  Performance appraisal Wages and salary administration  Industrial relation  Employee welfare Joint consultation  Health &safety Preparation of Action Plan & Review Preparation the HR Budget Preparation of HR related data .

Lack of resources. Less skilled labor Own training facilities. Handle grievance promptly Opportunity Threat Diversity of people Political instability Excess to the largest Indian market. Political environment Fully Comply with act. SWOT Analysis Strength Weakness Largest manufacturer in the segment High rate of absenteeism Professionally managed . Fair industrial relation. power. Running 362 days with 24/7. security. New political scenario Market. Attraction of foreign employment More trade union .

•Sports &Cultural Committee.Participation for employees motivation at RSML •Labor Relation Committee. •Grievance Handling Committee . •Scholarship Committee. •Reliance Employees welfare Fund Committee. •House allotment & Colony Management Committee. •Health &Safety Committee. •Canteen Committee. •Library Committee •Recreation & Puja Management Committee.

The ratio of selected students from executives/staff and worker is 20% and 80& respectively. •Best employees of the month award to 05 person. •Every year we also provide scholarship to the children of the employees from Primary school Level to higher secondary level. •Annual sport events is organized in which approximately 115 workmen are awarded with certificate and medals in various event. This year 117 students have been selected.Employee’s welfare and Engagement for motivation •Monthly reward & recognition. .

Employee’s welfare and Engagement for motivation •Welfare fund as REWF. dispensary. •Other extra curricular activities such as indoor games. reading room (Mini library) and two canteens are in the mills for the use of employees. •Rest room. quiz contest and cultural program also took place frequently. •We have reasons to believe that our workmen are highly motivated with positive attitude and shall remain so in future too. . 220 staffs and 1000 workmen are staying in the Mill’s apartment. Now Amount is sufficient for operation of welfare activities hence workmen contribution have been stopped.

7 days in a week and 24 hours in a day . •Participatory approach such that operation is not disturbed even for a single hour within the past 20 years. •Diversity so that people can perform better with multi cultural environment. Result •People development through continuous learning process. Thus we reduced foreign employees to 3% from initial 80% •In teamwork that why we can run 362 days in a year. •Comply the statutory requirement so that we are not challenged by any one. Gratuity. Maternity Leave. Treatment Expenses. •Trust people so that we can work with a strength of 273 executives/staff and 3500 workers in a premises. Welfare fund . •Able to Implemented the social security system of Nepal as Sick Leave. Permanent disability benefits. Provident Fund.

• Frequent change  Low self esteem • Responsibility without authority .  Failure or fear of failure • Hypocrisy  Lack of direction • Poor standards  Lake of measurable objectives.  Public humiliation • Office politics.DEMOTIVATING FACTORS IDENTIFIED  Unfair criticism • Lack of priorities  Negative criticism • Negative self talk.  Rewarding the Non-performer • Unfair Treatment.

WANT TO CHANGE TO MOTIVATING FACTORS?  Start at policy level  Give recognition  Give respect  Make work interesting  Be a good listener  Throw a challenge  Avoid negative criticism  Get facts right  Criticize task not person .

Any question? . Thank you.