1.

1 Introduction
A manual that gives HR policies of an organization along with a wide overview of
different HR procedures such as work force planning, enlisting, pay packages and
profits, grooming, employee governance, etc. is called an HR manual. It is usually
fashioned for internal use in the HR department only. An HR manual ought to result in
the succeeding level of justification, wherever necessary. HR manuals are complete
compilations of policies and procedural corroborations relevant to employees within the
organization. The content of these manuals is not to be interpreted as the policy but it is
to be utilized along with the HR policies formulated by the Department of Human
Resource Management. The HR manual of any organization is formulated to enable the
managers and supervisors to accomplish the human resources obligations meted out to
them efficaciously. This is done by supplying parameters and guidance for making
decisions, along with supplying all staff members with user-friendly and approachable
data. HR manuals are usually developed and revised by Human Resources Departments
of various companies.

The HR manual usually deals with the company policies regarding the following areas of
operation. These include ways and categories of hiring support staff and academic staff,
guidelines for fixed-term employment, policies for selection and recruitment, position
descriptions, working hours of main and support staff, guidelines for annual leaves and
sick leaves and other forms of leaves, salary packages for the various positions,
guidelines to staff grievances, etc. Along with these, the other things such manuals deal
with are: Selection and Recruitment, Methods of employment and working hours,
Flexibility of employment and development of staff, Opportunity for equal employment,
Superannuation and remuneration, Leave, Safety and occupational health, Disciplinary
procedures and termination of employment, and other employment related provisions.
1.2Background of the study
Any academic course of the study has a great value when it has practical application in
the real life. Only a lot of theoretical knowledge will be little important unless it is
applicable in the practical life. So we need proper application of our knowledge to get
some benefit from our theoretical knowledge. To make it more fruitful when we engage
ourselves in such field to make proper use of our theoretical knowledge in our practical
life, only then we comes to know about the benefit of the theoretical knowledge. Such an
application is made possible through practical activities. When theoretical knowledge is
obtained from a course of study it is only the half way of the subject matter. Practical
working shows the full application of the methods and procedures through rich acquired
knowledge of subject matter can be fruitfully applied in our daily life. Such a procedure
of practical application is shown in this study. The study is titled HRM Policies and
Practices: A Study on Kazi Farms Group. From my practical study I tried to
complete the report as an academic requirement of my MBA degree.

1.3 Objective of the study

General Objective of the Study :
To observe the HRM Policies and Practices: A Study on Kazi Farms Group.

Specific Objectives of the Study:

1. To observe the HRM correspondents of the Company.
2. To identify the various avenues for improving the HRM policies of Kazi Farms
Group.
3. To learn about recruitment & selection procedure of department of the Kazi Farms
Group.
4. To acquire in-depth knowledge over the human resource department of the Kazi
Farms Group.
5. To suggest some recommendations for solving the problems faced by the Kazi
Farms Group in HRM Policies and Practices.
1.4 Scope of the study
Human Resources are essential and foundational to the growth and development of any
organization and hence the ability to satisfy and retain quality and trained employee is
vital. It must be therefore very crucial to identify if there is an underlying dissatisfaction
amongst the existing employees of the organization. This report will give a clear idea
about HRM Policies and Practices in the Kazi Farms Group How efficiently they
utilize their resources? What types to benefits they offer to their employees to motivate
their work? Does the training program that they organized is effective or not? What are
the aims to develop training program? To have answers of all these questions, it is tried
to go through the Progressive Life Insurance Company Ltd. HR policies.

1.5 Methodology of the study

In order to attain the objectives, collection of primary data is necessary. This data will be
used to analyze the problem statement. The largest part of the analysis however would
obviously be conducted by carrying out the employee satisfaction survey. The intention
is to obtain a randomly selected unbiased sample of 20 employees across the company
and to question them on various HR Grounds to assess the employee satisfaction level.
Therefore the methodology would include relevant information is collected from
interviews, Surveys, observation and annual reports of the Company. The relevant
information is collected from the primary sources and also uses the secondary sources of
information.
Primary data are collected through:
Relevant file study
Discussions with the officials of Kazi Farms, who were involved with the
company for a long time.
Face to face conversation with other reputed poultry Farms in the industry
Observation

Secondary data are collected through:

Research papers relating poultry production.
Other Published documents, Internet. Journals etc.
1.6 Limitations of the study
The sources of the report are collected from different desks, various documents of Kazi
Farms Group. Though the entire staff member remains busy all the time for their desk
work they helped a lot to manage and collect the data & information. But it was very
difficult to collect information on the client as it is very sensitive and secret issue for the
Company. Every task has some limitations. So, there have also some limitations of the
study. These are as follows-

a) Shortage of time period: This report is written within a shorter period of time. So the
time constraint of the study hindering the course of vast area and time for preparing a
report within the mentioned period is really difficult.

b) Busy working environment: The officials had some times been unable to provide
information because of their huge routine work. That is why we do not gather vast
knowledge about the critical issues.

c) Secrecy of Management: There some information which are confidential for

collecting the data. So, some data could not been collected for confidentiality or secrecy
of management.

d) Uneven Sample Distribution: The sample distribution may not be even, there may be
a majority of people coming from a fixed range of income level.
2.1 About Kazi Farms
From a modest beginning in 1916, it has grown into the largest producer of broiler and
layer day-old chicks in Bangladesh. They are also the largest producer of poultry feed in
Bangladesh.

In Bangladesh, they are the franchisee of Cobb-Vantress of the United States of America
for the Cobb 500 broiler, considered to be the best in the world. Hy-line, the oldest
poultry breeding company of the world and Cargill, the American feed producer, are the
other strategic partners of the Kazi Farms Group.
Kazi Farms now operates 2 grand parent farms, 3 parent growing farms, 8 parent
production farms, 7 hatcheries and two pellet feed mills. Their present production
capacity is 1.8 million day-old chicks per week. About 35% of all chicks sold in
Bangladesh come from Kazi Farms. Kazi Farms has begun exports to the Middle-East
and Nepal, and is managing the operations of a broiler breeding farm in the Sultanate of
Oman.
By rapidly increasing its production of day old-chicks in the last ten years, Kazi Farms
has enabled the poultry farmers of the country to expand their operations. Thus, Kazi
Farms has played a key role in bringing about the so-called poultry revolution of
Bangladesh. This has increased the availability of protein in the country, and has created
unprecedented income generation opportunities for rural households all over the country.

2.2 Company background

Kazi Farms Limited was established in 1996 as a hatchery for imported eggs; the
following year it started its own parent farms. In 2004 production started in our grand-
parent (GP) farms. which was responsible for Bangladesh's first exports of hatching eggs
and day-old chicks in 2004. In that year, our Managing Director, Kazi Zahedul Hasan,
was named Businessperson of the Year by the Daily Star/DHL Business Awards.
2.3 Management Profile

Mr. Kazi Zahedul Hasan, an architect/engineer, obtained his M. Arch. degree from
Harvard University in the USA. He was a professor of the Department of Architecture at
Bangladesh University of Engineering and Technology, Dhaka, and in the School of
Environmental Design, King Abdul Aziz University, Jeddah, Saudi Arabia. He has
extensive experience as an architect in the USA and Saudi Arabia. He is a member of
The American Institute of Architects as well as the Royal Institute of British Architects.
Mr. Hasan was founder and Managing Director of Kazi Fashion Limited for almost
twenty years, until selling it in 2002 in order to focus on poultry. He is the founder and
Managing Director of Kazi Farms.

Dr. Perween Hasan, wife of Mr. Kazi Zahedul Hasan, received an M.A. in English from
Dhaka University, and another M.A. and a Ph.D. (History of Fine Arts) from Harvard
University. USA. Presently, she is a professor at Dhaka University. She is a Director of
all companies in Kazi Farms Group.

Mr. Kazi Zeeshan Hasan obtained his B.A. in Economics from Oberlin College, USA,
his M. Theological Studies from Harvard University, USA, and an his M.Sc.
(Management of Information Systems) from the London School of Economics, UK. He
is a Director of Kazi Farms Limited and its sister companies, where he is directly
involved in overseeing management of sales and raw materials purchases. He has
received training in feed milling and raw materials evaluation from Cargill Indonesia.

Mr. Kazi Zahin Hasan obtained his B.A. (Economics) from Oberlin College, USA, and
his Master of Public Administration degree from Columbia University, USA. He is a
Director of Kazi Farms Limited and its sister companies. He has been responsible for the
production operations of Kazi Farms Group for the past ten years. He has received
training in poultry in the U.S.A. and Thailand
2.4 Farms and Hatcheries:
The farms of Kazi Farms group are located in the remote rural regions of
Thakurgaon
Panchagar
Gajipur districteach
Each farm covers an area of approximately 75 acres. Each of these farms house has
100,000 parents.
The chicks are grown under constant supervision of experts from England, Thailand,
India and Bangladesh. The fully automated sheds in remote locations maintainexcellent
bio-security. All the farms are single-aged. Around 1500 persons work in these farms.
The six hatcheries of Kazi Farms Group located in
Nayanpur,
Chitagong,
Comilla,
Sylhet,
Gopalgonj and
Shirajgonj
These farms have the largest production capacity of 1.8 million chicks per week. Around
1000 employees work in these hatcheries.

2.5 Feed mills:

ash and pellet feed for parent flocks are produced under strict hygienic conditions using
latest feed mill technology and automated batching. Kazi Farms is also active in maize
production in Bangladesh.

2.6 Sales network:

Chicks from the hatcheries of the group are distributed all over the country by the largest
sales network consisting of 82 sales executives and more then 400 distributors. From the
hatcheries fresh chicks are supplied to farmers even in remote corners of the country.
2.7 Vision:
To be one of the best managed commercial organization in Bangladesh in terms of
quality, technology, innovation, operational excellence and growth. And produce day-
old-chicks of the highest international standards.

2.8 Mission:
Our mission is to produce best quality day- old-chicks of the country, compatible with
international standards.

2.9 Kazi Food Industries

Kazi Food Industries Limited is a recent venture of the Kazi Farms Group. Located in
Beron, Ashulia, KFIL produces and sells premium dairy ice cream with minimum 10%
milk fat (as per international standard) under the brand name Bellissimo. Another line of
ice creams and ice lollies is produced and sold under the brand name ZaNZee.

A range of frozen food products are sold under the brand name Kazi Farms Kitchen.
These are all guaranteed to not contain any antibiotic residues, as chickens are not fed
any antibiotics within 7 days of slaughter, as per international practice. The meat is also
guaranteed to be produced from chickens raised on feed not containing MBM (meat and
bone meal) as per European standards. The meat products are also guaranteed to be MSG
and nitrate-free, as we do not use any of these chemicals during food preparation.
2.10 Products
Broiler parent chicks and broiler chicks
Kazi Farms Group is the Bangladesh franchisee of Cobb-Vantress USA for the Cobb 500
broiler, acknowledged to be the best broiler in the world. The Cobb 500 parent and
broiler chicks of Kazi Farms Group are considered to be the best performing chicks in
the domestic market, and are sold at a premium over other broiler breeds.

Layer chicks and table eggs

Kazi Farms Group is also the distributor for Hy-line brown and white layers in
Bangladesh. Hy-line International is the oldest poultry breeding company of the world,
and is the leading breeders of layers. Kazi Farms' own commercial layer farms make it
the largest producer of commercial table eggs in Bangladesh.
Feed
Kazi Farms Group expanded its operation into poultry feed manufacture in 2006. Within
a very short period it has become recognized as a market leader in both quality and
volume. In order to ensure feed quality, Kazi Farms Group received technical assistance
from Cargill USA and Buhler Switzerland to set up its commercial feed mill operation.

The Gajaria feed mill uses state-of-the-art sanitizing pellet mills from Buhler of
Switzerland, manufacturer of the world's best feed equipment. By eliminating any
possible bacterial contamination from the feed, the Buhler sanitizing pellet mills ensure
that poultry farmers experience fewer disease outbreaks and see better results.

2.11 Producing Feed

Since starting trial production in January 2006, Kazi Farms centrally located poultry
feed mill in Gajaria, Munshiganj has become established as the leader amongst local
producers. Kazi Farms goal is to provide international quality feed at an affordable
price.
In order to ensure feed quality, Kazi Farms gets technical assistance for the running of
the mill from Cargill, USA. Cargill is the world largest producer of animal feed and runs
feed mills in 70 countries. All of the Kazi Farms feed formulations are provided by
Cargill, ensuring the international quality of the products.
Following Cargills expert guidance on feed mill technology, Kazi Farms imported state-
of-the-art sanitizing pellet mills from Buhler of Switzerland, manufacturer of the worlds
best feed equipment.
These pellet mills are equipped with feed sanitizers ensure that our feed is free from
harmful bacteria such as salmonella and e.coli, thus removing one major route of
contamination in farms and helping farmers to maintain bio-security. Kazi Farms is the
first feed mill in Asia to utilize this new sanitizing technology from Buhler.
With a total production capacity of 40 metric tons per hour, Kazi Farms Gajaria plant is
the largest in Bangladesh as well as one of the largest in South Asia.
Four silos, each of 5,000 ton capacity, are now under construction. A jetty and equipment
to unload vessels will be added soon.
In a few short months, most of Kazi Farms day-old chick customers have moved to
using the Kazi Feed.
To meet the requirements of Kazi Farms breeder farms, Kazi Farms also operates a
second feed mill in the north of the country at Salander, Thakurgaon.

2.12 Leaders in broiler chick production

Kazi Farms is the largest producer of broiler chicks in Bangladesh. Of the total
production, 35% comes from this farm, while the other nearly 100 hatcheries produce the
remaining quantity. Their capacity at present is 1.8 million chicks per week, and is
expected to exceed 2.5 million chicks per week by this year. Kazi Farms is the
Bangladesh franchisee for Cobb 500, universally acknowledge to be the best broiler in
the world. The Cobb 500 broiler chick produced by Kazi Farms is considered to be the
finest available in the domestic market, and is sold at a premium. Compared to other
broiler breeds, Cobb 500 offers faster growth, higher livability,, superior uniformity and
better feed utilization.
Kazi Farms places more then more than a million parents in 3 growing parent farms and
8 production parent farms. The farms are all single-age, and equipped with pan and chain
feeders, nipple drinkers, evaporative cooling and tunnel ventilation. Bio-security was the
most important consideration in selecting the farm locations. Strict bio-security is
essential to keep the parent stocks free from diseases.
The eggs from the parent farms are sent to 6 hatcheries located around the country in the
major broiler growing regions. There the eggs are hatched and fresh chicks are supplied
to the farmers in the areas surrounding each hatchery.
Kazi Farms production work force is highly skilled. Their breeder productivity is high
compared to be performance of Cobb 500 breeders in other countries. Their personnel
are assisted by the experienced foreign technicians.

2.13 Leaders in Layer Chick Production

Kazi Farms is the distributor for Hy-Line International of the United States of America is
the oldest poultry breeding company of the world and is the leading primary breeders of
layers. Hy-Line is the leading breed in Bangladesh with a market share of about 33%.

Hy-Line Brown Layer

Hy-Line brown performs extremely well in hot and humid climates. It is a prolific
producer of high quality dark brown eggs, with low mortality, high resistance to diseases,
and high feed efficiency. This layer shows superior performance in poor management
and poor feed situations.

Hy-Line White Layers

Hy-Line white layers are now quite popular in Bangladesh. Compared to other white
layer breeds, Hy-Line white has lower mortality. At culling, farmers are able to sell
higher numbers of birds which improves profitability. This layer produces eggs of best
quality and the lowest number of unsaleable eggs.

Low feed consumption when compared to other breeds is the most important
characteristic of this bird from the profit point of view.
2.14 Sales and service
Even the best products will not achieve their full potential without marketing and sales
support. Realizing this, Kazi Farms was the first poultry company in Bangladesh to
engage a country- wide sales force.
Kazi Farms currently employ over a hundred sales people who are stationed in every
poultry producing area of the country. They also have 14 permanent sales offices in the
largest poultry districts. Kazi Farms sales personnel coordinate deliveries to their 600
feed and chick distributors all over the country, who in turn re-sell to the ultimate
farmers. To ensure that farmers get freshly-hatched, fully hydrad chicks even in the heat
of the summer, Kazi Farms have established 6 hatcheries around the country. The
locations have been carefully chosen to enable quick transport to major poultry farming
zones. Thus Kazi Farms customers can always be assured of receiving the best quality
fresh chicks around the year. Kazi Farms efficient feed distribution system helps it to
deliver feed to all its customers with minimum storage and transport costs.

2.15 After Sale Service

Kazi Farms has sat up a service network of veterinarians and animal husbandry graduates
to help farmers with their management and disease problems. They regularly visit
customers farms. They also hold seminars where management issues are discussed.
Their laboratories provide additional service to the farmers. Laboratory services open to
all the customers.
2.16 Laboratory
The Central Laboratory of the Kazi Farms Group is well equipped for regular monitoring
of flock health, diagnosis of poultry disease, feed and ingredient analysis and cleanliness
audit of hatcheries, poultry shades, egg rooms etc.
ELISA is used for health status monitoring and diagnosis. Constant flock health status
monitoring at the laboratory helps us to maintain grand parent and parent flocks in a
virtually disease free state. The use of the laboratory is available to all the customers.

More and more farmers are now seen using laboratory facilities to carefully control
immunity against diseases. There is another laboratory for feed and ingredient testing at
the Gajaria feed mill.
2.17 Exports
Kazi Farms is the first Bangladeshi company to start exporting parent stock chicks,
hatching eggs and day old broiler chicks. They are exporting to Saudi Arabia, Oman and
Nepal. They are now increasing their production in order to increase the export volumes
substantially as the Cobb 500 breed is extremely popular in these markets. Kazi Farms
export high quality products at reasonable prices.
Bangladesh is completely free from highly pathogenic and low pathogenic avian
influenza. It is completely safe to import chicks and hatching eggs from Bangladesh.
Azian Influenza-free certificates from the department of the livestock service of the
Government of Bangladesh can be provided with each export shipment.
3.1 HR Recruitment
Recruitment is an important part of an organizations human resource planning and their
competitive strength. Competent human resources at the right positions in the
organization are a vital resource and can be a core competency or a strategic advantage
for it.
The objective of the recruitment process is to obtain the number and quality of
employees that can be selected in order to help the organization to achieve its goals and
objectives. With the same objective, recruitment helps to create a pool of prospective
employees for the organization so that the management can select the right candidate for
the right job from this pool.

According to Edwin B. Flippo, Recruitment is the process of searching the candidates

for employment and stimulating them to apply for jobs in the organization. Recruitment
is the activity that links the employers and the job seekers. A few definitions of
recruitment are:
A process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications
are submitted. The result is a pool of applications from which new employees are
selected.
It is the process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attracting that manpower
in adequate numbers to facilitate effective selection of an efficient working
force.
Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organization so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process is to expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of
qualified applicants for the future human resources needs even though specific vacancies
do not exist.
Recruitment needs
Planned
The needs arising from changes in organization and retirement policy.
Anticipated
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
Unexpected
Resignation, deaths, accidents, illness give rise to unexpected needs.
Purposes of Recruitment
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for
the organization.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of
its workforce.
Recruitment process involves a systematic procedure from sourcing the candidates to
arranging and conducting the interviews and requires many resources and time. A general
recruitment process is as follows:
Identifying the vacancy:
The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:
Posts to be filled
Number of persons
Duties to be performed
Qualifications required
Preparing the job description and person specification.
Locating and developing the sources of required number and type of employees
(Advertising etc).
Arranging the interviews with the selected candidates.
Conducting the interview and decision making

1. Identify vacancy
 2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment
formalities.

Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources within
the organization itself (like transfer of employees from one department to other,
promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are
known as the external sources of recruitment.
Sources of Recruitment

Factors Affecting Recruitment

The recruitment function of the organizations is affected and governed by a mix of
various internal and external forces. The internal forces or factors are the factors that can
be controlled by the organization. And the external factors are those factors which cannot
be controlled by the organization. The internal and external forces affecting recruitment
function of an organization are:
 Factors Affecting Recruitment

Establish a rapport with the interviewee; c) follow a

1. Structured guide or checklist; d) ask worker to list duties in order of importance
and frequency of occurrence; and e) review and verify the data.
1 Employees. But, developing and testing a questionnaire can be expensive and time
consuming.

c. Observation
1. Direct observations are useful when jobs consist of mainly observable physical
activity as opposed to mental activity.
2. Reactivity can be a problem with direct observations, which is where the worker
changes what he/she normally does because he/she is being watched.
3. Managers often use direct observation and interviewing together.
d. Participant Diary / Logs
1. The employee records every activity he/she engages in, in a diary or log along
with the amount of time to perform each activity to produce a complete picture of
the job.
2. Employees may try to exaggerate some activities and underplay others.

3.2 Job Analysis Techniques

1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect
quantifiable data concerning the duties and responsibilities of various jobs, see
Figure 3-5, on five basic activities: a) having decision-
making/communication/social responsibilities, b) performing skilled activities, c)
being physically active, d) operating vehicles/equipment, and e) processing
information.
2. Department of Labor Procedure (DOL) is a standardized method for rating,
classifying, and comparing virtually every kind of job based on data, people, and
 things. Table 3-1 shows a set of basic activities, and Figure 3-6 gives a sample
summary.
3. Functional job analysis: 1) rates a job on data; people; things; the extent to which
specific instructions are necessary to perform the task; the extent to which
reasoning and judgment are required to perform the task; and mathematical
ability required to perform the task; and 2) identifies performance standards and
training requirements.

f. Using Multiple Sources of Information Likely, no one job analysis method will be
used exclusively. A combination is often more appropriate.
1. Where possible, collect job analysis data using several types of collection
techniques and respondents.
2. Potential inaccuracies in peoples judgments could lead to inaccurate conclusions
III. Source of Data
Main sources of collection of data for job analysis are as following:
Employees
Supervisor
Manager
Job Analyst
Job Analyst (HR)
Outside consultant
Supervisor/Manager
IV. Problems with Job Analysis
Too lengthy
Time consuming and requires much patience
Might be a reflection of stereotypes
V. Job analysis outcomes
a. Job description
The job description is a document that provides information regarding the tasks, duties,
and responsibilities of the job. Job description takes on an even greater importance under
the Americans with Disabilities Act because the description of essential job functions
may be critical to a defense regarding reasonable accommodation.
1. Job Identification contains the job title, the FLSA status, date, and possible space to
indicate who approved the description, the location of the job, the immediate
supervisors title, salary and/or pay scale.
2. Job Summary should describe the general nature of the job, and includes only its
major functions or activities.
3. Relationships occasionally a relationships statement is included. It shows the
jobholders relationships with others inside and outside the organization.
4. Responsibilities and Duties The Department of Labors Dictionary of Occupational
Titles can be used for itemizing the jobs duties and responsibilities.
b. Job specification
Minimum acceptable qualifications that a person should possess to perform the job are
included in the job specification. Some of the items often included are requirements for
education, experience, personality, and physical abilities.
c. Job evaluation
In Job Evaluation process the worth of job is identified based upon job comparability and
according to worth, importance of job and relative value Compensation is designed and
selected

3.3 Selection Process

Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people.
Effective selection can be done only when there is effective matching. By selecting best
candidate for the required job, the organization will get quality performance of
employees. Moreover, organization will face less of absenteeism and employee turnover
problems. By selecting right candidate for the required job, organization will also save
time and money. Proper screening of candidates takes place during selection procedure.
All the potential candidates who apply for the given job are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates
more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing
of data. While selection is a negative process as the inappropriate candidates are rejected
here. Recruitment precedes selection in staffing process. Selection involves choosing the
best candidate with best abilities, skills and knowledge for the required job.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not
meet the minimum eligibility criteria laid down by the organization. The skills,
academic and family background, competencies and interests of the candidate are
examined during preliminary interview. Preliminary interviews are less
formalized and planned than the final interviews. The candidates are given a brief
up about the company and the job profile; and it is also examined how much the
candidate knows about the company. Preliminary interviews are also called
screening interviews.
 2. Application blanks- The candidates who clear the preliminary interview are
required to fill application blank. It contains data record of the candidates such as
details about age, qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests are
used to objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer
and the potential candidate. It is used to find whether the candidate is best suited
for the required job or not. But such interviews consume time and money both.
Moreover the competencies of the candidate cannot be judged. Such interviews
may be biased at times. Such interviews should be conducted properly. No
distractions should be there in room. There should be an honest communication
between candidate and interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of
the potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected
and then finally he is appointed.

3.4 Training and Development

The quality of employees and their development through training and education are
major factors in determining long-term profitability of a small business. If you hire and
keep good employees, it is good policy to invest in the development of their skills, so
they can increase their productivity.

Training often is considered for new employees only. This is a mistake because ongoing
training for current employees helps them adjust to rapidly changing job requirements.

Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology

because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances
the company's competitive position and improves employee morale.
 Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and
developing its workers, including:

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as

they become more valuable to the firm and to society. Generally they will receive a
greater share of the material gains that result from their increased productivity. These
factors give them a sense of satisfaction through the achievement of personal and
company goals.

The Training Process

The model below traces the steps necessary in the training process:

Organizational Objectives

Needs Assessment

Is There a Gap?

Training Objectives

Select the Trainees

Select the Training Methods and Mode

Choose a Means of Evaluating

Administer Training

Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and
drive all the decisions made especially for training decisions. Firms that plan their
training process are more successful than those that do not. Most business owners want
to succeed, but do not engage in training design that promise to improve their chances of
success. Why? The five reasons most often identified are:

Time - Small businesses managers find that time demands do not allow them to train
employees.

Getting started - Most small business managers have not practiced training employees.
The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized skills
needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to themselves.
By doing so, they keep information from subordinates and others who could be useful in
the training and development process.

Skepticism as to the value of the training - Some small business owners believe the
future cannot be predicted or controlled and their efforts, therefore, are best centered on
current activities i.e., making money today.

A well-conceived training program can help your firm succeed. A program structured
with the company's strategy and objectives in mind has a high probability of improving
productivity and other goals that are set in the training mission.

For any business, formulating a training strategy requires addressing a series of

questions.

Who are your customers? Why do they buy from you?

Who are your competitors? How do they serve the market? What competitive
advantages do they enjoy? What parts of the market have they ignored?

What strengths does the company have? What weaknesses?

What social trends are emerging that will affect the firm?
The purpose of formulating a training strategy is to answer two relatively simple but
vitally important questions: (1) what is our business? And (2) what should our business
be? Armed with the answers to these questions and a clear vision of its mission, strategy
and objectives, a company can identify its training needs.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This
analysis will provide answers to the following questions:

Where is training needed?

What specifically must an employee learn in order to be more productive?

Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and
the abilities of your employees to do these tasks. This analysis will provide some
benchmarks against which the effectiveness of a training program can be evaluated. Your
firm should know where it wants to be in five years from its long-range strategic plan.
What you need is a training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the

training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a

companywide training effort without concentrating resources where they are needed
most. An internal audit will help point out areas that may benefit from training. Also, a
skills inventory can help determine the skills possessed by the employees in general. This
inventory will help the organization determine what skills are available now and what
skills are needed for future development.

Also, in today's market-driven economy, you would be remiss not to ask your customers
what they like about your business and what areas they think should be improved. In
summary, the analysis should focus on the total organization and should tell you (1)
where training is needed and (2) where it will work within the organization.
Selection of Trainees

Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial. Training
an employee is expensive, especially when he or she leaves your firm for a better job.
Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the
material and to use it effectively, and to make the most efficient use of resources
possible. It is also important that employees be motivated by the training experience.
Employee failure in the program is not only damaging to the employee but a waste of
money as well. Selecting the right trainees is important to the success of the program.

Training Goals

The goals of the training program should relate directly to the needs determined by the
assessment process outlined above. Course objectives should clearly state what behavior
or skill will be changed as a result of the training and should relate to the mission and
strategic plan of the company. Goals should include milestones to help take the employee
from where he or she is today to where the firm wants him or her in the future. Setting
goals help to evaluate the training program and also to motivate employees. Allowing
employees to participate in setting goals increases the probability of success.

Training Methods

There are two broad types of training available to small businesses: on-the-job and off-
the-job techniques. Individual circumstances and the "who," "what" and "why" of your
training program determine which method to use.

On-the-job training is delivered to employees while they perform their regular jobs. In
this way, they do not lose time while they are learning. After a plan is developed for what
should be taught, employees should be informed of the details. A timetable should be
established with periodic evaluations to inform employees about their progress. On-the-
job techniques include orientations, job instruction training, apprenticeships, internships
and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or
discussions, case studies, role playing, simulation, programmed instruction and
laboratory training. Most of these techniques can be used by small businesses although,
some may be too costly.

Orientations are for new employees. The first several days on the job are crucial in the
success of new employees. This point is illustrated by the fact that 60 percent of all
employees who quit do so in the first ten days. Orientation training should emphasize the
following topics:

The company's history and mission.

The key members in the organization.

The key members in the department, and how the department helps fulfill the
mission of the company.

Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many
small businesses convey these topics in one-on-one orientations. No matter what method
is used, it is important that the newcomer understand his or her new place of
employment.

Lectures present training material verbally and are used when the goal is to present a
great deal of material to many people. It is more cost effective to lecture to a group than
to train people individually. Lecturing is one-way communication and as such may not
be the most effective way to train. Also, it is hard to ensure that the entire audience
understands a topic on the same level; by targeting the average attendee you may under
train some and lose others. Despite these drawbacks, lecturing is the most cost-effective
way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic
decision making situations to the trainee. Likely problems and alternative solutions are
presented for discussion. The adage there is no better trainer than experience is
exemplified with this type of training. Experienced employees can describe real world
experiences, and can help in and learn from developing the solutions to these
simulations. This method is cost effective and is used in marketing and management
training.
Job rotation involves moving an employee through a series of jobs so he or she can get a
good feel for the tasks that are associated with different jobs. It is usually used in training
for supervisory positions. The employee learns a little about everything. This is a good
strategy for small businesses because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They usually
involve several related groups of skills that allow the apprentice to practice a particular
trade, and they take place over a long period of time in which the apprentice works for,
and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs
requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-job

training. They are often used to train prospective managers or marketing personnel.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at

a neutral site and is used by upper- and middle management trainees to develop a spirit
of teamwork and an increased ability to deal with management and peers. It can be costly
and usually is offered by larger small businesses.

Trainer
who actually conducts the training depends on the type of training needed and who will
be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job
training, by either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors

are ultimately responsible for the productivity and, therefore, the training of their
subordinates. These supervisors should be taught the techniques of good training. They
must be aware of the knowledge and skills necessary to make a productive employee.
Trainers should be taught to establish goals and objectives for their training and to
determine how these objectives can be used to influence the productivity of their
departments. They also must be aware of how adults learn and how best to communicate
with adults. Small businesses need to develop their supervisors' training capabilities by
sending them to courses on training methods. The investment will pay off in increased
productivity.

There are several ways to select training personnel for off-the-job training programs.
Many small businesses use in-house personnel to develop formal training programs to be
delivered to employees off line from their normal work activities, during company
meetings or individually at prearranged training sessions.
There are many outside training sources, including consultants, technical and vocational
schools, continuing education programs, chambers of commerce and economic
development groups. Selecting an outside source for training has advantages and
disadvantages. The biggest advantage is that these organizations are well versed in
training techniques, which is often not the case with in-house personnel.

Training Administration

Having planned the training program properly, you must now administer the training to
the selected employees. It is important to follow through to make sure the goals are being
met. Questions to consider before training begins include:

Location.

Facilities.

Comfort.

Equipment.

Timing.

Establishing salary ranges

Organizations need to determine where they want to pay specific jobs/job categories in
relation to the employment market (industry and regional compensation norms). Based
on availability of qualified employees, funds available for salaries, ability to offer non-
monetary attractors (such as vacation, benefits or alternative work arrangements)
organizations make a choice to pay at the low end of the market, in the middle, or at the
high end.

Placement on salary range

Compensation policies will often establish criteria for employee placement on the salary
range. Typical criteria include years of experience, years with the organization or in the
position, and specific skill sets related to the position. Consideration should be given to
how the organization wants to position new hires on the salary range relative to current
employees.

Criteria for salary increases

In order to ensure fair and equitable compensation practices, organizations need to
clearly establish, communicate and apply decision-making criteria for salary increases.
Decisions on salary increases can be based on a number of factors, such as seniority, cost
of living increases, or performance (merit) based. The trend in compensation is toward
performance-based pay - organizations choosing to adopt performance based pay need to
ensure that they have a clear performance management policy that is applied equitably
throughout the organization.

Salary review timing

Organizations need to establish regular time frames for salary review. Typically salary
reviews are conducted annually, often in conjunction with performance reviews. (Best
practice organizations hold separate meetings with employees for performance appraisal
and salary review.)
4.1 HR Department
Human Resource Department is concerned with the people and translates the
organizations objectives and plans into the number of workers needed to meet those
objectives. The HR department is very vital for every organization. It is responsible for
hiring and protecting the companys most important asset- people. Without strong,
satisfied and motivated people in place, a business will not grow to its potential. HR is a
small subset of core competencies needed to run a company successfully.
Kazi Farms Group established their HR / Admin Department from its origin. This
department is responsible for carrying out the basic functions of any HR department-
recruitment of the best suited employees for the organization; training these employees to
meet the standards and expectations of the organization and develop into a team of very
efficient and effective personnel; provide compensation and benefits to meet the needs of
these employees and at the same time ensure that the specialized employees are retained
in face of lucrative offers from competitors; and ensure good health and safety of the
personnel in the organization. Some basic functions of an HR executive includes keeping
track of an employees attendance, Over Time, leave management, basic information
about employees (track record), shift management etc using some modern software
which helps automatically process salary and retrieve that information when it is needed.
This is part of an internal analysis that includes an inventory of the employees and skills
already available within the company and their time status. The HR department of Kazi
Farms Group.

4.2 Development of Human Resources

Improvement of HR is a continuous and ongoing process. Employees enter the
organization with certain level of qualification. Organization also changes over time and
management must ensure that there exists an appropriate match between individual
abilities with organizational need for the future. Here comes the need of employee
development. Kazi Farms Group this is achieved through certain planned trainings.
1. Management Development
2. Career Development
3. Overseas Training for Career Development

Compensation and Benefits

Employee salary of Kazi Farms Group is competitive and attractive. But individuals
expect more than wages or salary from their employers. The amount of paid vacation, the
number of sick leave days, transport facility, subsidized food, insurance etc are the
factors (besides Compensation) that will influence whether applicants accept
employment with a given organization, or continue working for that organization.
Leave:
Leave is a privilege and cannot be claimed as a matter of right (as per labor law) and it is
calculated on the basis of English Calendar year. The manager or the person empowered
to grant leave should have the discretion to refuse or reject the leave of any description
when the exigencies of his services so require. The employees of Kazi Farms Group may
enjoy the following types of Leave:

Casual and Sick Leave

Day off: A day or days off for which an employee becomes entitled to by virtue of
having worked on a Friday (weekend) or on a Government Holiday
Maternity leave
Earned/Annual Leave
Festival Leave
Transportation:
Kazi Farms Group provides transportation for all its employees. For Industry workers,
Kazi Farms Group provide a bus, which transports day and night shift workers. For
Office employees, there are three coasters to pick up and drop off employees from
different destination. For managers, cars (with drivers) are provided.
Provident Fund:
All employees of Kazi Farms Group are member of Provident Fund of the company. No
employee shall be deprived of his subscription to Provident Fund due to retrenchment,
dismissal, discharge or termination from service, if he is so entitled to it under the rules
of provident fund.

Insurance:
Kazi Farms Group provides Medical and Group Life Insurance for all its employees.
Internship Programs:
Kazi Farms Group is going to arrange Internship program in its facility. For this they will
select some well-known Universities because these are the excellent source of potential
employees for entry-level positions in organization.
Event management:
Kazi Farms Group arrange annual picnic, sports, indoor-outdoor training program and
social service like flood relief distribution program every year. The motivation behind
managements offering social and recreational programs is to develop cohesiveness
among employees, as well as commitment and loyalty to the company.
4.3 Human resources planning:

They need for human resource planning may not be readily apparent. However an
organization that does not do planning for human resources may find that it is not
meeting either its personal requirements or its overall goals effectively. For example, a
manufacturing company may hope to increase productivity. With new automated
equipment, but if the company does not start to hire and train to people to aspirate the
equipment before installation ,the equipment may retain idle for ,weeks or ever months.
Similarly an-all male, all-white organization that does not plan to add women and
minority group member to its staff may well have travel maintaining high performance
and its also likely to become the in a civil rights lawsuit. Planning for human resources
is a challenging task today, given the increasingly competitive environment, projected
labor shortages, changing demographics and pressure from government to protect both
employees and the environment. The HRM can have a significant effect on an
organization in a number of ways, depending on what goals a company choose to focus.

4.4 Recruitment

Employee recruitment forms a major part of an organization's overall resourcing

strategies, which identify and secure people needed for the organization to survive and
succeed in the short to medium-term. Recruitment activities need to be responsive to the
ever-increasingly competitive market to secure suitably qualified and capable recruits at
all levels. To be effective these initiatives need to include how and when to source the
best recruits internally or externally. Common to the success of either are; well-defined
organizational structures with sound job design, robust task and person specification and
versatile selection processes, reward, employment relations and human resource policies,
underpinned by a commitment for strong employer branding and employee engagement
and on boarding strategies.

Internal recruitment can provide the most cost-effective source for recruits if the
potential of the existing pool of employees has been enhanced through training,
development and other performance-enhancing activities such as performance appraisal,
succession planning and development centers to review performance and assess
employee development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at
least occasionally if not substantially, on external recruitment methods. Rapidly changing
business models demand skill and experience that cannot be sourced or rapidly enough
developed from the existing employee base. It would be unusual for an organization to
undertake all aspects of the recruitment process without support from third-party
dedicated recruitment firms. This may involve a range of support services, such as;
provision of CVs or resumes, identifying recruitment media, advertisement design and
media placement for job vacancies, candidate response handling, short listing,
conducting aptitude testing, preliminary interviews or reference and qualification
verification. Typically, small organizations may not have in-house resources or, in
common with larger organizations, may not possess the particular skill-set required to
undertake a specific recruitment assignment. Where requirements arise, these are referred
on an ad hoc basis to government job centers or commercially run employment agencies.

Vacancy
There are 6 ways by which vacancy is usually created in Kazi Farms Group. These are:
Resignation:
A position can be opened by resignation of an existing employee.
Termination:
An employee may be terminated from his / her services by discretion of the management
or Head of HR of the organization. Possible reasons for termination include the
following:
Corruption / Offense
Inefficiency of Employer (upon the opinion of employer)
Misconduct
Breach of Code of Conduct
Retrenchment:
Any employee can be retrenched on ground of redundancy and then the employer shall
ordinarily follow the procedure of Last come first go .The employer may deviate from
this order for reason of special efficiency of an employee and in exceptional
circumstances.
Discharge:
An employee may be discharged from service for reason of physical or mental incapacity
or continued ill health or such other reasons not amounting to misconduct. Then as a
result, vacancy will be created in that particular position.
Transfer:
Currently Kazi Farms Group does not provide transfer facility to its employees. It is very
unlikely that jobs will be created or posts will become vacant due to transfer. But there
are very few instances of Interdepartmental transfer. This is done mainly based on
requirement of the department and qualification of the employee. So far, in Kazi Farms
Group one employee was transferred from marketing department to finance department.
As a result a vacancy was created in marketing department.
Creation of a new post:
Based on the requirements of the company, and the department concerned, a new post
can be created.
The recruitment process in Kazi Farms Group consists of the following steps:
Job Analysis
Advertisement & Screening Out the applied applicants
Interview
Job Offer and Placement
Deliver HR Package to the selected candidate
This part is most exciting for a new employee of Kazi Farms Group After completing all
the above steps; HR department now introduces the newly joined employee with his / her
colleagues and gives 07 days Induction Program Schedule with every department. The
new employee will get acquainted with the employees of the organization and at the
same time learn about the business and rules and regulations of the organization.
4.5 Training and Development
This department is concerned with the following:
Training Needs Analysis
Arranging of Training Program
Follow-up / Feedback on the delivered training
The constant change in technology and increased competition make training essential. It
changes the skills, knowledge, attitudes or social behavior. At Kazi Farms Group the
Training Unit as a part of HR Department is responsible for conducting training
throughout the year.
Different activities of the Training and Development unit of the HR department of Kazi
Farms Group include the following:
1. Training Need Analysis
2. Preparation of Training Calendar
3. Conduct of Training
a. Hard Training: This includes Job instruction training, Job rotation training
and Apprenticeship and coaching training.
b. Soft Training: This includes lecture and video presentation, Simulation
and Vestibule training and done for operating level workers.
4. Generalized on the Job Training
5. Departmental on the Job Training
6. Laboratory Training
7. off the Job Training
4.6 Employee Relations:

Employee Relations is a relatively new term which broadens the study of industrial
relations to include wider aspects of the employment relationship, including non-
unionized workplaces, personal contracts and socio-emotional, rather than contractual,
arrangements. This is an area with diverse ideological underpinnings and political
ramifications. Governments have taken an active part in determining its conduct. In
Europe, harmonization is leading to the establishment of works councils across the EU,
giving a new role for collective representation.

Human Resource Management in a Business Context provides an international focus on

the theory and practice of people management. A thorough and comprehensive overview
of all the key aspects of HRM, including case studies, articles from HRM Guide and
other sources, key concepts, review questions and problems for discussion and analysis.

4.7 Orientation:

A new class of Kazi Farms Group Human Resource Management begins each July, the
beginning of in the fiscal year. The program kicks off with two days of orientation.
During these days an introduction to the program and the Kazi Farms Group is provided.
The Trainees also learn about their first rotational assignment. These opening days
provide the opportunity to meet one another and to meet personally with a number of
Kazi Farms Group Human Resource Management System officials.
5.1 Analysis & Findings
Statistics of gender of employees in Kazi Farms Group
Analysis from the study

Table no: 1
Title: Gender of employees.
Response Scale No. of Employees Percentage (%)
Male 1 14 60 %
Female 2 8 40 %
Total - 20 100 %

Graph:

Gender of Employees

40%
Male Female
60%

In the above table, it is found that majority (60%) of the employees are male and (40%)
Employees are female in this organization. This data is result of analysis and depend on
the respondent this data finalized.
Table no: 2
Title: Age group of employees.

Response Scale No. of Employee Percentage (%)

20-35 1 15 75 %
35-50 2 5 25 %
50-65 3 0 0%
65-above 4 0 0%
Total - 20 100 %

Graph:

Age Group

25%
20-35
35-50
50-65
65-Above
75%

Majority (75%) of the employees under survey mentioned that they are in (20-35) under
this age group and rest of them are in (35-50) under this group. 0% are in (50-65) under
this group and 0% are in (60-Above) under this group.

Table no: 3
Title: Regarding supervise others.

Response Scale No. of Employee Percentage (%)

Yes 1 14 70 %
No 2 6 30 %
Total - 20 100 %

Graph:

70%

60%

50%

40% No
30%

20%

10%

0%
Yes No

In the above table it is found that majority (70%) of the employees are agreed that they
are supervising others, and (30%) are disagreeing.
Table no: 4
Title: Number of employees working in this organization.

Response Scale No. of Employee Percentage (%)

Less than - 150 1 1 5%
150-500 2 11 55 %
500-1000 3 0 0%
1000 - Above 4 8 40 %
Total - 20 100 %

Graph:

Number of Employees

5%
Less - 150
40%
150-500
500-1000
55% 1000 - Above

Majority (5%) of the employees under survey mentioned that less than 150 employees
are working, (55%) are mentioned that 150-300 employees are working, 0% are agree
with 500-1000 and rest of the (40%) are mentioned that 1000-above employees are
working in this organization.
Table no: 5
Title: Duration of Recruitment and Selection process.

Response Scale No. of Employee Percentage (%)

0 to 1 month 1 15 75 %
1 to 3 month 2 5 25 %
3 to 6 month 3 0 0%
6 month to 1 year 4 0 0%
Total 20 100 %

Graph:

25%

0 to 1 month
1 to 3 month
75% 3 to 6 month
6 month to 1 year
In the above table it is found that majority (75%) of the employees are agreed that the
recruitment and selection process of this organization is take 0 to 1 month and (25%) are
agree with 1 to 3 month.
Table no: 6
Title: Recruitment and selection process are impartial.

Response Scale No. of Employee Percentage (%)

Yes 1 17 85 %
No 2 3 15 %
Total - 20 100 %

Graph:

Recruitment and selection process are impartial

85%

15%
Yes

No

Majority (85%) of the employees under survey mentioned that they are agreed that
recruitment and selection process in this organization are impartial and (15%) are
disagree.
Table no: 7
Title: Regarding training after recruitment.

Response Scale No. of Employee Percentage (%)

Yes 1 17 85 %
No 2 3 15 %
Total - 20 100 %

Graph:

Regarding training after recruitment

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Yes No

Majority (85%) of the employees under survey mentioned that organization give training
after recruitment and (15%) are disagree with this statement.
Table no: 8
Title: Employees are benefited by training program.

Response Scale No. of Employee Percentage (%)

Fully Agreed 1 4 20 %
Agree 2 15 75 %
Neither Agree Nor
3 0 0%
Disagree
Partially Disagree 4 1 5%
Fully Disagreed 5 0 0%
Total - 20 100 %

Graph:

5%
20%
Fully Agreed
Agree
Neither Agree Nor
Disagree
75% Partially Disagree
Fully Disagreed

Majority (75%) of the employees under survey mentioned that they are agree with the
statement that training program is effective for employees, (20%) are fully agreed and
(5%) are partially disagree.
Table no: 9
Title: Evaluation of Training.

Response Scale No. of Employee Percentage (%)

Learners Reaction 1 1 5%
Knowledge Acquired 2 6 30 %
Behavioral Change 3 0 0%
Measurable Results 4 13 65 %
Total - 20 100 %

Graph:

Evaluation of Training

5%
Learners Reaction
30% Knowledge Acquired
Behavioral Change
65% Measurable Results

Majority (65%) of the employees under survey mentioned that by measurable result
organization evaluate training program, (30%) mentioned about knowledge acquire and
5% are agree with learners reaction.
Table no: 10
Title: Performance Appraisal Method.
Response Scale No. of Employee Percentage (%)
Graphic Rating Scale
1 0 0%
Method
Ranking Method 2 0 0%
Paired Comparison
3 0 0%
Method
Forced Distribution
4 0 0%
Method
360 Degree Appraisal
5 20 20 %
Method
All Of The Above 6 0 0%
Total - 20 100 %

Graph:

Performance Appraisal Method

Graphic Rating Scale Ranking Method

Method
Paired Comparison Method Forced Distribution Method
360 Degree Appraisal All bove
100% Method

Majority (100%) of the employees under survey mentioned that 360 Degree Appraisal
Method is used in this organization.
Table no: 11
Title: Performance Appraisal system is Extended to all employee.

Response Scale No. of Employee Percentage (%)

Fully Agreed 1 6 30 %
Agree 2 14 70 %
Neither Agree Nor
3 0 0%
Disagree
Partially Disagree 4 0 0%
Fully Disagreed 5 0 0%
Total - 20 100 %

Graph:

30%
Fully Agreed
Agree
Neither Agree Nor
70% Disagree
Partially Disagree
Fully Disagreed
Majority (70%) of the employees under survey mentioned that they are agree with the
statement that performance Appraisal system is Extended to all employee and (30%) are
fully agreed. None of them are disagreeing.
Table no: 12
Title: Employees Opinion on Performance Standard Development.

Response Scale No. of Employee Percentage (%)

Fully Agreed 1 3 15 %
Agree 2 14 70 %
Neither Agree Nor
3 0 0%
Disagree
Partially Disagreed 4 3 15 %
Fully Disagreed 5 0 0%
Total - 20 100 %

Graph:

15% 15%
Fully Agreed
Agree
Neither Agree Nor
Disagree
70% Partially Disagree
Fully Disagreed
Majority (70%) of the employees under survey mentioned that they are agree with the
statement that performance Standard are developed on the basis of employees opinion,
(10%) are fully agreed and (15%) are partially disagree. None of them are disagreeing.
Table no: 13
Title: Practice of HRIS [Human Resource Information System]

Response Scale No. of Employee Percentage (%)

Yes, Fully 1 0 0%
Yes, Partially 2 13 65 %
Yet to Practice 3 7 35 %
Its a Dream 4 0 0%
Total - 20 100 %

Graph:

35%
Yes, Fully
Yes, Partially
65%
Yet to Practice
Its a Dream

Majority (65%) of the employees under survey mentioned that they are agree with the
statement that practice of HRIS is partially practiced in this organization and (35%) are
told that HRIS is yet to practice.
Table no: 14
Title: Dismiss a permanent employee.

Response Scale No. of Employee Percentage (%)

Difficult 1 13 65 %
Very Difficult 2 1 5%
Moderately Difficult 3 6 30 %
Easy 4 0 0%
Very Easy 5 0 0%
Total - 20 100 %

Graph:

Dismiss a permanent employee

Difficult
30%
Very Difficult
Moderately Difficult
5% 65% Easy
Very Easy
Majority (65%) of the employees under survey mentioned that it is difficult to dismiss a
permanent employee from the organization, (30%) mentioned that it is moderately
difficult and 5% mentioned that it is very difficult.
Table no: 15
Title: I am proud to tell others that I am part of this organization:

Response Scale No. of Employee Percentage (%)

Strongly Agree 1 13 65 %
Agree 2 7 35 %
Disagree 3 0 0%
Strongly Disagree 4 0 0%
Not Sure 5 0 0%
Total - 20 100 %

Graph:

35%
Strongly Agree
Agree
65% Disagree
Strongly Disagree
Not Sure
Majority (65%) of the employees under survey mentioned that they are strongly agree
with the statement that they are fell proud to tell others that they are part of this
organization and (35%) are only agree with the statement. None of them disagreed.
6.1 Findings

The followings have been identified during the period of my internship at Kazi Farms
Group.
1. Employees are procured through a system but suitable policies regarding
recruitment, induction, employee search etc do not exist in the Organization.
2. Practice of conducting salary survey before deciding the compensation package is
absent in most of the Organization.
3. Pay structure does not comply with the market average.
4. Employees are not over loaded with work.
5. No job analysis is done in any of the covered in this study.
6. Employees performances are assessed by their supervisors and feedback also
provided for better output and the communication between the two parties is good.
7. Majority of employees are satisfied with the administrative support and the supplied
aids.
8. It arranges training programs as a part of employees development process.
9. Facilities like health check- up have given an added valued to satisfaction of the
Employee.
10. Most company do not have proper termination policies.
11. There is no scope from the past of the employee to participate in the formulation of
human resource policy.
12. The best practice of human resources management is not initiated to full extent in
most of the Organization.
6.2 Recommendations

1. In order to successfully conduct the performance measurement process, Kazi

Farms Group should formulate effective internal and external communication
mechanism.
2. A conceptual framework understood by all levels of the company should be
developed.
3. Performance measurement system must provide intelligence for decision makers
rather than just compiling data.
4. Compensation rewards and recognition should be linked to performance
measurements.
5. More coordination should be established between various Kzai Farms Ltd.
6. More concentration should be place on competitor.
7. Performance evaluation should be positive and not punitive.
8. Employees should be specific as to what is expected from them so that they direct
their efforts towards achieving those expectations.
9. Lastly, performance measurement systems should not be seen as an end, but a
beginning.
6.3 Conclusion
HRM Practice in any organization plays a very vital role in formulating staffing policies;
developing manpower into resources and by this put its best efforts in achieving its goal.
So Human Resources Division of Kazi Farms Group has also such obligation to meet up.
Through the effective utilization of its existing manpower to the right dimensions, KFG
has turned them into resources and thus its organizational goal has been achieved into its
desired level. Kazi Farms Group has also set up goal to utilize the commanding assets,
the manpower in order to produce services and earn business opportunities through their
endeavors in resource hunting like mobilization of deposit, hunting of resourceful valued
clients by offering our services and products and open other business windows to enable
to reach the destination ahead of other competitive new generation company.
Finally, we can conclude that the recruitment and selection within the Kazi Farms Group
must be: Effective- Producing enough suitable candidates and the ability distinguish
between the suitable and the unsuitable. Efficient- Using the most cost- effective
advertising and recruitment sources and methods. Fair- Maintaining the company good
name with existing employees and potential recruits alike by dealing fairly, honestly and
courteously with all applicant.
 Bibliography

1. Human Resource Planning by Dipak Kumar Bhattacharyya.

2. Strategic Human Resource Planning by Monica Belcourt and Kenneth
J.McBey.
3. Cynthia D.Fisher, James B.Shaw (Human Resources Management) Fifth Edition.
4. Different types of products of KFGi.e. Leaflets, Brochures, Synopsizes etc.
5. Dipak Kumar Bhattacharyya, (2006), 3rd Edition, Human Resource Planning,
New Delhi: TataSage Publisher.
6. K Wexley/G.Latham,Developing and Training Human resources Organization,
2nd Edition.
7. Kenneth James McBey, Monica Bekcourt, (2007), 3 rd Edition, Strategic Human
Resource Planning, Ontario: Thomson Publisher.
8. http://kazifarms.com/sites/all/themes/kazi_farms/kazi_food.html
9. www.kazifarms.com