1.

1 Statement of the Problem

Strategic Human Resource management (strategic HRM) is an approach to manage human
resources that supports long-term business goals and outcomes with a strategic framework.
The Strategic Human Resource Management is concerned with the development of HR strategies
intended to direct the employee’s efforts towards the business goals. Environment of HRM
includes all those factors which have bearing on the functioning of HR department. These forces
can be divided in two categories, i.e. External Forces and Internal Forces. The Strategic Human
Resource’s is to help companies clarifying the firm’s human resource problem and developing
solutions for them. The established companies and organizations need to focus on Strategic HR
Environment. More important, company was benefit in improving communication to align all
employees to shared company goals and values. The study was conducted to explore the strategy
internal and external environment of Keya Cosmetics LTD under Keya Knit Composite
Division.

This study were helpful at all levels of the organization, managers and HR professionals work
together to develop employees skills so thereby helping the organization adapt successfully to its
environment. An extensive study of the analyzing the strategic HR environment adopted by Keya
Knit Composite Division is conducted in order to understand the current scenario. The findings
of this study may enrich the present literatures and it can help researchers in further study. This
study was also having the way of efficient and effective strategic decision making by the
managers.

1.2 Objective of the Report

The objectives of the study were as follows-

 To present an overview of. Keya Knit Composite Division.
 To make some suggestions to improve the situation.
 To know the activities of the organization.
 To know overview environment of Keya Knit Composite Division.

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1.3 Scope of the Study
This internship report mainly focuses on the Strategic HR Environment followed by the Keya
Cosmetics Ltd under Keya Knit Composite Division. The Study were conducted at Konabari,
Gazipur of Keya Knit Composite Division.

1.4 Methodology of the Study

1.4.1 Sample Size and Sampling Technique

The total sample size for the study was 100. For selecting sample the study were used the
convenient sampling method.

1.4.2 Source of Data

There are two types of data were needed for the study:

 Primary data
 Personal interview
 Face to face conversation
 Questionnaire survey

 Secondary data
 Magazines and journals.
 Company’s Website
 Related books and papers

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1.4.3 Data Collection Procedures
Necessary data for the study were collected by using a structured questionnaire. 5 point likert
scale questionnaires were used to collect the data about followed by Konabari, Gazipur of Keya
cosmetics Ltd under Keya Knit Composite Division.

1.4.4 Data Analyzing Procedures

The necessary data were processed by percentage analysis graphical representation etc.
Reliability test were due to massive the internal consistency of the data. Swot tool were also used
to analysis the data to get the result.

1.5 Limitations of the Study

This study is an overall view of organizational structure, analyzing the Strategic HR environment
analysis of Keya Cosmetics Ltd under Keya Knit Composite Division. The major limitations of
the study were:

 The area of research is vast.

 It is difficult to give a concrete result or opinion based on a vast area within the short time

 Necessary data collection becomes hard

 It is difficult to give a comprehensive view without sufficient written documents.

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2.1 Background of the Organization
Keya Group (KG) is one of the most well-known conglomerates in Bangladesh. Boasting 3
spinning mills, KG holds a leading position in the manufacturing and exporting of knitted
garments. At present, KG operates 6 industries and employs more than 10000 people. For more
than 20 years KG has proudly made its presence felt, both in Bangladesh and abroad in countries
like Europe, Australia, China, USA and other countries in the Southeast Asian region. In 1983,
Mr. Abdul Khaleque Pathan, a visionary in the business realm of Bangladesh, formed a small
company called Khaleque & Co. Clearly a farsighted entrepreneur, Mr. Pathan took Khaleque &
Co. from its humble beginnings with Keya Super Beauty soap and built it up into what is today
known as the Keya Group of Industries. KG currently runs 9 industrial units over acres of land.
A true patriot, Mr. Pathan wanted to contribute toward the development of the industrial,
medical, educational, sports, social welfare and other sectors of Bangladesh. His philanthropy
and sincere dedication to this mission has helped Keya Group to build the private sector and
boost the country€™s economic and industrial development. Keya Group of Industries is
focused not only on marketing Fast Moving Consumer Goods (FMCGs) but also on being an
outstanding manufacturer, merchandiser and exporter of knitted garments under the umbrella of
Keya Knit Composite Division Ltd.

The Keya Cosmetics Ltd. is one of the largest and high quality cosmetic companies in
Bangladesh located at Jarun, Konabari, Gazipur. It come into begin in 1996 at a cost of Tk. 120
million and launched production in early 1997 as a sister concern of the Khaleque Group of
Industries. Converted into public Ltd. Company in the year 1999. Incorporated in the year 1996,
Keya Cosmetics Ltd is one of the leading cosmetics manufacturing companies in Bangladesh,
and a popular brand name for superior quality products available at affordable prices. With an
objective to never compromise with quality, Keya Cosmetics Ltd. has established state-of-the-art
facilities, equipped with the latest European machinery, and also ensures that each stage of
production undergoes rigorous testing and quality assurance.

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For 20 years Knit Composite Division has been a leading manufacturer, merchandiser and
exporter of knitted garments. With state-of-the-art yarn spinning mills and fabric cutting and
sewing facilities, Knit Composite Division produces the highest quality apparel in Bangladesh

The Quality Policy of Knit Composite Division is to produce and supply garments comply to the
qualitative demands of our clients, as they are modified with time and as they are described
within international, European and national standards and directions. The company’s
Management develops, substantiates and applies all necessary measures for the proper
installation and continuous improvement of the QA System. The Management will also seek,
pinpoint and analyze qualitative problems within entirety of corporate functions and with the
help of all employees it will take every necessary measure for solving them in such a way, so
that they are not repeated future. The quality team is headed by Quality Control Manager, Group
Quality In-charge and sufficient numbers of quality checkers with the help of modern
technology. In order to avoid quality problems Knit Composite Division not subletting the
orders to subcontractors and ensuring the quality with stringent quality control process within the
factory. Our inspectors check every single garment and affix a sticker with a Quality seal before
it pass on to the next stage. Knit Composite Division is very concerned about preventing
environmental pollution. To that end, an Effluent Treatment Plant (ETP) has been established.
This ETP is comprised of a big Water Treatment Plant (WTP) where all toxic water from the
factory is treated and drained out into the nearby safe place, thus preventing contamination and
save the environment. The management is committed to reduce waste disposal, meet all
regulatory & legislative requirements and to give employees the best working environment.

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2.2 Corporate Milestones

Company Name Keya Cosmitics Ltd

Date of incorporated as a private LTD July 14, 1996
company

Comercial Production stared in the year March 05, 1997

Present Status Public Limited Company
Converted Into Public Ltd company in the May 07, 1999
year

Intial Public Offering (IPO) 2001

Listing with Dhaka and Chittagong Stock 2001
Exchanges

Won the National Export Trophy for 2002-03, 2002-04 & 2004-05
Exporting Cosmetcis

1st Amaglamation with our two companies

 Keya Detergents Ltd 30th June, 2011
 Keya Shop Chemicals Ltd

2nd Amaglamation with our three companies

 Keya Spinning Mills Ltd
 Keya Cotton Mills Ltd 28th February 2015
 Keya Knit Composite Division Ltd

Authorize Capital Tk 1000,00,00,000

Average Production of Each month 64% (5,795,838)

Corporate office : Registered Office & Factory:

Navana Tower, Jarun, Konabari, Gazipur.

45, South Gulshan Avenue,(14th floor),
Gulshan-1 Dhaka 1212.
Ph: +880-2-9897651, 9897651, 9899326
Fax: +880-2-8831032
Website: www.keyagroupbd.com
E-mail: keyacosmetics@keya-bd.com
Ph: +880-2-9297779, 9297766, 9297029
Fax: +880-2-9297778
Website: www.keyagroupbd.com
E-mail: kgroup@keya-bd.com

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Export Outlets India, Bhutan, Qatar, West Africa, North Korea,
Kuwait, Kingdom of Saudi Arabia, Belgium,
German, Spain, France, Italy, UK and many
other countries of USA and Europe.

Associate Company  Keya Sweaters Ltd

 Keya Yarn Mils Ltd

Employees 10000

Business Line :
Manufacturing and Selling of Cosmetics &
Toiletries Finished Products, Detergent
Powder and Soap Noodles Products.
Cosmetics Division

Manufacturing and Selling of Yarn export and

Cotton Division import

Spinning Division
Manufacturing and Selling of Yarn & Yarn
Rotor Export & Import

100% Export Oriented Readymade Garments

Knit Composite Division Manufacturing Industries

Source : Keya Knit Composite Division

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2.3 Organization Structure

Managing Director

Excutive Director

Director

HRM Account & Finance Marketing Production

Depertment Depertment Depertment Depertment

AGM DGM General GM

Managero

Senior officer Manager DGM PM

Assistance senior
Officer floor incharge
Manager Manager

Assistance Officer senior officer manager Supervisor

MTO Officer operator

Senior Officer

MTO Officer Helper

Source : Keya Knit Composite Division

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2.4 Products and Services of the Organization

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3.1 Demographic Analysis of Respondents

Table No – 1 Gender Status of Respondents

Frequency Percent Valid Percent Cumulative Percent

Valid Male 93 93.0 93.0 93.0

Female 7 7.0 7.0 100.0

Total 100 100.0 100.0

Source : Developed by Author

From our total respondents 93% were male whereas rest of the 7% were female. So most of the
male respondents employee working into the company.

Table No -2 Age Status of Respondents

Frequency Percent Valid Percent Cumulative Percent

Valid 20-27 years 49 49.0 49.0 49.0

28-35 years 49 49.0 49.0 98.0
36-45years 2 2.0 2.0 100.0

Total 100 100.0 100.0

Source : Developed by Author

There are 49% employees who are aged between around 20-35years and there are 2%
employee aged between around 36-45years working here.

Table No-3 Work experience Status of Respondents

Frequency Percent Valid Percent Cumulative Percent

Valid Below 2 years 68 68.0 68.0 68.0

3-5 years 2 2.0 2.0 70.0

Above 5 years 30 30.0 30.0 100.0

Total 100 100.0 100.0

Source : Developed by Author

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There are 68% employees working below 2 years and 2% employee working below 5 years and
finally 30% employee working here above 5 years. As a result, here most of the employee is
highly qualified and skillful to base on their work experience.

3.2 Reliability Test

Table - 4 Reliability Statistics

Factor Cronbach's Alphaa N of Items

Factor -1 Staffing .547 3
Factor-2 Performance Appraisal .617 2

Factor-3 Maintenance .570 2

Factor-4 Strategic HR .604 5
Source : Developed by Author

A reliability statistics (Cronbach’s Alpha) has been performed to test the reliability and internal
consistency of four factors. The coefficients ranged from 0.604 (Factor 4) to 0.547 (Factor 1),
indicating that variables are considered to be internally consistent. All of the final communalities
are higher than 0.50, indicating strong correlations between the indicators and the associated
factors. The value shows 0.547 for factor 1, 0.617 for factor 2, 0.570 for factor 3, and 0.604 for
factor 4.

3.3 Interpreting T-test Result

3.3.1 Test of Hypothesis-1

H0(1)= Staffing does not includes the development of a strategic plan

HA(1)= Staffing includes the development of a strategic plan

Table-05: One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Staffing
100 3.9467 .48018 .04802

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 Table-6 : One-Sample Test

Test Value = 3

95% Confidence Interval of the

Difference

t df Sig. (2-tailed) Mean Difference Lower Upper

Staffing
19.715 99 .000 .94667 .8514 1.0419

Source : Developed by Author

Firstly, for analyzing the Staffing includes the development of a strategic plan. The study
considers three items namely proper issue of employment that Job advertisement, Organization’s
success and application of information technology. Table 6 indicates that, for one sample t-test;
at 5% significant level the p-value [Sig. (2-tailed)] for staffing development is smaller than 0.05
(p< .05) which results that null hypothesis H0(1) is rejected and alternative hypothesis HA(1) is
accepted. The analysis depicts that, the staffing system is included and development of a
strategic plan.

3.3.2 Test of Hypothesis-2

H0(2) = The performance appraisal system is not fair.

HA(2)= The performance appraisal system is fair.

Table – 7 One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Performance
100 4.3250 .45713 .04571
Appraisal

Table – 8 One-Sample Test

Test Value = 3

95% Confidence Interval of the

Difference

t df Sig. (2-tailed) Mean Difference Lower Upper

Performance
28.985 99 .000 1.32500 1.2343 1.4157
Appraisal
Source : Developed by Author

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The study considers two items namely job promotion and performance appraisal. Table 8
indicates that, for one sample t-test; at 5% significant level the p-value [Sig. (2-tailed)] for
performance appraisal is smaller than 0.05 (p< .05) which results that null hypothesis H0(2) is
rejected and alternative hypothesis HA(2) is accepted. The analysis depicts that, the performance
appraisal is fair which includes the development of a strategic plan.

3.3.3 Test of Hypothesis-3

H0(3)= The maintenance procedure doesn’t involve development of strategic HR plan

HA(3)= The maintenance procedure does involve development of strategic HR plan

Table- 9 One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Maintenance
100 4.4000 .43228 .04323

Table- 10 One-Sample Test

Test Value = 3

95% Confidence Interval of the

Difference

t df Sig. (2-tailed) Mean Difference Lower Upper

Maintenance
32.386 99 .000 1.40000 1.3142 1.4858

Source : Developed by Author

The study considers two items namely strategic HRM environment and employee’s safeguard.
For analyzing the Table 10 indicates that, for one sample t-test; at 5% significant level the p-
value [Sig. (2-tailed)] for HR employee maintenance is smaller than 0.05 (p< .05) which results
that null hypothesis H0(3) is rejected and alternative hypothesis HA(3) is accepted. The analysis
depicts that, the maintenance procedure does involve development of strategic HR plan.

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3.3.4 Test of Hypothesis-4

H0(4)= HRM strategies is not support High Performance Management

HA(4)= HRM strategies is support High Performance Management

Table- 11 One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Strategies
100 4.3080 .28201 .02820
HR
Table- 12 One-Sample Test

Test Value = 3

95% Confidence Interval of the

Difference

t df Sig. (2-tailed) Mean Difference Lower Upper

Strategies
46.381 99 .000 1.30800 1.2520 1.3640
HR
Source : Developed by Author

The study considers five items namely guiding personnel decision, taking leadership roles, high
performance culture strategy, strategic HRM Environment and development of their policy. For
analyzing the Table 12 indicates that, for one sample t-test; at 5% significant level the p-value
[Sig. (2-tailed)] for strategies HR is smaller than 0.05 (p< .05) which results that null hypothesis
H0(4) is rejected and alternative hypothesis HA(4) is accepted. The analysis depicts that, HRM
strategies is support High Performance Management and guide personnel decisions of a strategic
plan.

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3.4 SWOT Analysis

Human Resources can realize significant improvements and benefits when using HR SWOT
Analysis. HR is a function that supports group work; it favors solutions that are designed and
implemented by the dedicated team of professionals. In such a case, the SWOT Analysis can be a
tool that unifies vision and aligns all ideas of team members. Human Resources is a social
function in the organization. SWOT Analysis is an important tool for evaluating the company’s
Strengths, Weaknesses, Opportunities and Threats. It helps the organization to identify how to
evaluate its Perception and scan the macro environment, which in turn would help the
organization to navigate in the turbulent ocean of competition. The SWOT analysis of Keya
Knit Composite Division Ltd of HRM Department is presented below.

Matrix – 1 SWOT Analysis of HRM Department

Strengths Weakness

 Qualified Manpower  Less follow structured of HR rules

 Unity
 Multi-Talent

Opportunity Threats

 Fresh Talent with fresh ideas  Shifting Duty

 Centralization of HR  Excessive time prepare of worker documents
 Career Development  Shifting of the Head Office

Source: Keya Knit Composite Division

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Strengths:

One of the most significant external factors for HR is the opportunity for workforce growth
.SWOT analysis of HRM department in Keya Cosmetics under knit composite division they have
better qualified manpower when they are recruitment. There have in intensive unity among the
co-workers. There have in multi-Talented personnel working this department.

Opportunity:

SWOT discovers the internal and external factors which influences this department. In this HR
department they are creating fresh talent with fresh ideas and also career development of
employee. There have too opportunity centralization.

Weakness:

Weaknesses also are internal factors that pose challenges to the success of HR endeavors. They
do not follow structure of HR because of which they do not work as a systematic way.

Threats:

Threats are external factors that negatively impact the company and, ultimately, the HR
department. One of the major threats is shifting duty in this HR department. Employees do not
willpower working different shifting. Another threat is recently shifting their activity Head office
to factory office because of which all the work has become one. Sometime excessive time
prepare of workers documents is also one of threats.

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3.5 Major Findings

For 20 years Knit Composite Division has been a leading manufacturer, merchandiser and
exporter of knitted garments. With state-of-the-art yarn spinning mills and fabric cutting and
sewing facilities, Knit Composite Division produces the highest quality apparel in Bangladesh.

 To use highly skilled, efficient, professional and expert manpower.

 To understand and to meet the requirements of the Buyer.

 To provide best quality garments products by expert manpower.

 To Set up Effluent Treatment Plant (ETP) that safe the environment pollution.

 Lack of training organizations for industrial workers, supervisors.

 Management takes few decisions.

 Performance appraisal is fair for employee.

 Staffing involved the development strategic plan.

 Shifting duty is trouble for the employee’s.

 HRD followed high performance management system.

 The maintenance procedure has involved development of strategic HR plan.

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4.0 Recommendations

Few suggestions and recommendations have been provided here so that it can survive better in
future.

 The entire HR department should be will informed regarding the employment personal
 To evaluate employee’s performance the company should follow promotion policy
properly
 HR department is more sincere their daily activates
 To recruit and select the right people for the right jobs
 Production should be proper utilize
 Smooth co-ordination should be needed
 Company should take motivational effort

4.1 Conclusion

The Keya Cosmetics Ltd. is one of the largest and high quality cosmetic companies in
Bangladesh. Quality comes first- keeping this principle in mind; the company aim at producing
guarantied international quality cosmetics and toiletries for quality conscious people of home and
abroad. The Keya Group has been producing garments for well over 20 years. We are a vertical
manufacturing company consisting of three mills manufacturing the yarn spinning; fabric cut and
sews facilities to exporting our apparel to our distribution centers. They facilities have state-of
the-art technology and equipment resulting in higher efficiency and a quality product. The
Quality Policy of Knit Composite Division is to produce and supply garments comply with the
qualitative demands of our clients, as they are modified with time and as they are described
within international, European and national standards and directions. As a student of BBA
whereas major subject is HRM; practical knowledge about HRM sector is very much necessary
for By doing Internship in this company it has been possible to gain practical knowledge about
HRM sector. The findings and analysis of the research are about Keya’s environment, its people,
its work, its products and its service provided to its distributors. Also the main findings about
strategic HR environment of Keya Cosmetics Ltd and Knit Composite Ltd have been provided.

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The Management will also seek, pinpoint and analyze qualitative problems within entirety of
corporate functions and with the help of all employees it will take every necessary measure for
solving them in such a way, so that they are not repeated future.

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References

Books and Journals

[1] Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age
International.
[2] Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research
methods. Cengage Learning.
[3] Levin, R. I. (2008). Statistics for management. Pearson Education India.
[4] Annual Report of Keya Cosmetics Ltd (2016-2017)

Websites

1. www.scribd.com
2. www.assignmentpoint.com
3. www.investmentpedia.com
4. http://panmore.com
5. www.keyagroupbd.com

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Appendix

CURRICULUM VITAE
Of
Md. Mamun Kabir
Boro-chandrail, Dhamrai, Dhaka-1350
Mobile: 01777560855
E-mail:djmamunkabir@gmail.com

CAREER To obtained a standard job in any well-known organization where I can

OBJECTIVE apply my creative skills and competency.

Full Name Mamun Kabir

Father's Name Siddiq R Rahman
Mother's Name Baharun Nesa
Mailing Address Boro-chandrail, Dhamrai,
Dhaka-1350

PERSONAL Boro-chandrail, Dhamrai,

DETAILS Permanent Address Dhaka-1350

Date of Birth 17 June 1995

Nationality Bangladeshi
Marital Status Single
Religion Islam
Home District Khulna

ACADEMIC QUALIFICATIONS:

Board /
Exam. Name Institute Name Group / Subject Passing Year CGPA/GPA
University
B.B.A City University HRM 2017 3.17 (Up to 11
semester)
H.S.C. Legend Business Dhaka 2013 4.20
College Studies
S.S.C. Savar Adhar- Business Dhaka 2011 3.56
Chandra High Studies
School

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COMPUTER SKILLS:

Operating System : Windows XP, Seven, 8, and 10

Application Package : MS. Word, MS. Excel & MS. PowerPoint.
Graphics Design : Adobe Illustrator, Adobe Photoshop.
Database : MS. Access
Hardware : Computer Hardware Setup & Setting, Windows trouble shooting.

Excellent communication skills in English and Bangla both

LANGUAGE PROFICIENCY
written and verbal

Reading novel and Humorous Story, Traveling, Watching

INTEREST Movies, Enjoying Music and Sports

 Hard working
 Self-motivated, Enthusiastic and Punctual
STRENGTH
 Dynamic and creative in thinking
 Sense of good organizational behavior

Md. Rahat Khan

Assistant Professor
Dept. of Business Administration
City University
Cell Phone: 01717265233
Email : rahatkhan.mrk14@gmail.com
REFERENCES
Sabbir Hassan Chowdhury
Assistant Professor
Dept. of Business Administration
City University
Cell Phone: 01711395499
Email :ratul_libra@hotmail.com

Signature

...........................
(Mamun Kabir)

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