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Internship Report
On
“HR practices of Golden Horizon Ltd.”

Submitted To
Mohammad Mizanur Rahman Chowdhury
Assistant Professor
Department Of Management
University Of Chittagong

Submitted By
Dawlat-A-Elahi Sawrab
Class ID: 13302147
Session: 2012-2013
Department Of Management
University Of Chittagong

Date of Submission: 29nd November, 2018

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LETTER OF SUBMISSION
29th November, 2018

Mohammad Mizanur Rahman Chowdhury

Assistant Professor

Department of Management

University of Chittagong

Subject: Submission of Internship Report

Dear Sir,

With due respect, I would like to deliver my great pleasure for having such an
opportunity to submit internship report on “Overall HR practices of golden horizon
limited”. I have truly enjoyed my 8-weeks attachment with the organization and highly
appreciate their co-operation in this regard. I tried my best to gather relevant information
for preparing a complete report by following internship report proposal. Without the
sincere co-operation and proper guidance of you, it would not possible for me to prepare
the report.

I hope you will assess my report considering the limitations and mistakes of the study.
Your kind advice will encourage me to do further research in future.

Sincerely yours

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

Dawlat-A-Elahi Sawrab

Class ID: 13302147

Session: 2012-2013

Department of Management

University of Chittagong
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Acknowledgement
I would like to express my gratitude to my honorable academic instructor Mohammad
Mizanur Rahman Chowdhury, Assistant Professor of Department of Management,
University of Chittagong from the core of my heart for his kind support, guidance,
constructive supervision, instructions and advice and for motivating me to do this report.
I also grateful to my coordinator Professor A.K.M Tafzal Haque and our honorable
chairman Professor Md. Sahidur Rahman for making such an internship program. I
would also like to express my sincere gratitude to Helal Uddin Ahmed, GM Admin of
Suman Group of Companies for allowing me to complete my internship in one of their
reputed units Golden Horizon Ltd (GHL).

My gratitude also goes to Nazmun Nahar, HR Executives, of Sunman Group of

Companies, for providing me with the necessary support throughout my my internship
journey in the company. I also express my due gratefulness to Md. Neamat Ali, Senior
Executive Admin, of Golden Horizon Ltd (GHL) and my supervisor in the GHL, for his
direct and indirect help in different ways in completing my works. I remain grateful to
Md. Jabed , Executive Compliance, of Golden Horizon Ltd (GHL), for his HR brief and
continuous guidance throughout my internship journey in the company.

And finally all the members of GHL for their kind cooperation.
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Supervisors Declaration
I am happy to certify that this internship report titled “Human resource practices of
Golden Horizon Limited” prepared by a student of Bachelors of Business Administration
belonging to, Dawlat-A-Elahi Sawrab, ID: 13302147, Session: 2012-2013, for
submission at the Department of Management under the Faculty of Business
administration, University of Chittagong, for the fulfilment of the requirements for the
degree of Bachelors of Business Administration. I certify that this work and contents of
this report has been conducted under my supervision.

Supervisor

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

Mr. Mahmood Mizanur Rahman Chowdhury

Assistant Professor

Department of Management

University of Chittagong
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Executive Summary
Sunman group of companies is one of the business giant in Bangladesh. They are the
pioneer of garments manufacturing in Bangladesh. It is one of largest exporters of
Bangladesh. Their total export volume is 120,000 dz per month. Their yearly turnover is
almost us$ 100 million. Golden horizon limited is one of the garment manufacturing unit
of Sunman group of companies.

The primary objective of the study to relate the theoretical knowledge with practical
experience.

The study has been conducted Based on the companies current Human Resources (HR)
management strategies, practices and outcomes. This report outlines some key issues
surrounding the field of human resource management in the Golden horizon limited like
planning, recruitment, selection, training and development, compensation and benefit,
health and safety.

Internal and external sources has been used for data to make this report.

In theoretical aspects the main functions of hr has been discussed under four main
criteria of human resource: staffing, training and development, motivation and
maintenance.

In the study findings the practical experience regarding hr department has been
discussed.

Finally, I tried to identify different problems relevant to HRM activities and

recommended some measures to solve those problems.
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Table of Contents
Chapter 1......................................................................................................................................... 8
INTRODUCTION .............................................................................................................................. 8
1.1 Introduction .......................................................................................................................... 8
1.2 Objective of the study: .......................................................................................................... 8
1.3 Methodology of the Report .................................................................................................. 8
1.4 Scope of the study:................................................................................................................ 9
1.5 LIMITATIONS OF THE STUDY ................................................................................................. 9
Chapter 2....................................................................................................................................... 11
Organizational Overview .............................................................................................................. 11
2.1 Overview of RMG sector: .................................................................................................... 11
2.2 Overview of Sunman group of companies: ......................................................................... 12
2.3 Sunman group at a glance:.................................................................................................. 13
2.4 Mission & Vision: ................................................................................................................. 18
2.5 Overview of GOLDEN HORIZON LIMITED ............................................................................ 19
2.6 Organogram: ....................................................................................................................... 20
2.7 Order taking & distribution process of Golden Horizon limited: ........................................ 23
Golden Horizon order taking &distribution process as follows: ............................................... 23
2.8 Products: ............................................................................................................................. 25
2.9 Import and export process .................................................................................................. 27
Chapter 3: ..................................................................................................................................... 30
Theoretical aspect of HRM functions .......................................................................................... 30
3.1 Staffing: ............................................................................................................................... 33
3.2 Training and Development ................................................................................................. 37
3.3 Motivation: .......................................................................................................................... 43
3.4 Maintenance ...................................................................................................................... 53
Chapter 4 ....................................................................................................................................... 55
Findings & Discussions................................................................................................................. 55
4.1 Human Resource Planning: ................................................................................................. 55
4.2 Recruitment and selection process: .................................................................................... 57
4.3 Training and Development .................................................................................................. 58
4.4 Compensation and benefit:................................................................................................. 60
4.5 Health and safety: ............................................................................................................... 68
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Chapter-5 ....................................................................................................................................... 72
SWOT analysis of Sunman Group: ............................................................................................... 72
Chapter 6....................................................................................................................................... 73
6.1 Problems or challenges of GHL: .......................................................................................... 73
6.2 Recommendation: ............................................................................................................... 74
6.3 Conclusion ........................................................................................................................... 75
Chapter 7....................................................................................................................................... 76
Lesson from the study .................................................................................................................. 76
References: ................................................................................................................................... 77
Appendices .................................................................................................................................... 78
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Chapter 1
INTRODUCTION

1.1 Introduction
As a part of my internship program for my BBA I got the opportunity to do internship in
a garments manufacturing company named Golden Horizon Limited. My internship
period started from September 18th and ended at November 18th. I was assigned in the
Human Resource department. My organizational supervisor was Md. Neyamat Ali,
Senior Executive HR and Admin, of Golden Horizon Ltd (GHL).

In this Internship Report the main target was to identify the HR practices of Golden
Horizon Limited. The primary objective of the study was to relate the theoretical
knowledge with practical experience. In this report the practical experience and
understanding regarding hr department has been discussed.

1.2 Objective of the study:

The main objective of this report is to know about the practices of Human Resource
Management practices of Golden Horizon Limited and to try linking the theoretical
knowledge with practical experience. The other objectives are:

 To know the company overview

 To discuss the theoretical aspects of HRM
 To explore the overall human resource management practice of Golden Horizon
Limited
 To make SWOT analysis of GHL
 To identify the problems related to HRM of Golden Horizon Limited
 To recommend suggestion for the identified problem

1.3 Methodology of the Report

This report has been prepared on the basis of experience gathered during the 8 weeks of
internship period starting from 18th September, 2018 to 18th November, 2018. In order to
construct the report I have collected necessary information from two sources
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a. Primary Sources of Information

b. Secondary Sources of Information

a) Primary Sources of Information: The primary data collected from the following
sources:

 Face to face discussion.

 Telephone discussion.
 Oral interview of the responsible officers and workers.

b) Secondary Sources of Information: The secondary data collected from the following
sources:

 Websites of Golden horizon Ltd.

 Various documents of Golden horizon Ltd.
 Internet.

1.4 Scope of the study:

The scope of the study is limited in only to Golden Horizon Ltd. The report deals with
the HRM practice including HRP, recruitment and selection process, training &
development process, compensation management, employee relation etc. in terms of
theoretical point of view and the practical use. The study will allow learning about the
HRM issues, importance, modern techniques and models used to make it more efficient.
The study will help to learn the practical procedures followed by the leading
organizations. Moreover the study will help to differentiate between the practice and the
theories that direct to realize how the organization can improve their HRM practice &
process.

1.5 LIMITATIONS OF THE STUDY

In this internship program lack of my proper practical knowledge has greatly influenced
in the performance of making the report. The other limitations are:
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 The study was limited to only one organization.

 Some data could not be collected for their confidential documents but shown to
me and make clear about the procedure.
 The production unit is separated from the office so it was very difficult for me to
reach to worker and collect their opinion.
 HR Officials has immense pressure of work.
 Due to maintenance of organizational secrecy and Company HR policy, GHL
could not share some area.
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Chapter 2
Organizational Overview

2.1 Overview of RMG sector:

The ready-made garments industry occupies a unique position in the Bangladesh economy. This
industry acts as a catalyst for the development of Bangladesh. The "made in Bangladesh" tag has
also brought glory for Bangladesh. Once Bangladesh was termed by cynics a "bottomless basket"
has now become a "basket full of wonders." after the independence in 1971, Bangladesh was one
of the poorest countries in the world. So, rebuilding the war-ravaged country with limited
resources appeared to be the biggest challenge. The industry that has been making crucial
contribution to rebuilding the country and its economy is none other than the readymade garment
(RMG) industry which is now the single biggest export earner for Bangladesh. The sector
accounts for 81% of total export earnings of the country. When our only major export earner "the
jute industry" started losing its golden days, it is the RMG sector that replaced it, and then, to
overtake it. The apparel industry of Bangladesh started its journey in the 1980s and has come to
the position it is in today. The late Nurool Quader khan was the pioneer of the readymade
garment industry in Bangladesh. He had a vision of how to transform the country. In 1978, he
sent 130 trainees to South Korea where they learned how to produce readymade garments. With
those trainees, he set up the first factory "Desh Garments" to produce garments for export. At the
same time, the Late Akhter Mohammad Musa of Bond Garments, the Late Mohammad Reaz
Uddin Of Reaz Garments, Mdhumayun Of Paris Garments, Engineer Mohammad Fazlul Azim
Of Azim Group, Major (Retd) Abdul Mannan Of Sunman Group, M Shamsur Rahman Of
Stylecraft Limited, the first president of BGMEA, A.M. Subid Ali of Aristocrat Limited also
came forward and established some of the first garment factories in Bangladesh. Following their
footsteps, other prudent and hardworking entrepreneurs started RMG factories in the country.
The MFA (Multi Fibre Arrangement)-quota was a blessing to our industry to take root, gradually
develop and mature. While the quota was approaching to an end in 2004, it was predicted by
many that the phase-out would incur a massive upset in our export. However, the post-MFA era
is another story of success. Proving all the predictions wrong, we conquered the post-MFA
challenges. Now the apparel industry is Bangladesh’s biggest export earner with value of over
$25.49bn of exports in 2014-15 financial year after the tragic “Rana Plaza” collapsing in 2013,
all stakeholders have realized that ensuring safety and wellbeing workers is a shared
responsibility and this feeling has inspired governments, brands, buyers, suppliers, entrepreneurs,
and workers to work hand in hand to ensure a safe and sustainable garment industry. The
industry that has changed lives of millions of people has undergone significant transformation in
terms of workplace safety and worker's rights. National and international reform platforms -
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National Action Plan (NAP), accord and alliance- have made visible progress to ensure
workplace safety. Both accord and alliance have completed inspection in 100% factories and the
nap will complete 100% factory inspection by this august. Less than 2% of the inspected
factories have been found vulnerable and closed down immediately. When all factories complete
their Corrective Action Plans (CAPs), the RMG industry of Bangladesh can obviously be
regarded as the safest industry in the world. Progress has also been made in workers' rights.
Minimum wages of RMG workers have been increased by 219% during the past 5 years. The
labor law has been amended ensuring noticeable improvements in workers' rights and welfare.
BGMEA along with ILO and ITC are implementing training programs on worker-management
relations.

RMG can be subdivided into two main categories woven and knit. The main product groups are:

Woven Knitwear

Casual Shirts T-Shirts, Polo Shirts and Sweaters

Pants ( Jeans, Chinos etc.) Shorts and Bermudas Pajamas, Knitted Underwear

Woven Underwear Pullovers ( Flat bed knit)

Outdoor Jackets

Sports Dresses

2.2 Overview of Sunman group of companies:

Sunman group of companies is one of the biggest names in the business arena of
Bangladesh. It is one of the pioneer and leading garment manufacturing company in
Bangladesh, serving an array of world's prestigious brands and buyers. It is one of the
first three garment manufactures in the country. The group currently has about 28 units
of garments to manufacture bottom, shirt, sportswear, polo knit & sweater apparels.
Sunman group of companies is one of largest exporters of Bangladesh. Their total export
volume is 120,000 dz per month. Their yearly turnover is almost us$ 100 million.

Sunman is a prominent powerhouse, with more than 35,000 people working under its
garment division umbrella. Their knitwear and garment products are exported to the
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western countries especially in the USA. They have some big names under them as their
clients such as Wal-Mart, Sears, PVH, GAP, JC Penny, H&M and C&A. They have their
very own textile weaving and cotton yarning spinning mills. They also have dying
factories, label-button-zipper making factories, thread and carton factories. They are one
of the few companies of Bangladesh who have a functional office abroad. Sunman group
of companies has buying offices in USA, Hong Kong and Cambodia. Their other
businesses include financial institutes, fisheries, beverage industries, CNG pumps,
airlines and furniture industries.

Sunman Group of Companies Was Established in 1982 and currently they have over
1000 people working in each of their factories. It’s State-Of-The-Art factories are
equipped with cutting edge technology machines And maintain highest compliance
standards. In total it has more than 200 assembly lines, For both Knit And Woven
Garments, producing over 4.3 million garments per month. It is vertically integrated
structure allows the partners and clients to experience an unmatched One-Stop-Shop
solution. They are one of the largest exporters of Bangladesh and North America, South
America and Western Europe is their primary market. They are also very popular in
domestically.

2.3 Sunman group at a glance:

Name Sunman Group of Companies
Founder & Chairman Major (Rtd.) Abdul Mannan
Key Person Tazrina Mannan (President)
Sayeedur Rahman ( MD)
Location Head office:
CDA Annex Building (2nd floor),
Chittagong-4000, Bangladesh
Phone:+880-31-611033-4
Fax:+880-031-610352
Email:info@sunman.net
Dhaka office:
Silver Tower (16th,18th,floor)
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52,Gulshan Avenue,Circle-01,Dhaka-1212,
Phone:+8816072,+8817576,+8816656
Email:sunmandhaka@gtlbd.net
Established 1975
Year of Incorporation 1982
Industry Apparel & Fashion
Market Served Garments
No. of Total Employees 10,000+
Products/Services Any kinds of woven, knit garments & sweater Real
Estate, Aviation, Fishing, Shipping, Leasing, Textile,
Pharmaceuticals, Converted Natural Gas, Paper Mill
and Others
Export To U.S.A, CANADA,EU,UK
Quality Standards Internationally Approved
Nature of Business 100% Export Oriented Garments (Manufacturing)
Group of Companies
Pattern of Leadership Mostly Autocratic
Nature of Ownership Public Limited Company
Banks Dealing With HSBC bank, Southeast Bank, National Bank, One
Bank, Standard Bank, AB Bank, Rupali Bank, Eastern
Bank, EXIM Bank, Pubali Bank
Key Buyers Gymboree, H&M, O’neil, Comtextile, GAP, Target,
Kurabo, E-Land, Mango, Next, TCP, TEMA, A&F.
Website sunmangroupofcompanies.songzog.com

Company Logo
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Different factories of the Sunman Group:

In Bangladesh Sunman Group is a large group with 38 factories in national and 4 international
projects in garments & non-garments divisions. In the following are details plants of Sunman
Group at a glance.

National projects

Golden Horizon Ltd Sunman Apparel Ltd

Dressco Ltd Sunglory Apparel Ltd
Glory Ind. Ltd Sunman Knit Fabrics Ltd
Pioneer Dresses Ltd Sunman Sweater Ltd
Sunflower Garments Ltd Sunman Spinning Mills Ltd
Sunmark Jeans Ltd Sunball Ind. Ltd
Ishaqure Sweater Industries Ltd Alfa Textile Ltd
United Dress Ltd Delta Fashions Ltd
Yakub Garments Ltd Eastern Fashion Ind. Ltd
Sunknit Textile Ltd Peninsula Garments Ltd
Sunman Ind. Ltd QuasemSaewhan Co. Ltd
National Beverage Ind. Ltd Sunman Food Industries Ltd
Sunman Button & Zipper Ind. Com. Sunman Button & Allied
Ltd Chemical Ind. Ltd

Sunman Pharmaceutical Ltd Golden Height Ltd

Industrial Chemical & Allied Co. Carton, Poly, Lebel, Padding,
Ltd Quilting, Screen Print

Ramgoti Sweater Sunpack Zipper Ltd

Sunpack Polybag Suman Drawstring
Daepsea Trawling Co Ltd Central Workshop
Sunpack Label Sunpack Carton
CPIL Pading Sunman Textiles Ltd
Sunpack Yarn Dyeing GGL Washing Plant
DFL Embroidery Unit
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Address of some factories that are situated in Chittagong:

Sl No Name Short Address Type

Name
1. Alfa Textile Ltd ATL Plot # 49 (NP), Kalurghat
Heavy Industrial Estate,
Chittagong
2. Golden Heights Ltd GHTL Plot # 49 (C), Kalurghat Heavy
Industrial Estate, Chittagong
3. Golden Horizon Ltd GHL 53/B, Baizid Bostami Road,
Sholo Shahar Industrial Area,
Nasirabad, Chittagong
4. 1. Glory GIL 7/A, Sholo Shahar Light
Industries Industrial Area, Baizid Bostami
Ltd Road, Chittagong Garments
PDL Division

2. Pioneer
Dresses Ltd
5. Shirina Garments SGTL 171-181, Baizid Bostami Road,
Ltd Chittagong
6. Yakub Garments Ltd YGL Rampur, Natun Bazar,
Halishahar Road, Chittagong
7. Delta Fashion Ltd DFL Fleet Club Shopping complex,
Strand Road, Bandar,
Chittagong
8. Peninsula Garments PGL Plot #46-48 Sector # 1,
Ltd Road # 4, South Halishahar,
CEPZ, Chittagong
9. Hong Kong Denim HKDL Plot#9-14 & 21-26, Sector # 3,
(Pvt) Ltd KEPZ, Chittagong
10. 1. Ishaqpur ISIL Mannan Nagar, Sadar, Noakhali
Sweater Ind.
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Ltd
ISIL-1 Ramgoti, Laxmipur Sweater
Division
2. Ramgoti ISIL-2 Char Jabbar, Noakhali.
Sweater Ind.
Ltd

3. Char Jabbar
Sweater Ind.
Ltd
11. Sunpack Industries SPIL CDA Godown, Posterpar, Trim &
Ltd Dewanhat, Chittagong Accessories

Associate companies

1. Five Continents Credit Ltd (FCCL) Hong Kong

2. Tess Mart New York, USA
3. Fatex Textile Ltd South Africa
4. Ocean Garments Co. Ltd Cambodia
5. Coastline Mode Gumby Germany
6. Merrill & Fabrics Inc. New York, USA

Different department of Sunman Group of companies:

 HR And Admin
 Commercial ( Export, Import)
 Planning
 Cost & Budget
 Marketing
 Merchandising
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 Audit
 Accounts
 Finance
 Documentation
 Purchase
 Utility
 R&D
 Security
 Custom & Bond
 Shipping
 Fishing
 Pharmaceutical
 Bangla Lion Communication

2.4 Mission & Vision:

Mission

 Operating facilities that are environment friendly and safe for employees &
communicate as a whole.

 Continuous improvement of efficiency by introducing latest technology and

technical expert.

 Presenting the best value through effective cost management

Vision

 To set benchmark in the 3p, product quality, productivity, process. And to create
top quality management team & disciplined workforce.

 To become a highly reputed manufacturer of garments in the international market

by producing top quality products which confirm & surpasses the customer
expectation.
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Objectives

 On time shipment

 Speed to market

 Identify new product category

 Develop best supply chain management

 Develop best management team to ensure total quality management Goals of

Sunman Group

Sunman group classified their goals two ways.

1. Financial goals
 Earning highest revenue in the garments industry
 Develop the top most benefits for entrepreneurs.
2. Non-financial goals
 Increasing the national & international market share
 Rendered the qualified service in the national & international arena.

2.5 Overview of GOLDEN HORIZON LIMITED

Golden horizon limited is one of the garment manufacturing factory of Sunman Group of
Companies. It is one of the renowned garment manufacturing unit of sunman group. Its a
8 stored building. The ground floor are used as a reception and child care room, from the
1st to 5th floor are manufacturing unit. Among them only two are currently running. The
7th floor are used as canteen and dining room for workers. The GHL are located at the
Bayajid Bostami Road, Bayajid Thana.

Departments of Golden horizon limited:

1) Production
 Cutting
 Sewing
 Quality
 Finishing
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 Storing
2) Commercial & Merchandising
3) Accounts
4) HR and complaiance
5) IT

2.6 Organogram:
Like all other manufacturing organizations, Sunman Group of Companies has a conventional
organization structure. Generally six board meeting are called in SUNMAN during a year where
chairman of the board of Directors presided over the meeting. In SUNMAN, several committees
like the Audit committee, Risk committee, Remuneration committee, Executive committee and
the Purchase committee are formed with consent of Managing Director (MD) and other
Executive & non-Executive Directors. These committees sit at least once a month to approve
various proposals brought by the management prior to implementation. All the proposals are
initiated by the mid-level managers and then are forwarded to the Managing Director (MD)
through the head of the divisions or departments. The company has also a body to take care legal
problems faced by the company and external auditors to conduct audit activities at SUNMAN.

There are four Non-Executive Directors, two Executive Directors and ten Managers working
under the Managing Director. Among these ten managers, three directly report to the Executive
Directors and others report to the Managing Director. The managers of each department monitor
the work activities of subordinates, convey top management decisions and provide necessary
feedback to reach organizational goals and objectives. In response, the bottom level managers
perform their responsibilities sincerely and report regularly to their immediate superiors.
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a
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Following Listed Name of the Buyers with Their Countries:

Buyers Name Country

Next UK

O’Neils Ireland

H&M Sweden

E-Land South Korea

Mango Spain

Kurabo Japan

Gymboree USA

Target USA

TCP USA

BCBG USA

J.C. Penny USA

Dillard’s USA

PVH USA

A&F USA
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2.7 Order taking & distribution process of Golden Horizon limited:

Golden Horizon order taking &distribution process as follows:

Order Receiving

Material Sourcing
Sample Section

Fabric & Trim in

Planning Sample Approval House

Meeting
Material Inspection
Fail
Cutting

Pass
Printing/
Sewing
Embroidery

Fail
Repair/
Checking Garments
Alteration

Pass

Washing

Finishing

Fail
Checking Garments Repair/
Alteration

Pass Packing

Shipment
Dispatch
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The process start when the merchandiser dealing with the buyer and buyer gives them a lay out.
After getting this they provide the lay out to the CAD section to make a pattern, which helps to
make the sample. If sample is accurate with the buyer’s choice then the company get the order.

Now the merchandisers buy the raw materials according to the buyers order. The buying of raw
materials can be local or foreign. The imported raw materials are stored in the GHL’s warehouse.
From the warehouse the raw materials are distributed in the units. In GHL there are 5 units. Each
of the unit has 6/7 lines. At present 3 units are running.

Now the raw materials are cut according to the lay out in cutting section. Then this cut materials
are shifted in swing section. The swing section complete this into garments by several stages. For
example: in producing a product such as Cargo Pant; we found that there are total 16 tables doing
together to produce a Cargo Pant. They divide the whole process in this following line up:

 Back Part
 Front Part
 Cargo Pocket
 Lock Pass Q.C
 A Lock Hole/Eye Hole
 Dying & Washing
 Finishing

The whole garments are continuously checked by the Quality Inspectors in different stage. After
finishing the garments, it goes to the washing section for wash. The washing time actually
depends on the types of garments.

After washing the garments go to the finish section, where the garment need to do Iron,
Folding& QC tag. At last it goes to the packing section, after packing the whole garments get
ready for the shipment. By this way, the process is done.
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2.8 Products:
Though Sunman is 100% export oriented Manufacturer of branded fashion jacket and sweater,
but it has also a various types of products for various genders and age of people. There are shown
below:

Product Name Images

Sweater (Man/Woman )

jackets (Man/Woman )

Fila T-shirt

Kids pants

Three quarter length trousers

Joggers
 P a g e | 26

Denim wears

Long & short pants (Man/ woman)

Cargo Pant

Baby Cloths

Button & Zipper

Raw Materials:

To produce various types of knit & woven product, raw materials are imported from China,
India, Hong Kong, South Korea & Japan. Local market in Bangladesh is also a source of this raw
materials. Basic raw materials are:

 Fabrics
 Zipper
 Button
 Thread
 Various tapes
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 String
 Label
 Printing tags
 Hang tags
 Elastic
 Interlining fabrics
 Price ticket
 Rib

Raw material is the primary & key element of the production. Without proper stock of this the
total production becomes hampered. It can be called the fuel of the total production. Without this
any single unit of production can’t be done.

2.9 Import and export process

Import Process:

Import is an important side for the total production of a garment. As per buyer requirements
vendors imports the all necessary trim and accessories from the nominated or any qualified
suppliers home and abroad. So, import processing and adjustment of export and import lead time
is critical and complex job. The process is given below:
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Analysis Of The Opportunities &

Threats For Importing

Opening The L/C ( Back To Back

L/C)

Dispatch The Different

Documents To The Related
Department & Stakeholders

Making The Documents For The

L/C Payments

Dispute Settlements

It is the total import process of GHL

Export Processing:

Export processing is an internal part of the organization. Whenever the company is large or small
or whether it’s market is in one country or global market. Goods and services across the borders
are more challenging and complex job for an organization. The export process of Sunman Group
is as follows:
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Recived The Buyers Letter Of Credits Or

Others

Providing The Necessary Information &

Documents To The Related Group Of
People And Departments

Making The Bill Of Exchange For Dispute

Settlement

Dispatch The Necessary Documents To

The Adviser Bank & Other Related
Document

Dispute Settlements

It is the total export process of GHL.

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Chapter 3:
Theoretical aspect of HRM functions
HRM : Definition:

“Human Resource Management is the set of organizational activities directed at attracting,

developing and maintaining an effective workforce.” Ricky W. Griffin

“Human resource is one of the most important resource of an organization employees

supply the talent skills, creativity, exert effort and leadership that contribute the level of
performance of the organization” Khan & Taher, 5th edition

“ HRM is the process of acquiring, training, appraising, and compensating employees, and of
attending to their labor relations, health and safety, and fairness concerns. ” Gary Dessler –
HRM 12th edition

Human Resource Management is a series of decision that affect the relationship between
employee and employer: it affects many constituencies and is intended to influences the
effectiveness of employee and employers. Milkovich & Boudreau

Human resource management involves all management decisions and practices that directly
affect or influence the people, or human resources, who work for the organization. In modern
years, amplified concentration has been devoted to how organizations manage Human
Resources. This augmented focus comes from the comprehension that an organization’s
employees facilitate an organization to attain its goals and the management of these human
resources is vital to an organization’s success.

HRM Functions:

HRM is the part of the organization concerned with the “people” dimension. HRM can
be viewed in one of two ways. First, HRM is a staff or support function in the
organization. Its role is to provide assistance in HRM matters to line employees, or those
directly involved in producing the organization’s goods and services. Second, HRM is a
function of every manager’s job.

There are four basic functions of HRM. These are-

(1) Staffing
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(2) Training and Development

(3) Motivation and

(4) Maintenance

Even the smallest entrepreneurial organization with one or two employees must recognize
responsibility for all four HR functions. In organizations that are too small for a formal human
resource management department, these functions will be the responsibility of each line manager.

Staffing
-Human resource
planning
-Recruiting
-Selection

Maintainance Training and

Development
- Safety & Health
-Orientation
-Communication HRM Goals
-Employee training
-Employee Relations
-Employee development
-Career development

Motivation
-Performance Appraisals
-Rewards and
Compensation
-Employee benefits
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Figure: Human Resource Management Functions

Source: Fundamental of HRM 10th edition Robins page-34

Human resource management (HRM) goals are accomplished through the functions of staffing,
training and development, motivation and maintenance. External factors influencing the process
are labor relations, management practices, government legislation, and globalization.
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3.1 Staffing:

Staffing functions includes activities in HRM concerned with seeking and hiring
qualified employees. Although recruiting is frequently perceived as the initial step in
the staffing function, it has prerequisites. Specifically, before the first job candidate is
sought, the HR specialist must embark on employment planning.

3.1.1 Human Resource Planning:

“Human resource planning is the process by which an organization ensures that it

has the right number and kinds of people, at the right place, at the right time, capable
of effectively and efficiently completing those tasks that will help the organization
achieve its overall objectives’’ (Khan & Taher, 2018).

Planning is the process of deciding what positions the firm will have to fill, and how
to fill them. It is often called the primary management function because it establishes
the basis for all the other things managers do as they organize, lead, and control. It
involves two important aspects: goals and plans.

Specifically, when an organization plans strategically, it determines its goals and

objectives for a given period of time. Goals (objectives) are desired outcomes or
targets. They guide management decisions and form the criterion against which work
results are measured. Plans are documents that outline how goals are going to be
met. They usually include resource allocations, schedules, and other necessary
actions to accomplish the goals. As managers plan, they develop both goals and
plans.

These goals and objectives often lead to structural changes in the organization,
requiring changes in job requirements and reporting relationships. These new or
revised structures will require HR professionals to direct recruiting efforts to find
individuals with skills matching the organizational strategy.
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3.1.2 Recruitment:

According to Robins,” recruitment means locating, identifying, and attracting

capable applicants.”

Employee recruitment means finding and/or attracting applicants for the employer’s
open position. The goal of recruiting is to give enough information about the job to
attract a large number of qualified applicants and simultaneously discourage the
unqualified from applying.

One cannot successfully recruit without knowledge of the critical skills required, nor
can one appropriately set performance standards and pay rates or invoke disciplinary
procedures fairly without this understanding. Once these critical competencies have
been identified, the recruiting process begins. Armed with information from
employment planning, HR can begin to focus on prospective candidates.

When involved in recruiting, HR specialists should attempt to achieve two goals:

 To obtain an adequate pool of applicants, thereby giving line managers more

choices; and simultaneously provide enough information about the job to
head off unqualified applicants

 To locate potentially good applicants, conditioned by the recruiting effort’s

constraints, the job market, and the need to reach members of
underrepresented groups such as minorities and women

Sources of Candidates:

There are two main sources of candidates in the recruitment process. These are-

 Internal Sources

 External Sources
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Internal Sources External Sources

 Employee Referrals  Internet

 Rehiring  Company Website

 Transfer  College Recruitment

 Promotion
 Advertising

 Professional Recruiting Organization

3.1.3 Selection:

Selection involves predicting which applicants will be successful if hired.

Once applications have come in, it is time to begin the selection phase. Selection, too, has a dual
focus. It attempts to thin out the large set of applications that arrived during the recruiting phase
and to select an applicant who will be successful on the job. To achieve this goal, many
companies use a variety of steps to assess the applicants.

Types of Selection Tools:

Application Forms:
 Almost universal used
 Most useful for gathering information
 Can predict job performance but easy to create one that does
Written Tests:
 Must be job related
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 Include intelligence, aptitude, ability, personality, and interest tests

 Are popular (e.g., personality tests, aptitude tests)
 Relatively good predictor for supervisory positions
Performance-Simulation Tests
 Use actual job behaviors
 Work sampling—test applicants on tasks associated with that job; appropriate for
routine or standardized work
 Assessment center—simulate jobs; appropriate for evaluating managerial
potential
Interviews
 Almost universally used
 Must know what can and cannot be asked
 Can be useful for managerial positions
Investigations
 Used for verifying application data—valuable source of information
 Used for verifying reference checks—not a valuable source of information
Background Physical Examinations
 Are for jobs that have certain physical requirements •
 Mostly used for insurance purposes

Selection Process:

Selection activities follow a standard pattern, beginning with an initial screening interview and
concluding with the final employment decision. The selection process typically consists of eight
steps: (1) initial screening interview, (2) completion of the application form, (3) pre-employment
tests, (4) comprehensive interview, (5) conditional job offer, (6) background investigation, (7)
medical or physical examination, and (8) permanent job offer.

Each step represents a decision point requiring affirmative feedback in order for the process to
continue. Each step in the process seeks to expand the organization’s knowledge about the
applicant’s background, abilities, and motivation, and it increases the information that decision
makers use to make their predictions and final choice.
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At a Glance:

Employee Recruiting: Candidates Candida

planning & Build a pool
EEforecasting of candidates
Becomes em

Supervisors and
Applicants complete others interview
application forms Use selection tools final candidates to
like tests to screen make final choice
out most
applicants

Figure: Recruitment & Selection Process

Source: HRM Dessler 12th edition page- 178

3.2 Training and Development

The training and development function tends to be a continuous process. The goal of training
and development is to have competent, adapted employees who possess the up-to-date skills,
knowledge, and abilities needed to perform their current jobs more successfully.

if any, new employees can truly come into an organization and immediately become fully
functioning, 100 percent performers. First, employees need to adapt to their new
surroundings. Socialization is a means of bringing about this adaptation. Employees often
take months to adjust to their new organizations and positions. Although the job description
may seem straightforward, employees need to learn the culture of the organization, how
information is communicated, and how their position fits the organization structure and
strategy. HRM plays an important role in assimilating employees so they can become fully
productive. To accomplish this, HRM typically embarks on four areas in the training and
development phase: employee training, employee development, organization development,
and career development.
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3.2.1 Orientation

New-employee orientation covers the activities involved in introducing a new employee to

the organization and to the individuals in his or her work unit. It expands on information
received during the recruitment and selection stages and helps reduce the initial anxiety
employees usually feel when beginning a new job. This orientation can be done by the new
employee’s supervisor, by the people in HR, through computer-based programs, or by some
combination thereof.
There are two types of orientation.
 Work unit orientation familiarizes the employee with the goals of the work unit,
clarifies how his or her job contributes to the unit’s goals, and includes an
introduction to his or her new coworkers.
 Organization orientation informs the new employee about the company’s goals,
history, philosophy, procedures and rules. It should also include relevant HR
policies and maybe even a tour of the facilities.

The Purpose of Employee Orientation:

The employee orientation is also called onboarding. The purpose is :

 Making the new employee feel welcome and at home and part of the team.
 Make sure the new employee has the basic information to function efficiently, and what
the employer expects in terms of work behavior.
 Help the new employee understand the organization in a broad sense.
 Start the person on the process of becoming socialized into the firm’s culture, values, and
ways of doing things.

3.2.2 Employee training:

Every organization needs well-adjusted, trained, and experienced people to perform its activities.
As jobs in today’s dynamic organizations have become more complex, the importance of
employee education has increased.

According to Griffin, “Training usually refers to the teaching operational or technical employee
how to do the teaching operational or technical employees how to do the job for which they are
hired.”
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Employee training is a learning experience: it seeks a relatively permanent change in employees

that improves job performance. Thus, training involves changing skills, knowledge, attitudes, or
behavior.

Types of Training:

The major types of training that organizations provide are given below:

Types Includes

General Communication skills, computer systems application and programming, customer service,
executive development, management skills and development, personal growth, sales,
supervisory skills, and technological skills and knowledge.

Special Basic life/work skills, creativity, customer education, diversity/cultural awareness, remedial
writing, managing change, leadership, product knowledge, public speaking/presentation
skills, safety, ethics, sexual harassment, team building, wellness, and others
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Training Methods:

Many different types of training methods are available. For the most part, however, we can
classify them as on-the-job or off-the-job training. We have summarized the more popular
training methods below:

Training Approach

Off The Job

Training
On The Job
Training

 Simulations
 Apprenticeships
 Brain Storming
 Job Rotation
 Conference & Seminar
 Experience
 Special Course
 Multiple Management
 Vestibule Training
 Internship
 Multimedia Learning
 Committee Assignment
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Training Process:

There are four steps in the training process. These are as follows:

 In the first, needs analysis step, to identify the specific knowledge and skills the job
requires, and compare these with the prospective trainees’ knowledge and skills.
 In the second, instructional design step, to formulate specific, measurable knowledge
and performance training objectives, review possible training program content, and
estimate a budget for the training program.
 The third step is to implement the program, by actually training the targeted employee
group using methods such as on-the-job or online training.
 Finally, in an evaluation step, to assess the program’s success ( or failure ).

3.2.3 Employee development:

Employee development is designed to help the organization ensure that it has the necessary talent
internally for meeting future human resource needs. It is more concerned with education than
employee job-specific training. By education we mean that employee development activities
attempt to instill sound reasoning processes, rather than imparting a body of facts or teaching a
specific set of motor skills. Development focuses more on the employee’s personal growth.

Training cannot overcome an individual’s inability to understand cause-and-effect relationship.

As a result, employee development be predominantly an education process rather than a training
process.

Employee Development Method:

Some development of an individual’s abilities can take place on the job. Three popular methods
of on-the-job techniques (job rotation, assistant-to positions, and committee assignments), and
three off-the-job methods (lecture courses and seminars, simulation exercises, and adventure or
outdoor training).

 Job Rotation

Job Rotation means moving employees horizontally or vertically to expand their skills,
knowledge, or abilities. Job rotation can be either horizontal or vertical. Vertical rotation is
nothing more than promoting a worker into a new position.
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 Assistant-to Positions:

Employees with demonstrated potential sometimes work under a seasoned and successful
manager, often in different areas of the organization. Working as staff assistants, or in some
cases, serving on special boards, these individuals perform many duties under the watchful eye of
a supportive coach.

 Committee Assignment:

Committee assignments can allow the employee to share in decision making, to learn by
watching others, and to investigate specific organizational problems. Temporary committees
often act as a taskforce to delve into a particular problem, ascertain alternative solutions, and
recommend a solution.

 Lecture Courses and Seminars:

Traditional forms of instruction revolve around formal lecture courses and seminars. These help
individuals acquire knowledge and develop their conceptual and analytical abilities. Many
organizations offer these in-house, through outside vendors, or both.

 Simulation Exercises:

Simulation means any artificial environment that attempts to closely mirror an actual condition.
The more widely used simulation exercises include case studies, decision games, and role plays.
The advantages of simulation exercises are the opportunities to “create an environment” similar
to real situations managers face, without high costs for poor outcomes.

 Adventure or Outdoor Training:

A trend in employee development has been the use of adventure (sometimes referred to as
outdoor, wilderness, or survival) training. The primary focus of such training is to teach trainees
the importance of working together, or coming together as a team. This could be white-water
rafting, mountain climbing, paintball games, or surviving a week on a sailing adventure. The
purpose of such training is to see how employees react to the difficulties that nature presents to
them.
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3.2.4 Career development:

Career means the sequence of employment positions that a person has held over his or her life.
Career development programs are designed to assist employees in advancing their work lives.
The focus of career development is to provide the necessary information and assessment in
helping employees realize their career goals.

The current global business environment makes the overseas assignment a vital component in
developing top-level executives. It is vital for the organization to make the overseas assignment
part of a career development program.

In the absence of such a developmental program, two negative consequences often occur. First,
the recently returned manager who is largely ignored or underutilized becomes frustrated and
leaves the organization. Second, when overseas returnees are regularly underutilized or leave out
of frustration, other potential expatriates become reluctant to accept overseas posts, inhibiting the
organization’s staffing ability.

3.3 Motivation:
Motivation means the activities in HRM concerned with helping employees exert at high energy
levels. The motivation function is one of the most important yet probably the least understood
aspects of the HRM process. Human behavior is complex, and trying to figure out what
motivates various employees has long been a concern of behavioral scientists. However, research
has given us some important insights into employee motivation.

3.3.1 Performance appraisal:

Performance appraisal means evaluating an employee's current and/or past performance relative
to his or her performance standards. Stripped to its essentials, performance appraisal involves:

 Setting work standards

 Assessing the employee’s actual performance relative to those standards, and
 Providing feedback to the employee with the aim to motivating his or her to eliminate
performance deficiencies or to continue to perform above par.

Performance Appraisal Process:

The appraisal process evaluates employee performance by measuring progress toward

goals. The process is given below:
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Establish performance standards with employees

Communicate expectations

Measure actual performance

Compare actual performance with standards

Discuss the appraisal with the employee

If necessary, initiate corrective action

1. Establish performance standards with employees:

The appraisal process begins with establishment of performance standards in accordance with the
organization’s strategic goals. These should evolve out of the company’s strategic direction—
and, more specifically, the job analysis and the job description. These performance standards
should also be clear and objective enough to be understood and measured.

2. Communicate expectations:

Once performance standards are established, it is necessary to communicate these expectations;

employees should not have to guess what is expected of them. Too many jobs have vague
performance standards, and the problem is compounded when these standards are set in isolation
and without employee input. Communication is a two way street: mere information transfer from
supervisor to employee is not successful communication.

3. Measure actual performance:

The third step in the appraisal process is performance measurement. To determine what actual
performance is, we need information about it. We should be concerned with how we measure
and what we measure. Four common sources of information frequently used by managers
address how to measure actual performance:
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 Personal Observation
 Statistical Reports
 Oral Reports and
 Written Reports

Each has its strengths and weaknesses; however, a combination of them increases both the
number of input sources and the probability of receiving reliable information.

4. Compare actual performance with standards:

The fourth step in the appraisal process is the comparison of actual performance with standards.
This step notes deviations between standard performance and actual performance. The
performance appraisal form should include a list and explanation of the performance standards. It
should also include an explanation of the different levels of performance and their degree of
acceptability against the performance standard. This provides a valuable feedback tool as the
manager moves on the next step, discussing the appraisal.

5. Discuss the appraisal with the employee:

One of the most challenging tasks facing appraisers is to present an accurate assessment to the
employee. Appraising performance may touch on one of the most emotionally charged
activities—evaluation of another individual’s contribution and ability. The impression that
employees receive about their assessment has a strong impact on their self-esteem and,
importantly, on their subsequent performance. Conveying good news is considerably easier for
both the appraiser and the employee than conveying bad news. In this context, the appraisal
discussion can have negative as well as positive motivational consequences.

6. If necessary, initiate corrective action:

The final step in the appraisal is the identification of corrective action where necessary.
Corrective action can be of two types:

 Immediate and deals predominantly with symptoms, and

 Basic and delves into causes
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Immediate corrective action is often described as “putting out fires,” whereas basic corrective
action touches the source of deviation and seeks to adjust the difference permanently. Immediate
action corrects problems such as mistakes in procedures and faulty training and gets the
employee back on track right away. Basic corrective action asks how and why performance
deviated from the expected performance standard and provides training or employee
development activities to improve performance.

3.3.2 Rewards and compensation:

Rewards:

Payoff for efficient and effective performance may be regarded as reward. The most
obvious reward employees get from work is pay. Reward is called the oil of the whole Human
Resource process shield.

Reward is concerned with the formulation and implementation of strategies and policies that are
to reward people fairly, equitably and consistently in accordance with their value in the
organization.

Types of Rewards:

 Money  Grade
 Gift Cards  Performance based incentive
 Property  Employee recognition
 Medical coverage  Protection programs
 Promotion to new position  Profit sharing
 Increment  Overtime and Holiday packages
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Structure of Rewards: robin’s p-262

Rewards

Intrinsic Extrinsic

Financial Nonfinancial
Participate in decision
making

Preferred offic
Greater job freedom Performanced- Implied Explicit
furnishings
and discretion based membe membe
rship- rship-
More responsibility based based Preferred lunc
hours
Piecework Cost-of-living Protection
programs Assigned
increases
More interesting parking
work spaces
Commission Labor Pay for time
Preferred wor
mark not worked
assignments
et
Opportunities for Incentive adjus
personal growth Business
plans tmen Services
Time-in-rank cards
and
tincrease
perquisit
Performance es Own
Diversity of bonuses Profit secretary
activities sharin
Merit pay plans g Impressive titl

Intrinsic rewards are the personal satisfactions one derives from doing the job. These are self-
initiated rewards: pride in one’s work, a sense of accomplishment, or enjoying being part of a
work team. Job enrichment, for instance, can offer employees intrinsic rewards by making work
seem more meaningful. Extrinsic rewards, on the other hand, include money, promotions, and
benefits. They are external to the job and come from an outside source, mainly management.

Consequently, if an employee experiences a sense of achievement or personal growth

from a job, we would label such rewards as intrinsic. If the employee receives a salary increase
or a write-up in the company magazine, we would label these rewards as extrinsic.
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Compensation:

Any form of payment made to an individual for services rendered as an employee for an
employer; services performed as an employee representative; any separation or subsistence
allowance paid. Employee compensation refers to all forms of pay going to employees and
arising from their employment. It has two main components, direct financial payments (wages,
salaries, incentives, commissions, and bonuses) and indirect financial payments (financial
benefits like employer-paid insurance and vacations).

In turn, there are two basic ways to make direct financial payments to employees: base them on
increments of time or on performance. Time-based pay is still the foundation of most employers’
pay plans. Blue-collar and clerical workers get hourly salaried and paid by the week, month, or
year. The second direct payment option is to pay for performance. Piecework is an example.

Components of Compensation:

Compensation

Direct Indirect

Benefits

Basic Pay: Variable Pay: Mandatory: Voluntary:

 Wages Incentives  Provident fund  Vacations

 Individual 
 Salary  Gratuity leave Breaks

 Group/Team 
 Health plans Holiday

 Organizational
 Medical leave
Security Plans:
 Pensions
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3.3.3 Employee benefits:

Employee benefits means membership-based, nonfinancial rewards offered to attract and keep
employees. Benefits-indirect financial and non-financial payments employees receive for
counting their employment with the company-are an important part of just about everyone’s
compensation. They includes things like health and life insurance, pensions, time off with pay,
and child-care assistance.

There are many benefits and various way to classify them. These are:

 Pay For Time Not Worked

 Insurance Benefits
 Retirement Benefits, and
 Services

Pay For Time Not Worked:

It is also called supplemental pay benefits, which is the most costly benefits, because of
the large amount of time off that most employee receive. It is benefits for time not
worked. Common time-off-with-pay periods includes holidays, vacations, jury duty,
funeral leave, military duty, personal days, sick leave, maternity leave, and
unemployment insurance payments for laid-off or terminated employees.

Insurance Benefits:

Most employers also provide a number of required or voluntary insurance benefits, such as
workers' compensation and health insurance. These are:

Workers’ Compensation:

Workers’ compensation laws aim to provide sure, prompt income and medical benefits to work-
related accident victims or their dependents, regardless of fault. This benefit can monetary or
medical.

Health Insurance:

It helps to protect employees against hospitalization costs and the loss of income arising from
off-the-job accidents or illness. Many employers purchase insurance from life insurance
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companies. Seventy-five percent of employees in one recent survey called it their most important
benefit.

Some popular health insurance coverage is:

 Dental Insurance
 Preferred Provider Organization (PPO)
 Health Maintenance Organization (HMO)
 Vision Insurance
 Medical Spending Account

Retirement Benefits:

Retiring from work today does not guarantee a continuation of one’s standard of living. Social
Security cannot sustain the lifestyle most people have grown accustomed to in their working
years. Therefore, individuals cannot rely on the government as the sole source of retirement
income. Instead, Social Security payments must be just one component of a properly designed
retirement system. The other components are employer retirement plans and savings employees
have amassed over the years.

Retirement plans are highly regulated by the Employee Retirement Income Security Act
(ERISA) of 1974. It is a law passed in 1974 designed to protect employee retirement benefits.

The retirement can be divided into two types. These are:

 Benefit Plan
 Contribution Plan

Benefit Plan:

It is a retirement program that pays retiring employees a fixed retirement income based on
average earnings over a period of time. The amount typically revolves around some fixed
monthly income for life or a variation of a lump-sum cash distribution. The amount and type of
the benefit are set, and the company and possibly the employee contribute the set amount each
year into a trust fund.
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The amount contributed each year is calculated on an actuarial basis—considering variables such
as length of service, how long plan participants are expected to live, their lifetime earnings, and
how much return the trust portfolio will receive (for example, 5 percent or 10 percent annually).

Contribution Plan:

It is differ from defined benefit plans in at least one important area: no specific dollar benefits are
fixed. That is, under a defined contribution plan, each employee has an individual account, to
which both the employee and the employer may make contributions. Here no specific benefit
payout is promised because the value of the retirement account depends on the growth of
contributions of employee and employer. Some examples may be:

 Money Purchase Pension Plans

 Profit-Sharing Plans
 Individual Retirement Accounts
 401(k)s

Money Purchase Pension Plans:

Under this arrangement, the organization commits to deposit annually a fixed amount of money
or a percentage of the employee’s pay into a fund. Based on IRS regulations, however, permit a
maximum 25 percent of worker pay.

Profit-Sharing Plans:

Under such a plan, the company contributes to a trust fund account an optional percentage of
each worker’s pay (maximum allowed by law is 25 percent). This plan is guided by profit level.
The company is not bound by law to make contributions every year. It should be noted, however,
that although employers are not bound by law, the majority of employers feel a moral obligation
to make a contribution. Often they will keep to a schedule, even when profits are slim or
nonexistent.
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Individual Retirement Accounts:

It is a type of defined contribution plan with employer contributions.

401(k)s:

The Tax Equity and Fiscal Responsibility Act (TEFRA) established capital accumulation
programs, more commonly known as 401(k)s or thrift-savings plans. A 401(k) program is named
after the IRS tax code section that created it. These programs permit workers to set aside a
certain amount of their income on a tax-deferred basis through their employer. Many companies
match employee contributions up to a maximum percentage. The most common match is 50
cents for each dollar of employee contribution up to the first 6 percent of pay.

Services:

Although time off, insurance, and retirement benefits account for the lion’s share of benefits
costs, most employers also provide various service benefits. Some of these includes:

 Personal Services
 “Family-Friendly” Services
 Educational Subsidies, and
 Executive Perquisites

Personal Services:

Many employers provide the sorts of personal services that employees need at one time or
another. These includes credit unions, legal services, counseling, and social and recreational
opportunities. Below a few of these are given in brief:

Credit unions are usually separate businesses run by independent companies to help employees
with the borrowing and saving needs, but some employers establish their own.

Employee assistance programs (EAPs) provides counseling and advisory services, such as
personal legal and financial services, child and elder care referrals, adoption assistance, mental
health counseling, and life event planning.
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“Family-Friendly” Services:

Several trends are changing the benefits landscape. These benefits helps employees balance their
family and work lives. It makes easier for the employees to balance their work and family
responsibilities. These includes:

 Subsidized Child Care

 Sick Child Benefits
 Elder Care
 Time Off

Educational Subsidies:

Educational subsidies such as tuition refunds are popular benefits. Payments range from all
tuition and expenses down to a flat limit of several amount per year.

Executive Perquisites:

Perquisites (perks, for short) usually only go to top executives. It can range from substantial
(company planes) to relatively insignificant (private bathrooms). Some of the popular examples
are:

 Management Loans
 Salary Guarantees
 Financial Counseling
 Relocation Benefits

3.4 Maintenance
The last phase of the HRM process is called the maintenance function. HR maintenance function
aims at earning honesty and loyalty from its employees in an attempt to retain them for a long
term in the company.
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3.4.1 Health and safety

Designing and implementing program to ensure employee health and safety. HRM must ensure a
safe and healthy working environment; caring for employees’ well-being has a major effect on
their commitment.

3.4.2 Communication

Communication is used in human resources to relay information from directors to employees.

This information pertains to company policies or goals. Effective communication increases
productivity, which benefits employees and the company. Proper communication techniques can
boost employee morale to create a positive work atmosphere.

3.4.3 Employee relationship

HRM is concerned with maintaining good relationship between employers-employers,

employers-employees and employees-employees in order to prevent grievances or conflicts in
the workplace.
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Chapter 4
Findings & Discussions

4.1 Human Resource Planning:

HR planning of GHL has mainly two objectives
 Matching current human resource demand and supply
 Matching future human resource demand and supply

Matching current human resource demand and supply:

One of the challenging issue for HR is workers absenteeism. Workers absence hampers
the production due to shortage in a specific layout. So keep all this things in mind the HR
team plan & do their job properly so that no damage of production can be happened.
Currently Out of 5 floors, GHL is now running 2 of its floors. In each floor there are 520
workers working. At morning the workers enter the factory before 8 a.m. They use
finger punching attendence machine. The HR depertment gets the information instantly
about the total number of worker present. If there is shortage of worker in a position the
HR manager of the unit inform the factory manager to change the layout or work
distribution with the help of supervisor. Then the supervisor change the layout
accordingly and distribute the work.
On each floor there are 5 lines for production. There are 2 supervisors in each of its line,
whom continuously inspect the production. At the end of each line there is a Q.C
(Quality Checker) and after whole of the production there is a final Q.C.

Matching future human resource demand and supply:

The HR department has to estimate the future demand and supply in case of new order.
When new orders take place the whole line up is reordered. A team rearranges and
makes the whole new line up, which is consist of – Designer, Supervisor, and Factory
Manager & Production Manager.

There a HR manager for each of the floor who supervise the total production unit. For
new layout and production demand The supervisors inform the producion manager about
the worker needed. The production manager then sum up the total number of worker
 P a g e | 56

needed at each line. Then informs the factory manager, the factory manager cross check
the demand and inform HR manager of the floor for final approval.

HR Manager

Factory Manager

Production Manager

Supervisor Supervisor Supervisor

Cutting
Unit

Sewing Unit-1 Sewing Unit-2 Sewing Unit-3

Iron Section
Alock

Hole

Finishing Section

Figure: Floor Line Up of GHL

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There is a Production Reporter who gives continuous report to the head office through mail on a
hourly basis. The Corporate office continually observe the whole production process through
mail.

4.2 Recruitment and selection process:

Recruitment

Since GHL is a garment manufacturing company the most of the recruitment happen for
the worker inclusion. Recruitment also happen for employees and executive level but the
recruitment is done from the corporate office HR department. In GHL worker
recruitment occurs when there is vacancy in a position and in case of increase of
production capacity. For recruitment GHL use two sources:

Internal source:

It is the main medium of recruitement in GHL. Most of the workers are recruited and
selected internally. It means the recruitment happens by the reference of the workers or
employees work there. If there is any vacancy and the GHL asks the workers and
employees if they have eligible candidate for the places. Then the eligible candidate
comes at the fixed date with the required documents like NID, passport size photos,
previous work experience documents, Character certificate approved by chairman etc.

External source:

GHL doesn’t use external sources generally. When they do they usually use posters and
banner about the recruitment. They use posters and banners as medium of advertisement.
They attach big posters around the factory and factory area. Where the details of the
work and requirements are given. The GHL also use newspaper as the medium of
advertisement. They publish advertisement in the local newspaper about the recruitment.
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Selection process:

The selection process generally take place on the same day of the recruitment date.
Mostly it is done with in a day. The selection process starts at 8 which is the starting time
of work hour.

At the beginning the workers are asked to give the name and position for which he or she
is applying. Then they are called one by one and asked to provide necessary documents.
The examiners check the authenticity of the documents. Then he or she is asked about
the speed rate or production capacity per hour and inform about the required speed. Then
a test is taken for one hour. At that time the number of production per hour and the
number of defect is considered. If the performance is satisfactory then the amount of
payment the company interested to give are discussed. If the candidate agrees to the
wage rate then a short medical test is taken by the doctor of GHL. After the medical test
if the recommendation is positive the candidate is given the appointment latter.

But it is not the final selection. Then the candidate will work as a trainee for three
months under a supervisors supervision. At that time the performance and workplace
adaptability is assessed and if the result is satisfying the worker get the work finally. He
or she then given the confirmation latter.

4.3 Training and Development

Apprenticeship training:

Before the final selection the worker enter at GHL as trainee. They are supervised and
trained under the supervisors supervision for three month. At that time they get both on
the job training and class room training. The worker get direct supervision and
instruction of the supervisor about the work in the on the job training. The worker get
practical experience about the work. In class room training the worker gets the idea about
the design and pattern. And the part of responsibility in the total work.

Work Place Training:

At the work place training the new workers are introduced with the rules and regulation
of Golden Horizon limited. They are introduced to organizations culture and values.
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Responsibilities from both side workers toward the organization and organizations
toward the workers. It is provided to increase the adaptability of the workers.

Lay Out Training:

Before starting production for a new order the lay out training is must. When new order take
place layout is changed according to the demand of production and design.

The change in lay out is done by the chief designer, production manager and the supervisors. The
designer inform the supervisors about the garment type and how many stages will it involve. The
supervisors then assess the current machinery and labor supply. If there is shortage the supervisor
inform the HR manager of the unit. If the layout is finalized and approved by the HR department
then the training begins.

Training starts at the predetermined date. The training session conducted by the chief designer
and supervisors. The workers assembles at the training room of the floor unit. The worker comes
to know about the new layout setting, design, part of work in the process, in which line he or she
will work and name of in charge of the line.

worker development:
GAP inc. one of the most influential buyer of the GHL provide and supervise a training program
to support their personal and professional growth. Personal Advancement & Career
Enhancement program PACE for female workers aims to assist in advancement in career, work
skill and life.

Personal Advancement & Career Enhancement (P.A.C.E.) training program

GAP inc. developed P.A.C.E. to give these women the foundational life skills, technical
training and support that will help them advance in the workplace and in their personal
lives. The PACE program has the potential to change how the garment industry recruits,
skills, and retains female workers.

Through two-hour sessions every week for conducted by qualified PACE trainers. By
this development program the company develop the career of its workers.
 P a g e | 60

It covered essential life skills such as communication, time management, financial

literacy, problem solving and decision-making. Providing training in life skills to women
does not just make them more productive employees; it also creates lasting changes in
women’s domestic lives and increases their effective wage, because skilling is an in-kind
transfer from the firm to the worker.

In addition to educating women and increasing their skills on these critical topics, the
most transformative lesson P.A.C.E. delivers is knowledge of how women can advocate
for themselves.

4.4 Compensation and benefit:

Compensation

Compensation are monetary value that are given to a worker under his or her job profile.
Compensation can be defined as the monetary and non-monetary consideration received
by an employee, from his/her employer, for the work performed in the organization. And
reward are given for the extra ordinary performance by the workers.

Basic pay:

 The minimum wage of workers at 6th grade is BDT 2000 recieved by Assistant
Sewing Machine Operator Assistant Cutter Iron Man ,Finishing Assistant
,Assistant Dry Washing Man. And the highest basic salary received by Pattern
Master and Chief Q.C BDT 6500.

 House rent is 40% of the basic salary.

 Yearly increment bonus is minimum 5%.

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Workers Grades Basic Salary House Rent Medical Total Salary

Allowance ( Allowance
40% of Basic)

Grade-1:

 Pattern Master 6500 2600 200 9300

 Chief Q.C

Grade-2:

 Senior 5000 2000 200 7200

Mechanic

 Cutting
Master
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Grade-3:

 Sample
Mechanic

 Senior Sewing
Machine
Operator
2870 1148 200 4218
 Senior
Overlock
Machine
Operator

 Senior Line
Leader

 Senior Q.I

 Mechanic

Grade-4:

 Sewing
Machine
Operator

 Cutter

 Folder 2615 1046 200 3861

 Packer

 Q.I
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 Poly Men

 Packing Men

 Line Leader

Grade-5:

 Junior Sewing
Machine
Operator

 Junior Cutter

 Junior 2395 958 200 3553

Electrician

 Junior Packer

 Junior
Overclock
Machine
Operator

Grade-6:

 General
Sewing
Machine
Operator

 General
Fusing
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Machine 2230 892 200 3322

Operator

 General
Overclock
Machine
Operator

Grade-7:

 Assistant
Sewing
Machine
Operator

 Assistant
Cutter 2000 800 200 3000

 Iron Man

 Finishing
Assistant

 Assistant Dry
Washing Man

Medical allowance:

BDT 200 medical allowance per month are given to each worker. It is included in the
total salary. Every worker gets the same amount from every salary grade.

Maternity Allowance:
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There are some maternity allowance is given during the time of maternity. Here the
condition for this allowance is that she doesn’t have more than 2 children and again if
she gets this allowance previously twice then she is not eligible for this allowance. The
amount of allowance depends on the last three months payments. The average of the last
three months payment will be given as a pay rate for the allowance. Based on the pay
rate, the total amount will be calculated for the 16 weeks of working hours. The 16
weeks are calculated based on the probable date of delivery given by the doctor.

Festive bonus:

There are two festival bonus on the Eid-UL- Fitr and Eid- UL-Azha for the Muslim and
one for the Hindus in Durga Puja. The amount of the bonus is actually equal to one
month salary. This is generally given before they get the leave. The condition for getting
this bonus is that, the worker need to work for the company at least 1 year or the age of
working in GHL has to be 1 year.

Bonus on attendance:

The GHL also give its worker one extra bonus. That is attendance bonus. This bonus is
given to worker at the end of the month with the salary. With basic salary a small amount
of attendance bonus is given if the worker properly attend to the work during whole
month.

Overtime:

Workers are given overtime work facility. A worker can work overtime 8 hour a week.
And not more than two hours a day. The wage for the overtime hour will be double from
the regular work hour. The pay rate for work hour is:

(Basic/208)×2×Hour over time

Overtime is totally optional for the workers.

 P a g e | 66

Benefit:

Employee benefits means membership-based, nonfinancial rewards offered to attract and keep
employees. This includes things like health and life insurance, pensions, time off with pay, and
child-care assistance.

Free transportation:

Transportation facilities are given to all the workers of GHL. A very little amount is
charged against this facility. Buses are rented to provide this facility for transportation to
the workers all over the city. Buses enter the GHL premises before the work hour start.
And leave at 5.15 pm after the regular work hour.

Yearly leave:

One day leave is granted for per 18 work day. it means a worker gets one day leave for
18 days of work. For 208 work days in a year (excluding the leaves) the number of days
will be granted for yearly leave is:

(208/18=11.556 or 12 days)

The worker can get the wages for the number of days leave.

Sickness /Medical leaves:

A worker can have 14 day medical leave in case of sickness. The wage benefit and bonus
will remain the same at that time. The leave will only be counted in case of sickness.
And a medical certificate from a registered doctor must be given as an evidence by the
worker to the HR manager with an application for the leave to be granted.

Festival leave:

Minimum 11 days leave are granted for major religious and nonreligious festival like Eid
ul Fitr, Eid ul Adha, Bangla new year, Durga puja , Buddha purnima etc. The leave will
be granted with wage and bonus benefit.
 P a g e | 67

Regular leave:

A worker can enjoy 10 days leave a year. He or she will be eligible for the leave from the
first day of the work. Regular leave will not be more than 10 days.

Maternity leave:

Any female worker worked under Sunman group of companies for at least 6 months will
be eligible for (8+8)=16 week leave with some specific benefits. She will be provided
wages at that time at previous three months average monthly wages. To determine the
pay rate for the leave the total wages are counted for previous three months. Then the
sum are divided by three. The average amount is considered as the pay rate for the 16
week leave . The total amount are given in two period. Before the leave and after 8 week
of leave. If the worker already has 2 children then she will not be eligible for the benefit.

Child care room:

As the GHL has 90% female workers and employees. they provide child care facility for
the mothers of infant. The child care room resides at the ground floor beside GHL
reception. It is a large room covers almost one fourth of the buildings ground floor.

One or two female employees or workers are kept as in charge of the child care room .
And duty changes according to pre-planned schedule or as workers convenience. There
are facilities for children’s learning and entertainment.

Separate wash room for male and female:

There are 10 wash rooms in each floor for the workers. 3 for male and 7 for female . A
cleaner is appointed for each floor washroom to keep it clean and hygienic.

Dining room:

A well-furnished dining room for the workers are there at the 7th floor of GHL. Workers
can enjoy there meal at comfortable environment there. They can get enough space there,
so that all of the worker can get their meal by sitting there.
 P a g e | 68

Safe drinking water:

To provide safe drinking water to the 500+ workers there is two drinking water point in
each floor. The drinking water is tested by the BCSIR. The also provide the worker the
benefits of cold water during the time of summer.

Free medical service:

Worker gets the free medical service from the factory. There an M.B.B.S doctor who
came once in a week and sit in his fixed chamber at the ground floor of GHL. Here the
worker can get their medical facility. There is also a nurse for the assist of the doctor. In
case of emergency, there is a well-trained First Aid Team to check the worker in case of
injury. There is also a well-organized first aid box in every floor. Where different size of
bandage like- 2 inch, 4 inch, 8 inch etc. and scissors are organized.

Group insurance:

All workers in GHL are covered under a insurance policy. There is condition for this
policy that is- the age of working of a worker needed to be minimum 2 months. All of
the workers are covered under a life insurance policy. If any worker died any valid
reason then the he/she will get a coverage of TK. 1,00,000 ( One Lakh Taka) from the
insurance company as per coverage.

4.5 Health and safety:

GHL is very concerned about the health and safety of the workers. They have different
programs to ensure health and safety of the workers.

Work environment safety:

The factory units are wide enough in proportion to the worker number. The space
allocation for workers meet the required standard. To let the hot factory air out and to
 P a g e | 69

keep air fresh there are four big exhaust fan at each unit. Two at the both side of the
units. The fans are kept running during the work hour.

At each unit, there are 3 Cleaners at each floor, whose duty is to sweep the floor every
hour with floor cleaning mops. Besides the floors are cleaned with water once at every
week.

The floor temperature is continuously monitored by a thermometer, which is hanged in

each floor. It is used to keep the temperature at the floor at a tolerable range. It is placed
in a position so that each and everyone can see it.

There is also another thing the GHL need to keep in mind, that is about the washing
section. It is one of the main concern of environmental safety, because this section
continuously use different type of chemicals. And it is important to keep this dry. The
chemicals need to kept in a separate room. One container need to keep away from the
another. The broken container needs to kept on a carrier whose high will be one third of
the container. All this things are done to keep the environment safe and secure the work
risk. To pump out the washed water from the washing section there is a separate machine
used.

To monitor all of this activity related to the environment safety, there is also an
Environment Safety Committee (ESS)

Fire safety

To make conscious about the fire danger the workers are provided with training twice a
month. On the training day the fire manager rings centrally commanded fire bell. Then
the workers assemble in the factory yard. Here they are taught the way to extinguish fire,
the preventive measures.

For this safety the GHL has a centralized smoke identifier system, by which if any type
of smoke has created in any portion of the factory, then instantly that spot can be
indentified through the system. Not only this, this factory has a large under ground
reservoir which contains a huge amount of water that helps to extinguish the fire. It has a
 P a g e | 70

automated water pump which automatically gets started when the water level at the
reservoir falls.

It has high beem light and emergency exit light, which is run by IPS that helps the
workers to go out of the floor easily, as there will be no electricity in case of fire. There
is also some emergency exit windows in each of the floor.

There is also fire man instruments and rescue instrument in each of the floor in case of an
emergency. There is also safety lock door, which gets automatically locked from the
outside, so that no one can come into the floor in case of fire, it is possible to go out
through the door in case of fire. There is also a fire safety committee. This committee
consists of the workers whose task is to monitor all of this activities that are related to
fire safety.

Occupational safety:

It is a way that minimize the level of risk. It protect the worker from those parts that have
some chances to create some risks. It is the duty of the company to maintain this thing. It
on a side reduce the cost of accident and on the other motivate the workers. There are
some examples for the occupational safety. These are:

 Needle Guard

 Steel Hand Gloves

 Goggles

 Specialized machine to reduce accident

 Sewing Machine Eye Guard

 Gum Boot

 Paddle Guard
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The needle guard is used in the machine of sewing section. This guard helps the workers
to protect his/her finger. For this the needle can not easily pricked in the finger. The steel
hand gloves is for the worker of cutting section. It protects the worker’s hand from the
cutting machine.

Sewing Machine Eye Guard is used for the protection in case, the needle get broken and
fall on the eye. The eye guard is used to protect from this type of accidents. The goggles
and gum boot is used in the chemical section of the factory. It helps the hand and legs of
the workers from corrosive chemicals. This specialized machine is used to protect the
workers from the injury. On the other, the paddle guard is used to protect the leg part of
the worker. Their cloths can stuck into the machine through it, if there is no paddle
guard. That is why it is used.
 P a g e | 72

Chapter-5
SWOT analysis of Sunman Group:

Strengths: Weaknesses:
 Strong security system  Less promotional activities

 High quality product  Lack of benefits & rewards for the

 Latest mechanized machinery employees

 Inadequate financial resources
 Tremendous market positioning
 High cost of production
 Highly qualified & skilled management
 Centralized decision making
 ISO 9001-2000
 Weak image in the international market
 Highly motivated workforce
 Small international market share
 Competitive advantage
 Equipped with MIS system
 Own power generation plant
Opportunity: Threats:
 Organization can expand product lines  New entry of competitors

 Organization can capture new market  Buyer needs & demands changes

segments around the world  Political instability

 Organization can reduce the cost by proper  Changed of government policies

 Globally economy.
utilization of resources
 Organization can hire more well-educated &
experienced person.
 P a g e | 73

Chapter 6
6.1 Problems or challenges of GHL:

 Human resource practice is very traditional. Restricted to only following the rules
and regulation strictly. Doesnt follow the working with spirit or doing more to
get the advancement toward organizational mission and vision.

 A huge portion of workers are not productive. A big portion of worker are very
old. Their verious physical problem causing them less productive. Even it may
cause harm to themselves due to workplace accident.

 GHL has many facilities which currently are not being used, like printing room,
automated embroidery section, leaser cutting machine etc. But the employees or
workers worked there not all of them get retrenched and not even are being used
in other areas. They are getting salaries without being productive. Which is
causing increase in expenditure.

 Though GHL has self-reliant factory it only operates in its 2 units out of 6 units.
And most of its facilities and resources are not used. Which could be used to
optimize the productivity and profit.

 The recruitement are mostly done internally. Which results in nepotism and lack
of skill in the specific position.

 Selection is very much influenced by the strong reference. In some case the most
qualified candidate are not being considered due to lack of refference
 No employee or worker development program from the GHL
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 Salary rate is very less in comparison to other renowned garment companies in

Chittagong. The minimum salary of sewing machine operator is BDT 3322.
Which is very little to survive. And the minimum salary of trainee helper is 2500.
The salary rate is very discouraging to attract skilled workers.

 Due to less salary rate the workers are demotivated to work at their best. The
workers dissatisfaction causes in lack of productivity. Which is causing high
turnover and absentiism. The skilled workers are seeking for better work
opportunity

 The transportation benefit for the worker has recently been stoped. The workers
are the least earning member of the society. The transportation benefit helped
them to save their precious time energy and money. Its very tough for the
workers from distance to come at work at time.

 After the Rana plaza incident the foreign buyers are very concerned about
facrories following the Europian based accord North america based alliance on
Fire and building safety in Bangladesh. It became a major issue to get foreign
order. The GHL doesnt fullfill 100% of the requirement of the accord-alliance.

6.2 Recommendation:

 The HR department of GHL should be introduced to modern approach of human

resource management.
 Utilizing their resources properly may result in a good profit. Since most of the
facilities are not used. And only 2 manufacturing unit is running among 5.
 The wage rate should be increased to attract and retain skilled workers. There
should develop a proper HR policy to control high absenteeism and turnover rate.
Besides this, the company should provide adequate salary, bonus, incentives and
non-financial facilities to reduce the turnover rate.
 The attendance bonus should be increased to reduce absenteeism.
 The workers who are not retrenched from closed department should be used in
other sectors in case of the closed departments are not opening recently.
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 More HR expertise employee should be introduced in GHL. To make the HR

department more effective and efficient. Company should circulate the vacant
position in different media so that it could reach maximum number of candidates.
Furthermore, externally job circulation improves the company branding.
 Should introduce workers development program to focus on the workers needs
for growth and development. The organization can provide the assistance so that
the worker has the opportunity to grow his or her career.
 Extensive training programs and plans should be organized so that this will
contribute to enhancing working ability of employees and workers.
 Fulfilling the remaining accord-alliance requirement may cause a huge
advancement in foreign order taking issue. The GHL may add the remaining
requirement as fast as possible including the automated fire extinguishing system.

6.3 Conclusion
At present, competitive & dynamic environment human resource is being viewed as the
most valuable mean for gaining advantages over others. Competitive advantage can only
be achieved by building up highly motivated & skilled employees. To fulfill the vision,
mission, core objectives of a company, the management has needed to establish an
effective and efficient human resource department and hire the confident and most
promising professionals. Human resources constitute the most important component of
modal organizations. The accomplishment of organizational mission & objectives
depends to a large extent on having right person in a right position as well as the
commitment & contribution of those involved. The GHL has the understanding of the
importance of HRM. It has a good HR department with enthusiastic personnels. Though
it uses traditional approach of HR.

The study was conducted on the basis of practical experience in GHL about the HR
practices. Some of the gray areas of the HR practices are identified in the study. And
some suggestions are recommended. If taken care it may lead GHL to advancement in
the future.
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Chapter 7
Lesson from the study

HRD implements the corporate rules and regulation to overall organizations. I have
learned how to evaluate the performance of existing employees of the organization. I
also have learned some rules & regulations of the HR department of the organization
which are related to-

 Writing service book and auditing the file.

 Data entry in several areas.
 salary calculation off workers with Microsoft excel
 Checking leaves of the employees
 How they discuss among them on various internal issues.
 How to appreciate good performance and how to rebuke the workers
while they make any mistake.
 Attend training sessions
 corporate behavior, maintaining discipline
 How to manage diversified workforce.
 Conflict management.
 P a g e | 77

References:
DeCenzo, D. A., & Robbins, S. P. (2011). Human Resource Management (10 th ed.).
New Delhi: Wiley India Pvt. Ltd.

Dessler, G. (2015). Human Resource Management (13 th ed.). (S. yagan, Ed.) New
Jersey, USA: Pearson Education, Inc

Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). UK: Pearson Education
Limited.

Desimone, R. L., & Werner, J. M. (2011). Human Resource Development (6th ed.).
Thomson South-Western.

Khan, D. A., & Taher, D. A. (2018). Human Resource Management and Industrial
Relations (5th ed.). Dhaka: Abir Publications.

www.linkedin.com Retrieved September 29, 2018, from Sunman profile LinkedIn:

https://www.linkedin.com/company/sunman-group-of-companies

www.tuugo.com Retrieved September 29, 2018, from Sunman group about:

https://www.tuugo.com.bd/Companies/sunman-group-of-companies/16300011730

sunmangroupofcompanies.songzog.com Retrieved September 29, 2018, Sunman group

about from: http://sunmangroupofcompanies.songzog.com/

www.accord.fairfactories.org Retrieved September 29, 2018, Identified Priority 1

Concerns from: https://accord.fairfactories.org/accord_bgd_files/1/Audit_Files/1260.pdf

www.investopedia.com/terms/h/humanresources.asp Retrieved September 29, 2018,

from human resources: https://www.investopedia.com/terms/h/humanresources.asp

www.totalhrmanagement.com (August 20, 2014) Retrieved September 29, 2018, from

Differences between Modern HR Management and Old-Fashioned Personnel Management:
https://www.totalhrmanagement.com/modern-hr-management-employees/
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Appendices
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