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Submitted By,
Muhammad Faisal (5854)

Submitted To,
Sir Zia uddin Siddiqui

Sitara Textile Industries Limited:-

Sitara Textile is one of the largest manufacturer and government accredited

exporter of textile in Pakistan having assets of worth more than US$ 4.00
Billions, bleached, Printed and dyed fabrics. The total area of the subjected
premises consists of 102 Kinal 17 Marla’s (12 Ackers 7 Canal) (553844 sq. ft.)
with covered area approximately 332,718 Sq. ft.

1.Profile of Employees:

The success of an organization is dependent on what type of management an

organization is dependent on, what type of management an organization has.
Sitara Textile industry is a well-reputed organization. They have very effective
and efficient management. There are five major departments and over 1750
employees working including top and middle level.

Departments are:

1- Administration

2- Processing

3- Finance

4- Export

5- Marketing (local)

All the departments have general mangers as their heads except marketing
(local). In top level hierarchy GMs works in coordination with the board of
director to meet with the long term and short term goals. These goals are set
and checked at the end of each financial year.

2.Human Resources management :-

2.1 HRM Operations:

At a general level, it is important to analyze training needs against the

backdrop of organizational objectives and strategies. Unless you do this, you
may waste time and money on training programs that do not advance the cause
of the company
It is also essential to analyze the organization’s external environment an
internal climate. Trends in the strategic priorities of a business, judicial
decisions, civil rights laws, union activity, productivity, accidents, turnover,
absenteeism, and on the job employee behavior will provide relevant
information at this level.

However, assessing the needs for training does not end here. It is important to
analyze needs regularly and at all three levels in order to evaluate the results
of training and to assess what training is needed in the future.

 At the organizational level, senior managers who set the organization’s

goals should analyze needs.
 At the operations level, the managers who specify how the organization’s
goals are going to be achieved should analyze needs.
 At the individual level, the managers and workers who do the work to
achieve those goals should analyze needs, keeping in mind that
performance is a function both of ability and motivation.

2.2Human Resource Planning:-

Human resource planning is all about measuring the organization need to

identify the numbers of employees and skills required to do those jobs. Further,
an understanding of available competencies is necessary to allow the
organization to plan for the changes to new jobs required by corporate goals.

At sitara, major changes according to economic and social environments are

required purchasing new and additional office equipment to enhance efficiency
e.g., computer hardware or software, coping with the recall of a defective
product and dealing with the need for a new design e.g. new automatic rotary

This suggests several specific, interrelated activities that together constitute an

human resource planning system.

They include:

 A talent inventory to assess current human resources and to analyze how

they are currently being used.
 A human resource forecast to predict future HR requirements.
 Action plans to enlarge the pool of people qualified to fill the projected
vacancies through such actions as recruitment, selection, training,
placement, transfer, promotion, development and compensation.
 Control and evaluation to provide feedback on the overall effectiveness
of the human resource planning system by monitoring of HR objective.
3. Structure of the HRM Department:-

3.1 Number of Employees working in HRM Department:-Now I’ll discuss the

personnel management of Sitara Textile Industries Limited under various steps
of Human Resources Management Sitara Textile. Personnel Department of Sitara
Textile can be critically analyzed on the basis of various steps of human
resources management process.

Department was named as labor department. Recently three or four years ago
name of department was changed to personnel department. There are only 5
personnel who actually handle the department’s affairs and about 1500
employees are working. There is great work that is to be done by 5 persons and
they feel burden on themselves.

4. Functions of the HRM Department:

4.1 Major Functions: Every organization whether it is a multinational

conglomerates a small business, a religious institution or a government agency
depends on people. Appropriate candidates for each job from chairman of the
board to night shift janitor must be located either inside or outside the
organization and they must be convinced by pay benefits and working conditions
to take and keep the job. They must also be trained and motivated. Handling
these functions is part of human resources management’s job. There are six

1. Human resources planning

2. Staffing

3. Training & Development

4. Compensation Management

5. Employee Evaluation

6. Employee Movement and Replacement

4.2 Supports to Other Departments:-Through job rotation policies and by

extensive interaction with managers in all other functional areas. Unless these
executives are perceived as equals by their corporate peers, their ability to
make significant contributions to the firm will be diminished.

Require the senior HR executive to report directly to the CEO. At present this
occurs in about 70 percent of companies nationwide. Consider whether any
corporate resource is more important than its people. Ensure that the top HR
officer is a key player in the development and implementation of business plans
—providing early warning regarding their acceptance and serving as the CEO’s
window on the organization and as a sounding board.

Representatives from HR and line managers from the business unit generate key
business strategies for the coming year. To do so, they identify major external
and internal factors that may have an impact on the future of the business,
together with future customer requirements. The result? A business unit annual
plan that outlines

 Major driving forces in the business unit.

 Major business initiatives in the business unit.
 Primary directions.
 Major priorities for key executives of the business unit.

5. Critical Analyses:-

5.1 Requirement Analysis:

Job analysis also provides the basis for developing job specifications. Job
specifications are a statement of the human qualifications required to perform
the job. Among the qualifications which are often included in job specifications
are the following.

Educational standards which may spell out, for example, degrees attained, such
as a B.S. in engineering.

Experience requirements, such as two years of general clerical experience for

the position. This job requires directing the work of from two to ten clerical
employee, and therefore would normally require some prior experience in
actually performing clerical duties.

Requirement analysis has performed thoroughly at Sitara Textile for the purpose
of job analysis by HR department.

5.2 Data Gathering:

There are four basic technique generally used for gathering about different jobs.

1. Interviews

At Sitara Textile interviews are conducted for certain types of investigations in cases of
breakage of rules and regulations. Interviews are also conducted for search of a new
candidate but these interviews are just mere formality rather than having professional
2. Observation

At Sitara Textile this technique is implemented in some cases, observations have done for
performance judgment and competency of work force.

3. Questionnaires

Sitara Textile usually does not use this sort of technique to collect the data.

4. Diaries or Logs

A fourth approach is to utilize diaries or logs in which employees record their daily
activities and tasks. In addition, those activities performed at infrequent intervals must
also be noted. Because of the difficulties connected with this procedure, portable tape
recorders may be utilized to assist in maintaining a record of such activities.

HRM department has not any systematic procedure for using the diaries or logs for the
purpose of data gathering.

6. Short-falls/Weaknesses of the HRM Department:

6.1 Planning

At Sitara Textile very small importance is given to personnel as far as planning

is concerned. Upper level management like CEO and Director give low attention
to this department. Personal Department does not search for and does not know
whether there is need of new employee at same job or not. They only know
who is going out and there is a vacancy at the place of out going employee.

6.2 Recruitment

At Sitara Textile recruitment is done internally as well externally. Recruiting is

to attract qualified people to apply for positions with an organization. Sitara
Textile do not advertise their job in newspaper but let the people be informed
by existing employees.

6.3 Training & Development

At Sitara Textile every new employee trains himself at his own because training
is not done or given properly by the organization.

6.4 Compensation Plans

As Sitara Textile is an industry of conservative type therefore compensation and
reward system is not very much impressive. Compensation level of Sitara
Textile is low that is way qualified and talented people hesitating to join Sitara

As compensation level is low therefore employees are not very much motivated.
Motivation level and morale of employees are low which affects the periodicity
of the organization.

6.5 Evaluation

Sitara Textile performance of the employees is evaluated on the basis of what

has been expected from them. The upper level management evaluates
performance. Upper level management sees how an employee is performing on
his assigned position. It is done through observing and comparing the
productivity of the organization with the expected productivity. The results of
evaluation are used in movement of employee inside the organization or outside
the organization.

7. Conclusions:

There is lack of human resource planning, lack of recruiting activities lack of

job analysis, compensation and reward system is not very much attractive and
employees are not well motivated in Sitara Textile.

One good thing of this department is that the department let the employees
follow the rules and regulations set by the organization strictly. Attendance is
strictly checked and leaves as well. So there are good and bad both present in
the human resource department of Sitara Textile.

HRM department is not established and not considered to be very much

important. Low attention is paid to this department by upper level


The references & Source of information are as fellows:

Mr. Muhammad Awais Director Export Marketing

Mr. Muhammad Hafeez G.M Banking & Finance

Mr. Muhammad Razzaq Director Finance

Mr. Muhammad Yaseen Senior Export Manager

Mr. Ashfaq Ahmad Senior Export Manager

Mr. Shahid Mahmood Deputy Export Manager

Mr. Abul-Qayyum Deputy Export Manager

Mr. Waseem Ahmad Assistant Export Manager

Mr. Muhammad Saleem Ch. HR& Admin Manager

Mr. Bashir Ahmad Banking & documentation Manager

Mr. Muhammad Khuram Export Documentation Manager

Mr. Huammad Ahmad Account & Finance Manager

Mr. Muhammad Zahid Deputy Accounts Manager

Mr. Muhammad Amjad Assistant Accounts Manager