CHAPTER-ONE

INTRODUCTIO
N

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1.1 Introduction
Human Resource Management, which is the tactical and integrative approach to

management, is the most precious asset of an administration. Individually and collectively,

the people who work there contribute to the organization's goals.

HRM is becoming increasingly important in the apparel sector. Human resource management

(HRM) is both an academic paradigm and a corporate activity that deals with both theoretical
and practical workforce management techniques. Good Human Resource Management will

help the organization's management achieve their objectives by increasing employee focus on

the goal and providing workers with the resources they need. As a result, the phrases HRM

and HR have largely replaced the term "Personal Management" as descriptors of the process

of managing employees.

Personnel have a dual purpose in the garment business, serving as both a factor of production

and a motivator for the other components of production. It improves the efficiency and

productivity of the other components.

All firms increasingly realize the need of good human resource management methods in

aiding people in both their personal and professional lives. As a result, the goal of this paper

is to observe HRM procedures at "Azim Group," one of Bangladesh's leading garment

manufacturers.

1.2 Objectives of the Study

The objective of the study can be viewed in two forms

➢ General Objective
➢ Specific Objective

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General objective

The objective is to get an overall idea about the Human Resource Management Practices of
Azim Group.

Specific Objectives
However, the specific objective of the study can be described as follows:
➢ To evaluate training and development practices of Azim Group
➢ To analyze recruitment and selection process of Azim Group
 ➢ To find out any problems regarding HR related issues.
➢ Recommending some suggestions to overcome the identified problems.
1.3Scope of the Study

All of the material in this study is based on firsthand interviews with workers, observation of
day-to-day actions of Azim Group, and conversations with employees who work there. The
research is being carried out among Azim Group employees. as well as some background
information about the study's scope

1. The geographical area covered – Kalurghat H/A, ,Chittagong, Bangladesh.

2. The study is based on overall observation.
3. Study on the overall performance of HR department and prepare a report on it.

1.4 Methodology of the Study

Research Methods
This research was conducted by observing various levels of Azim Group employees in order
to establish their overall HRM practices.

During the eight-week internship term, I used observation methods to gain valuable insights
into how different members of the Azim Group are behaving and engaging with HR
procedures. I gathered information and data from the following sources to assist me create the
report. The source has been separated into two sections, which are as follows:

➢ Primary Sources
➢ Secondary Sources

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The obtained data is analyzed and interpreted using various strategic tools and approaches to
make the data and information more useful for the research.

Primary Sources: The Primary Sources of Data included the following:

➢ The primary data came from the practical deskwork.

➢ Direct communication with the responsible representatives of the HR department of
the Azim Group.
 ➢ Practical experience gained from different assignments during internship period
assigned by the company representative like- factory visiting, involving with
Performance Management System, Training & development, Compensation &
Benefits policy.
Secondary Sources: The secondary sources of data included as under-
➢ HR department’s documents of the Azim Group.
➢ Profiles of Azim Group.
➢ Annual report of Azim Group.
➢ Company daily activities statement.
➢ Worker’s handbook.
➢ Websites of the [Link]

1.5 Limitations of the Study

I tried my best to collect maximum information but this report is not free from short faults.
While preparing this report, I face some problems. These problems are mentioned below 1.
The study was limited to only one organization.
2. Some data could not be collected for their confidential documents but shown to
me make clear about procedure.
3. HR officials have immense pressure of work.
4. Due to maintenance organizational secrecy and company HR policy, Azim
Group. could not share some area.
5. Maintaining social distance and following safety measures in such a labor
intensive organization is really a hard job, while collecting diverse information
I therefore, hope that the study will be evaluated considering the above
mentioned shortcomings.

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CHAPTER TWO
OVERVIEW OF AZIM GROUP
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2.1 Overview of Azim Group:

Azim Group is strongly established in the apparel business. We have been working in this
area from its start in Bangladesh in the early 1980s. Azim Group was founded in 1975 by
Mohammad Fazlul Azim.
Azim Group employs approximately 20,000 people and has 13 garment manufacturing
facilities and four backward linkage plants in Dhaka and Chittagong. We have well-trained,
experienced, and alert management teams working from our offices in Dhaka, Chittagong,
Hong Kong, and New York.

We also work in engineering, steel, and agriculture. Bangladesh Engineering and Petroleum
Services (BEPS), a sister company of Azim Group, is an engineering firm that provides
solutions in the gas and energy areas. In 2018, Azim Group launched its new steel production
company, Global Steel and Engineering Ltd. (GSEL).
The need for additional energy and power in Bangladesh motivated us to launch our steel
project, GSEL, in order to address the expanding demand for electrical towers used in
electricity transmission, telecom, and electrical line hardware. We want to build effective
collaborations and create at least 1000 new employment.

Azim Group's yearly revenue exceeds $200 million. What began as a one-man show has
evolved into an ever-expanding company that maintains efficient business operations while
always exploring new prospects. We are particularly proud of our strengths, which include
honesty, sincerity, and commitment.
Azim Group at a glance
Organization Name AZIM GROUP

Name of the Chairman Mohammad Fazlul Azim

 Location 11 Kalurghat Heavy I/A, Kalurghat
Chittagong, Bangladesh

Communication Media Telephone: (880) 31 670087, (880) 670463.

Fax: 88031681398
Email: anup@[Link]

Website [Link] [Link]

Establishing Year 1975.

Number of Full Time Employees 1250

Production Capacity 18,000 – 20,000 dz/month

Number of Lines: 8 8

Nature of Business Manufacturer and 100% export of

readymade garments accessories

Exported to USA, Australia, Germany, UK, France, and

Spain markets

Machines: Basic: 400

Auxiliary: 100

Area 115,000 sft

ETP Bio-chemical (10 cubic meters per hour)

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2.2 Vision, Mission & Values of Azim Group

An established industry must have Vision, Mission, and Values& Objectives behind their
establishment. Vision, Mission, Values & Objectives of AZIM GROUP are the following:
Vision statement:

Our vision is to be a global industry benchmark for quality goods and services, as well as a
role model for responsible environmental and community conduct. We aspire to make
substantial contributions to societal progress. Indeed, the future is green and sustainable
Mission Statement:

To create mutually beneficial outcomes for all stakeholders by producing high-quality

products and providing smooth service at reasonable pricing.

Organization's value:
 • Trust
• Integrity

• Respect
2.3 Objectives of Azim Group

Azim Group has named objectives for the development of the society. The objectives of
Azim Group are:
• To increase the economic development of the country.
• To create employment opportunity.
• To play a beneficial role in Bangladesh's industrial growth.
• Azim Group is moving to implement projects in the following sectors according
to long range planning.
• Maintain the highest possible degree of product quality.
• Leadership through innovations.
• To ensure 100% safety of the Workers.
• To ensure 100% quality

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2.4 Organogram of Azim Group

CHAIRMAN

DMD

EXECUTIVE DIRECTOR

JR. EXECUTIVE (02)

ACCOUNTS AUDIT HR & COMPLIANCE ENGINEERING PURCHASE PRODUCATION
DOCUMENTATION
CQAD

MERCHANDISING
GM AGM GM AGM GM MANAGER GM MANAGER AGM

AGM
DGM

AGM

MANAGER

ASST. MANAGER

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2.5 Human Resource Based Activities:

➢ Recruitment & selection process.

➢ Issue appointment letter
➢ Confirmation process.
➢ New employees file process.
➢ Disciplinary action taken.
➢ Arrange various training program for Workers, Security. Mid level management.
➢ Conduct Investigation Procedure including Head Office & Factory. ➢ Daily
Attendance ready.
➢ Daily attendance posting, Attendance summary
➢ Late attendance summary.
➢ Leave posting, Register maintain.
➢ Issue ID card
 ➢ Check all types of bill.

Name of Products

Dress Shirts, Sports Shirts, Blouses, Shorts, Trousers, Skirt, Jogging Suit, Warm Up Suit,
Padded Jacket, Wind Breaker, Snow Suit, T-shirt, Sue-due Shirt, Polo Shirt, Creeper,
Winkle Free (Pre-cure) Shirt, Wrinkle Free (Post-Cure) Bottom

Efficiency
➢ working with a consultancy firm for lean production management
➢ Strong internal engineering and work study teams
➢ Constantly adding new machines, folders and attachment

Offshore productions

➢ Exploring options of manufacturing facilities in Ethiopia

➢ 100 hectare land for 3 phase development
➢ Phase 1 projected to be complete by 2017

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2.6 Core Values

The company's core beliefs drive it to achieve positive business and social outcomes. Azim
Group's five key values are as follows:

Leadership
We shall endeavor to set a good example by providing our clients with high-quality products
and services. We will devote ourselves to serving our industry and nation, while adhering to
best practices and offering benefits to all of our employees.

Integrity
For decades, we have gained enormous respect in our communities and society in Bangladesh
for our strong moral ideals of honesty and integrity. We shall continue to handle all of our
commercial interactions in a fair, transparent, and honest manner.
Excellence
We are dedicated to providing high-quality products and services. We endeavor to constantly
under promise but over deliver, delivering complete client happiness. We will continue to
learn, develop, and improve in order to achieve unparalleled heights.
Accountability
We accept responsibility for our actions and outcomes, while keeping our promises to all of
our stakeholders and communities. We will actively engage in debate and concentrate on
developing innovative methods to attain our goals.
Responsibility
We will constantly incorporate social and environmental ideals into our companies, while
providing opportunities and beneficial outcomes for our communities. We shall continue to
give back to our people and make long-term contributions to the growth of our country.

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2.7 Buyers of Azim Group .
2.8 Awards & Recognition

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2.9 Sustainability Certifications

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 CHAPTER-THREE

THEORETICAL

ASPECT

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3.1 Human Resource management

A well-known HRM author, defines HRM as "a strategic and cohesive approach to the
management of an organization's most valuable assets – the people working there who
individually and collectively contribute to the attainment of the business's objectives, Michael
Armstrong(2006).

"HRM is defined as "the planning, organizing, managing, directing, development,

compensation, integration, maintenance, and separation of human resources in order to fulfill
individual, organizational, and social objectives."(Flippo, 1984)
"Human resource management is the area of a company that deals with people” (DeCenzo &
Robbins, 2011)

From the information gathered from this professors, the author of thesis uses the following
definition,” HRM is a function in an organization that manages the needs, wants and strategic
methods of the people working for the organization to ensure that they reach and achieve the
objectives of the business.’

The Four Primary Activities Consists of:

6. Staffing
7. Training & Development
8. Motivation
9. Maintenance

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• Communicat ion
• Employee relations
HRM
Staffing
• Strategic
Goals
HRM
planning
Maintenance
• Recruiting
• Safety & Health Motivation
• Selection
 • Motivation Theories • Orientation •
& Job Design Employee Training

• Performance • Employee
Appraisal • Reward & Development • Career
Training &
compensation Development
Development
• Employee benefits

Figure 1: The four primary activities and their components of Human Resource Management
borrowed from DeCenzo, Robbins & Verhulst(2013).

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3.2 Human Resource Planning

HR planning is the process of determining what positions the company will need to fill and
how to fill them. HR planners must constantly map the trajectory of an organization's goals,
initiatives, and activities.(Desimone & Werner,2011)

Human resource planning is the process by which an organization ensures that it has the
proper number and types of people in the right location at the right time, capable of
successfully and efficiently accomplishing those activities that will assist the business achieve
its overall goals. (khan & Taher,2018)

The firm also makes its HR planning for following reasons:

1. To provide the manufacturing capacity needed to achieve organizational goals. 2.

Supply of skilled manpower is infrequent compared to demand. 3. To make the best use of

human resources and to guarantee their continuing growth. 4. HR planning is required for

rapid technological changes.

5. It minimizes cost of recruitment & training.

6. To align human resource efforts with company goals.

7. Human Resource planning reduce wastage rate caused by personal turnover.

3.3 Job Analysis

A job analysis is a systematic examination of the activities that occur inside a job. It is a
technical technique for defining a job's duties, responsibilities, and accountabilities. The
analysis entails properly identifying and describing what is happening on the job.

Job Analysis Method:

The fundamental methods by which HRM can determine job elements and the es necessary
knowledge, skills, abilities for effective performance include the following

Observation Method:

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A job analyst observes an employee and records all finished and uncompleted activities,
fulfilled and unfulfilled commitments and duties, methods, processes, and skills used to carry
out various chores, and mental or emotional ability to deal with barriers and risks. However,
while it appears to be one of the easiest ways for studying a certain work, it is actually the
most difficult. Why? Let's investigate. It's because everyone has their own point of view.
Distinct people have different points of view and perceive facts in different ways. As a result,
the technique may include personal biases or preferences, and the results may be false. This
blunder may be avoided if personnel were properly taught. (Robison, 1983)

Interview Method:

An employee is questioned in this manner so that he or she may identify their own working
techniques, problems encountered, use of certain talents and processes while executing their
job, and anxiety and concerns about their careers.

This method enables interviewers to discover precisely how an employee thinks about his or
her job and the responsibilities that come with it. It entails the individual performing his or
her own job analysis. The interview questions would be carefully designed in order to get
honest and authentic feedback or to collect accurate data. To eliminate errors, it is always a
good idea to interview more than one individual in order to establish a pool of responses. The
information may then be generalized and applied to the entire group. (Hackman 1993)

Questionnaire Method:

Another common employment study technique is to gather questionnaires from employees,

supervisors, and managers. This method, however, suffers from personal bias. When
developing questions for different levels of staff, great attention would be used. (Khan
&Taher,2015).

To get reliable job-related information, management would successfully convey to employees

that the information acquired will be utilized to benefit them. It is vital to reassure people that
their information will not be used against them in any way. If done incorrectly, it will be a
waste of time, money, and human resources.

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These are some of the most used job analysis approaches. There are, however, a variety of
specialized methodologies accessible, such as task inventory, job element method,
competency profiling, technical conference, threshold characteristics analysis system, and a
combination of these approaches. When deciding on a strategy, HR managers must consider
the time, money, and human effort needed in carrying it out.
3.4 Job Description and Job Specification

Job analysis is a fundamental method for gathering job-related information. The procedure
culminates in the collection and recording of two data sets: job description and job
specification. Any job opening cannot be filled unless the HR manager obtains these two sets
of information. It is vital to precisely define them in order to place the appropriate person in
the right location and at the right time. This assists both the company and the employee in
understanding exactly what has to be given and how. Both the job description and the job
specification are critical components of job analysis data. Writing them clearly and properly
assists organizations and employees in dealing with several difficulties aboard.
(Bhattacharyya, 2006).

Job Description

Job descriptions offer fundamental position-related information that may be used to market a
specific job and attract a pool of candidates. It comprises information such as job title, job
location, reporting to and from employees, job summary, nature and objectives of a job, tasks
and duties to be done, working conditions, machinery, tools, and equipment to be utilized by
a potential worker, and risks involved. (Aswathappa,2009)

Purposes of Job Description:

▪The primary goal of a job description is to collect work-related information in order to

advertise for a certain position. It aids in the attraction, targeting, recruiting, and
selection of the best applicant for the position.
▪ It is done to determine what needs to be supplied in a certain task. It specifies what
individuals are expected to perform if they are chosen for that particular job position. ▪ It
provides recruitment professionals with a clear picture of the type of applicant needed by
a certain department or division to fulfill a specific activity or position.

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Job Specification
A job specification, also known as an employee specification, is a written declaration of
educational credentials, specialized attributes, amount of experience, physical, emotional,
technical, and communication skills necessary to execute a job, job tasks, and other
distinctive sensory demands. It also encompasses physical and mental health, intelligence,
aptitude, memory, judgment, leadership abilities, emotional capacity, adaptability, flexibility,
values and ethics, etiquette and creativity, and so on. (Martocchio, 2011).
Purposes of Job Specification: .

▪ Job specifications, which are described on the basis of job descriptions, assist candidates
in determining if they are qualified to apply for a certain job opening. ▪ It assists an
organization's recruitment staff in understanding what degree of qualifications, traits, and
set of characteristics would be present in an applicant to make him or her eligible for the
job position.
▪ Job Specifications include precise information about a work, such as job tasks, needed
technical and physical qualifications, conversational ability, and much more. ▪ It helps in
the selection of the best applicant for a certain position.

Job analysis includes both job description and job specification. They thoroughly describe a
position and help both the business and the employee through the whole recruiting and
selection process. Both data sets are particularly useful for finding the appropriate work for
the right person, evaluating performance and analyzing training requirements, and
determining the value of a certain profession.

3.5 Job Evaluation

Job evaluation can be accomplished using any of the methods listed below:

▪ Points rating - Different levels are assigned to various parts of occupations, and the
points assigned to different levels are tallied to provide the job's point score, which
serves as the foundation for the pay system.
▪ Factor comparison is comparing multiple independent aspects of occupations and
assigning points to each factor rank of an individual job. These scores are then added
together to rank the jobs.

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▪ Jo Job ranking - A job is not split down into parts or elements; rather, it is evaluated as a
whole and compared to other occupations to be rated accordingly.
The results of job analysis and appraisal are then linked with the project's goal. This
necessitates HR Consultants interpreting the modifications needed in the present job/pay and
offering improvements as needed. HR Consultants also provide guidance on how to
implement these changes smoothly in order to improve the organization's efficiency and
performance. (Aswathappa,2009).

3.6 Recruitment and Selection

Recruitment
The process of discovering sources of personnel to fulfill the requirements or the staffing
schedule, as well as employing effective strategies for attracting that workforce in sufficient
numbers to permit the selection of an efficient working force, is referred to as recruiting.

Source of Recruitment

There are two major sources of recruitment: internal and external. Each source is briefly
described below:

➢ Internal Source of Recruitment

When a vacancy emerges in a company, existing employees serve as
internal sources. The following are the primary internal sources of
recruitment:
a. Promotion and Transfer
1. A transfer is a lateral shift from one position to another within the same grade
level. They may result in changes in duties and responsibilities, working
circumstances, and so on, but not in remuneration.
2. Employees are promoted when they move from a lower level position to a
higher level job, which is frequently accompanied by changes in authority,
duties, responsibilities, prestige, and income.
b. Job Posting
c. The organization advertises employment positions through bulletin boards, electronic
media, and other comparable platforms. It provides highly qualified individuals
working within the organization with the opportunity to explore for growth prospects
within the company rather than looking for external opportunities.

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d. Employee Referral
 1. An employee reference is a recommendation from a current employee for a job
candidate. Employees in the organization are urged to propose the names of
their friends who work in other organizations for a prospective vacancy in the
near future. (Khan &Taher, 2015).
➢ External Source of Recruitment
The sources of recruitment that are used to hire people from outside the organization may be:

1. Unsolicited Applicants/ Walk ins. (Khan &Taher,2015).

2. Advertisements in periodicals and newspapers,
3. Employment Exchanges,
4. Consultants and Private Employment Agencies,
5. Representation,
6. Universities and Management Institutes,
7. Trade union,
8. Internet/ Job sites (Bhattacharyya, 2006).

Selection
Selection is a screening process. The primary goal is to choose persons from a pool of
competent candidates who can best fulfill the job.

Selection Process

A single brief selection interview may be sufficient for applicants for lower level positions,
while applicants for managerial jobs might be interviewed by a panel of experts. The
selection process includes few rigorous stages that are showed by a diagram-

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 Source: DeCenzo & Robbins, 2013

Orientation and Placement

The fundamental goal of orientation and onboarding is to ensure that workers know what to
do and how to perform it. Employee orientation entails far more than most people assume.

Employee orientation still gives new workers with the information they need to perform, and
it would assist new employees in developing an emotional attachment to the company. By
orienting new employees, one may make the new employee feel comfortable, at home, and a
part of the team. Concurrently, orientation assists new workers in broadening their
understanding of the organization. Furthermore, it begins the person's socialization into the
firm's culture, values, and methods of doing things.
The HR professional normally conducts the initial portion of the orientation by outlining
fundamental topics such as working hours, perks, and vacations. The individual then presents
the new employee to his managers. (Dessler, 2013).

Training and Development

Training and development are critical components of human resource development. It is
playing an increasingly essential role as technology advances, resulting in more competition,
higher consumer expectations of quality and service, and a corresponding need to reduce
costs. It is also becoming increasingly vital on a worldwide scale in order to prepare

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employees for new occupations. In this article, we will concentrate on the rising demand for
training and development, as well as its ramifications for individuals and companies.

Employee Training

An organization need efficient and competent employees to carry out their

responsibilities. Training is not required if the job occupants can fulfill this condition.
If the situation differs, it is vital to boost employees' skill levels as well as their
versatility and adaptability. The intricacy of work necessitates more training. The
growth of technology, widespread use of computerization, and related complexity
have multiplied the demand for training. Employee training entails changing their
skills, knowledge, attitude, or behavior. (Aswathappa,2009).

Employee Development

Employee development, on the other hand, is typically concerned with future

positions within the business. Although their learning approaches are comparable,
their time durations are not. For example, if a person becomes a sales territory
manager, the abilities required to do so may differ significantly from those required to
sell things. That means that as one's profession and career grow, new talents and
abilities will be required.

There are two kinds of training: on-the-job training and off-the-job training. Off-the-job
training comprises classroom lectures, multimedia learning, simulations, and vestibule
training, among other things, in the OTJ technique. (Khan &Taher, 2015).

3.7 Performance Management and Appraisal

Performance management is an effective method used by managers to assess job

performance, maintain productive work groups, and select personnel for fulfilling the
company's performance criteria. Performance management is the ongoing process of creating
targets, evaluating progress, and offering ongoing coaching and feedback to ensure that
people are working hard to achieve their objectives and career aspirations. (Dessler,2013).
Performance Appraisal:
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1. Performance refers to the degree or amount to which a person applies his
ability, knowledge, and efforts to a work that has been allocated to him, as
well as the outcome of such application. Performance appraisal refers to the
examination, assessment, or evaluation of an employee's performance or
conduct. (Bhattacharyya,2006).
2. Performance assessment refers to assessing an employee's present and/or
historical performance in relation to his or her performance criteria. (Dessler,
2013).

Appraisal Process:

1. Establish Performance standard:

The appraisal process begins with the formulation of performance criteria in
accordance with the strategic goals of the company. These would be derived from the
company's strategic direction—specifically, the job analysis and job description.
These performance requirements would also be clear and objective, allowing them to
be understood and monitored.
2. Communication expectation:
Once performance standards have been defined, it is vital to convey these
expectations so that staff are not left in the dark about what is expected of them. 3.
Measure Actual Performance:
Personal observation, statistical reports, oral reports, and written reports are four
primary types of information utilized by managers to assess real performance. 4. Actual
performance is compared to standards to identify variations between standard and actual
performance.
5. Corrective intervention can be of two types: quick and mostly focuses on symptoms, and
basic and dives into causes.
6. Performance Evaluation Techniques
7. Graphic Rating Scale Method
8. Paired comparison method
9. Checklist Appraisal
10. Forced distribution method
11. Critical incident method
 12. Management by objective

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3.8 Compensation and Benefits

Compensation includes both intrinsic and extrinsic benefits for job performance. A
company's overall compensation system is described by both intrinsic and extrinsic
compensation.
Whereas intrinsic compensation represents employees' psychological mindset as a result of
their occupations, extrinsic compensation encompasses both monetary and nonmonetary
advantages. (Martocchio, 2011).
Compensation and benefits is concerned with the payment of workers as well as the
administration of their benefit package.(DeCenzo& Robbins, 2013).
Component of Compensation and Benefits
Employee compensation encompasses all types of money received by employees as a result
of their job. It is made up of two major parts:
1. Wages, salaries, incentives, commissions, and bonuses are examples of direct financial
contributions.
2. Indirect financial compensation takes the form of financial perks such as employer
provided insurance and vacation time.(Dessler,2013).

Succession Planning
Succession planning include identifying anticipated openings for higher-level leaders and
locating likely successors to such vacancies. Career development, on the other hand, includes
personnel at all levels of a firm, including CEOs. In reality, succession planning is senior
management development. (Bhattacharyya, 2006).

Succession management include personnel profiles, career management, internal recruiting,

and full succession planning skills. Total succession planning contributes to a comprehensive,
end-to-end personnel management approach, which includes:
1. 360degree feedback.
2. Career development.
3. Compensation management.
4. Career progression.
5. Learning management.
 6. Performance management.
(Recruiting and Hiring Dessler,2013).

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3.9 Industrial Relations

Industrial relations arise in the context of a dynamic conflict scenario. Which is everlasting
and unchangeable as long as the social system stays unchanged. Azim Group strictly adheres
to the Industrial Relations Ordinance of 1969. Labor and management have a solid working
relationship. The management seeks to improve its relationship with the workers. The group
has no trade union activity. The worker welfare committee met with the BGMEA to examine
any issues that arose.
The company also emphasizes on the following factors to develop industrial
relation: 1. Payment of the right pay on time.
2. Improve working conditions.
3. Set up training facilities.

Azim Group is committed to ensuring a safe and healthy workplace since its inception.

The following Departments are responsible for handling and documenting the grievances
come out from the workers:

1. Sustainability Department

2. Corporate HR Department

3. Supervisor or Line Executive

[Link]/ Deputy Manager/Asst. Manager (Production)

5. Welfare Officer

6. Grievance Procedure

3.10 Key functions

These critical roles are served by human resource management:

1. Recruitment & Selection
2. Training and Development (People or Organization)
3. Performance Evaluation and Management
4. Promotions/Transfer Redundancy
5. Industrial and Employee Relations

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6. Record keeping of all personal data
7. Compensation, pensions, bonuses etc in liaison with Payroll
8. Career development
9. Mapping Competency
10. Advice to internal customers
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CHAPTER- FOUR
HRM PRACTICE OF AZIM GROUP
 Page | 28
4.1 Training and Development

Training would begin immediately following orientation. Giving new or current employees
the skills they need to accomplish their jobs is what training entails. (Dessler, 2015)

Employee training is a key aspect of human resource management. Employee training is an

educational experience. It tries to effect a reasonably long-term transformation in employees
that increases work performance. Thus, training entails altering one's abilities, knowledge,
attitudes, or behavior. This might include altering what people know, how they operate, or
how they feel about their employment, coworkers, management, and the company.

Employee development, on the other hand, is typically focused on future roles within the
firm. Employee development is focused on the future and is more concerned with education
than with preparing employees for that day. Employees will require new skills and talents as
their jobs and careers advance. (Robbins, 2007)

Training Methods:

Although conventional methods of staff training can be used, many firms are increasingly
depending on technology-based training techniques due to their ease of use, low cost, and
capacity to disseminate knowledge. There are several training methods to choose from. The
most effective technique is decided by the learner and the skill to be gained. However, they
may be divided into two categories: on-the-job training and off-the-job training.

On-the-job training Methods:

On-the-job training methods include work rotation, mentoring, experiential exercises, and
classroom lectures.

Employees rotate among numerous roles in a single location, acquiring expertise with a
variety of duties.

Employees work with an experienced worker who provides information, guidance, and
encouragement; apprenticeships are also utilized in various industries.

Employees engage in experiential activities such as role playing, simulations, and other face
to-face training.

Employees attend classroom lectures designed to convey specific expertise.

Off-the- job training Methods:

There are also various on-the-job training and development techniques available.

Employees listen to or watch certain media that imparts information or demonstrates specific
techniques.

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Employees watch or participate in videoconferencing or teleconferencing to hear information
or demonstrate abilities.

Employees participate in multimedia simulations or other interactive modules as part of their

e-learning. (Robbins, 2010)

4.2 Human Resource Planning

Initially HR department follows some procedure during HR planning. If any department

needs any worker then that department needs to fill up the requisition form and submit it into
the unit HR department.

After that, unit HR team collect last 2/3 months data from oracle software for ensuring how
many people are gone and how many they need at present and how many joined corporate
office and the corporate office will approve it for the confirmation of related requisitions.
within last few years.

4.3 Recruitment and Selection

Recruitment:
The process of discovering sources of personnel to fulfill the requirements or the staffing
schedule, as well as employing effective strategies for attracting that workforce in sufficient
numbers to permit the selection of an efficient working force, is referred to as recruiting.

Source of Recruitment

There are two broad sources of recruitment- internal and external. A brief description of each
source follows:

➢ Internal Source of Recruitment

When a vacancy emerges in a company, existing employees serve as
internal sources. The following are the primary internal sources of
recruitment:
e. Promotion and Transfer

3. A transfer is a lateral shift from one position to another within the same grade
level. They may result in changes in duties and responsibilities, working
circumstances, and so on, but they do not always result in compensation

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increases.
4. Promotion, on the other hand, entails employees moving from a lower-level job
to a higher-level post, which is frequently accompanied by changes in power,
duties, responsibilities, prestige, and income.
f. Job Posting
1. The organization advertises employment positions through bulletin boards,
electronic media, and other comparable platforms. It allows highly skilled
candidates working within the organization to explore for internal growth
chances rather than looking for external opportunities.
g. Employee Referral
2. A job candidate is referred by an existing employee. Employees are invited to
offer the names of their acquaintances who work in other companies for a
 possible future vacancy. (Khan &Taher, 2015).
➢ External Source of Recruitment
The sources of recruitment that are used to hire people from outside the organization may be:

9. Unsolicited Applicants/ Walk ins. (Khan &Taher,2015).

10. Advertisements in periodicals and newspapers,
11. Employment Exchanges,
12. Consultants and Private Employment Agencies,
13. Agency,
14. Universities and Management Institutes,
15. Trade union,
16. Internet/ Job sites (Bhattacharyya, 2006).

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Selection
Selection is a screening process. The basic purpose is to choose the individuals who can most
successfully perform the job from the pool of qualified candidates.

Selection Process:

For applicants for lower-level posts, a single quick selection interview may be sufficient, but
applicants for management positions may be interviewed by a panel of experts. A graphic
depicts a few rigorous steps of the selecting process.
 Source: DeCenzo & Robbins, 2013

Orientation and Placement

The primary goal of orientation and onboarding is to ensure that workers understand what to
accomplish and how to perform it. Employee orientation entails more than most people
assume.
Employee orientation still gives new workers with the information they need to perform, and
it should assist new employees in developing an emotional attachment to the company. By
orienting new employees, one may make the new employee feel comfortable, at home, and a
part of the team. Concurrently, orientation assists new workers in broadening their
understanding of the organization. Furthermore, it begins to socialize the individual into the
firm's culture, beliefs, and methods of doing things. The HR specialist usually performs the

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first part of the orientation by explaining basic matters like working hours, benefits, and
vacations. Then, the person introduces the new employee to his supervisors (Dessler, 2013).

4.4 HR Problems Related Issue

This article will focus on seven of the most prevalent HR issues in businesses and propose
solutions for each of them.

But first, let's take a step back and examine what an HR department, or HR Management,
truly performs.

What does HR Management involve?

Human resource managers may be in charge of a variety of responsibilities linked to hiring
and managing staff at a corporation.
Responsibilities found under the HR umbrella might include:

• Job design (job descriptions, recruitment ads, strategic prioritization) •

Workforce planning
• Training and development of existing employees
• Performance management
• Compensation and benefits management
• Navigating legal requirements
• Health and safety

These roles are typically distributed throughout an HR group in the bigger corporations.
Smaller businesses, on the other hand, may not have that luxury, and these objectives may
have to be balanced by one or two employees.

Many of the HR issues that firms confront are caused by a lack of resources or labor. There
are many duties to be done, all of which are vital, but with the limited resources available, it
may be impossible to do them all.

The remainder of this paper will address these issues and provide potential remedies.

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Common HR problems in companies and their solutions

HR issues in businesses come in a variety of shapes and sizes. They also vary in seriousness
and complexity, depending on the difficulty and the location and operations of the
organization.

Take the answers to these challenges as suggestions. Depending on the resources available at
your organization, you may need to seek outside assistance.
1. Compliance with laws and regulations
The first major HR issue in businesses is ensuring that all applicable regulations in your
operation region are followed. This may be a big burden for small HR departments,
especially if no one on the team has dealt with local labor laws and regulations.
Challenges
Key challenges that arise include:

• The difficulty of keeping track of all employment laws in all locations where the
organization operates.
• Ensure that all operations, recruiting, and hiring processes are in accordance with
local legislation.
• Inadequate time and skills to comprehend the challenges and subtleties of the
legislation.

Failure to completely comply with rules and regulations can result in major implications for a
small business, such as audits, litigation, and even bankruptcy.

Solutions

Potential solutions to this challenge include:

• Having at least one member of your management team in charge of comprehending

local labour rules and regulations.
• Providing the individual with the time and resources necessary to learn and
comprehend such rules and regulations.
• Consult a legal professional if you have any doubts regarding the rules and
regulations.

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• Auditing your current procedures to confirm that everything is in order.

While these solutions may take more time and money to implement, they are crucial to
ensuring your company's health and future success.
2. Health and safety
As with rules and regulations, human resource departments are frequently in responsibility of
ensuring that all health and safety criteria are satisfied in the workplace. Challenges
Key issues that arise include:

• Developing and implementing health and safety policies at the workplace. •

Monitoring and adapting to local health and safety laws
• Keeping track of workplace injuries and safety breaches in order to avoid future
workplace compensation litigation.

Failure to implement a comprehensive health and safety policy, like failure to follow
employment rules and regulations, can expose the organization to costly lawsuits and injury
claims.

Solutions
Possible solutions to this problem include:

• Establishing a health and safety officer or committee in your organization. • Giving

them the resources and training they need to research and comprehend local health and
safety regulations.
• Giving them complete authority over the organization's health and safety, including
the ability to make modifications, improvements, and even temporarily shut down
operations if necessary.

Any business should prioritize health and safety. As a result, you should put this challenge on
your list of things to do as soon as feasible.

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3. Change management
Managing change can be a major burden for both HR departments and the workforce they
serve. This is especially true for fast-growing firms that are undergoing rapid process change
or onboarding new personnel at a quick pace. Unfortunately, HR typically suffers the brunt of
this dissatisfaction.
Challenges
Key challenges that arise include:

• Adapting HR procedures and policies to reflect the company's development and

objectives.
• Balancing the requirements and wishes of heritage employees with those of new
employees and management.
• Dealing with negative feedback or frustrations from employees.

When change management is done incorrectly, it may have a negative impact on

performance. Maintaining open communication before, during, and after changes are
introduced can improve worker engagement and morale. It is frequently the responsibility of
the HR department to develop strategies to guarantee that people-centric transformation does
not negatively impact productivity and production.

Solutions
Potential solutions to this challenge include:

• All staff must be clearly communicated the benefits of change.

• Putting in place a change management procedure that specifies how, when, and where
workers are notified about process changes.
• When implementing a change, encourage open and honest input from employees.
Make it clear why you are making the change and what the benefits are to the
organization and employees..

It is impossible to satisfy everyone all of the time. However, a few easy change management
best practices may greatly simplify your life while increasing or changing your procedures.

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4. Compensation management
Compensation and benefits are one issue that no HR organization is able to get around. This
is the essence concern for all employees and has a huge influence on everything from
performance to engagement to productivity.

Challenges
Key challenges that arise include:

• Understanding how to arrange pay packages in order to remain competitive in your

business
• Examining the job market to discover what others are providing
• Matching market compensation demand, particularly if competing against bigger
rivals
• Offering competitive incentives, employee benefits, and bonuses that line with the
desires of your target applicants.

It takes a significant amount of work and money to guarantee that your overall pay packages
are appealing and competitive. In truth, small businesses will struggle to compete with huge
enterprises and their seemingly boundless spending.

Solutions
Potential solutions to this challenge include:

• Looking for free resources, such as Payscale and Glassdoor, to generate benchmark
wages based on pooled real-world data?
• Selecting rivals to observe and assess what they offer on their employment websites
in terms of perks, advantages, and compensation
• Employer branding and cultural messaging are being prioritized in order to provide
prospects with intangible benefits.

The main lesson is that larger organizations can and will likely outspend smaller ones in
order to attract top people. To address this fact, smaller businesses can attempt to market
what makes them distinctive and interesting.

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5. Landing top talent
Smaller HR organizations, like compensation, are frequently pushed out in the battle for top
talent. Another big HR issue in firms that lack the resources to aggressively pursue the top
applicants is this..
Challenges
Key challenges that arise include:

• Being surpassed by fierce competition for top personnel in skilled positions •

Spending a lot of time, money, and effort to discover excellent talent, which is in
scarce supply.
• Devoting the time required to attract outstanding talent while balancing all of the
other responsibilities of an HR manager
• Spending a lot of money courting a top prospect, only to have them depart early or get
hired by a rival during the recruiting process.

The competition for elite talent is tremendous. Large firms employ every resource at their
disposal to locate and hire the finest in the field. Unfortunately, this implies that smaller firms
are sometimes at a financial disadvantage when it comes to hiring.

Solutions
Potential solutions to this challenge include:

• Using your imagination in terms of how and who you hire

• Boosting your employer brand to differentiate it from competitors
• Direct college and university recruitment to give young and eager employees a chance
to shine
• Using networks and social media to directly pitch applicants for free • Hiring the
greatest possible recruiter and allowing them to perform their tasks.

When fighting for elite talent, smaller firms will need to pick and select their fights. If funds
and resources are limited, it may make sense to pursue only the finest applicants for
strategically vital jobs or those who will drive long-term success.
 Page | 38
6. Retention

Finding great talent is one thing, but keeping them long term presents a different set of HR
issues for businesses.

Challenges

Key challenges that arise include:

• Putting the majority of your time and effort into employee retention • Balancing the
expense of acquiring outstanding personnel with the chance that they will leave early.
• Accounting for the variety of factors that might cause retention issues, including: •
External poaching
• Lack of engagement
• Lack of career development
• Lack of growth opportunities
• Non-competitive salaries or benefits

• Monitoring and responding to issues that are causing a rise in employee departures. •
Keeping productivity levels high while juggling all of the above.

Solutions
Potential solutions to this challenge include:

• Finding a precise balance between culture, salary, and incentives that increases
loyalty and retention will need some testing and plenty of honest feedback. •
Employee opinion is continuously monitored using pulse surveys, 1:1 meetings,
anonymous surveys, town halls, and other means.
• Maintaining a market awareness to guarantee your remuneration packages are
competitive
• Monitoring staff attrition and retention rates and responding to what the data
 indicates.

Employee retention is arguably one of, if not the, most critical issue for most HR managers.

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Keeping people happy and functioning at a high level is critical for a company's success, but
it presents several obstacles for HR professionals.

7. Monitoring productivity and performance

Productivity and performance are joint responsibilities between managers and the HR
department. Managers are ultimately accountable for their team's success, but it will be up to
the HR department to make difficult decisions if particular departments or teams aren't
performing to expectations.
Challenges
Key challenges that arise include:

• Monitoring performance and productivity levels to guarantee that the company is

running smoothly and meeting production targets.
• identifying problem areas and taking corrective action
• Working cross-functionally to uncover viable solutions and fundamental reasons of
poor performance.
• Reporting human resource challenges to the executive team, which makes strategic
choices.

Monitoring important indicators, having open dialogues with managers and staff, and
generally functioning as a detective to discover problems are all part of keeping an eye on
productivity and performance. While it is a necessary element of the work, it is a time
consuming task and a regular HR issue in businesses.

Solutions

Potential solutions to this challenge include:

• Using performance management, goal management, and engagement tracking HR

platforms
 • Looking for teams who are exceeding their objectives, evaluating what they are doing
well, and presenting those procedures to the executive team as prospective
adjustments.
• Maintaining open lines of contact with all supervisors to ensure that concerns are
handled before they become a problem.

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In most businesses, the HR department is one of the busiest. This is especially true in smaller
businesses with fewer staff committed to these mission-critical responsibilities. This is a
complicated position with numerous distinct concerns and [Link] with most
business challenges, focussing on strong communication, technology, processes, and goal
tracking can help you overcome these common HR problems in companies.

4.5 SWOT Analysis of Azim Group

SWOT Analysis
SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. By definition,
Strengths (S) and Weaknesses (W) are considered to be internal factors over which you have
some measure of control. Also, by definition, Opportunities (O) and Threats (T) are
considered to be external factors over which you have essentially no control.

In other words, it serves as the foundation for assessing internal potential and limitations, as
well as prospective/likely external possibilities and dangers. It considers all good and
negative elements affecting the firm's success, both inside and outside the company. A regular
study of the environment in which the company works aids in forecasting/predicting shifting
trends and also aids in incorporating them into the organization's decision-making process.
Graph : SWOT analysis model

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The SWOT Analysis of Azim Group. is as following,
Strength:
> The existence of prior strategic Human resources planning initiatives provides various
unique alternatives.
> A effective employment branding strategy and a remuneration philosophy that is
competitive.
> Turnover management that works.
> High safety standards
> Experienced workforce dedicated to mission. Employees part of the all
team > conflict resolution and strongly happy.

Weakness:
> Failure to communicate formally and informally between and within departments. >
Managers and staff are not held accountable for achieving defined and quantifiable
performance goals.
> Equipment and Machineries aren’t updated.

Opportunity:
> Advanced technologies are now available to support more efficient human resource
management.

> Information on best practices in human resources is readily

available. > Good reputation can attract foreign buyers.

> RMG goods are becoming increasingly popular in global markets such as the United
Kingdom, Europe, and Japan.

Threat
> Full-time employees (FTE) with legislatively enforced financial constraints > The

government's move toward privatization is increasing service competitiveness. >

Employees and business may be drawn away from us by other organizations. > High

material cost.

>Rising buyer terms & condition.

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CHAPTER-FIVE
PROBLEMS, RECOMMENDATION &
CONCLUSION
 Page | 43
5.1 Problems

During my two months as an intern, I witnessed a lot of things, which was a great learning
experience for me. Based on my experience at Azim Group, I've discovered few reasons for
the workers turnover the following:

➢ The number of women in high managerial positions is low. Day by day women
empowerment is increasing and it is visible that in some cases women are doing much
better than that men can do. However, women's participation in the Azim group at the
highest levels is still low.
➢ The majority of Azim Group’s recruitment is done internally, which means the
company deprived of getting highly qualified people. The majority of openings are
filled by relatives of existing employees or employees' referrals. They believe that this
type of recruitment will help them having much more loyal workforce.
➢ There aren't enough promotional and motivational activities for employees. There are
 no attractive incentive plan for workers as well employees to increase their
participation. The workforce has the intention to just finish their daily routine work.
➢ Except for senior management, there is a high rate of turnover at all levels. Different
organization focus on different strategies to keep their skilled workforce to them.
Some plans attractive incentive plans or some other take different action to get the
employee feel as an important member of the organization family.
➢ Different companies provide different services, such as better working environments,
better working conditions, and higher pay, job pressure, and working hours. Some of
the reasons are: distance from house to work, etc. Workers concentrate on what they
need. If pay is the motivating factor, their turnover rate is significant. Other
advantages are being considered as well. However, perception also plays a significant
impact.
➢ Floor managers are behaving harshly with their employees in order to meet their
goals. It becomes popular in the clothing industry.

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5.2 Recommendation

Fundamentally, recommendations are suggestions for what can be addressed. As an

intern, I have a limited understanding of the field. However, I am providing some advice
based on my learning experience:

➢ More women involvement would be made in top level management to have balance
between hard work and patient in the workplace. If women participation of the top
level are increase,it will occur more competition each other.
➢ External recruitment source would be addressed to find out the right person for the
right [Link] the company will not give priority in external recruitment it will be tough
to exist in competitive market because of quality people.
➢ Azim Group will aim to strengthen their management style in order to overcome
 worldwide issues in various situations. Although the current management is adequate,
it should be dynamic in the future to improve all elements.
➢ TNA would be conducted to find out the need for training and provide more effective
training for increase employee skill so that they will perform in any situation. For
motivation the company increase increment rate, incentive, basic etc.
➢ Misbehave isn't always provide better output .So try to include them in Theory Y. it is
best way to get better out from them.
➢ In spite of low unrest in the factory, Azim Group. would give more emphases on
workers right and try to strictly implement the different laws. If the workers are
satisfied their production capacity will boost up by themselves.
➢ To prevent absenteeism, the organization would prioritize worker health by providing
suitable masks, hand gloves, gum boots, helmets, and other protective equipment not
just before the buyer arrives, but also on an ongoing basis as needed.

Finally, it can be said that Azim Group will take the aforementioned efforts to address the
current issues.

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5.3 Conclusion

At the end of the research, we can conclude that Bangladesh's present and future investment
industries are unquestionably profitable and promising. If appropriate steps are implemented,
these industries will make a significant contribution to the economy. One of our country's
golden gooses is ready-made clothing. The importance of this sector in our socioeconomic
growth cannot be overstated. This industry generates the lion's share of our foreign exchange
earnings; it is also the greatest employer of women in the private sector.

Azim Group is a limited liability business. It is a joint stock business that has been registered.
Bangladesh owns the whole company. It has a favorable impact on Bangladesh's economy. They are
Bangladesh's largest export-oriented apparel manufacturing enterprise. They value quality and time,
and place a great value on keeping a purposeful harmony in their working process and surroundings.
Azim Group is an ISO 9001:2008 certified organization. This is one of the most exciting potential in
the ready-made clothes industry. Foreign customers might easily become interested in our ready-made
clothing business.

The honest work has been fully recognized, and Azim Group is now the happy recipient of a slew of
international honors.

Finally, I hope that the country's largest garment-based private organization continues to grow on a
daily basis.

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Lessons from my Internship

Overall, working with Azim Group was a fantastic learning experience for me and an
amazing honor. This experience made me aware of my own skills and flaws, as well as what I
need to do to prepare for the job market. Most significantly, it taught me my first lesson on
how to conduct yourself in a business setting. It provided me with my first corporate
experience as well as practical education on what happens in a real-world working setting. I
aim to put my knowledge and experience to use as I advance professionally. If I want to
mention what I learned from my internship, it will be as follows-
 ➢ An overview of the RMG sector of Bangladesh.
➢ Dispute Handling.
➢ A good communication system that is both top-level and functional.
➢ A good attitude that is needed to perform in working environment.

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Reference:

Books

➢ A Handbook of Human resource Management practice, Kogan page,8th Ed.,2001 ➢

Aswathappa, K. (2009). Human Resource Management (5th ed.). New Delhi, India : Tata
McGraw-Hill Publishing Company Ltd.
➢ Belcourt, M., &McBey, K.J. (2004). Strategic Human Resource Planning (2nd
ed.).Toronto, Canada: Nelson Education.
 ➢ Dessler, G. (2013). Human Resource Management (13th ed.). New Jersey, USA:
Pearson Education Inc.
➢ DeCenzo, D.A. & Robbins, S. P. (2013). Fundamental of Human Resource
Management (11th ed.). USA: John Wiley & Sons Inc
➢ Himalay Publication House, 3rd Revised & Enlarged edition 2009,Pg-199-203 ➢
Mathis, R. L. & Jackson, J. H. (2013). Human Resource Management (12th ed.). USA:
South-Western Cengage Learning.
➢ P. Subba Rao, “Essential Human Resource managemt & industrial Relations” ➢
Robbins, S. P. &Coutler, M. (2012). Management (11th ed.).New Jersey, USA: Pearson
Education Inc
➢ Taher, M.A. & Khan, A.A. (2015).Human Resource Management & Industrial
Relations (4th ed.).Bnagladesh: Abir Publications.

Journals

• Employee service regulations and a code of conduct Azim Organization. •

Azim Group has a diverse business volume.
• Brief profile of Azim Group.
Website

• Web site of BGMEA [Link]

• [Link]

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