Groupon Business Model
Groupon Business Model
Groupon Business Model
Now-a-days, in Bangladesh, every year, and huge amount of money and talented
HRM are being engaged by corporate to improve the productivity or skills o f their
workforce across the country. Such huge expenditures are made with the
expectation of future returns in terms of improved services to be rendered by
skilled employees. In other words, organizations by investing human resources
development definitely increase the service potentials embodied in human
resources and these investments thus create economic assets for the
organizations.
Human resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager’s responsibilities, but many
organizations find it advantageous to establish a specialist division to provide an
expert service dedicated to ensuring that the human resource function is
performed efficiently.
“People are our most valuable asset” is a cliché which no member of any senior
management team would disagree with. Yet, the reality for many organizations are
that their people remain under valued, under trained and under utilized.
The rate of change facing organizations has never been greater and organizations
must absorb and manage change at a much faster rate than in the past. In order
to implement a successful business strategy to face this challenge, organizations,
large or small, must ensure that they have the right people capable of delivering
the strategy.
The HRM function and HRD profession have undergone tremendous change over
the past 20-30 years. Many years ago, large organizations looked to the
“Personnel Department,” mostly to manage the paperwork around hiring and
paying people. More recently, organizations consider the “HR Department” as
playing a major role in staffing, training and helping to manage people so that
people and the organization are performing at maximum capability in a highly
fulfilling manner.
Company Profile
Partex Group is among the large Bangladesh private sector manufacturing and
service based enterprises, owning and operating over twenty units giving value for
money to all customers.
The group started modestly in 1959 in tobacco trading and with prudent
entrepreneurship of our Founder Chairman Mr. M.A. Hashem today we have a
stake in tobacco, food, water, soft drinks, steel container, edible oil, wooden board,
furniture, cotton yarn and the IT sector. After Bangladesh was established our
Chairman set up M/S Hashem Corporation (Pvt) Ltd. in Chittagong city meeting
the large demand of food and materials needed for sustaining the needs of a new
nation through imports. From importing to import substitution was the next logical
step and the stepping stone into the manufacturing sector, which has matured to
the multi million dollar diverse investment of the Partex Group today.
A dedicated work force and committed board members led by our Chairman and
backed by a market oriented corporate strategy has been the cornerstone of our
success. Today the group has over twenty family owned private limited companies
with a sizable turnover. Ours is a dynamic organization always exploring new ideas
and avenues to expand and grow further.
Long before environment came to dominate the development agenda. Star Particle
Board Mills in the sixties pioneered an eco-friendly industry to reduce pressure on
our scarce forest recourses. It is a unique combination of environmental protection
and commerce; belaying most doomsayers who claim the two to be at odds. The
one score and ten year successful perpetuation of our timber substitute products
not only speak volumes of the foresight of Partex’s founders but also their vision
of the future.
They make particle board from agro-waste, mostly jute stalks, and ensure greater
value to the jute growers of Bangladesh. Products are processed using modern
technology to produce homogenous and strong particle board that can withstand
seasonal change and are free from termite and fungal attack. These particle
boards go on to produce veneered boards of various design and texture. Also door
panels both plains and decorative in various finishes and sizes. In addition their
produce special furniture boards, stylish furniture and even various plywood on our
range of products.
Beside, in house and outside training, recruits business graduates from reputed
universities as management training for mainstream banking to enrich quality of
human resources contributing towards operations effective and long-term
sustainable results.
Vision Statement:
The Sky is not the limit for us, but their expectation is within limits. Therefore, their
imagination soars beyond conventional barriers. Partex Group share or destiny
with their beloved motherland. They want to serve her in the greater quest for
national uplift.
Mission statement:
To sincere traveler, the way is never too long. Partex Group believes in “progress
in diversity and service through entrepreneur”. They are merchants and
missionaries, doers and dreamers, entrepreneurs and professionals. They are
futuristic with emphasis on creating thinking and dynamic action.
High quality financial services with the help the latest technology.
THE SPIRIT:
Objectives:
Partex Group is a customer focused modern banking institution thriving fast in both
earning and ability to stand out as a leading banking institution in Bangladesh.
They deliver unparalleled financial services with the touch of heart to Retail, Small
and Medium Scale Enterprises (SMEs), corporate, institutional and governmental
clients through the outlets of branches across the country. Their business
initiatives center on the emerging need of the clients.
Provided services with high degree of professionalism and use of most modern
technology.
Create life-long relationship based on mutual trust and respect.
Respond to customer needs with speed and accuracy.
Share their values and beliefs
Grow as their customer grows.
Offer first rated solutions of client’s problems and issues.
Provide products and services at competitive pricing.
Ensure safety and security of customer’s valuables in trust with them.
Future program:
The program and strategy and Partex Group have undertaken with their
strengthened positioned and design to create a based from which growing and
sustainable profit can be generated. They are now well positioned to exploit
opportunities that arise from their own progressive activities and then the market
offered. They intend to pursue strategy that will built value for their shareholders.
They main focuses in 2005 will be on:
GROUP MANAGEMENT
Mr. M. A. Hashem
Chairman
Vice Chairman
Mrs. Sultana Hashem
Director
Director
Director
Director
Director
Corporate Office:
GROUP ENTERPRISES
Fotoroma Ltd.
Ferrotechnic Limited
Partex Limited
Products:
Boards
Doors
Plain Board
Plain Door
Veneered Board
Classic Design
Viniyl Board
Band Design
Plywood
Flexible Band
Panel Design
HDF Moulded
Wooden
Door Frame
Partex Group believes their success depends on customers. Thus, their primary
value is fulfillment of customer’s needs. Their manner of achieving this success is
to include value for money,
INTEGRITY:
QUALITY POLICY:
Chairman
Organ gram
Chapter – Three
Teams or work groups exist in all organizations, ranging in nature from ad hoc to
formal. However many teams have not clearly articulated their common purpose
for all team members and have not invested in agreeing the team’s common way
of working.
Company has facilitated many teams to identify the barriers to team performance,
define its core aims and deliverables, agree a team contract on how the team
members will work together, and to develop team working skills. We have
developed expert tools and processes to support team development and provide
ongoing measures of team effectiveness, for example TDP Survey and Senior
Team Development.
These issues motivate a well thought out human resource management strategy, with the precision and
detail of say a marketing strategy. Failure in not having a carefully crafted human resources management
strategy, can and probably will lead to failures in the business process itself.
Methodology:
We were informed in our class and providing written instruction by our teacher
Maksudul Karim yet an individual assignment has to be prepared and would be
submitted by the class of the semester. On the light of the assignment in HRM
practice in Bangladesh.
We developed the research plan for collecting data and information on research
problems and adjusted it in the light of the research objective. We determined what
types of data, facts, figures, and information are needed for the research. Then we
design our research plan considering the following issues.
We have used the observational approach and interview approach for collecting
our required data. A questionnaire is prepared to find out the Human Resource
Management Practices of Partex Group of Bangladesh. We collected the
information from different sources. We had to face a lot of hardship to find this
information. We visited the Partex Group at Farmgate. We also visited their offices
in to different places.
Secondary data is collected to the review of existing data from Internet, Teacher’s
Notes news paper, Internet, TV news & magazine. Another source of our
information was the internet. We visited the official website of the banks to collect
information. For the secondary data analysis there was a limitation in data
gathering.
At each stage of survey, data is checked, edited & coded. By using Statistical
techniques, data is summarized to find out expected result and presented that by
graphical presentation. Data from various sources is coded entered into database
system using Microsoft Excel Software. Preliminary data sheets are compared with
original coding sheets to ensure the accuracy of data entered.
Limitation:
Although we tried our best to make this report based on facts and complete
information available, but we had to pass through some limitations that we believe
are inevitable. We had to do a lot of hard work in order to gather all the information,
carrying out the calculation and complete the assignment. We could not get much
information from websites. So, we had to get appointment from the persons
working there and collected as much information they allowed us to take from
them, bus it is no easy to sit with them.
There was lot of limitation also. First limitation was about gathering the information.
Avoid some direct questions to answer. We had to visit couple of office; we also
had to visit the share market. After managing information from here it wasn’t
sufficient to carry out the comparison between two banks. We also took information
from the internet.
Our second limitation was about comparing the results. We did the calculation and
then based upon the result we compared the two banks. But we had no source of
justifying the comparison by any other way. That was the limitation about
perfection.
Another limitation was the time management. Lack of coordination from the
particular management personnel. We had to do our scheduled classes, we had
to study and at the same time we had manage time to go to different offices, share
market and searching the internet to find information. SEU library service and other
required were not available
Limitation of time:
We had a little opportunity to spend enough time to prepare this type of big report
within a short period of time. For this reason we have to hurry for complete this
report within the time.
Incomplete information:
In collecting many data, we got incomplete answer from the source. That also
hampers our work done correctly and in time. We also found some misleading
responses.
Short experience:
We are in learning stage and have little experience for reporting on such a big
project. We tried heart and soul to prepare the report professionally.
While preparing this report we faced a problem of lacking current and most
updated data. That really made obstacles for preparing this report.
Literature Review:
Hard HRM
The Michigan model is also known as the ‘matching model’ or ‘best-fit’ approach
to human resource management.
Evaluate whether or not HRM has been meaningfully implemented and, if so, to
what extent.
* Consider trends and future developments for the human resource function.
Bach argues that this definition is ‘a little too broad’, stating that such a broad
definition makes it difficult to:
Adopting HRM.
Human resource management has been presented as a radical alternative to
personnel management (…) consisting of exciting, modern ideas which would
replace the stale and ineffective prescriptions of personnel management. In fact,
the process of transition has been slow. The market place for talented, skilled
people is competitive and expensive. Taking on new staff can be disruptive to
existing employees. Also, it takes time to develop ‘cultural awareness’, product/
process/ organization knowledge and experience for new staff members.
After all, this is the justification implicit in HRM models for valuing the human
resource above all others. The following were given as possible explanations:
Insufficient research. Not because of lack of effort but due to the absence of clear,
agreed frameworks within which to conduct comparative research. The root cause
of this was perceived as HRM’s own ambiguity. How were we to look for evidence
of HRM and its effects if we had no agreement on what HRM was?
Intangibility. If people are an ‘intangible resource’ we have an insurmountable
problem – by definition intangibles are immeasurable!
Since then, progress has been made in conceptualizing the problem and
measuring results (…). For example, that ‘low-road’ practices – including short-
term contracts, lack of employer commitment to job security, low levels of training
and unsophisticated human resource practices – were negatively correlated with
corporate performance. In contrast, they established a positive correlation
between good corporate performances and ‘high-road’ work practices – ‘high
commitment’ organizations or ‘transformed’ workplaces. They also found that HR
practices are more likely to make a contribution to competitive success when
introduced as a comprehensive package, or ‘bundle’ of practices.
Importance of HRM
Federal and state laws have placed man new requirements concerning hiring and
employment practices in employees. Jobs have also changed. They have become
more technical and require employees with greater skids. Furthermore, job
boundaries are becoming blurred. In the past, a worker performed a job in a
specific department, working on particular fob risks with others who did similar
fobs. Today’s workers are just as likely, however, to find themselves working on
project teams with the various people from across the organization. Others may
do the majority of their work at home – and rarely see any of their coworkers. And
of course, global competition has increased the importance of organization
improving the productivity of their work force, and looking globally for the best-
qualified workers, this has resulted in the need for HRM specialists trained in
psychology, sociology, organization and work design and law.
But it also creates a new difficulty for managers and supervisors – because they
need to understand and act on the new model of HR Management and learn the
necessary distinctions between the old management and the new empowerment
style. This workshop is designed to provide a Manager or Supervisor of any
function with some `real life tools` and `tips` to become an empowering leader and
establishes their credibility as an effective supervisor.
Topics to be Covered
lBarter system
lLocal supplies of coal, iron, lead, copper, tin, limestone and water power
lDuring industrial revaluation child labor grew far more abusive than ever before
lMany weavers found themselves suddenly unemployed since they could no longer
compete with machines
Functions of HRM
Human resources are critical for effective organizational functioning. HRM (or
personnel, as it is sometimes called) was once relegated to second class status in
many organizations but its importance has grown dramatically in the last toe
decades. Its new importance stems from increased legal complexities the
recognition that human resources are a valuable means for improving productivity.
And the awareness today of the costs associated with poor human resource
management.
Indeed, managers now realize that the effectiveness of their HR function has a
substantial impact on the bottom line performance of the firm. Poor human
resource planning can result in spurts of hiring followed but layoffs- costly in terms
of unemployment compensation payments, training expenses and morale.
Haphazard compensation systems did not attract, keep and motivate good
employees reassigns discrimination lawsuits. Consequently, the chief human
resource executive of most large business is a vice president directly accountable
to the CEO and many firms are developing strategic HR plans and integrating
those plans with other strategic planning activities.
HRM strategy
HRM practices
HRM outcomes
Behavior outcomes
Performance outcomes
Financial outcomes
The model is prescriptive in the sense that it is based on the assumption that HRM
is distinctively different from traditional personnel management (rooted in strategic
management, etc.).
However, Guest has acknowledged that the concept of commitment is ‘messy’ and
that the relationship between commitment and high performance is (or, perhaps,
was – given the age of this material) difficult to establish. It also employs a ‘flow’
approach, seeing strategy underpinning practice, leading to a variety of desired
outcomes.
All the above are important to a manager when seeking to achieve optimum
productivity levels from available resources by marrying scientific management
principles to a human relations approach.
1. Human Resource Policies
The OECD has introduced several human resource policies. For example, policies
exist in the following areas: equal opportunities, training and development, sexual
harassment, non-smoking, part-time work and spouse support and employment.
This section covers who can apply for OECD vacancies and how to apply. It is
important to read this section before moving on to the list of job vacancies.
4. Staff Categories
This section describes the types and grade structure of positions at the OECD.
This information will give you an idea of the level or type of job you would be suited
for before moving on to look at our list of vacancy notices.
5. Other Programmers
Trainees
This section explains how OECD hires trainees and how to apply.
Young Professionals Programmed
Please note that the Young Professionals Programmed vacancy for 2006-2008
was published on our Website from November 18 to December 14 and it is now
closed. The next opening is scheduled for the last quarter of 2007.
Here you will find full information and recruitment procedures for this 2-year
Programmed. Every two years, the OECD recruits the highest quality professionals
to work in 2 different directorates of the Organization. It is a highly competitive
programmed that attracts approximately 2,500 applications for seven posts.
Support Staff
The OECD recruits support staff (eg secretaries, administrative assistants and
statistical assistants) on a regular basis. Recruitment for this category of staff
however is local, i.e. from within France, in most cases. Appointments are for an
initial temporary period. There are however opportunities for extension of these
appointments and there are many opportunities for permanent positions.
To an alarming degree, the author has found during his career that the biggest
factor holding back employee productivity is the attitude of the manager / leader
towards his / her followers. The article on the self-fulfilling prophecy explores this
concept.
Job analysis
A job analysis is a systematic exploration of the activities within a job. It is a
technical procedure used to define the duties, responsibilities, and accountabilities
of a job. Their analysis “involves the identification and description of what is
happening of the job … accurately and precisely identifying the required tasks the
knowledge and the skills necessary for performing the and the condition under
which they must be performed.
The basic methods that HRM can use to determine job elements and the essential
knowledge, skills, and abilities for successful performance include the following:
Observation method:
A job analysis technique in which data are gathered by watching employees work.
A job analysis technique that involves extensive input from the employees’
supervisor.
Diary method:
A job analysis method requiring job incumbents to record their daily activities.
Method meeting with an employee to determine what his or her job entails.
Seek clarification
Develop draft
Review draft with supervisor
Most writers agree that there are certain basic functions all managers perform.
These are planning, organizing, staffing, leading and controlling. In total they
represent what managers call the management process. Some of the specific
activities involved in each function include:
Leading: Getting others to get the job done, maintaining morale, and motivating
subordinates.
They need for human resource planning may not be readily apparent .However an
organization that does not do planning for human resources may find that it is not
meeting either its personal requirements or its overall goals effectively .For
example ,a manufacturing company may hope to increase productivity .With new
automated equipment ,but if the company does not start to hire and train to people
to aspirate the equipment before installation ,the equipment may retain idle for
,weeks or ever months .Similarly an-all male ,all-white organization that does not
plan to add women and minority group member to its staff may well have travel
maintaining high performance and its also likely to become the in a civil rights
lawsuit .Planning for human resources is a challenging task today ,given the
increasingly competitive environment ,projected labor shortages ,changing
demographics and pressure from government to protect both employees and the
environment .The HRM can have a significant effect on an organization in a
number of ways ,depending on what goals a company choose to focus.
Human resource planning has some objectives .For the fulfillment of these
objectives human resources management undertake some activities and program
.If all these activities are properly done and programs are undertake ,that can
determined the efficiency of HRM .However the object of HRM can be mentioned
in the following paragraphs:
1 .To Use Human Resources: The first objective of HR is to ensure optimum use
of human resources .It means proper distribution of functions among the
employees.
4 .To Provide Control Measures: Proper control measure can help in ensuring
discipline in the organization .HR planning determines the accurate number of
human resources and satisfies its demand.
Method of recruitment
50 new hires
Recruiting may bring to classified ads, and mine employment agencies but current
employees are often the best sources of candidates.
Goals:
Are the goals clearly communicated so employees can understand them at
corporate, departmental and individual level?
Do employees agree and support the goals and believe in their achievability?
Structure:
Is the structure appropriate to achieving the goals and are the negatives inherent
in the structure minimized, and the strengths maximized?
Relationships:
Do leaders at all levels define goals and empower employees to deliver them?
Do leaders deal with the conflict and barriers that inhibit individual and team
performance?
Process:
Are there sufficient coordination and integration processes for the delivery of the
goals?
Is there sufficient management information for the performance of work and
sufficient process innovation to meet changing requirements?
Definition of Selection
Technical performance
Leadership
Phase 5- Conditional employee. Applicant undergoes two and one half hour of
physical and substance testing at an area and hospital.
Mobilizing and managing human assets has become one of the most critical
factors for organizational success. Experience and research indicates clearly that
maximizing the contribution of all team members requires a systemic approach
that relies on three characteristics:
Alignment of individual and team behavior and goals with organization values and
strategies
Integration of human asset applications into a common set of processes based on
common success criteria
Distribution of accountability and learning using enabling tools and technology
helps organizations both refine or augment selective parts of their human assets
systems and design and implement comprehensive people strategies. Frequently
we are asked to:
Create a vision, values and supporting competencies
Generate a goal-setting approach
Create talent identification and pipelining process
Produce a human assets management approach (i.e., ensuring availability,
mobilization and development of the right people for the right projects and/or
positions
Develop a process, tools and support materials for creating a learning organization
Integrate the core human asset management applications (e.g., hiring/selection,
assessment, development, learning and performance management) into a
common process
These resources will include information on the following themes:
The basic salary is specified in the offer letter and is payable in euros, as are all
other allowances (family allowances, expatriation and installation). Emoluments
(basic salary and allowances) are payable in arrears, with the exception of the
installation allowance which is payable on taking up duty.
Family Allowances
Family allowances comprise a head of household allowance paid under certain
conditions, an allowance for each dependent person other than the spouse, as
recognized by the Organization.
Annual leave amounts to two and a half working days for each month of service.
Working days (8 hours per day) are Monday to Friday inclusive, and French public
holidays are observed.
The Medical and Social System of the Organization has an excellent and
comprehensive medical and social scheme. This includes paid sick leave and paid
maternity leave. The healthcare insurance covers staff members and their families.
Pension Scheme
All staff members are required to subscribe to the Pension Scheme at the rate of
9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff
members are entitled from the age of 63, and after at least 10 years of service, to
a pension amounting to 2 per cent of the final basic salary per year of service up
to a maximum of 70 per cent for 35 years of service. A reduced pension can be
paid to retiring staff members from the age of 51.The regulations provide for other
benefits in the case of disablement and death.
On the same occasion, and under certain conditions, the cost of removal of
furniture and other personal effects is paid by the Organization.
Currency transfer
Employee Relations
‘Employee Relations’ is a relatively new term which broadens the study of industrial
relations to include wider aspects of the employment relationship, including non-
unionized workplaces, personal contracts and socio-emotional, rather than
contractual, arrangements. This is an area with diverse ideological underpinnings
and political ramifications. Governments have taken an active part in determining
its conduct. In Europe, harmonization is leading to the establishment of works
councils across the EU, giving a new role for collective representation.
In many developed countries the industrial relations of the 1950s to the 1970s
depended on the existence of company rules and regulations which served the
purpose of clarifying what was expected of both employees and employers. Since
then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’
boundaries between required behavior and that which is regarded as
inappropriate. Employees – particularly managers – have been given greater
discretion on decision making in free market economies. This has been
encouraged by ‘neoliberal’ governments throughout the world. Within the
European Union, however, there has been a countervailing emphasis on formal
rules because of the predominance of social market economies at the heart of the
community. Typically, most large organizations continue to have formal rules on:
Timekeeping
Absence
Health and safety
Gross misconduct
Use of company facilities
Discrimination
The enforcement of such rules is a sensitive issue, requiring some form of formal
or informal disciplinary system. Discipline is not only negative, in the sense of being
punitive or preventative; it also makes a positive contribution to organizational
performance. An effective organization cannot survive if its members behave in an
anarchic way. Order within an organization depends on an appropriate mixture of
each of these forms of discipline. Within the context of HRM, however, the
emphasis has moved away from managerial discipline towards self and,
especially, team discipline. Nevertheless, most organizations continue to have
institutionalized disciplinary procedures, largely determined by management.
Workshop Contents
To understand the purpose and steps of the disciplinary procedure and the
grievance procedure
To clarify the link between performance management and discipline
To know about the Unfair Dismissals Act and cases taken under it
To understand the impact of not dealing with issues
Session Six – Leave of Absence
To know the key points of the legislation covering Maternity Leave, Adoptive
Leave, Parental Leave, Force Majuro Leave and Career’s Leave
To distinguish between statutory and non-statutory leave
This workshop is available on a public and in-house customized basis. It is highly
participative and will outline the legislation, and address best practice in the areas
covered for managers and supervisors who deal with people issues.
Equal opportunity
It is the policy of relevant training for its staff to obtain and maintain the mix of skills
and knowledge needed to achieve the highest level of performance in
accomplishing the mission and objectives.
Sexual harassment
Any type of harassment at work, or in connection with work performed on behalf
of the Organization, will not be tolerated and may give rise to disciplinary action.
This includes any action which constitutes sexual harassment.
Non-smoking policy
The protect non-smokers from the effects of smoking, and to help smokers to give
up smoking if they so choose. The Organization’s collective areas are non-smoking
(except areas set aside for smokers). Shared officers are considered to be
collective areas, and are therefore non-smoking.
Part-time work
New officials may be directly recruited to work part-time. The duration of part-time
work may be from 50 to 90 per cent of normal working hours and may be scheduled
in various ways on a daily, weekly, monthly or annual basis.
Based on our expertise we are the supplier of choice in the following areas:
The complex nature of our legislation and working practices requires managers to
be at the forefront of implementing HR policies. Managers and supervisors need
to fully understand the legal implications of day to day management activities such
as refusing annual leave, absence management, dealing with grievances,
interviewing and bullying allegations. Graphite provides a series of practical
workshops to enable managers carry out these activities in a compliant and
effective way:
The progressive equality legislation in Ireland dictates that Dignity and Diversity
awareness is disseminated, and policies and procedures are put in place to
provide all employees with a safe working environment, free of discrimination,
harassment or bullying. We use our expertise to support the development and
communication of polices and complaints procedures, and provide expert training
for employees nominated for Support Contact or Investigator Roles:
Facilitation
Mediation Service
Investigation Support Service
Our experts provide up to date input on the impact of current and new employment
legislation, the requirements for day to day compliance, the responsibilities of
managers and HR, and provide relevant skills practice, case examples and
exercises.
Analytical Part
The selection of the employees as a Partex Group is very complicated and difficult
during the visiting time we know about it. The men/women who want to participate
as an employee in this organization should have to drop the C.V here. Then the
selection committee have choose a very few among them and call them for a
written test. After that those who passed the test then they will have to give an
interview to the selection members. If he qualified all this then he will be an
employee. The process of the HRM department is same. ‘You don’t need to be a
graduate associate in order to fast-track. It’s dependent on how well you’re doing
and how much potential you have. You could be a very high-performing employee,
but that does not mean you can manage very large businesses.
Purpose
Partex Group’s main purpose is to manage the internal customer. Their main
objective is to make the customer satisfied. Their motive is to solve each problem
arises within the customer. Make the life of people easier & more comfortable.
They give the full satisfaction to the customer about the any kinds of errors. They
help staff to ‘use their strengths in their jobs and for them to be successful because
everything we do in HR has to be linked to performance’.
ORIENTATION
A new class of Partex Group’s Human Resource Management begins each July,
the beginning of in the fiscal year. The program kicks off with two days of
orientation. During these days an introduction to the program and the Partex Group
is provided. The Trainees also learn about their first rotational assignment. These
opening days provide the opportunity to meet one another and to meet personally
with a number of Partex Group Human Resource Management System officials.
Meet with supervisors and mentors, both of whom play a major role in Partex
Group career development and training. They serve as advisors and aid the
throughout their rotations.
Partex Group supervise develops the training plan for provides orientation to the
sponsoring agency. The supervisor is responsible for planning, coordinating, and
conducting them developmental activities and evaluating progress. The supervisor
also assigns work to the Trainee that will encourage technical competencies and
career growth. The supervisor evaluates the overall performance of provides input
on the assignment that the Partex Group will be provided after the initial training
year.
ROTATIONAL ASSIGNMENTS
Typically have four rotations within the Partex Group’s Human Resource System.
About every three months, they move to another program area within a different
agency. The rotation types are assigned to accommodate the training plan of the
needs of the sponsoring agency and Partex Group. The scheduling of the rotations
allows the Trainee, supervisor, and mentor to have some degree of choice in both
the variety and agency of the rotations. Depending on the needs of the agency,
the Partex Group the personal training plan, and the requirements of the program,
each rotation can be specialized to one functional area or may be generalized to
encompass several areas.
Through the rotational assignments, they are exposed to the many program areas
within the Partex Group’s Human Resource Management System. These
rotational assignments include comprehensive orientations to the functional
responsibilities, organizational structure, and program areas of the agencies.
Work-related projects are assigned to further enhance the knowledge and
understanding of how the Partex Group functions. Assignments may include
experiences in the following areas:
JOB CLASSIFICATION
Job Classification is a core rotation that all will experience. In this rotation, the
Partex Group will gain an understanding of the responsibility of job descriptions,
use of class specifications, classification principles, and other key Human
Resource of Partex Group topics. The Trainee will develop skills in interviewing
and questioning techniques, report writing, use of database for job classification,
and application of job classification principles.
LABOR RELATIONS
Labor Relations is another core rotation of the program that Partex Group will
experience. In this rotation they will gain an understanding of investigation
procedures, grievance procedures, discipline concepts, arbitrations, and the
conduct of labor-management meetings.
In this rotation the HRM of Partex Group will learn about EEO program plans,
principles of discrimination, and utilization of workforce and job group analysis.
They will develop skills in EEO program plan development, investigation and
resolution techniques, design and conduct of EEO training plans, and advising
managers and supervisors regarding EEO issues and principles of non-
discrimination.
EMPLOYEE BENEFITS
Employee Benefits will give insight to the benefits available to Partex Group
employees; Unemployment and Worker’s Compensation programs; the handling
of leave provisions and holidays; and the relationship between benefits and the
bargaining process. They will learn skills in processing benefit program actions;
monitoring, analyzing, and evaluating benefit program cost; and counseling
employees regarding benefits.
SPECIAL PROJECTS
Partex Group may have a rotation that includes many disciplines. The special
projects will help to develop skills in independent research, team participation, and
report writing.
A rotational assignment in this area will provide the Partex Group with an
opportunity to be involved in the design and development of a new Human
Resource program or the evaluation of existing programs. Assignments may
include participation on teams that are installing a new Human Resource
Management System program or the evaluation of an agency as part of a Human
Resource Management Review.
TRAINING
The training of the HRM of Partex Group does not rest solely on the supervisor,
mentor, and rotational assignments. They reunite regularly for formal training
classes from the Governor’s Office of Administration. The formal training consists
of lectures by Commonwealth professionals, tours of Partex Group facilities, and
group learning activities. The core training focuses on traditional Human Resource
areas, including labor relations, job classification, training and development,
benefits, EEO, pay, recruitment, HR systems and computer applications, research
and evaluation, and safety and health.
Partex Group also may participate in formal training that is offered through their
rotational agencies. Agency-offered training allows the Trainee to develop specific
technical skills that will benefit their work in their rotational agencies.
PLACEMENT
Chapter – Eight
Findings
Partex Group put together an experienced staff to design and merchandise, source
and buys raw materials, develop product and components, and coordinate multi
process embellishment and technical cut and sew operations. They ship finished
product to either distribution or retail from their based distribution center. Partex
Group does it fast and do it right!
Today, supervisors and managers are urged to follow a new model, a more
compassionate, collaborative approach to leadership and Human Resources
Management based on a philosophy of individual empowerment and team effort –
much different than the model of cold authority figures. This modern approach to
supervision and HR Management engages more workers’ intelligence, creativity,
motivation and loyalty. It tends to reduce absenteeism and turnover, while
increasing productivity and problem solving ability.
For my point of view the company should keep its young employees. Every
potential junior auditor one day because a senior sufficient facilities and careful
observation can brings success of these prospective trainee officers. After get
appropriate training, they develop the many skill necessary to become good
auditor. Conducted by research basic work and investigation my point of view the
company should do to keep its young employees.
Confidentiality
Adherence to best practice
Support to the employer in the carrying out of investigations
Effective management of the stages of the investigatory process
Formulation and communication of central issues and findings
Change in power relations and highlights the supremacy of Partex Group’s
management. The management prerogative is rediscovered but in place of
command and control the emphasis is on commitment and control as quality,
flexibility and competence replace quantity, task and dumb obedience. To put it
another way: the managerial agenda is increasingly focused on innovation, quality
and cost reduction. Human resource management makes more demands on
employees, work is intensified…. there is less room for managerial slack and for
indulgency patterns.
Recommendation:
It may please be noted that Partex Group Government regulations do not permit
employment of non-Bangladeshis. These however are only allowed on the request
of the employer for highly technical nature of work not normally available in
Bangladesh, because they follow a bookish selection methods but it is not to a
perfect way in the current suction.
In addition to Partex Group vast sales and distribution network of dealers, they
have 6 sales depots located at strategic points, but it is not possible way of the
business. If they increase their distribution network then it is easy to establish the
business position.
We identified the following six factors as accounting for the increasing interest in
and resort to HRM practices of Partex Group:
2. Strategic groups.
The formation of a high-level strategic HRM policy group, and a lower level working
group, to support the change process. The strategy group would be led by the
Partex Group contain highly influential in HR management. In addition, there would
be private sector representation to expand the knowledge base of HRM and share
good practice.
3. Institutional Analysis.
Linking the Local Consultative Groups (LCG) to the Partex Group is an opportunity
to develop an institutional analysis study funded by the set in motion a
programmed to address HRM/D and could develop better performing Departments
working in accordance with the reformation process. This provides donors with an
opportunity to support skill development once again but this time as part of a public
sector reform initiative.
If the Partex Group were well developed, it could become the professional body
for HRM in the country. Support could include a small scoping study to examine
how the Society could be developed, where and how the public sector would fit,
timescale for any support and long-term sustainability.
They should not be static but reflect the changing organization and engender a
sense of integrity offering assurance to the public (customers etc). It is a proven
effective human resource management tool creating a sense of discipline and
responsibility.
They always says they are the leading of manufacturer, seller and distributor in
Bangladesh achieving their business vision through growth in market reach,
increasing operation size, international distribution, total service and consistent
branding activities by the being most customer focused & Innovative, cost effective
& efficient, environmentally responsible & quality concerned company in the
business. It is not easy process, but they are trying to make a successful business.
Conclusion:
Partex Group focuses on building high quality human resources with expertise and
professional skills adopting the human resources re-engineering and development
plant was a view to creating and excellent clientele service environment for
ultimate achieving of sustain profit growth making no comprising with the quality
assets creation .
Partex Group offer attractive salaries and benefits in line with top industrial
employers in Bangladesh. Scope of advancement is strictly performance based.
They have mobilized adequate distributors to serve all parts of the regions; they
are one of the largest distribution organizations in Bangladesh. This network
makes possible the flow of goods from the producer through intermediaries to the
buyer
The region’s proximity to the market, favorable duty and quota treatment, low cost
environment and strong work ethic make it the ideal place for apparel production.
Partex Group opened their state of the art manufacturing facility. One of the most
modern facilities in their 57,000 square foot facility contains a one shop of
capabilities for the most efficient means of apparel manufacturing available.
Danish Condensed Milk Bd. ltd. is the one of the largest distribution network in
Bangladesh of Partex Group. Hundreds of eager energetic and effective sales
representatives are working supported by our dedicated sales and marketing
division. We are marketing many products namely Ovaltine, RC cola, MUM-natural
drinking water in PET bottles, Danish Condensed Milk, Danish Milk Powder,
Danish Fruit Juice and Distributor of Aktel Scratch Card & E-fill. All the process is
achieved only use the proper method of Human Resource Management.