The reforms made during the reign of terror helped france. Essay Example for Free

The reforms made during the reign of terror helped france. Essay Maximilien Franpis Marie Isidore Robespierre (PA: [ma. ksi. mi. lJE fBd. swa ma. Bi i. zi. d0B da BO. bES. pJEB]; 6 May 1758 28 July 1794) was a French lawyer and politician, and one of the best-known and most influential figures of the French Revolution. As a member of the Estates-General, the Constituent Assembly and the Jacobin Club Oacobin leader during the Reign of Terror), he advocated against the death penalty and for the abolition of slavery, while supporting equality of rights, universal suffrage and the establishment of a republic. He opposed war with Austria and the possibility of a coup by the Marquis de Lafayette. As a member of the Committee of Public Safety, he was an important fgure during the period of the Revolution commonly known as the Reign of Terror, which ended a few months after his arrest and execution in July 1794. Influenced by 18th-century Enlightenment philosophes such as Rousseau and Montesquieu, he was a capable articulator of the beliefs of the left- wing bourgeoisie. His supporters called him The Incorruptible, while his adversaries called him dictateur sanguinaire (bloodthirsty dictator). His reputation has gone through cycles. It peaked in the 1920s when the influential French historian Albert Mathiez rejected the common view of Robespierre as demagogic, dictatorial, and fanatical. Mathiez argued he was an eloquent spokesman for the poor and oppressed, an enemy of royalist intrigues, a vigilant adversary of dishonest and corrupt politicians, a guardian of the French Republic, an intrepid leader of the French Revolutionary government, and a prophet of a socially responsible state. l] In recent decades his reputation has suffered from his association with radical purification of politics by the killing of his Contents [hide] 1 Early life 2 Early politics 3 Jacobin Club 4 Opposition to war with Austria

Financial strain Essay Example for Free

Financial strain Essay I agree with the need of practicing consistency in the physician’s clinics. Evidence-based practice is a very useful tool and is something that is highly recommended to be integrated into the daily clinical practice like in the high quality care of diabetes. Diabetes at present ranks seventh as a primary reason of death in the first world countries and in the United States, for example, costs approximately more than $132 billion annually in healthcare and is still expected to rise yearly to as much as $192 billion in 2020 (Molinaro, 2008). This financial strain in the healthcare system could have been one of the triggers why the American Diabetes Association launched the Diabetes Physicians Recognition Program (DPRP) as a tool in effectively addressing this disease. The management of diabetes is important in the children population as well since it affects not only their health and safety but also their emotional and intellectual growth (Meyers, 2005). Like any other program that is put in place, the challenge always lies in sustaining them after they are implemented. Although the new process of diabetes check for every office visit demands longer time for both the patients and mid level providers, parties involved should be constantly reminded that this preventative program would ultimately benefit everyone by the early detection of diabetes and resultantly, its proactive treatment and prevention. The physician of the practice should be reminded that a lot of effort and resources were expended in getting the DPRP accreditation and implementing its various elements and processes are vital in making the program effective and achieve its desired end. Early intervention of the practice physician to ensure compliance of mid level providers is required to continuously sustain the program. This would set the example for patients to also do their part in ensuring that they also comply with requirements. References Biotech Week (11/Mar/2009). Bone Research: Research from the University of Ferrara. Bone Research Area. Profitt, W. (2000). Masters of esthetic dentistry: The soft tissue paradigm in orthodontic diagnosis and treatment planning. Journal of Esthetic Dentistry, 12, 86. Meyers, Laurie. (2005). Safe at school: Treating Diabetes in the Classroom. Diabetes Forecast, 5, 44. Molinaro, R. J. (2008). Targeting HbA1c: standardization and clinical laboratory measurement. Medical Laboratory Observer, 40 (1), p. 10.

The Case Of Ryanair In Airlines Commerce Essay

The Case Of Ryanair In Airlines Commerce Essay This case is about Ryanair which is the first budget airline in the Europe headed by Michael OLeary who was the CEO of Ryanair. The case further explains how Ryanair the most profitable airline faced various challenges during the time period of 2004 to 2007 including the backdrop of the European airline industry. Main objectives of this assignment are to provide recommendations to senior management team of Ryanair with strategic choices and recommend new strategic initiatives and areas for improving strategy implementation. In order to accomplish those objectives a strategic analysis of environment, industry as well as the internal performances of Ryanair will be conducted. 3.1 About Ryanair Ryanair was founded by Ryan family in 1985. It has changed from a fully service conventional airline to the budget airline segment with the great turbulence they had faced in 1990. Now it has become the worlds most profitable airline. Ryanairs mission statement Ryanair will become Europeà ¢Ã¢â€š ¬Ã‚ ²s most profitable lowest cost airline by rolling out our proven `low-fare-no-frillsà ¢Ã¢â€š ¬Ã‚ ² service in all markets in which we operate, to the benefit of our passengers, people, and shareholders (Mayer, 2007) It is possible to identify Ryanairs current business scope from that statement. (Thompson Strickland, 2003) They are the Europes most profitable low cost airline who provides low cost no frill services to their customers who are according to (Mayer, 2007) within Europe and price-sensitive with a lower income level or other preferences and less willing to pay for the add-on services onboard. According to (Strategy, n.d) Ryanairs main objective is to firmly establish itself as Europes leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low fares service. Their other objectives includes providing best customer service, providing point to point short haul routes to secondary airports around major population destinations and travel destinations at the lowest possible cost by lowering the operating costs. According to the case they have some future growth plans also. Critical Issues It is possible to identify many critical issues when analysing the case. Among them main issues would be high customer dissatisfaction and poor labour relations. Other issues may include failure to acquire their Irish rival Aer Lingus, announcement of its CEO Michael OLeary to leave the organisation. Models and Theories Used To analyse the macro-environment of European aviation industry, PESTEL analysis, Porters Diamond model and strategy drivers of globalisation will be used. European aviation industry and especially the low cost airline industry will be analysed using Porters Five Forces model and Strategic Grouping method. After analysing external environment, internal analysis of Ryanair will be conducted using VRIO model and Porters Value Chain analysis. Finally a SWOT analysis will be done to review the findings. External Environment Analysis Organizations do not operate in a vacuum. It is been affected and affects the environments in which it operates and so the strategy of an organization. In a highly competitive market it is necessary to analyse the environment an organization operates and assess the impact to its strategy. Finally this analysis would lead to identify opportunities and threats that are facing by the organisation. When analysing the external environment it can be divided into 2 parts, macro-environment and industry environment. Macro-Environment According to (Thompson Strickland, 2003) macro-environment consists of all relevant forces outside an organisation and those factors are far beyond the control of the organisation. Since they have a big impact on an organisations strategy, analysis is very important. 6.1.1 PESTEL Macro-environment can be analysed using the PESTEL analysis. It helps to identify each factor of macro-environment and its effects on the industry in which an organisation operates. This includes the following components (PESTEL analysis of the macro-environment, 2007); P Political This analyses how political decisions, government policies, etc affects businesses. E Economic This considers economic factors like interest rates, taxation, and economic growth. S Social This analyses how changes in social life styles affects demands and businesses T Technological Technology is changing and improving faster. It affects businesses in many ways. New technology can be used to improve product quality and reduce costs. Also new technology creates new products and markets. E Environmental This considers the environmental factors like climate changes, and impact of industrial outputs on the environment L Legal This relates to the legal environment in an organisation operates. Detailed analysis of the PESTEL analysis for Ryanairs external macro-environment and key drivers for changes including environment created opportunities and threats is included under Appendix 1 6.1.2 Globalisation Drivers of Strategy A detailed analysis of how globalisation created opportunities and forced aviation industry to go international especially in Europes context is conducted under Appendix 2. (Jatuliaviciene Kuanskiene, 2006) 6.1.3 Porters Diamond This model has been developed by Michael Porter to understand the competitive position or advantages that certain nations or geographic regions posses in global competition. According to this model certain nations possess competitive advantages over other nations as an outcome of the combination of interlinked advanced activities or factors between related companies in a geographic location. As this model explains governments play an important role in possessing competitive advantage through proactive actions. (Diamond model Michael Porter, 2010) (Diamond model Michael Porter, 2010) According to (Diamond model Michael Porter, 2010) Porter has identified factors for competitive advantages for regions or countries as follows. 1. Firm Strategy, Structure and Rivalry 2. Demand Conditions 3. Related Support Industries 4. Factor Conditions A detailed analysis of how Europe possessed competitive advantage for aviation industry as a region and how it created opportunities for Ryanair is analysed under Appendix 3. Industry Environment Traditionally after conducting a macro-environmental analysis industry analysis is conducted to analyse the level of competition a business likely to face. (The Industry Environment Analysis, n.d) According to (Pearce Robinson, 2005) the level of competition within an industry is depends upon 5 factors. Profitability of an industry is determined by the collective strength of those forces. Those can be analysed using the Porters Five Forces model. Porters Five Forces (The Industry Environment Analysis, n.d) According to Porter competitive forces are as follows; The threat of entry of new competitors. The seriousness of the threat of entrance of new competitors depends on the barriers presents in a particular industry. If barriers of entry are high and the new comer expects high reactions from existing firms, new firm will think twice before entering. Some barriers to entry are as follows; economies of scale, product differentiation, capital requirement. (Pearce Robinson, 2005) The bargaining power of buyers. When buyers have more power than sellers they can force down the price and thereby affecting the profitability of an industry. (Aaker, 2005) The bargaining power of suppliers. In situations like when suppliers sell for too many customers and when the supplier switching cost is high from the buyers perspective the bargaining power of suppliers can be high.(Aaker, 2005) The threat of substitutes. Firms from different industries can have close competition if their products substitute each other. According to (Thompson Strickland, 2003) competitive pressure from substitute products depends on factors like price of substitutes are attractive, whether substitutes provide satisfactory performance, etc. The Rivalry among competitors in the industry. According to (Aaker, 2005) intense of competition from existing competitors depends on factors like, the number of competitors, their size, similarity of their product offerings and strategies, high fixed costs of businesses and existence of high exit barriers. A detailed analysis of Porters Five Forces model and how each force impact the profitability of the Ryanairs industry which is low cost airline industry is conducted under appendix 4. 6.2.2 Industry Life Cycle Analysis Life cycle stage strongly affects the industry growth rate (Thompson Strickland, 2003). Organisations will have to change their strategy when they move from different stages of life cycle. Analysis of Europes aviation industry is included in Appendix 5. 6.2.3 Strategic Grouping According to (Thompson Strickland, 2003) a strategic group consists of those rival firms with similar competitive techniques and positions in the market. Using strategic group concept can help analysis of competitors in an industry. Reducing the number of competitors into manageable groups certainly make it easier the analysis than analysing large number of competitors (Aaker, 2005). Appendix 6 contains a strategic groping map for the aviation industry in Europe. 6.2.4 Key Success Factors Analysis According to (Thompson Strickland, 2003) KSF are prerequisites to success in a particular industry. They can include particular strategy element, product attribute, resources, competencies, competitive capabilities. KSF can be identified from the industry analysis. A detailed analysis of KSFs of budget air line industry in Europe is provided under Appendix 7. 6.3 EFAS (External Factors Analysis Summery) According to (Fletcher, 2003) after finding main external factors that can affect a business by conducting external environmental analysis EFAS table will be used to organize those factors into opportunities and threats and measure the perceived importance of particular factors. Ryanairs EFAS is attached in Appendix 8. Internal Environment Analysis An internal analysis is a must to identify organisational strengths and weaknesses which are essential in strategy formulation. (Pearce Robinson, 2005) Understanding business in depth is the goal of an internal analysis. This analysis would have more emphasis on the analysis of performances. (Aaker, 2005) Internal analysis can begins with analysis of financial performances. Financial Performances According to (Pearce Robinson, 2005) there are four basic groups of financial ratios. Those include liquidity ratio, leverage ratio, activity ratio and profitability ratio. Liquidity Ratios these ratios are used to measure whether organization is in a good position to meet its short term obligations. Leverage Ratios this ratio is used to identify the firms source of capital either owners or outside creditors. According to (Pearce Robinson, 2005) the most used leverage ratio is total debt divided by total assets. Total debt includes current liabilities and long term liabilities. Activity Ratios these are to be used to analyse whether an organisation utilizes its resources effectively or not. According to (Pearce Robinson, 2005) it is possible to establish an organisations efficiency of its operations by comparing revenues with the resources used to generate them. Profitability Ratios According to (Pearce Robinson, 2005) profitability is the final result of larger number of strategies and decisions made by an organisations management. The profit margin is calculated by the widely used ratio of return on sales (ROS). And other useful ratio is ROI (return on investment). Financial analysis of Ryanair is attached under Appendix 9. Resources and Capabilities analysis The difference between resources and capabilities is defined by (Gallagher, 2004) as resources, what companies have, versus capabilities, things companies can do. Resources and capabilities can take many forms they range from tangibles to intangibles, examples may include plant and equipments, financial resources, technology a company posses, brand and reputation and even expertise an organization posses. (Gallagher, 2004) According to (Fletcher, 2003) tangible resources can be listed in the balance sheet and they become rarely competitive advantages because of their nature and intangible resources can often play big role in competitive advantage creation. In there the organisational capabilities are defined as complex combinations of both tangible and intangible resources. According to (Thompson Strickland, 2003) a companys competencies become a meaningful competitive capability customers value them as valuable and beneficial. Core competencies are resources and capabilities that serve as a source of competitive advantage over rivals. (Internal Analysis Competencies, 2009) Ryanairs resources and capabilities analysis is included in Appendix 10. VRIO analysis and Competitive Advantages This model says that in order core competencies and resources to become sustainable competitive advantages for an organisation, they should have characteristics as follows (Gallagher, 2004); Valuable A resource will become valuable if it can help the organisation to face threat or capitalize on an opportunity. Most importantly those should be valued by customers. Rare If resources are scarce or they are not available to an organisations competitors they become rare resources. Inimitable This means that resources cannot be easily imitated or substituted. Usually intangible resources or capabilities like a good brand image cannot easily be imitated. Organized There is no use from a valuable resource if it is not well utilized by the organisation. Therefore it should be very well organized to be utilized. A complete analysis of Ryanairs resources and competencies using the VRIO model to identify Ryanairs competitive advantages is included under Appendix 11. Value Chain Analysis Value chain proposed by Michael Porter analyses systematically the series of activities an organisation performs to provide products or services to customers (Pearce Robinson, 2005). A firm can achieve competitive advantage over their competitors by performing these strategically important activities better than competitors. According to (Gallagher, 2004) many processes that are identified in value chain analysis can be a potential source of VRIO resources. (Morrison, 2007) Major categories of activities are grouped in to primary activities and support activities. Primary activities help directly the physical creation of products where support activities provide inputs or infrastructure to help primary activities to take on ongoing basis. Primary activities that are identified by this model are as follows (Pearce Robinson, 2005); Inbound logistics activities that are associated with receiving, storing inputs to production Operations activities related to transforming inputs into products Outbound Logistics activities that are related to distributing products towards customers Marketing/Sales activities associated with informing customers to encourage the purchasing Service Activities that undertake once products are sold to customers to enhance or maintain the value of products. Support activities that are identified by this model are as follows (Pearce Robinson, 2005); Procurement activities that are done within the firm to provide inputs across entire value chain Technology development activities that are done to improve the product as well as the way each activity is performed Human resource management activities conducted in order to ensure the availability of human resources to each primary activity. Infrastructure activities like accounting, management that are essential to perform all activities in the value chain. Value chain analysis of Ryanair is included in Appendix 12. IFAS (Internal Factor Analysis Summary) According to (Fletcher, 2003) after finding main internal factors that can affect the current and future competitiveness by conducting internal analysis of an organisation, IFAS table will be used to organize those factors into strengths and weaknesses and measure the perceived importance of particular factors. IFAS of Ryanair is included in Appendix 13. SWOT Analysis According to the findings of external and internal environment analysis SWOT analysis would be as follows. Strengths Strong brand image (as the first budget operator and number one in the budget industry) Web site (enabled them to on line bookings, promotions) Financial strength Low cost strategy Advantages of economies of scale and experience curve Innovative promotional techniques used at a lower cost Same fleet of airplanes New more efficient airplanes Weaknesses Customer dissatisfaction Poor quality of services Poor employee relations Decrease in employee morale Some secondary airports are too far from city centres Opportunities Budget airline market is growing Revenue generation from ancillary services Web site can be turn into a revenue generator Can apply low cost no frill into long haul Spread their business to more countries Increase customer base Acquisition of Aer Lingus is a growth opportunity Threats Security issues like terrorism Rapid increase in oil price and unpredictable fluctuations Intense rivalry among competitors Changes in customer demographics Pressure from environmental protection groups Costly new EU regulations Conclusion Ryanair as the most profitable airline in the world and the number one budget sector airline in the Europe is not without facing any challenges as it is the nature of the highly competitive modern business world. It was possible to identify many critical issues that were facing by Ryanair like high customer dissatisfaction and poor labour relations and many other threats which are externally created when analysing the case. Macro-environment, industry and internal analyses were conducted to analyse the current situation of Ryanair. From the external environment analysis it was possible to identify many opportunities that were created by the environment like growth in the budget airline industry in Europe and opportunities created by internet, etc. Also they were facing many threats like new EU regulation, environmental concerns, fluctuating oil prices and terrorism threats. Further from the internal environment analysis it was possible to identify number of strengths that are possessed by Ryanair like strong brand image, their financial strengths, efficient operations, etc and their weaknesses like customer dissatisfaction, poor employee relations, etc. In the analysis it was found that there is a huge growth potential in Europe and they could successfully win over the competition if they utilize their strengths like brand image and financial strength to beat competition and if they can minimize weaknesses like customer dissatisfaction there will be no chance to competitors like easyJet to outperform Ryanair. Therefore it can be said that the management of Ryanair needs to consider adjusting their existing strategies or if required formulate new strategies to capitalize on the opportunities using their strengths and more importantly to minimize the weaknesses and face externally created threats using their available strengths and opportunities.

Sanitation and Medicine Changes in the Nineteenth Century :: Essays Papers

Sanitation and Medicine Changes in the Nineteenth Century The revolution in sanitation and medicine in the nineteenth century was a huge step forward in the public health movement. It brought about a major shift in the ideas of how individuals fell ill with a particular disease. While people used to think that diseases were sent by gods, they came to realize that illnesses were the result of germs, and could be controlled. There were new ideas about disease, and new discoveries in medicine and surgery that were a benefit to all people. What resulted was a much healthier population overall, from the working class to the upper class. Society used to think that people got sick because of religious reasons. They thought that people would become ill because they had somehow displeased the gods that ruled the earth. In order to restore health, people brought offerings to temples and prayed to the gods. Any "medical" procedures, or procedures that society later considered to be medical, were done not by any rational means, but done because they were parts of superstitious rituals. For example, when a person got a massage, or underwent bloodletting, a spell was said while the procedure was taking place, and the spell was what was considered to be the most essential part, and able to restore the person’s health (Sigerist, pg.132). Although the practice of healing through rituals took place much earlier in history (it began in ancient times), most of society still had not caught on to the idea that dirt and health were related by the beginning of the nineteenth century, and they certainly had not thought of germs yet. People bathed once a week, at most. If skin was covered by an article of clothing, there was no reason for it to be clean. Of this view, Henry E. Sigerist writes, "A woman’s leg clad in silk was attractive, even if it was filthy underneath," (pg. 26). In addition, doctors and other early health professionals had not yet come to realize that their clothes could be a transport for germs from one patient to another. Ann F. la Berge, who wrote about the public health movement in France, pointed out that society, once it began to figure out how germs could be spread, failed to realize that germs could simply be airborne, causing anyone to get sick.

Fredrick Douglass Essay example -- Biography Biographies Bio

Frederick Douglass, an abolitionist who altered America's views of slavery through his writings and actions. Frederick's life as a slave had the greatest impact on his writings. Through his experience as a slave, he developed emotion and experience for him to become a successful abolitionist writer. He experienced harsh treatment and his hate for slavery and desire to be free caused him to write Narrative of the Life of Frederick Douglass. In his Narrative, he wrote the story of his miserable life as a slave and his fight to be free. His motivation behind the character (himself) was to make it through another day so that maybe one day he might be free. By speaking out, fighting as an abolitionist and finally becoming an author, Douglass's transformation from a slave into a man. In a preface of Douglass' autobiography, William Lloyd Garrison writes, "I am confident that it is essentially true in all its statements; that nothing has been set down in malice, nothing exaggerated, nothing drawn from the imagination; that it comes short of the reality, rather than overstates a single fact in regard to SLAVERY AS IT IS."(Garrison, 34). The significance of this statement validates and promises that Douglass' words are nothing but the truth. This made the narrative more marketable to the white audience and people were listening. Douglass realized that he did not need assurance from white people to be respected. That's why he addressed his master for all the wrong things done to him. Slaves are looked as not human. Douglass completes his journey from slave to man when he creates his own identity. He speaks out, fighting as an abolitionist and finally becoming an author. Douglass tells his story not simply as a search for fr... ...e torture and pain of slavery, he had an excellent reason to fight for the abolitionist movement. He became successful in his fight against slavery. His works documented the rise of a slave to a free man, to a respected speaker, to a famous writer and politician. In his narrative, Douglass simplifies his experience to that of other slaves showing the cruelty, psychological and physical struggle of slaves. Douglass went through several life changes, from being a slave to having freedom. He went from the south to the north, from a young man to a well known and respected speaker. This man helped America come to terms with slavery which was an important factor in the abolitionist movement. Works Cited Frederick Douglass, Narrative of the Life of Frederick Douglass, An American Slave, Written by Himself (New York, N.Y.: W.W. Norton and Company, 1997).

Teaching Philosophy :: Education Teachers Reflective Writing Essays

Teaching Philosophy I believe the main purpose of teaching any subject is to encourage students to think critically and appreciate knowledge. Thinking critically is a skill students, no matter where their lives lead them, will need. A teacher should be dedicated to the content they are teaching and should love what they are doing. The fact that students are learning the subject is not enough; a teacher also has an obligation to foster an enjoyment of learning in their students and to show them how they can apply it to their own lives. Teachers should be able to show students that what they are learning in the classroom is relevant to their own lives. The subject material and the students’ response to the subject material should be helping them learn about themselves, and the people they want to be. As for the actual methods of teaching, the students should always be actively involved in everything they are learning. No student wants to sit in a desk for forty-five minutes listening to their teacher lecture. Discussion and having students solve problems for themselves should be main components of the classroom. I believe facilitating discussion, especially in an English classroom, is one of the most important aspects of a child’s learning experience. By discussing their ideas with the teacher and other students, they are learning to effectively express their opinions and think further about what they are learning. The teacher needs to play an important role in ensuring students feel comfortable about speaking about their ideas and encouraging them to give voice to their opinions. A teacher’s work should not be confined to inside the classroom but should extend outside as well. The students they are teaching are the ones in whose hands the future of the world lies, and so a teacher’s responsibility is to demonstrate to students that they need to have a commitment to the world they are living in. A teacher should help their students to know more their world and community through the subject matter they are teaching. This should manifest itself in teaching about tolerance, respect and fostering a desire to better the world they are living in.

Internship Report(Hr Development)

â€Å"HUMAN RESOURCE MANAGEMENT PRACTICE† A study on Mithun Knitting And Dyeing Ltd, CEPZ, Chittagong [This internship report is submitted for the partial fulfillment of the degree of Bachelor of Business Administration (BBA) with major in HRM] Prepared by: Md. Nazrul Islam Khan Matric No: B063061 BBA (Major in HRM) Autumn-2010 Department of Business AdministrationSupervised by: Mr . Nazamul Hoque Assistant Professor Department of Business Administration Internship Duration: 30th march’11- 30th June ’11 Date of Submission: 9th June’ 2011 Signature of the Supervisor Department of Business Administration Faculty of Business Studies International Islamic University Chittagong Date: 9th June ’2011 To The Head Department of Business Administration International Islamic University Chittagong Sub: Submission of internship reportDear Sir, With due respect and humble submission to state that I’m a student of BBA, Major in HRM, in your faculty . I have successfully completed my internship in Mithun Knitting and Dyeing Limited, on Human Resource Practice. I tried my level best to cover the report with relevant information that I have collected during three month internship period. Garments officials have also cooperate to make this happen.During this time they shard their knowledge and to me to know about various Garments activities. I beg your kind excuse for the error that may take place in the report in spite of my best effort. I believe that you would be kind enough to accept this report and evaluate with your sagacious judgment. Sincerely yours MD. NAZRUL ISLAM KHAN Matric No: B063061 BBA (Major in HRM) Autumn-2010 Department of Business Administration International Islamic University Chittagong Acknowledgement: First I would like to thank to almighty Allah for giving me the patience, courage, assiduous and expansion of mantel faculty to prepare this report.It is an immense pleasure to me that this report is the out come of my dedicated effort to prepare a standard report and know in details about the HUMAN RESOURCE PRACTICE in Mithun Knitting and Dyeing Ltd. At the very outset, I would like to take this opportunity to express my honorable supervisor Mr. Nazamul Hoque, department of Business Administration , IIUC, for his valuable suggestion and cooperation. I also like to thank my coordinator of my BBA program. I would like to thank Mr. Bashir Ahmed (Manager, Admin) and Mr. Abdus Sobhan(Sr.Officer,admin & compliance), for their continuous support ,inspiration and giving me uncountable support to prepare this report . Without their help, its not possible to me complete this report. I also very much pleased to Mr. MD. Showkat Hossain(Asstt. Manager,Commercial) of MKD, to giving me the chance to start my internship in MKD. My sincere thanks go to the others who were involved and helped me directly and indirectly in preprinting this report as well as my faculties, IIUC. Executive Summary: Human Resourc e Management is one of the major fields of the study in today’s business world.Human Resource Management means â€Å"To care for people or look after people, to manage affairs†. Its simple meaning is â€Å"Management of affairs and looking after people† HRM is a process, common to all group, effort public or private, civil or military, large scale or small scale. It is a process of managing effectively and smoothly the functioning of institute governed by its rules and regulations. The main motto of preparing this report is to know the details of HR practice in MKD. All of you know that HR is a social science and talk of time in today’s world. HR play pivotal role in smooth operation of organization.British Institute of HRM defines HR as that part of management concern with people at work and with their relationship within an enterprise. HR Department does an important role in MKD ltd. Through this report I will understand about my practical experience in HR practice in MKD ltd. I also make you understand about brief idea of MKD ltd. They practice HR for employee selection, increment policy, auditing, training program, about the whole thing of HR practice in MKD ltd. And also add recommendation and conclusion. Table of Contents Chapter: 1 1. 0| Background of the study| 1. 1| Introduction| 1. 2| Objectives of the study| . 3| Methodology of the study| 1. 4| Scope of the study| 1. 5| Limitation of the study| Chapter: 2 2. 0| About MKD Ltd. | 2. 1| A brief company profile| 2. 2| Production facility | 2. 3| Major products| 2. 4| Business procedure| 2. 5| Group profile | 2. 6| Vision| 2. 7| Values | 2. 8| Objectives| 2. 9| MKD performing following buyers| Chapter: 3 3. 0| Organogram of MKD department| 3. 1| Various department| Chapter: 4 4. 0| Meaning of HRM| 4. 1| Function of HRM| 4. 2| HRM practice in MKD Ltd. | 4. 3| Recruitment policy in MKD Ltd. | 4. | Employee selection of MKD| 4. 5| Selection process| 4. 6| Selection policy| 4. 7| Training & Development| 4. 8| Training for| 4. 9| Benefit of training| 4. 10| Training method| 4. 11| Training place, duration & trainer| 4. 12| Training evaluation| 4. 13| Training program | 4. 14| Compensation| 4. 15| Some other compensation for| 4. 16| Payment of wages | 4. 17| Worker not entitled to compensation| 4. 18| Performance appraisal| 4. 19| Who will be apprised| 4. 20| Methods of performance appraisal | Chapter: 5 5. | Findings| 5. 1| Recommendations| 5. 2| Conclusion| 5. 3| Reference| Appendix: Chapter-1 * Introduction of the study * Objectives of the study * Methodology of the study * Scope of the study * Limitation of the study 1. 0 Background of the study: INTRODUCTION: Knowledge acquisition is the foremost duties of a student, knowledge can be gained through a process of stages such as reading, writing, visual, touching and doing it practically. As a part of my BBA program, internship is required for the course. Internship program blends practical knowledge with the theoretical thought.Undoubtedly this is the very inception period of any individual career. As a part of requirement, I did my internship at Mithun Knitting & Dyeing Ltd. ,on HRM for three months, which equipped me with different tools and mechanism that is practiced in different profitable and non-profitable organizations through out the world in a social responsible manner. The internship program not only creates opportunity for the student to acquire first hand information on a giving subject but also wide field of information and knowledge for them. I am assigned the internship program with the aim of practical knowledge on HR Practice in MKDL. 1. . Objectives of the study: It is important to know about the objectives of MKDL. Every activity has some specific objectives. The main and foremost objectives of the study are to know in details activities of HR practice in MKDL. The other objectives are as follows: 1. To acquire practical knowledge and experience on HRM practice i n MKDL. 2. To find out the existing HRM activities on MKDL, CEPZ, Ctg. 3. To know the industrial relation between employers, employees, workers, trade union and Government (BEPZA). 4. To identify the problems relating to HRM in MKDL. 5. To provide suggestions to overcome the limitations of HRM in MKDL. . 3. Methodology of the study: The current study has been conducted through collecting data from primary as well as secondary sources. The sources are interview with the management and employees. Organization’s service rules, policies, procedure and records. * Primary data: Primary data have been collected by observation of MKDL human resource department. Discussion with the officials and resource professionals at this organization. * Secondary data: Secondary data have been collected from the available and relevant magazine, journals, reference book and visit MKDL website. 1. 4 Scope of the study:This study is confined with MKDL only. I have prepared my report on the basis of gathered knowledge, experience and performed during my internship report. I have made all possible efforts to submit this report. I tried my level best to collect data from the MKDL HR department. I have a practical knowledge about EPZ sector and also to know how all company in this area make a vital role in Bangladesh. 1. 5 Limitation of the study: Every activities of the world have some limitation. I face some limitation to complete my internship program. Some are given below: 1. I have no previous experience to conduct the research work. . Some information is so confidential that the authority is not allowed to provide this information. 3. Due to the strategic decision some crucial information is not possible to collect. 4. I start my internship program lately so, its not possible to me arrange a best internship report. 5. Garments and Footwear organization are a wide part of out economy but there is no information available in our newspaper or other media. It is the biggest limi tation for data collection. Chapter- 2 * About MKDL * A brief company profile * Production facility * Major product * Business procedure * Group profile Sister concern * Vision * Values objectives * MKDL’s buyer list 2. 0 About Mithun Knitting and Dyeing Ltd: MKDL getting to be one of the best and diversified business groups in Bangladesh. They are still continuing on the journey of growth, diversity and achievement our growth has been one of the most significant in each area of operation. This made possible by the strong drive of the management and continuous dedication hard work of the rest of their team. MKDL total workers are 629; the HR department facilities these workers. Moreover for their contribution the economy of our country is running. . 1 Company Profile Name: Mithun Knitting and Dyeing Limited Year of Incorporation: 1991 Year of Business Commencement: 1991 Commercial Operation: September: 1993 Legal Form of the Company: Public Limited Company Corporate Office: S ena kalian Bhaban Suite No. 904, 9th Floor 195, Motijheel C/A, Dhaka-1000, Bangladesh Tel: 880-2-9551918,9551890 Fax: 880-2-9564929,9553880 E-mail: [email  protected] net Location of Factory: Plot No. 43-46, Sector-4, Chittagong Export Processing Zone South Halishahar Chittagong-4223, Bangladesh Tel: 800-31-741281,740220 Fax: 880-31-740427E-mail: [email  protected] net Business: Circular knitting, dyeing, finishing and knit Garments Product Range: Fabrics Single Jersey, Interlock, Rib, French Terry, Flat knit (collar & cuff) Fleece Product range: Garments T-shirt, polo shirt, ladies tops, ladies singlet, fleece jacket, sweat shirt, pajama, tank top Capacity: Knitting-13500 kg/ day, Dyeing-white-12375 kg, color-10740 kg/day Garments-basic T-shirt-10000 pc/day, polo shirt-5000 pc/day Authorized capital Tk. 100000000 Paid up capital Tk. 50000000 No. of Employment Skilled-224, Officer-16, Stuff-75, Samiskilled-314, Total=629Origin of machinery USA, Germany, ITALY, Sweden, England, K orea, Japan, China, Taiwan, Singapore, Hong Kong, India, Bangladesh 2. 2 Production Facility: * Knitting section * Dyeing section * * Finishing section * Fleece section * Garments Section 2. 3. major products: * Polo shirt * T-shirt * Fleece jacket * Pajama 2. 4 Business PROCEDURE: * Order Execution : * Lead time: 90 days for new orders and 60 days for repeat order. * Production process time: 14 from the date of receipt of materials. * Mode of Payment: * LC at sight with FOB basis. * CMT basis, payment by TT * Documentation: FOR LC: Original documents to be sent through Bank to Bank as per LC. * FOR CMT: * OPTION-1: original documents to be sent through bank to bank to bank and consignee of BL will be any Bangladeshi bank. * Option-2: If need to send original documents directly with customer as consignee in BL, need to make payments in advance. 2. 5 Group Profile Mithun Knitting and Dyeing Limited is the parents company of their group. The other sister companies of the group are as follows: 2. 5. 1 Sister Concern * Toyo Composite Ltd. Established in 1991 * Pure Cotton Knit Ltd. Established in 1991 * Bangos Biscuits Ltd. Established in 1991 Tallu Spinning Mill Ltd. Established in 1990 * Mithun Knitting and Dyeing Ltd. Established in 1991 * Radio Today FM. Established IN 2006 2. 6 MKDL Vision: To be: * Best quality and right time shipment of the products * The most cost effective procedure of quality products and its item * The best example of an international export oriented company in Bangladesh. 2. 7 MKDL Values: * Team player * Excellence * Responsible * Appreciation * Living * Caring 2. 8 MKDL Objectives: * 100% Safety Record * 100% Delivery on Time * 100% Quality Fine Time * 100% Commitment * 100% Utilization of Resources . 9 MKDL performs the following buyers: * Crocodile * Carrefour,Zara * Dullards * GAP, Sears * Zellards * Otto * Auchan * Carriefore * Neckerman/ Ackerman * Peacock * Answer Mode GMBH * QUESTION Fashion BV * Reebok MKDL maximum buyer is from UK, Germany and Europe side. CHAPTER – Three Department of Mithun Knitting and Dyeing Limited * Organogram of MKDL * Various Department of MKDL | Various Departments member in position:| SL. #| NAME| DESIGNATION| 1| MR. BASHIR AHMED| Manager (Admin)| | Mr. Md. Nurul Islam| Asstt. Manager (A/c's)| 3| Mr. Moin Uddin ahmed| Asstt. Manager(Knitting)| 4| Mr. Md. Showkat Hossain| Asstt. Manager(Commercial)| 5| Mr. Probir Ranjan Dey| Asstt. Manager(Dyeing)| 6| Mr. Jahangir Alam| Asstt. Manager(Mercendiser)| 7| Mr. Jahangir Alam| Sr. Asstt. Engineer)| 8| Mr. Abdus Sobhan| Sr. Officer(Admin; Compliance)| 9| Mr. Shahidul Islam | Sr. Marketting Executive| 10| Mr. Md. Shafiul Azam| Accounts Officer| 11| Mr. Md. Shah Alam| Development ; Security Officer| 12| Mr. Shahidul Alam | Officer(MIS)| 13| Mr. Seddiqur Rahaman| Sub. Asst. Engineer| 14| Mr.Maksud Ali Mridha| Jr. Store Officer| 15| Mr. Keramat| Jr. Production Officer| 16| Mrs. Sultana Karemunneesa| Jr. Officer(DATA COLOR)| 17| Mr . Harun-Or-Rashid| Jr. Officer(Store)| 18| Mr. syed Mizanur Rahaman| Jr. Production Oficer (Dyeing)| 19| Mr. Boadrul Islam| Jr. Production Officer(Knitting)| 20| Mr. Shamim Chowdhury| Jr. Officer(Welfare ; Complaince)| 21| Mr. Gias Uddin| Jr. Officer(Garments)| 22| Mr. Md. Mahafizul Hoque| Jr. Executive (Marketing)| Chapter – Four HRM as practiced in MKDL * Meaning of HRM * Function of HRM * HRM practice in MKDL * Employee selection * Selection process * Selection policy Training ; Development * Training for * Benefit of training * Training method * Training place, duration ; trainer * Training evaluation * Training program are * Compensation * Some other compensation for * Payment of wages * Worker not entitled to compensation * Performance appraisal * Who will be apprised? * Method of performance appraisal 4. 0 Meaning of HRM: â€Å"MANAGEMENT of human resources is the function of all enterprises which provide for effective utilization of people to achieve both the objecti ve of the enterprises and the satisfaction and development of the employees† (Glueck, Management).Allah the almighty has endowed human beings with the power inherent in them which if nursed, nurtured, cultivated, developed and sharpened can unveil the secrets of nature. Human beings become human resource when their skills and abilities developed to undertake some productive activities that are useful to them and to their society. 4. 1 Function of HRM: 1. ACQUISATION: * Human resource planning * Recruitment * Internal * external * Employee socialization 2. DEVELOPMENT: * Employee training * Management development * Career development 3. MOTIVATION: Job * performance evaluation * rewards * job evaluation * compensation benefit * discipline 4. MAINTENANCE: * Safety and health * Employee / lab or relationship 4. 2 HRM practice in MKDL Organization has big impact upon its human resources development and managerial activities. Organization structure influences personal activities wi thin the department as well as relation with others whom it is to serve. That is way MKDL also practices in HRM. Human Resource Department maintains some policy. That also followed by the employee, employed and worker.The policy aims are: Achieving, the main objective of the organization, creating committed employees, developing trained personal, recognizing trade unions as representative of worker, consultative service to employees, delegation of authority, co-operation to and from employees, security of employment, opportunity for growth, fair wages and salary, objective evaluation of work. MKDL played a vital role in society. MKDL have HR department since 1993. Because it is an export oriented organization. HR department maintain policy and they work for the whole organization, as well as for the worker mainly.HRM Practice in MKDL some kinds are given below: * Recruitment policy * Selection * Training and Development * Compensation * Performance Appraisal 4. 3 Recruitment Policy in MKDL: RECRUITMENT is a linking function joining those with jobs to fill and those seeking job. The objective of MKDL recruitment policy is to develop a group of potential qualified people. The recruitment processes attracts qualified applicants and provide enough information for all kind of employees. Hiring the right employee is a challenging process. Hiring the wrong employee is expensive, costly to work environment, and time consuming.Hiring the right employee, on the other hand, pays back in employee productivity, a successful employment relationship, and a positive impact on total work environment. There are six kinds of employees or workers: 1) â€Å"Permanent employees† is an employee who has been engaged on permanent basis after complete of his/her training. 2) â€Å"Temporary employees† is an employee who has been for work that is temporary basis. The electrical engineer is MKDL temporary employees. 3) â€Å"Probationer† is an employee who is provisi onally engaged to fill a permanent vacancy in a post and has not completed the period of his / her privations. ) â€Å"Employee on contract† is a person with who employed on contract basis. The auditors of MKDL are contract basis. 5) â€Å"Apprentice† means a learner that paid an allowance or fixed pay during the period of his/her training. 6) â€Å"Casual† means a worker whose employment in casual basis. 4. 3. 1 MKDL Recruitment Sources: There are two sources of recruitment . These are internal and external sources of recruitment. MKDL mainly follows the external sources for recruitment. One main thing is that MKDL is a public Ltd company. Then the recruitment policy is given below: * Advertisement on newspaper Hang on notice in front of MKDL main gate * Internet ads in there website. 4. 3. 2 Personal File: MKDL maintains a personal file for their worker that is part of recruitment policy. In a personal file each worker some record are their. This are: * Applic ation * Picture * Age certificate * Medical certificate * National certificate * Educational certificate * Appointment letter * Confirmation letter * Increment paper * Any disciplinary letter 4. 4 Employee Selection of MKDL: To select is to choose selection is a screening process. It is the process of picking who have relevant qualification to fill jobs in an organization.MKDL selection objective is to select the right candidate who is physically fit, intelligent and done their job perfectly. 4. 5 Selection Process: There is some process to select employees and worker. MKDL follow these procedures to select best employees to their company for a better output. The process are given below which is follows by MKDL. 4. 5. 1 Reception of Applicant. 4. 5. 2 Preliminary Interview. 4. 5. 3 â€Å"Filling an Application Blank† which provide brief history of an applicant’s background. 4. 5. 4 Employment Test: MKDL follows some procedure to select their employees.Their selection p rocedure test is reliable and valid. Tests aimed at predicting future success on their job. Verities of test usually used as selection tools. * Intelligent tests * Aptitude tests * Achievement tests * Interest tests * Personality tests For the types of employee or worker HRM department of MKDL choose the one of test. 4. 5. 5 Interview: MKDL is a garments company they have worker for factory and employees for several department. To select worker and employees it is different from each other. There are six kinds of employees. For that reason, they follow different types of interviews.Types of interviews: * Non – directive interview * Patterned interview * Situational interview * Panel interview Interviews process: HR department of MKDL have identified certain steps while conducting interviews. * Preparation: selecting the interview process to followed. HR department expertise arranges and selects the employees. * Reception: The interview started on time. * Information exchange: Applicant’s must know what they are applying for and they have to know the idea about it. * Termination: Interviewer’s personal opinions and applicant’s performance basis HR department select the employees. Evaluation: After the interview process HR department select the candidate for next process. 4. 5. 6. Background of Reference checks: Good reference check, when used sincerely will fetch useful and reliable information about the candidate. 4. 5. 7. Preliminary selection in HR department: HR department select the employee or worker. 4. 5. 8. Physical examination: All applicants’ must a medical certificate in MKDL HR department. 4. 5. 9 Placement: Then the following departments select the employee or worker and they should place. 4. 6 Selection policy: In the selection policy, an applicant must have some education qualification.For worker: Workers must be pass min. class eight. For employees: They must be complete their graduation. In addition, for high er level applicant must complete masters’ degree. 4. 7. Training and Development: Training and Development has been always an essential part of human life, particularly in working environment. Workers performs better if they are training in the skills necessary for thir jobs, and managers are better leaders if they are trained up with these skills. 4. 7. 1 Why training is essential in MKDL: Training is essential in MKDL for improve their quality, increase production and improve organizational climate.Because MKDL’s main theme is produce high quality product. For that reason whole organization employees needs training and develop their skill. It important for: * Economy in operation * Minimization of supervision * Better performance * Increase in morale * Uniformity in performance * Effective control 4. 7. 2. Reason for employee training and development: Training and development can be initiated for a variety reasons an employee or a group of people: * When a performanc e appraisal indicates performance improvement is needed. * To benchmark the status of improvement so far in performance improvement effort. As part succession planning to help an employee be eligible for a planned change in role in the organization. * To train about a specific topic. * As part of an overall professional department program. * The operation of a new performance management system. 4. 8 Training For: MKDL has been arranging some kind of training: For worker: * Behavioral training * Technical training For official: To get more efficient officer MKDL arrange some training which a part of their job. Some training fir the technical officer specially arranged. 4. 9. Benefit of training and development: * Increase job satisfaction and morale among employee. Increase employee motivation. * Increase efficiencies in processes, resulting in financial gain. * Increase capacity to adopt new technologies and methods. * Reduce employee turn over. * Enhanced company image e. g. conduc ting ethics training. * Risk management e. g. training about sexsul harassment, diversity training. 4. 10 Training method at MKDL: MKDL provides two types of training that is on the job training and off the job training. The best technique for one situation may not suitable to other situation. ON THE JOB TRAINING Employee or worker coached and instructed by skilled co-worker.By supervisor, by the special training instructor. MKDL also provides various types of on the job training these are coaching or understudy, job rotation or special assignment. Coaching: Coaching method, which also known as internship and apprenticeship method, the employees/ worker is, trained on the job by his/her immediate supervisor. Apprenticeship: In MKDL the person who appointed under apprenticeship, they supervised through their supervisor and they have three months for apprentice period after successful completion of apprenticeship period they appointed as a regular employee/ worker.Job trainee: A manag ement or HR department selects a trainee who moved from job to job at certain intervals. Specials assignment: MKDL provides lower level executives with first hand experience in working an actual problem. Off the job training: Off the job training means that training is not part of the everyday job activity. In MKDL training program, do not arrange by them. BEPZA selected one officer for training and it arrange in outside from the organization. Off the job method following that method. Lecture: It is an old method. Selected expertise gives some lecture to the trainees Conference:Participant gain knowledge and understanding by attending these conferences. Group discussion: Group discussion exchange of ideas and opinions take place which help the participants to develop leadership qualities. Case studies: The case based on actual business situation are prepared and given to the trainee managers for discussion and arriving ata proper discussion. Role playing: The trainer use this method for develop the employer human relation and development of leadership qualities. 4. 11. Training place, Duration and Trainer: Place: MKDL only arrange training program for their worker and the apprentice.BEPZA select the place for the training program. Duration: The training program depends on training objectives. Sometimes for long time or some time for short time. For the apprentices training program arrange for three months. Trainer: For the worker and new employee’s trainer are the upper levels of the worker. However, off the job training, trainers are outside if the organization. 4. 12. Training Evaluation in MKDL: Training evaluation model starts with training need assessment it means that what kind of training are essential for smooth operation of the company.MKDL evaluates TNA by the process of employee or the worker working condition or it called yearly secrete report. 4. 13. Training Program are: * Personal proactive equipment: * First aid * Fair training or dealer * Health and safety * Awareness safety about toxic hazard * Awareness aids 4. 14. Compensation: MKDL compensation systems policies are given below: Gradation of workers| Minimum wages| Remarks| i. Apprentice | US $20(consolidated)| Training for 3 months; may be extended for another 3 months in the maximum. | ii.HELPER| a) US $30 b) US $25| ON completion of training, a works becomes permanent unless terminated during the training period. | iii. Junior operator(Jr. )| a) US $36 b) US $30| A helper, when allowed to operate a. m. chain, shall be deemed to have been upgraded as a Jr. operator. | iv. OPERATOR| a) US $45 b) US $40| A Jr. operator shall be promoted as an operator on completion of 2 years service as such. | v. Sr. operator | a) US $50 b) US $45| An operator having served of 2 years as such shall upgrade as Sr. operator. | vi. High skilled| a) US $58| On completion of 2 years service as a Sr. perator,a worker shall be eligible for promotion as high skilled worker but subject to attaining required skill. | 4. 15. Some other compensation for: * Maternity benefit: A female employee who has completed minimum of six month service shall be entitled on application to maternity leave with pay for eight weeks after confinement on ground maternity. No female worker is entitled to such kinds of maternity benefit if she has two or more children. * Festival leave: Every employee allowed at least eleven days festival holiday with pay in a calendar year. * Compensation for injury sustain while on duty. Every worker shall be entitled to casual leave with full wages for ten days in a year. * Every worker shall be entitled to fourteen days sick leave on half average wages in a year. 4. 16. Payment of wages: * For employee paid on monthly basis , salary paid within the 7 days of the month. * For employee paid on weekly basis, wages by the first working days of the work. * For terminal employees, termination benefit and any other dues payable to the terminated employee pa id within 7 days from the date of termination. * Overtime wages: Overtime wages given MKDL by this method: Basic salary *2*OT Hours/208 * Provident fund:The provident fund given by this method: Basic salary *8033% 4. 17. Worker not entitled to compensation in certain cases: * If worker does not present himself for work at the appointed time during normal working hours at least once a day if so require by the employer or lay-off is due to unauthorized absence from work by workers in another part of the employer. * If worker refuse to accept on the same wages. 4. 18. Performance appraisal: Performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.Job performance is a commonly use, yet poorly defined conceot in industrial and organizational psychology, the branch of psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance. 4. 18. 1. Why performance appraisal is important in MKDL: * PERFORMANCE APPRASIAL can serve as a useful basis for promotion or reward. It serves as a guide for formulating a effective training and development program. * Managers can identify employees who are performing at or above expected level. Then it may help to increase competition. * It identifies the employee’s good or poor performance. * It helps to understand that in which way employer improve their performance. 4. 19. Who will be appraise: * Self – appraise also included, it help to improve employees confidance level to work efficiently. * For worker their performance appraise by supervisor. * Consultant or the auditor appraises whole organization. 4. 20. Methods of performance appraisal:PERFORMANCE appraisal methods are available for judging the performance of the employees. In MKDL performance appraise by upper level of an employee. The method is called the confidential report or yearly secret report. And performance appraise by behaviorally anchored rating scale (BARS) CHAPTER- FIVE * Findings * Recommendations * Conclusion * References 5. 0 Findings: Due to my internship program I got some findings. Such as: 1. In MKDL both internal and external sources of recruitment are followed. 2. For workers, external sources of recruitment are followed. 3. For officers internal sources of recruitment are followed. . Immediate supervisor provide training to the workers in MKDL. 5. In selecting workers normally previous experience is highly considered. 6. Performance is evaluating by the boss/supervisor and it is done annually. 7. The relation is good between employers, employees, worker, trade union (WRWC) and (BEPZA). . 8. The have no internal aud itor. In MKDL HR department so the have to face problem to audit their report. 9. Supervisor are not more efficient that’s why the can’t supervise the worker properly. 10. The company does not pay the salary in due time, trough there is no problem to pay it timely. 1. The salary structure is below standard in some cases. The salary structure is insufficient comparing with present economic situation. 12. MKDL does not provide any transport facilities to their worker. Which is very necessary. 13. The maintain safety and healthy environment for their employees. 14. They arrange on the job training for their employees. 5. 0. Recommendations: For smooth operation of HR department the following task must be completed as soon as possible. 1. MKDL should provide the salary in due time because it helps the employee to give more concentration to the organization. . They should increase the involvement of employee in designing the training program. 3. Fire training and other inju ry training should be providing to the new workers. 4. Supervisor have to more effective because the motivate worker to do their jobs better. 5. Training should be evaluated properly. 6. HR department should recruit an internal auditor. 7. Company HR department should be free from any types of biasness especially on recruitment and selection process. 8. Salary structure should be updated and matched with the market situation.. 9.Company’s HR department should arrange more effective training program in order to increase the employee’s ideas and creative power. 10. The organization provides conveyance bill but when the work late night, they fall in trouble for the transportation. 11. More and more business professional should be appointed in training and development department and it should be off the job. 5. 2. Conclusion: Human Resource Department measures the organization strength in every respect. This aspect must from part of the organization strategic and administr ative thinking. Effort should constantly be made to improve the organization productive capacity.Human Resource is a key factor to consider in organizational development and must emphasized in responding the micro and macro environment changes of Bangladesh. MKDL played a challenging role in Bangladesh. Because MKDL REPRESENTIATIVE OF Bangladesh. For their contribution, our country economic growth increases. Our population directly benefited through the operation of the organization. MKDL and their sister’s company engaged to increase our economic growth. Bangladesh government should provide necessary opportunity for EPZ sector so that it can operate smoothly. . 3 References: 1. Profile of MKDL 2. Many official report of MKDL 3. Different officials and workers working area in MKDL 4. Web site of MKDL 5. Human Resource Management and Industrial Relation By Dr. Abdul Awal Khan Dr. Md. Abu Taher Appendix : Questionnaire for Management Staff: (Give the answer into the tick mark ( ) in the appropriate place) Officer name: Age: Department: Post Name: 1.Does your organization practice HR development? Yes No 2. Does HR department give extra priority to their employee? Yes No 3. Are you getting any extra allowance for training? Yes No 4. Do you get any facility (Lunch or Tiffin) during your office time? Yes No 5. Is your organization getting any suggestion from you if they needed any strategic decision? Yes No 6. In department of HR training and development officers are available? Yes No 7.Do you face any problem when HR department need some improvement for their worker? Yes No 8. What is the time duration of training? 3 month 6 month 1 year Questionnaire for Worker: (Give the answer into the tick mark () in the appropriate place) Worker name: Age: Department: Post Name: 1. Do you get facility from HR department? Yes No 2. Do you use any personal protective equipment?Yes No 3. Do you get personal equipment from your organization? Yes No 4. Do you get train ab out fire drill training? Yes No 5. After training program has your performance ability increased? Yes No 6. Are you get OT and provident fund amount from your organization? Yes No 7. Are you satisfied on your increment amount? Yes No 8. Who get the more priority for training program in your organization? Technical person Non Technical personMITHUN KNITTING AND DYEING LIMITED Annual Confidential Report (Officer) PART-1 (To be filled by concern employee) NAME (IN CAPITAL LETTER): Designation: Department: Date of birth: Age: Qualification: Joining date: Salary while joining: Last increment: Present salary: a) Basic salary: TK.Pay scale: b) House rent allowance: TK c)Conveyance allowance:TK d) Medical allowance: TK e) Other allowance TK TOTAL PART-2 TOTAL POINTS: 100 POINT SCORED: EXCELLENT: 91-100 AVARAGE: 51-70GOOD: 71-90 BELOW AVERAGE: 00-50 GRADE: Assessment of Dept. Head Signature with date: Name Designation: PART-3 (To filled by approving authority) Remark/ General/ Assessment: Approval:- Signature with date: Signature with date: Name: Name: Designation: Designation: