4.2 HRM Operations

At a general level, it is important to analyze training needs against the backdrop of organizational objectives and strategies. Unless you do this, you may waste time and money on training programs that do not advance the cause of the company People may be trained in skills they already possess the training budget may be squandered on rest and recuperation sessions, where employees are entertained but learn little in the way required job skills or job knowledge, or the budget may be spent on glittering hardware that meets the training director’s needs but not the organization’s.

It is also essential to analyze the organization’s external environment an internal climate. Trends in the strategic priorities of a business, judicial decisions, civil rights laws, union activity, productivity, accidents, turnover, absenteeism, and on the job employee behavior will provide relevant information at this level.

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

ü At the organizational level, senior managers who set the organization’s goals should analyze needs.

ü At the operations level, the managers who specify how the organization’s goals are going to be achieved should analyze needs.

At the individual level, the managers and workers who do the work to achieve those goals should analyze needs, keeping in mind that performance is a function both of ability and motivation.

4.2.1 Human Resource Planning

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

At sitara, major changes according to economic and social environments are required purchasing new and additional office equipment to enhance efficiency e.g., computer hardware or software, coping with the recall of a defective product and dealing with the need for a new design e.g. new automatic rotary machine.

This suggests several specific, interrelated activities that together constitute an human resource planning system.

They include:

ü A talent inventory to assess current human resources and to analyze how they are currently being used.

ü A human resource forecast to predict future HR requirements.

ü Action plans to enlarge the pool of people qualified to fill the projected vacancies through such actions as recruitment, selection, training, placement, transfer, promotion, development and compensation.

ü Control and evaluation to provide feedback on the overall effectiveness of the human resource planning system by monitoring of HR objective.

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5. Structure of the HRM Department:

　

5.1 Number of Employees working in HRM Department

Now I’ll discuss the personnel management of Sitara Textile Industries Limited under various steps of Human Resources Management Sitara Textile also knows this fact and has personnel department right at the entrance of main gate of mill. Personnel Department of Sitara Textile can be critically analyzed on the basis of various steps of human resources management process.

First I would like to describe the ware bouts of department. Department is situated in an old building which was constructed at the time of establishment of Sitara Textile and department was named as labor department. Recently three or four years ago name of department was changed to personnel department. There are only 5 personnel who actually handle the department’s affairs and about 1500 employees are working. There is great work that is to be done by 5 persons and they feel burden on themselves.

6. Functions of the HRM Department:

　

6.1 Major Functions

Every organization whether it is a multinational conglomerates a small business, a religious institution or a government agency depends on people. Appropriate candidates for each job from chairman of the board to night shift janitor must be located either inside or outside the organization and they must be

convinced by pay benefits and working conditions to take and keep the job. They must also be trained and motivated. Handling these functions is part of human resources management’s job.

they feel burden on themselves.. There are six steps.

1. Human resources planning

2. Staffing

3. Training & Development

4. Compensation Management

5. Employee Evaluation

6. Employee Movement and Replacement

6.2 Supports to Other Departments

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

Require the senior HR executive to report directly to the CEO. At present this occurs in about 70 percent of companies nationwide. Consider whether any corporate resource is more important than its people. Ensure that the top HR officer is a key player in the development and implementation of business plans

—providing early warning regarding their acceptance and serving as the CEO’s window on the organization and as a sounding board.

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

ü Major driving forces in the business unit.

ü Major business initiatives in the business unit.

ü Primary directions.

ü Major priorities for key executives of the business unit.

Managers who have used the strategic blueprint process emphasize that its single greatest benefit is this: if forces HR managers to concentrate solely an critical, value adding activities. Such an approach is sorely needed, as a recent American Management survey of 1500 HR managers found. When asked how well HR strategy is linked to business results, 6 out of 10 respondents said it was either not effective or just somewhat effective. Only 3 percent characterized the linkage as “world class.”

　

　

7. Critical Analyses:

　

7.1 Requirement Analysis

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

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

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

Skills requirements, such as typing 80 words per minute, or being able to take dictation by an executive etc.

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

7.2 Data Gathering

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

ü Interviews in some cases, job analysts may interview the employee who is performing the job, the supervisor, or both. This technique may be time consuming, and the danger exists that employees may exaggerate the importance of their jobs. At Sitara Textile interviews are conducted for certain types of

investigations in cases of breakage of rules and regulations. Interviews are also conducted for search of a new candidate but these interviews are just mere formality rather than having professional approach.

ü Observation A second approach to information gathering in job analysis is having the analyst actually observe the individuals performing a job and record observations while doing so. In some instances this method is very useful, but under certain conditions it becomes more difficult if not impossible. At Sitara Textile this technique is implemented in some cases, observations have done for performance judgment and competency of work force.

ü Questionnaires Probably the least costly method of collecting job analysis data is by using questionnaires. Well designed questionnaires have been claimed to be “the most efficient way to collect a wide array of job data and information in a short time. However, there is the danger that a responder will not complete the questionnaires, complete it inaccurately, or take an excessively long time to return it Sitara Textile usually does not use this sort of technique to collect the data.

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

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

　

7.3 System Design

When choosing a system, always remember that the selection is not expected to last forever. That thought should provide a glimmer of hope and some optimism, too. The selection is important and should be taken with great care. At the same time, you should acknowledge that if something better comes along or if circumstances change, you might have made different choice.

ü Develop detailed project plan

ü Develop user groups

ü Purchase hardware

ü Develop independent focused computer applications.

ü Implement independent applications as ready

ü Modify in house forms

ü Modify/customize initial systems

ü Establish procedure

ü Convert data Train HRIS staff

During my internship at Sitara Textile, I found that HR department uses to develop various user groups for example there is separate software running for the work force of processing department and similarly for stitching department. Oracle software’s are in use for the employee’s pay roll system and pay breakup, all the programming has been done by IT department. In pay roll system there is a employee form where the data has recorded and pay break up system is also the part of these pay roll forms. There exists auto generation system at Sitara Textile, employees attendance is being checked through hand scanning recently changed from old procedure of card scanning.

7.4 Implementation

Following are the points which theoretically I read during course of my study

ü Implement HR core

ü Train other HR users

ü Make system available to HR functional specialists

ü Refine HR core

ü Establish mainframe micro link

ü Conduct field analysis

ü Develop procedures for distributed processing

ü Prepare technical documentation

ü Develop/work on other modules

ü Test system and user acceptance

ü Implement additional modules

ü Maintain/enhance

　

　

　

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

8.1 Planning

At Sitara Textile I think very small importance is given to personnel as far as planning is concerned. Upper level management like CEO and Director give low attention to this department. Personal Department does not search for and does not know whether there is need of new employee at same job or not. They only know who is going out and there is a vacancy at the place of out going employee. I have examples for such employees who are doing work of two or three men. There should be better planning for that in order to achieve organizational goal. If the goal is to minimize the expenses it is not proper way to control and is not legally and ethical acceptable.

8.2 Recruitment

At Sitara Textile recruitment is done internally as well externally. Recruiting is to attract qualified people to apply for positions with an organization. Sitara Textile do not advertise their job in newspaper but let the people be informed by existing employees.

Most of new employees are hired on reference basis. There are various authorities to hire the people for various positions. If position of job is that employee would be paid Rs.4,000/- monthly, personnel manager has authority to hire this employee. The finance manager hires employees having salaries below Rs.7, 000/- monthly. And job of value higher than Rs. 7,000/- per month is up to CEO or Director.

8.3 Training & Development

At Sitara Textile every new employee trains himself at his own because training is not done or given properly by the organization. Employee’s new colleagues teach him manners of his job. Sitara Textile does appoint trainee employees who are trained by the existing employees and these trainees are sometime hired for actual jobs. These hired trainees are beneficial for Sitara Textile because they are already trained and understand their jobs. If there is new employee hired who was not trainee at Sitara Textile suffers because of that Sitara Textile do not have proper training program.

8.4 Compensation Plans

As Sitara Textile is an industry of conservative type therefore compensation and reward system is not very much impressive. Compensation level of Sitara Textile is low that is way qualified and talented people hesitating to join Sitara Textile. There are low basic pays offered. One good thing is that including allowances, pays become double of the basic. But gross pay remains at the low level as compared to the other industries. All the textile industries in Faisalabad have low level of compensation except few, so as Sitara Textile. Various allowances are given to employees like medical allowances, attendance allowances and etc. Attendance allowances are only for those employees who are taking less than Rs. 5,000/- gross.

As compensation level is low therefore employees are not very much motivated. Motivation level and morale of employees are low which affects the periodicity of the organization. It is fact that Sitara Textile is well reputed organization and covering productivity requirement but if morale and motivation levels are brought high the productivity could increase. Anyhow Pakistani work force are scared and compelled to take whatever any body gives because of unemployment. Some think is better than nothing.

8.5 Evaluation

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

8.6 Movement and Replacement

At Sitara Textile movement is of three types one is promotion 2nd is voluntary severance and last is termination. In case of good performance promotion or increment is given to the employee and is case of mistake or misbehave only one way that is termination. Sitara Textile do not care employee turnover or things like that, they just replace that employee. In this way movement of employees takes place at Sitara Textile.

This is all about the short-falls and weaknesses of HRM department of Sitara Textile. Despite the fact that department and personnel management is not very good Sitara Textile has great productivity capacity. Emergence of all other industries in Sitara group of industries is example of excellent of Sitara Textile.

9. Conclusions:

　

ü All the sub departments of processing department like bleaching, dyeing, printing and finishing are working under laboratory instructions so laboratory is playing role of executive in quality control.

ü All the schedules of bleaching, dyeing printing and finishing are prepared by the laboratory instead of related management or HR department.

ü There is lack of human resource planning, lack of recruiting activities lack of job analysis, compensation and reward system is not very much attractive and employees are not well motivated in Sitara Textile.

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

ü HRM department is not established and not considered to be very much important. Low attention is paid to this department by upper level management.

ü There is lack of human resources planning, lack of recruiting activities and lack of job analysis.

ü Compensation and reward system is not very much attractive and employees are not well motivated in Sitara Textile.

10. Recommendations for improvement:

Organizations big or small profit or unprofitable have problems and there are always chances of improvements. This is also the condition for Sitara Textile. As problems and difficulties have been identified, now here are some suggestions that may help the organization to improve. This is also the condition for Sitara Textile. As problems and difficulties have been identified, now here are some suggestions that may help the organization to improve.

ü In processing department there is a need of skilled workers. There are certain departments of processing in which employees have been working since long but their efficiency is not improved and

unsatisfactory results come out sometimes. The skilled labor will not only improve the efficiency but also will improve effectiveness. There should be chances given to skilled workers to enter the organization.

ü There should be female artists and designers in design department as females have naturally more esthetical qualities than males. They will really improve the quality of designs and will introduce more innovative design.

ü Expanding product lines that will give more variety to people of country could extend local marketing and ultimately sales would be increased. There should be more staff in local marketing department to enhance the sales figure and to capture wide area of local market.

ü There is need of better working condition in personnel department. Employees of this department are working in very poor condition, chair are broken, air conditioning facilities are not properly in some department like HRM department. That is why morale of employees working in department is low and they are not motivated for doing jobs. This area should carefully be examined and solved.

ü There is need to increase the staff in this department only three or four persons are working with all the affairs regarding let the employees abide by the rules and regulations, recruiting, selecting and other activities. This area should carefully be handled to attract skilled employees and ultimately to enhance efficiency and effectiveness.

ü Job analysis should be done to know what are the jobs needed in the organization. I know some persons who are doing the job of two or three persons.

ü Compensation and reward system should be brought at higher level in order to let the employees be motivated and happy.

ü There should be more fringe benefits for the employees taking into consideration there devotion skill and experience. This higher level would make the employees more efficient and effective.

ü There should be little compensation for trainees as well as they can fulfill their day to day traveling and food expenses. By doing this trainees will show more interest, more devotion, more potentials and will work with full mental and physical efforts.

ü The first aid and other medical facilities should be provided to the employees with in the mill area. There is continuous working in the mill and every time there are chances of any accident or unpleasant incident. So in order to handle this type of situation the first aid dispensary should be there in the mill area.