Human Resource Management Practices


Every study has some specific objectives the main objective of the internship program is to fulfill the academic requirement of MBA degree in management (major in HRM) as well as to gather practical knowledge about the HRM activities of the company. This practical knowledge will help us face challenges in our future business carrier. I have also some objectives to the fine of study on C.P. Bangladesh Co., Ltd. The following are common out significant of the internship program.

  •           To know about introductory about HRM.
  •           To find out the policy related to the HRM and faults of the HRM.
  •           To find out similarities between theoretical knowledge and practical knowledge.
  •           To know the managerial structure of the enterprise.
  •           To know the organizational structure of various department.
  •           To know about the Manpower planning in Organization.
  •           To identify the various problem of management of the industry.
  •           To suggest some policy recommendation for the overall information of the organization.
  •           Recruitment and Selection Process.
  •          Training, development and performance appraisal of employees.
  •          Reward and Employee benefit program.
  •          Wage and salary administration.
  •           Other legal issue regarding labor and industrial law.


 Given the nature of the study, it was required to collect data both from the primary and secondary sources. Personnel of C.P. Bangladesh Co., Ltd. helped us with their best ability to deliver appropriate information. Necessary statistical have been applied to carry out the assigned study.

  • Ø Making a formal questionnaire.
  • Ø Discussion with the high official as well as executive’s levels.
  • Ø Practical experience gained by studying.
  • Ø Collected from both the primary and secondary sources.
  • Ø General conversation with employee.


Every report suffers from several limitations. The limitations of my report are mentioned below:-

  • Ø To maintain the company’s privacy, some personnel could not disclose some sort of information to us.
  • Ø Since personnel of the company were very busy, as a result they could not assist me properly to collect data.
  • Ø The main barrier of my report is time limitations.
  • Ø Insufficient data provided by the C.P. Bangladesh Co., Ltd. for the sake of marinating of organizational secrecy.
  • Ø Besides these limitations, I tried to find out the facts and to overcome the obstacles by my sincerity and devotion. I committed to prepare a report as accurate as possible in spite of these limitations.

Company Profile

Company Name

C.P. Bangladesh Co., Ltd.

Type :

Multinational Co. Owned by Thai owner.

Address :

: 28, Alaol Avenue, Sector-6,Uttara, Dhaka.

Phone: 02-8919103,8919479.


Head Office


Merchandising Office

Indonesia, South Africa, Japan, Myanmar, China, Vietnam, Bangladesh, and others.




Indonesia, South Africa, Japan, Myanmar, China, Vietnam, Bangladesh, and others.

Sales Categories

Food and Agro-based products.

Related Business

POULTRY & DAIRY FARMS.   POULTRY & DAIRY FARMS,POULTRY FEEDS, Grains ; Pulses ; Petrolium products ; Animal Feeds,


Chicken of the world.   

A truly Multinational Company with registered Corporate Head Quarter in Thailand having global presence in 25 countries involved in multidimensional Agricultural & Food Business.

The fully integrated operations in Bangladesh operated by CPB, including raw material sourcing for animal feed production and distribution, animal breeding and farming, meat processing, and the manufacture of ready-to-eat cooked meat products.

With vision to be “Kitchen of the World”, the company is committed to fulfill the longing of quality food products that are nutritious, hygienic and with food safety integrity from consumers whose satisfaction and habit have change from time to time.

CP product is in fully integrated operations with global standard from CPF including fresh product (chicken, egg) and cooked food product (Five Star Fried Chicken). The company will conduct and complete fairly with consumer as our focus on great safety and most value product by CP.


Livestock Business, Aquaculture Business, Feed Mill (Animal, Poultry & Fisheries), Food Business, Grand Parent Stock, Hatchery, Integration, Farming, Seed, Fish Farming


C.P. Bangladesh Co., Ltd. is a fully foreign owned multinational organization. But it tries to follow participative management style by a worker representative in managing committee. But strategic decisions and most of the decisions are taken by top level management. Only this representative can present worker opinion. According to situation, this organization takes short term, long term and Intermediate decision. This organization follows traditional structure.

       As any other multinational companies the management of C.P. Bangladesh Co., Ltd. is subject to the above management system. However the company management is headed by one President. He is assisted by Manager, and Deputy Manager, Asst. Manager and other executive’s body. The executive’s body looks after the General administration of the company. It is again assisted by senior officer. Senior officer is entrusted with the production responsibility of the company. As the company is engaged solely in the production of poultry & dairy farms, poultry & dairy farms, poultry feeds Grains; Pulses; Petroleum products; Animal Feeds. Junior Asst.

Officer with assistance from line leader is directly linked with the workers in fulfilling the targeted production of cotton yarn of different counts.


Human Resource Management (HRM) is an extremely important area in management, as modern management concept are increasingly become people oriented in character. In Bangladesh with the increase of scope, area, complexity & development of our machinery increase the importance of HRM.

Definition of HRM:

The field of management involves planning, organization, directing and controlling functions of procuring developing maintaining and utilizing a labor force. It is concerned with the obtaining and maintaining a satisfactory work force.

Human Resource Management is that part of management concerned with people at work and with their relationship with in an enterprise. Its aim is to bring together and develop into and active organization. Its men and women to make up an enterprise and having regard for the well being of the individual of working groups, to enable them to make their best contribution to its success. Human resource management is concerned with the human and social implications of charge in organizations and methods of working with in enterprise and of economic and social changes in the community.

Stephen P. Robbins says, “Human Resource Management is concerned with the ‘people’ dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true regardless of the type of organization – government, business, education, health, recreation, or social action.”

According to Gary Dessler, “Human Resource Management is the process of acquiring, training, motivating and compensating employees relating to their labor relation, health, and safety and fairness concerns.

Human Resource Institute of Britain defined- “As that part of the management concern with people at work & with their relationship with in an enterprise”.

HR Department:

In C.P. Bangladesh Co., Ltd. there is a separated Human resource management department. The HR manager handles the sector. The structure maintains is as follows:

The functions of HR department of C.P. Bangladesh Co., Ltd.:

There are seven main functions of HR Department of C.P. Bangladesh Co. Ltd is as follows:

Function 1: Manpower planning

The penalties for not being correctly staffed are costly.

  • Understaffing loses the business economies of scale and specialization, orders, customers and profits.
  • Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the business.

Future staffing needs will derive from:

  • Sales and production forecasts
  • The effects of technological change on task needs
  • Variations in the efficiency, productivity, flexibility of labor as a result of training, work study, organizational change, new motivations, etc.

Function 2: Recruitment and selection of employees

Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage;

  • In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process).
  • Effectively, selection is ‘buying’ an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.

Function 3: Employee motivation

To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise.

As staffing, it needs vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as ‘fair and just’ there will be no motivation.

Function 4: Employee evaluation:

An organization needs constantly to take stock of its workforce and to assess its performance in existing jobs for three reasons:

  • To improve organizational performance via improving the performance of individual contributors (should be an automatic process in the case of good managers, but (about annually) two key questions should be posed:
  • ** What has been done to improve the performance of a person last year?To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in the organization or to transfer individuals into jobs where better use can be made of their abilities or developing skills.
    • And what can be done to improve his or her performance in the year to come?).

Function 5: Industrial relations

Good industrial relations, while a recognizable and legitimate objective for an organization, are difficult to define since a good system of industrial relations involves complex relationships between:

(a) Workers (and their informal and formal groups, i. e. trade union, organizations and their representatives);

(b) Employers (and their managers and formal organizations like trade and professional associations);

(c) The government and legislation and government agencies l and ‘independent’ agencies like the Advisory Conciliation and Arbitration Service.

Function 6: Provision of employee services

Attention to the mental and physical well-being of employees is normal in many organizations as a means of keeping good staff and attracting others.

The forms this welfare can take are many and varied, from loans to the needy to counseling in respect of personal problems.

Among the activities regarded as normal are:

  • Schemes for occupational sick pay, extended sick leave and access to the firm’s medical adviser;
  • Schemes for bereavement or other special leave;
  • The rehabilitation of injured/unfit/ disabled employees and temporary or permanent move to lighter work;
  • The maintenance of disablement statistics and registers (there are complicated legal requirements in respect of quotas of disabled workers and a need for ‘certificates’ where quota are not fulfilled and recruitment must take place);
  • Running of pre-retirement courses and similar fringe activities;

The location of the health and safety function within the organization varies. Commonly a split of responsibilities exists under which ‘production’ or ‘engineering’ management cares for the provision of safe systems of work and safe places and machines etc., but HRM is responsible for administration, training and education in awareness and understanding of the law, and for the alerting of all levels to new requirements.

Function 7: Employee education, training and development

In general, education is ‘mind preparation’ and is carried out remote from the actual work area, training is the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately and development is ‘the growth of the individual in terms of ability, understanding and awareness’.

Within an organization all three are necessary in order to:

  • Develop workers to undertake higher-grade tasks;
  • Provide the conventional training of new and young workers (e.g. as apprentices, clerks, etc.);
  • Raise efficiency and standards of performance;
  • Meet legislative requirements (e.g. health and safety);
  • Inform people (induction training, pre-retirement courses, etc.).

Other HR functions of HR department in C.P. Bangladesh Co. Ltd.:

  • Ø Optimum utilization of human resources with in an organization.
  • Ø Selecting the right person for the right position.
  • Ø Training and developing employees.
  • Ø Appraising and compensating employees.
  • Ø Creation of conditions in which each employee is encouraged to make his best possible contribution to the effective working to the undertaking.
  • Ø Raise the moral of the employee.
  • Ø Valuable investment of Human resources.
  • Ø Controlling labor cost and overall workforce.
  • Ø Increases the productive efficiency of the workers through training guidelines and counseling.

Nature and Components of HRM

Terminology of HRM

  • Ø Now at present HRM is synonymous with industrial relation manpower management labor management etc.
  • Ø Manpower management is used describe the planning direction and control of Human resource in employment
  • Ø Labor management is a synonymous term labor relation has restricted meaning.


Job analysis, job description and job specification:

Job Analysis

Job analysis is the first step in designing and implementing a compensation system. The objective in completing a job analysis is to identify the content of the job, the knowledge and skills necessary to perform the job successfully and the conditions under which the job is performed.

Job analysis is a systematic process for collecting, documenting and analyzing information in order to describe jobs and sometimes the job duties, workers requirements, and the job context or working conditions.

The analysis often is conducted by interviews, by direct observation, or by the use of questionnaire completed by person currently holding the job and their immediate supervisors. The analysis focused on the following questions:

Who does the work? What is done? When is it done? How is it done? Why is it done?

Why C.P. Bangladesh Co., Ltd. use of Job analysis:

Job analysis provides a foundation for carrying out many HRM responsibilities like:-

  1. Work redesign.
  2. Human resources planning.
  3. Selection.
  4.  Training.
  5. Performance appraisal.
  6. Career planning.
  7. Job evaluation.
  8. Comply with rules & regulations.
  9. Job analysis helps supervisors and other managers carryout their duties.

Steps of C.P. Bangladesh Co., Ltd. in Job Analysis Process:

a)     Determine the purposes of job analysis: The purpose of job analysis must be clearly specified. This helps the analyst to conduct job analysis concentrating toward the objective of the program.

b)    Determine the job analysis program: A company must decide between using an established system and developing its own system tailored to specific requirements. Both established and custom job analysis programs vary in the method of gathering.

c)     Select and train analysts: A taskforce of representatives from through out the company conducts the job analysis, and HR staff members coordinate it. Although some companies rely on HR professional to coordinate and conduct job analysis.

d)    Direct Job analyst orientation: Before analysts start specific job analysis techniques, they must analyze the context in which employees perform their work to better understand influencing factors. In addition, analysts should obtain and review such internal information as organizational charts, listings of job titles, classification of each position to be analyzed. Job analysts may also find pertinent job information from external sources.

e)     Conduct the study: Data collection methods and Sources of data once analysts have gathered and made sense of these preliminary data, they can begin gathering and recording information for each job in the company. Analysts should carefully choose the method of data collection and sources of data. The most common methods are questionnaires, interviews, participations and observation.

Data collection methods:

a)     Observation methods

b)    Questionnaire methods: (I) Structured (ii) Unstructured

c)     Interview methods: (I) interview the incumbent (II) Interviewing a group of employees, and (iii) Interviewing the supervisor.

d)    Dairy

e)     Survey of records.


 Job description plays a very important role in the field of human resource management. It is a ‘factual statement of the duties and responsibilities of a specific job’. In other words, it describes the work performed, the responsibilities involved, the skill or training required, the conditions under which the work is done and the type of person required for the job. A job description is a written statement of what the job holder does, how it is done, under what conditions, and why. It should accurately portray job content, environment, and conditions of employment.

The job description clearly identifies and spells out the responsibilities of a specific job. It also includes information about working conditions, tools, equipment used, knowledge, and skills needed and relationships with other positions.

 Uses of Job description:

a)     It is most widely used in connection with wage and salary administration.

b)    It gives information to the member of the selection board about the knowledge, skills, training, education and aptitude required for each job

c)     It gives clarification to the newly recruited employees what they need to know about his job.

d)    It provides an excellence check list to follow-up the work and making performance review.

e)     It is helpful to design an effective training program for human resources.

  Job Specification

There is clear job speciation is this organization before recruitment.

a)     There is clear job speciation for every job in the organization.

b)    The organization selects employees according to job specification.

After selection the employees are assigned to different types of jobs according to the job requirements. As per C.P. Bangladesh Co., Ltd. administration have no barriers when select employees like political pressure, biasness.

Manpower Planning

HR Planning of C.P. Bangladesh Co., Ltd.

Human resources or manpower is a primary resource without which other resources, physical and financial, cannot be put into use. Even a fully automatic unit requires manpower to run it and also to plan for further improvement.

HRP is a planning process by which an organization can move from its current manpower position to its desired manpower position. Through human resources planning, an organization strives to have the right number and right kinds of people at the right place in the right time.

Planning is a process of analyzing an organization’s human resource needs under changing conditions and developing the activities necessary to satisfy these needs. The contemporary approach to human resources planning establishes a link between the broad range of external and organizational factors on the one hand, and specific personnel programs on the other.

Human resource planning of C.P. Bangladesh Co., Ltd. consists of a series of activities:

a)     Forecasting future man power requirements.

b)    Prepare an inventory of present manpower.

c)     Anticipating problems of manpower.

d)    Meeting manpower requirements.

     e)  Interfacing with strategic planning and scanning the environment.

     f)  Feeding back such information into the strategic planning process.

A major purpose of HRP is to help the organization use human talent effectively and in the interests of the individual employee and the organization. HRP can also reduce expenses associated with excessive turnover, absenteeism, lower productivity, inefficient internal labor markets, and an unproductive training program.

Human Resources Planning Process

 Human resource planning process concerned with the ways by which management determines how the organization should move from its current human resource position.

Every HR planning process has dimensions and specialties of its own. It can be simple or complex. It may relate to a unit or whole organization. It may cover short of Medium or long period of time. It can involve very simple to highly sophisticated methodology.

Steps involved of C.P. Bangladesh Co., Ltd. in HR planning:

 The following steps may be undertaken for formulating an effective HR plan

  1. Conducting SWOT analysis for designing corporate plan and strategies.
  2. Reviewing the organization’s goals, objectives and strategies.
  3. Developing human resource objectives and strategies
  4. Determining overall human resource needs
  5. Making analysis of annual financial budget
  6. Forecasting the demand and supply of human resource.
  7. Making inventory of the existing workforces
  8. Developing HR policies.
  9. Prepare a HR budget
  10. Developing an action program through recruitment, selection and training.
  11. Control and evaluation of the program.

We know that the starting point in attracting qualified human resource is planning. HR planning, in turn, involves job analysis and forecasting the demand and supply of labor. Basically the personnel manager is responsible for manpower planning, but before taking any decision he consults with line managers. C.P. Bangladesh Co., Ltd. Managers also try to establish followings:

  • Ø Maintain a fair working environment.
  • Ø To provide adequate compensation  and working condition
  • Ø Ensure necessary work related information
  • Ø Adequate training facility
  • Ø Reduce cost of labor and cost of production
  • Ø Radical technological development
  • Ø All cost is bear by the Government in any types of incidents of the labors during the working period

Man Power

The company has an approved set-up for total 4000 workers:

Permanent    1800

Skilled            600

Semi skilled    180

Other               420

Total =          3000

HR manager is trying to recruit remaining 500 more workers for the C.P. Bangladesh Co. Ltd. The executive body is responsible for taking all policy, program strategy for the organization.


Equal Employment Opportunity at C.P. Bangladesh Co., Ltd.:

    Employment policies based on merit and fitness.

    No age discrimination.

    Man and woman doing equal work will be paid equally.

    There will be no fail or refuse to hire or discharge any individuals because of the individuals’ race, color, religion, sex, or national origin.

    Affirmative action targets for women and minorities.

Recruitment & Selection procedure of C.P. Bangladesh Co., Ltd.


Successful human resources planning should identify our human resources needs. Once we known these needs we will want to do something about meeting them.

Recruitment is discovering of potential applicants for actual as anticipated organizational vacancies.

 Recruitment is a process to find out quality people for the organization. If any shortage of workers arises then they recruit new employees. C.P. Bangladesh Co., Ltd.  follows different recruitment and selection procedure for worker and employee and executive body. But in case of recruiting workers the company follows internal sources and gate notice and the company also prefers reference of employees. For the circulation of recruitment, the company use newspaper, internet but most of the time company follows and maintains employee’s references and gate notice.

For employees and workers:

C.P. Bangladesh Co., Ltd. mainly used internal sources and external sources for searching candidate for worker post. For worker and labor they also use gate notice. When they recruit worker, at the time they verify the two following things:

  • Ø Certificate of age (for worker).
  • Ø Ability to work.
  • Ø Knowledge of word.
  • Ø Knowledge about work.

For Officers/Executives:

The organization usually searches external sources for required managers or officers. For recruiting managers or officers, the company follows both national Daily Newspapers and internet.

Training & Development:

 For effective management practices training is very important for every organization. When the workers work accordingly and systematically they become trained. Moreover training program gives managements an opportunity to explain carefully & clearly ifs policies, rules & regulation. The training methods of C.P. Bangladesh Co., Ltd. are as follows:

  • For workers:
  • Ø On the job training
  • Ø Of the job training
  • Ø Workshop basis training
  • For technical staff:
  • Ø In plant
  • Ø On the job training

·        For officials:

  • Ø Seminar
  • Ø Work shop
  • Ø Orsala training program
  • Ø BTMC short course.

Details of Training Methods C.P. Bangladesh Co., Ltd:

On-the –job training: involves conducting training at trainee’s regular workstation (desk, machine). Under this method, skilled co-workers or supervisors instruct employees and they learn the job by personal observation and practice. This provides scope to the new or inexperienced employees learning through observing peers or managers performing the job and trying to intimate their behavior. The training is imparted on the job and the employee gets training under the same environment where he has to work. Coaching, job rotation, apprenticeship, job instruction training and special job assignments are some of these type techniques.

Job Instruction Training: In this type of training a sequence of instructional procedures used by the trainer to train employees while they work in their assigned job. In this method a supervisor explains the knowledge, skills, and the method of doing the job to the trainee or the employee. The supervisor then asks the trainee to do the job himself. The supervisor provides the feedback. This also known as “training through step-by-step learning” as it involves all necessary steps in the job. Which are as follows?

(i)                Preparation of the trainees for instructions

(ii)             Present the task

(iii)           Performance of the job by the trainees

(iv)           Motivating the trainee to follow up the job regularly.

The success of Job instruction training (JIT) depends on the ability of the trainer to adapt his or her own style to the training process. The trainer, particularly if this person is the trainee’s, a worker or supervisor, should have an opportunity to assess the trainee’s needs before beginning the training. OJT trainers should adjust the materials or techniques to fit the needs of the trainee.

Job rotation: this method provides scope to the trainee to learn more by observing and doing than by receiving instructions. Job rotation involves a series of assignments to different positions or department for a specified period. The objective is to broaden the outlook and acquire the diverse skills and knowledge needed to perform the various jobs in the organization. It is frequently used for first-level management training, particularly for new employees. During this assignment, the trainee is supervised by department employee, usually supervisor, who is responsible for orienting, training, and evaluating the trainee. It helps the trainee to acquire comprehensive knowledge and skills and motivate to his work.

Apprenticeship: This is the oldest and most common method of training; where in most of the training time is spent on on-the-job productive work. This type of training is essential for fulfilling up position requiring technical skills. It is structured process by which people become skilled workers through a combination of class room instruction and on-the-job training. This training occurs under the supervision of an experienced persons; an apprentice receives knowledge and develop skills associated with a designated trade through on the job training. The objective is to improve them to perform efficiently the assigned job. The period of training ranges from one year to four years. During the training period the trainee can earn pay and learners pay usually increase automatically as their skills improve.

Coaching: This method involves teaching by a superior about the knowledge and skills of a job to the junior or subordinate. The superior points out the mistakes committed by the trainee and makes suggestions whenever and wherever necessary. Coaching is a directive process conducted by manager to train and orient an employee to the realities of the work place and to help the employee remove barriers to optimum work performance. The coach is usually either a successful former executive or a behavioral scientist with extensive experience as a management consultant.

Role playing: Role playing method training used for improving human relations and leadership qualities. In this technique, trainees are presented with an organizational situation, assigned a role or character in the situation, and asked to act out the role with one or more other trainees. The role should offer trainees an opportunity for self-discovery and learning. For role play to be effective, trainers need to engage in several activities before, during and after the role play, before the role play, it is crucial to explain the purpose of the activities to the trainees and the trainer needs to clearly explain the role play, the characters’ roles, and the time allotted for the activity. During the activity, the trainer needs to monitor the time, degree of intensity, and focus of the group’s attention. After the role play, debriefing is critically important. Debriefing helps the trainees understand the experience and discuss their insights with each other. Trainees should also be able to discuss feelings, what happened in the exercise, what they learned, and how the experience, their actions, and resulting outcomes relate to incidents in the work place.

Case Study: Case study is based on actual events involving real people in an organization, or they can be fictional. Under this method the cases based on actual business situation are prepared and given to the trainee managers for discussion and arriving at a proper decision. It is a description about how employees or an organization dealt with a difficult situation. Trainees are required to analyze and critique the action taken, indicating the appropriate actions and suggesting what might have been done differently. A major assumption of the case study approach is that employees are most likely to recall and use knowledge and skills if they learn through a process of discovery. Proponents of case study method argue that this form of problem solving within a management setting offers illustrations of the concepts students are expected to learn and use, improve communication skills, and facilitates the linkage between theory and practice. Cases may be especially appropriate for developing higher order intellectual skills such as analysis, synthesis, and evaluation. It helps the trainees develop willingness to take risks given uncertain outcomes, based on their analysis of situation.

Business games: Business game method is intended to develop or refine problem-solving and decision-making skills. However, this technique tends to focus primarily on business management decisions. The objective of this technique is to force to make decision in the allotted time period. Business games require trainees to gather information, analyze it, and make decisions. It is primarily used for management skill development. It is a development techniques in which team of managers compete by making computerized decisions regarding realistic but simulated situations.

Under study method: this method involves a superior providing training to his subordinates who is working under him. The chosen trainee subordinate is most likely to be promoted to the higher picieafter the promotion or retirement of his superior under whom he has got training. It helps the employee to learn the skills of superior position.

Conferences and seminars: Under this method, Group discussions, exchange of ideas and opinions take place which help the participants develop leadership qualities. Two-way communication in this method proves to be effective.

Lecture method: It represents the oral presentation of information by a subject matter expert to a group of listeners. It is an efficient way of transmitting factual information to a large audience in a relatively short amount of time. The concepts, ideas, theories, and principles are explained through this method.  It emphasizes one way communication. It is poorly suited to for facilitating transfer of training and individualizing training. It is less effective in facilitating attitudinal and behavioral changes.

Need assessment refers to the process used to determine if training is necessary.

a)     Personal analysis: A process for determining whether employees need training, which needs to be trained, what kind of training they need, and whether employees are ready for training. It helps to identify who needs training.

  • What knowledge, skills, and abilities do trainees already have?
  • What is the trainees’ learning style?
  • What special needs do the trainees have?

b)    Organizational analysis: Organizational analysis involves determining the business appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities.

It suggests where in the organization training is needed and under what conditions it will occur.

  • How does training relate to organizational goals, objectives and strategy?
  • How much facilities, materials on hand, the expertise within the organization are available?
  • How far is the organizational climate conducive for HRD?
  • What types of environmental constraints like social, legal, political and economic issues faced by the organization?
  • How does the training impact day-to-day work place dynamics?
  • What are the costs and expected benefits of the training?

c)     Analysis of job requirements: Task analysis explains what must be done to perform a job or complete a process successfully. The process of identifying the tasks, knowledge, skills, and behaviors that needs to be emphasized in training.

  • What responsibilities are assigned to the job?
  • What skills and knowledge are needed for successful performance?
  • Should the learning setting be the actual job setting?
  • What are the implications of mistakes?
  • How can the job provide the employee with direct feedback?

d)    Performance appraisal:

Causes and outcomes resulting from need assessment

 Cause/ reasons/ what is the context?

   * Legislation

   * Lack of basic skills

   * Poor performance

   * New technology

   * Customer request

   * New products

   * Higher performance standards

   * New jobs

   * Support for business strategy


  • What trainees need to learn
  • Who receive training
  • Type of training
  • Frequency of training
  • Buy versus build training decision
  • Training versus other HR options such as selection or job redesign.


Promotion means the movement of an employee to another job at a high level, which increase prestige, pay and performance on the other hand promotion, is the advertisement of an employee to a better job in terms of greater responsibility more prestige, status, greatest skill and increase the volume of salary.

C.P. Bangladesh Co., Ltd. follows structure promotion system.

The basis of promotion:

  • Ø Seniority
  • Ø Experience
  • Ø Performance
  • Ø Efficiency
  • Ø Academic qualifications
  • Ø Skills.


Transfer system is universal for any organization. A company’s smooth operation and administration procedure mostly depends on qualified employees. If transfer system introduced, then employer or management easily know how to fit an employee to a specific job. So, transfer system is helpful to best fit to job recruitments. Some people have some extra knowledge about some relevant sectors and he practices those only when he or she gets opportunity. And another thing is consider here monotonous by people in case of transfer. So the company follows transfer system for smooth operation & production process.

 There are three branches of C.P. Bangladesh Co., Ltd. in Bangladesh. So the company can transfer its employees within these three branches.

Compensation Management

Performance Appraisals:

Once a talented individual is brought into an organization, another function of HRM comes into play—creating an environment that will motivate and reward exemplary performance. One way to assess performance is through a formal review on a periodic basis, generally annually, known as a performance appraisal or performance evaluation. Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employee’s performance can include subordinates, peers, group, and self, or a combination of one or more. Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used.

C.P. Bangladesh Co., Ltd. follows a systematic rule for wages & salary administration. C.P. Bangladesh Co., Ltd. has a definite salary structure. Basically in C.P. Bangladesh Co., Ltd. the main basis for setting basic pay on the base of seniority and efficiency. And others:

  • Ø Seniority
  • Ø Experience
  • Ø Performance
  • Ø Position
  • Ø Academic qualification.

Wage and salary structure of C.P. Bangladesh Co., Ltd.

SL. No.PositionSalary
1Executive/officerMinimum tk. 15000-250000.
2workerMinimum tk. 4000-8500

However in addition to basic pay, some extra allowances the C.P. Bangladesh Co., Ltd. provides to employees. C.P. Bangladesh Co., Ltd. also gives bonus to its employees on a year 2 bonus on occasional festival basis say Eid-Ul-Fiter and Eid-Ul-Azha. So C.P. Bangladesh Co., Ltd. provides financial as well as non financial benefits to employees. The major financial and non financial benefits are:

Financial benefitsNon-financial benefits



SalaryAccommodationsExtra allowance
Bonus (Yearly)Death insuranceMedical allowance
AllowanceMedical facilityGovernment declaration
IncentivesFree Bank Account (HSBC and DBBL )

 C.P. Bangladesh Co., Ltd.  keeps a good salary increasing system for the worker. The manager increases the salary of workers on the basis of yearly seniority basis, efficiency and attendance within the year. The relationship between ranking and increasing rate of Salary is followings:

SL. No.


Increasing Rate of Salary
1First 10%  workers20%
220%-50% workers15%
330% workers12%
420% workers10%

HR Specialty of C.P. Bangladesh Co., Ltd.

  • Ø Most popular source of recruiting unskilled labor is gate notice.
  • Ø Before recruitments maintain job analysis.
  • Ø Follow the job descriptions.
  • Ø Select employee according to job specification.

Retained Quality People:

Retaining the quality people in an organization is an important task for HRD. Every organization wants to retain quality, experienced and efficient manpower to its organization. The following strategies are followed to retain quality people:

(i)                Motivation

(ii)             Promotion

(iii)           Providing extra facilities

(iv)           Training and

(v)             Others.

Employee relations and personnel management:

Personnel management is the process of supporting the accomplishment of objectives by continually acquiring human resources. Integrating employees into the organization developing employee potential and maintaining the work force.

To achieve the organization goal there must be a good relationship between labor management. In many research it is found that if the relation between labor and management is not good then the workers always try to embrace management. The workers do not have any interest in organizational work. So the HRD must aware the labor management relationship.

According to E.F.L Brech “Industrial relation is mainly concerned with employer–employee relations”

According to V.B Sigh “Industrial relations are an integrate aspects of social relation arising out of employer –employee interaction in modern industries.”

Importance of good  labor – management relation:

  •  To maintain peace and discipline in the organization.
  •  Minimizing industrial disputes.
  •  Job satisfaction.
  •  Decrease of absence and turnover of labor.
  •  Increasing productivity.
  •  Creating good working condition.
  •  Mutual co-operation.
  •  Efficient management
  •  Increases quality of product.

Causes of poor labor –management relations:

  1.                    i.            Masterly attitude of management.
  2.                  ii.            Lack of appropriate wage policy.
  3.               iii.            Irregularity of promotion.
  4.               iv.            Lack of good working condition.
  5.                  v.            Unfavorable laws and policies of the state.
  6.               vi.            Lack adequate knowledge on labor laws and other related matters.
  7.             vii.            Absence of democracy in the real sense of the term.

C.P. Bangladesh Co., Ltd. follows the Bangladesh Labor code 2006’s rules and regulations for Labor management. The relation between administration and worker is good. If there are any disputes, then through negotiation it can be settled. In the C.P. Bangladesh Co., Ltd. there is no worker association.

C.P. Bangladesh Co., Ltd. also recruited worker through gate notice and internal sources and they are also trained basically on the Job training. (As per administration of C.P. Bangladesh Co., Ltd., if there is available training then we considered which is elated with productivity, management, and Financial.) In C.P. Bangladesh Co., Ltd. there is provision or social security scheme for avoiding accident, medical facilities, insurance and accident compensation etc are being provided to the employees of the factory as per “Bangladesh Labor code 2006 rules and regulations” for social security scheme for avoiding accident.

There is no organization in the world without conflict and disputes. So C.P. Bangladesh Co., Ltd. is not also different from them. But there is constraint or limitation of extent. Employee of C.P. Bangladesh Co., Ltd. mentioned that they always try to retain excellent relation between management and worker. The administration also mentioned that the main cause generally rising of conflict between worker and management for increasing salary which is high than the ability of the company. The administration mentioned that, if there is any conflict or dispute occur then personal contact or negotiation is necessary to conciliate or solve the disputes. They also mentioned that they always try to maintaining harmonious relation with worker association in all respect for the better interest of the organization.

In C.P. Bangladesh Co., Ltd. there is safety measure for the employees is maintained, basically the nature of safety measure in financial po C.Pof view that is

  • Ø Life Insurance

As per administration division of C.P. Bangladesh Co., Ltd., in regard to develop mgt worker relationship, they assert that the step is generally take as, “Harmonious relation should be maintained with worker association and their actual demand in all respect.

 Personnel record keeping:

  • By keeping records of the name, ages, working hours and the wages paid to all employees.
  • By keeping records of bio-data, necessary certificate of all employees.

Calculation of Leave at C.P. Bangladesh Co., Ltd.:

Generally C. P. Bangladesh Co. Ltd. follows the Bangladesh Labor code 2006 for leave of the employees.

Casual leave:

Every worker shall be entitled to casual leave with full wages for 10 days in a calendar year.

Sick leave:

Every worker shall be entitled to sick leave with full wages for a total period of 14 days in a year.

Earn leave:

Every adult worker who has completed a period of one year continuous service in the establishment shall be allowed during the subsequent period of twelve months leave with full wages for a number of days, calculated at the rate of one day for every 18 days of work.

Festival leave:

Every worker shall be allowed at least 11 days festival holidays with full wages in a year.

Maternity leave:

Every female worker shall be entitled to maternity leave with full wages for 16 weeks. 8 weeks before the delivery and 8 weeks after delivery .She shall get 2 times maternity leave in her service life .When a worker gets a maternity leave, will not get another maternity leave with 3 years.

Procedure regarding payment of maternity benefit at C. P. Bangladesh Co., Ltd.:

    1. Any pregnant woman who is entitled to maternity benefit may on any day          to deliver a child within 8 weeks of the notice and such notice shall include the name of the nominee of the benefits incase she dies during delivery.

 2. If no such notice is given by the women and she has delivered a child, she   shall, within 7 days of the delivery give notice to the employer that she has given birth to a child.

    3. An employer shall pay maternity benefit to a woman entitled thereto in such one of the following ways as the woman desires, namely-For 8 weeks within 3 working days of the production of a certificate signed by a medical practitioner stating that the woman is expected to be confined within 8 weeks of the date of certificate and for the remainder of the period for which she is entitled to maternity benefit within 3 working days of the production of the proof that she has given birth to a child.

Amount of maternity benefit:

The maternity benefit which is payable at the rate of daily , weekly or monthly average wages as the case may be , shall be calculated in the manner laid down and such payment shall be made wholly in cash.


C. P. Bangladesh Co., Ltd. always tries to retain their employees. But sometimes the HR manager faces some problems or disputes among employees. Then he needs to discharge the selected employee. Before discharging, manager gives a chance to the employee. If the same employee does any illegal task again then he or she finally discharges from the job.

Some causes of discharge are:

  • Ø High absenteeism.
  • Ø Illegal behavior.
  • Ø Exposing of internal information.
  • Ø Theft.
  • Ø Break down of company law.

In case of discharging C. P. Bangladesh Co., Ltd. follows the Bangladesh Labor code 2006 (section-24/25).


HR department plays the key responsibility for building a group of effective and efficient work force for an organization. The HR department of C. P. Bangladesh Co., Ltd. is doing the responsibility in a satisfactory way. The employee turn over is very low which indicates that the organization is retaining its skilled man power successfully.

And HR department is searching more 500 efficient workers for their organization. The company is providing a reasonable salary structure relative to its competitors indicates that the company is using its manpower in a cost efficient way. The average performance appraisal of the workers is very good.

Therefore, I want to conclude that as a multinational company the over all performance of HRM department C. P. Bangladesh Co., Ltd. is quite satisfactory.

Problems / limitations of HR department of C. P. Bangladesh Co., Ltd.:

  • Ø Paucity of competent and skilled manpower is also a big problem. Because of continuous increasing the number of agro-based companies all over the world. This problem becomes more severe actual and skilled worker prefer to join new factories.
  • Ø Labor turnover is high. So, sometimes the C. P. Bangladesh Co., Ltd. feces the crisis of worker.
  • Ø Some rules of the Bangladesh Labor code 2006 are difficult to maintain in the organization.
  • Ø Some times the workers do not obey regulations regarding the leaves and holidays because of their ignorance.
    • Ø There is no system for external training course for workers.
    • Ø From the observation under it has seen that C. P. Bangladesh Co., Ltd. fails to fulfill some requirements like transport, accommodation facility for all workers.
    • Ø Although the company provides a good salary structure than their competitors but I think it is not enough for the worker to carry on their life.
    • Ø Child workers are strictly prohibited in this small multi-national company as per Bangladesh Labor code 2006 Law. This is an international issue so, the management of C. P. Bangladesh Co., Ltd. faced worker problem day by day.
  • Ø Problem of selection employees:
  • Ø Big no. of Application against few no. of vacancy. But most of them are non-qualified.
  • Ø Lack of skilled people.
  • Ø Floor space is no available to produce large volume of production.
  • Ø Extent of using information technology is poor in the company as a multinational company.
  • Ø Their promotion system is not fair.
  • Ø Frequency of labor turnover.


This part I have given few recommendations to C. P. Bangladesh Co., Ltd. which I believe if adopted, will help to perform better HRM practices.

Satisfying the workers with their basic pay:

C. P. Bangladesh Co. Ltd. workers are not satisfied with their basic pay though there has been a yearly increment in their overall pay and wage is comparatively less than its competitors. There, the workers need to be satisfied if C. P. Bangladesh Co., Ltd. wants to enjoy full production and low absenteeism.

The work itself:

While recruiting the employees, the C. P. Bangladesh Co., Ltd. management needs to think and give special attentions to certain things like employees who are in positions they are just not suitable for that position, will always be difficult to motivate, and may never produce the quality of work and productivity the C. P. Bangladesh Co., Ltd. management  wants . 


Things will be better if C. P. Bangladesh Co., Ltd. has sufficient space (both to work, to interact or to get away from –others) comfortable seating and the occasional cup of coffee or tea, good meeting areas. Communication is influenced by environment also. I closely observed the facilities of the C. P. Bangladesh Co., Ltd. and come to an outcome that though the C. P. Bangladesh Co., Ltd. management had already successfully provided all the facilities regarding physical infrastructure, still the workers are not happy. Therefore, C. P. Bangladesh Co., Ltd. needs to be emphasizing more on it.

Interesting routine jobs:

Interesting routine jobs can made more pleasant by communicating to people what an important contribution they make; if the routine job is not interesting employee will feel bore and productivity will decrease.


  • To face the challenge the number of skill worker should be increased by providing proper training programs and maintaining on the job and off the job training properly.
    • Ø Space is no available to perform large umber of operation so the volume floor space should be extended.
    • Ø Section Manager should maintain cordial relation with workers so that productivity increases.
    • Ø As the company will face a great challenge in future. So they should prepare themselves by taking the following steps:

       (a) Engaging more skill labor,

       (b) Improvement of quality,

       (c) Searching new labor market.

       (d) Try to reduce the price of its products especially in retail price.

  • Development of management attitudes towards workers.
  • Ø Favorable laws and policies of the state regarding labor-management relations should be formulated.
  • Ø Have to reduce frequency of labor turn over.
  • Ø Ensure proper HR Planning.


   Multinational companies are important sector for Bangladesh in the earning of tax revenue and creation of employment facilities and learning multi-culture, different types of management pattern. Bangladesh has large market in the agro sector. For that the potentiality of this sector is vary high in the country. C. P. Bangladesh Co., Ltd. is another big company especially in city area in our country.

 I have made this repot on the C. P. Bangladesh Co., Ltd. by giving more emphasize on the HRM practice. Moreover I talked with the manager of Human resources management department which helped me to gather practical knowledge about such sector.


  -Human Resource Management

  Written by Gary Dessler

-HRM and Industrial Relations

Written by Dr. Abu Taher

 – Human Resource Management

Written by Stephen p. Robins

 Face to face discussion with

Jakrapong Sreesom

HR Manager,

C. P. Bangladesh Co., Ltd.

Cell: 01730325280

Phone: 02-8919103, 8919479

Fax: (880-2)8919480



Human Resource Management