Performance Appraisals of the Activities of Human Resource Department

The main objective of this report is to analysis Performance Appraisals of the Activities of Human Resource Department. General objective of this report is to know the practical knowledge about Performance Appraisal, its procedure and its benefits for the employees. Finally this report make swot analysis Performance Appraisals of the Activities of Human Resource Department.



Prime Group Is One Of The Leading Manufactures And Exporters Of Readymade Garments In Bangladesh. Since Its Inception In 1984, The Group Has Been Able To Create A Distinctive Image Amongst American & European Garment Buyers As Makers Of High Quality Garments. We Specialize In Heavier Weights & Bottom Line Garments Such As Pants, Shorts, Bermudas, Skirts & Skorts. We Also Make Overalls, Shortalls, Jackets And Shirts.

Right from its inception the policy of the company has been to provide total buyer’s satisfaction by offering quality garments in time to meet the commitments of quality and prompt delivery.

In each stage of production we maintain close monitoring and ensure quality.

Main strength manner of this company is planned infrastructure, which is reinforced by 1000 employees, who from the background of the company.

Employees are trained with teamwork culture, department are headed by qualified and experience managers assisted by executives who undergo continuous new developments training.


“Our mission is to bring Service of international standards within the reach of every individual. We are committed to the achievement and maintenance of excellence in education, research and Service for the benefit of humanity”


Prime Group Is One Of The Leading Manufactures And Exporters Of Readymade Garments In Bangladesh. Since Its Inception In 1984, The Group Has Been Able To Create A Distinctive Image Amongst American & European Garment Buyers As Makers Of High Quality Garments. We Specialize In Heavier Weights & Bottom Line Garments Such As Pants, Shorts, Bermudas, Skirts & Skorts. We Also Make Overalls, Shortalls, Jackets And Shirts.

Right from its inception the policy of the company has been to provide total buyer’s satisfaction by offering quality garments in time to meet the commitments of quality and prompt delivery.

In each stage of production we maintain close monitoring and ensure quality.

Main strength manner of this company is planned infrastructure, which is reinforced by 1000 employees, who from the background of the company.

Employees are trained with teamwork culture, department are headed by qualified and experience managers assisted by executives who undergo continuous new developments training.



The Human Resource Manager currently heads this department. The major functions of this department are strategic planning and policy formulation for Compensation, Recruitment, Promotion, Training and developments, Personnel Services and Security. The HR department is very much concerned with the discipline that is set up by the Prime Group of Companies. Prime Group of Companies has got strict rules and regulations for each and every aspect of working process; i.e. The Dress Code. All these major personnel functions are integrated in the best possible way at Prime Group of Companies, which results in its higher productivity. The Human resource executive monitors the employee staffing and administration activities. Like that of any other organizations, the Administration of Prime Group of Companies makes sure that the organizations moves on with all its departments and staffs operating according to all the rules and regulations of the company. It also prevents any bottlenecks within the work process and ensures smooth functioning. The business support services provide supports to the departments during employee leaves and sudden terminations so that the department can function without problems The Training Manager supervise Training, development & rotation activities. The structure of the HR department is shown below:




Human Resource Management (HRM) is a core discipline, which deals with managing the work force in such a way as to maximize the output of the organization. It starts with the selection and recruitment of employees, its training and development, maintaining a consistent compensation package for the employees and to take many other initiatives to reduce the absenteeism and to motivate the employees. In the early days employees were treated as simply workers who will abide by the order of the employee ignoring the human side of the workers. As a result, the outputs of the organization were not maximized. Then more emphasis is given to improve the condition of the workers for motivating them towards work. This work force is treated as asset in today’s organization.

One of the primary jobs of HRM is the formulation of a selection and recruitment policy commensurate with the organizational policy and mission of the organization. Induction of new employee to an organization is a vital issue. Under qualified recruited employees may jeopardize the objectives of the organization. If everything regarding induction of new employee is clearly spelt out in the selection and recruitment policy then the chance of recruiting under qualified employee is less.

Another major area of HRM is the training and development of the employees. Actually training can sharpen the know how of an employee. Need for training may start with the new recruitment of the employee and continue till the retirement of the employee. Continuous training and development of the employee can help organization to achieve its goals.


Bangladesh bears a colonial legacy in its entire public administration system. Present day Bangladesh was part of the British Empire for almost two hundred years. In 1947, Pakistani rulers replaced the British and dominated the area then known as East Pakistan until a blood-shedding war in 1971 brought about an independent Bangladesh. A colonial imprint persists in Bangladesh especially in political and administrative arrangements. The British tradition helped the bureaucracy to become an essential tool of governance. At the same time, it is accused of following the “Pakistani tradition of involvement in power politics” (Haque, 1995). The political system of Bangladesh has survived a series of transitions. A few years of democracy were followed by nearly fifteen years of military rule. In 1990, for the first time, Bangladesh achieved a fully functioning democratic structure. Ironically, the nature and role of bureaucracy in both the pre and post-democratic period remained almost the same except for an increase in number of ministries, divisions, departments and statutory bodies (Ahmed, 2002: 323-26).

The role of government has changed in the course of Bangladesh’s development. After independence, its focus was the attainment of development in all spheres of life by intervention and the use of administration in a constructive way. Government and administration were seen not merely as a regulator but as a facilitator.

From the beginning of the 1990s, the role of government has changed from an intervener to a referee; instead of playing the game, its main duty is to make sure that a fair game is being played. This reinvented role of the government necessitates redefining the role of the bureaucracy. Bureaucracy can be considered as an “open” system that interacts with or is affected by the environment in which it operates. Traditionally, this environment consisted of only the “domestic economic, political and social context within which the organization is located.” Now, however, “public organizations are more often faced with global threats and opportunities that affect their operations and perspectives” (Welch and Wong, 2001: 372-73). The performance of a public organization depends largely on how the domestic political institution handles global pressures as well as how it interacts with the bureaucracy.

In recent times, the term “Good Governance” has gained a lot of popularity. However, defining this particular term seems to be never an easy task and henceforth, good governance has always been identified as the absence of bad governance, which ultimately is used to measure the performance of the government. In deed in many cases, a poor performance of the government presents a scenario where,”… resources are wasted, services go undelivered, and citizens—especially the poor—are denied social, legal, and economic protection” (Grindle, 2002:1). Ultimately, the ability of government to provide services effectively and efficiently depends upon a competent cadre of civil servants. Good government has to depend on good, competent people whose presence can be felt at every activities of the government (Lavigna & Hayes, 2005:67).

However, in a third world country like us, this interaction is even more important as the government of Bangladesh has to confront a more daunting set of challenges and powerful forces — globalization, economic competition that cuts across national borders, social and political upheavals, technological change, threats of terrorism, and a rapidly-changing labor market. The success of government to respond effectively to these challenges, therefore, is dictated largely by its ability to recruit and retain a talented workforce, as- “…good government requires good people” (Lavigna & Hayes, 2005:67). In reality, nature and process of recruitment in civil service sets the tone of the civil service and thereby, dictates the particular role it decides to play at particular times.



Prime Group of Companies believes in the strength of human resource and uses the modern concept of resource utilization. Every job description is carefully designed and modified under dynamic environment. The company believes in the concept of best fit and trains and develops company personnel as the key ‘human capital’ of the company. General Manager of Human Resource department is the head of the department. The Manager HRD & Admin, two Depute Manager Recruitment  and Remuneration, Sr. Executive, tree Executive Human Resources,  Executive Administration, Officer Human Resources, Time office Assistant, Mailing service Assistant, Administrative Assistant  work under General Manager HRD.

Prime Group of Companies believes in the strength of human resource and uses the modern concept of resource utilization. Every job description is carefully designed and modified under dynamic environment. The company believes in the concept of best fit and trains and develops company personnel as the key ‘human capital’ of the company.

The Human Resource Department thus concentrates all its activities for the development of human resource for the benefit of the company. The department also believes in maintaining harmonious relationship between the management and employees all the times. The department ensures that managerial development contributes to organizational development.

The departments’ various activities cover setting criteria for the selection procedures. Interview techniques, training standards etc. According to the PGC policy guideline, the department maintains the personnel through formulation policies on wages, fringe benefits, annual leave, training calendar, provident fund, performance appraisal etc. Remuneration is managed centrally and there is never any negotiation but settlement. It also settles with the trade union for Long Term Agreement (LTA) between management and workers and the ‘collective burgeoning agents’. As the competitive world is changing with the speed of light, Training and Development becomes an integrated part to stay on the top. Thus PGC puts great importance to training and development of managers and employees. The company has Technical Training Center at the Prime Group, which organizes different training programs for its management people around the year. As a subsidiary of PGC sends its managers and employees for training to this training program.


Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job.

The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

Purpose of Job Analysis in PGC

The purpose of Job Analysis is to establish and document the ‘job relatedness‘ of employment procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs

Job Analysis can be used in training/”needs assessment” to identify or develop:

  • training content
  • assessment tests to measure effectiveness of training
  • equipment to be used in delivering the training
  • Methods of training (i.e., small group, computer-based, video, classroom…)


Job Analysis can be used in compensation to identify or determine:

  • skill levels
  • compensable job factors
  • work environment (e.g., hazards; attention; physical effort)
  • responsibilities (e.g., fiscal; supervisory)
  • required level of education (indirectly related to salary level)

Selection Procedures

Job Analysis can be used in selection procedures to identify or develop:

  • job duties that should be included in advertisements of vacant positions;
  • appropriate salary level for the position to help determine what salary should be offered to a candidate;
  • minimum requirements (education and/or experience) for screening applicants;
  • interview questions;
  • selection tests/instruments (e.g., written tests; oral tests; job simulations);
  • applicant appraisal/evaluation forms;
  • orientation materials for applicants/new hires

Performance Review

Job Analysis can be used in performance review to identify or develop:

  • goals and objectives
  • performance standards
  • evaluation criteria
  • length of probationary periods
  • duties to be evaluated



Several methods exist that used individually or in combination. These include:

  • review of job classification systems
  • incumbent interviews
  • supervisor interviews
  • expert panels
  • structured questionnaires
  • task inventories
  • check lists
  • open-ended questionnaires
  • observation
  • incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.

The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.



Job Analysis should collect information on the following areas:

  • Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
  • Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
  • Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
  • Relationships Supervision given and received. Relationships with internal or external people.
  • Requirements The knowledge, skills, and abilities (KSA’s) required performing the job. While an incumbent may have higher KSA’s than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.



Emphasizing the essential nature of the recruiting function in today’s business environment, Peter Drucker notes that “every organization is in competition for its most essential resource: qualified, knowledgeable people” (Drucker, 1992). Today’s successful organizations need to hire the most qualified people they can at the most competitive price. Before an organization is able to hire an individual, it must locate qualified applicants who are interested in working for the organization. How does an organization attract these qualified people? Through the recruitment process, and it represents one of the major responsibilities of the HRM function—a responsibility that if not effectively and efficiently completed can almost single-handedly ensure limited success for today’s organizations.

Recruitment is the process by which organizations discover, develop, seek, and attract individuals to fill actual or anticipated job vacancies. Or from another perspective, it is a bridge-building activity—bringing together those with jobs to fill and those seeking jobs.

Most organizations have an ongoing need to recruit new employees to fill job vacancies when employees leave or are promoted, to acquire new skills, and to permit organizational growth. In an era when the focus of most organizations has been on efficiently and effectively running the organization, recruiting the right person for the job is a top priority if organizations are to be successful. Recruitment is directly related to both HRM planning and selection.

The Objectives of the policy of PGC

To outline the standards that are expected of new recruits to the PGC, and the processes this will be followed during recruitment and selection.

The foundation for this policy is that recruitment should only occur when there is a specific business need to be met i.e. vacant post and that the selection of the appropriate candidate will be on the basis of qualification, performance, potential and aptitude.

Recruiting Decision

The decision as to who should be recruited is taken by the Human resource Panel, consisting of the CEO & Director Medical Services, Deputy General Manager Human Resources and other Executives relevant to the position to be filled.

The Selection Criteria

Candidates are selected after full consideration of the following factors:


There must be a legitimate need to increase the PGC hand count. In all cases the Department Manager who considers that they have a legitimate need to increase their hand count, either because an existing employee has resigned or because the expansion has been agreed as a part of the Area Operating Plan, must submit a request to HR Officer for consideration within existing manning levels and current business priorities for approval by HR Panel. Provided that the request is in line with the Area Operating Plan and current business priorities HR Officer will begin the recruitment process.

Recruiting Advertising

It will be PGC policy to advertise its vacancies to potential candidates both externally and internally. To meet the occasional need to recruit specialist-experienced employees, advertisements will be placed in professional journals and newspapers both within Bangladesh and overseas as necessary.

A copy of the advertisement will also be placed on the PGC Notice Board for internal candidates.


Job specifications and job vacancy advertisements will indicate the experience that is required for each job. Such as, when recruiting Assistant Officer’s will be that the successful candidates will posses, as a minimum, a first-degree level of academic education.


Candidates for all vacancies will be asked to undertake a range of ability tests prior to their recruitment. The PGC uses standard, professionally developed tests that are considered relevant to the positions of Assistant Officers, Officer and Executives. For more senior positions candidates may be required to undertake a wider range of ability tests or questionnaires and to achieve a satisfactory score in each test. Candidates who successfully pass the PGC ability test will be invited to attend interviews with members of the Human Resources Panel and other Executives deemed appropriate in light of the particular vacancy to be filled.


Recruitment Administration


The candidate must provide CHR with the names of three referees all of who will be contacted and references sought prior to the appointments. Referees must not be members of the candidate’s family.

Salary on commencement

The starting salary for all new Assistant Officer will be the minimum of the grade for the position to which they are recruited, unless they have prior experience preferably in a same field for a minimum of two years.

Probation Period

New employees will be placed on a probation period depending on their grade. On successful completion of their probationary period the employee will be appointed to the permanent staff.

ROT Programs

Prime Group, in line with other progressive employees, has for a number of years had programs to intensively developed a few young people who demonstrate very considerable long term potential. These programs aim to ensure that they are able to attract some of the brighter people with well balanced qualifications, graduating from universities, who have the potential to become future leaders of a very successful business which will grow to provide even more job opportunities than at present. Therefore, whilst the Group may continue to promote suitable Officers and Executives from amongst its cadre of experienced staff who demonstrates ability and management skills; it will also periodically use the ROT scheme. This scheme will fall outside our normal promotion criteria. Existing staff that meets the academic and other criteria which is published at the time of recruitment will be encouraged to apply. A separate guide is available from HR Department that provides more details of the ROT programs.

Standards for Recruitment to Assistant Officer Grade Prime Group of Company:

  • Age: preferable no older than28 years, unless for specialist job.
  • Minimum educational qualification of BCOM/BSS/BBA, preferably obtained from the Dhaka University or the IBA, Dhaka. The degree should preferably be in a discipline related to academically challenging subject, such as
  • Economics
  • Human rescores
  • Accounting/Finance/Management/Marketing
  • Business Administration
  • Successful completion of ability tests and occupational personality questionnaire.
  • Success at interview with members of the HR Panel.
  • Three satisfactory references.
  • Satisfactory medical reports.
  • Successful completion of the probation period.




The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management.

As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War – not more than 60 years ago.

Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world’s second oldest profession!

There is, says Dulewicz (1989), “… a basic human tendency to make judgements about those one is working with, as well as about oneself.” Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgments made will be lawful, fair, defensible and accurate.

Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified.

The process was firmly linked to material outcomes. If an employee’s performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order.

Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well.

Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed.

For example, early motivational researchers were aware that different people with roughly equal work abilities could be paid the same amount of money and yet have quite different levels of motivation and performance.

These observations were confirmed in empirical studies. Pay rates were important, yes; but they were not the only element that had an impact on employee performance. It was found that other issues, such as morale and self-esteem, could also have a major influence.

As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time.



Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development.

In many organizations – but not all – appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.)

Whether this is an appropriate use of performance appraisal – the assignment and justification of rewards and penalties – is a very uncertain and contentious matter.



Few issues in management stir up more controversy than performance appraisal.

There are many reputable sources – researchers, management commentators, psychometricians – who have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed that it may be impossible to perfect it (see Derven, 1990, for example).

At the other extreme, there are many strong advocates of performance appraisal. Some view it as potentially “… the most crucial aspect of organizational life” (Lawrie, 1990).

Between these two extremes lie various schools of belief. While all endorse the use of performance appraisal, there are many different opinions on how and when to apply it.

There are those, for instance, who believe that performance appraisal has many important employee development uses, but scorn any attempt to link the process to reward outcomes – such as pay rises and promotions.

This group believes that the linkage to reward outcomes reduces or eliminates the developmental value of appraisals. Rather than an opportunity for constructive review and encouragement, the reward-linked process is perceived as judgmental, punitive and harrowing.

For example, how many people would gladly admit their work problems if, at the same time, they knew that their next pay rise or a much-wanted promotion was riding on an appraisal result? Very likely, in that situation, many people would deny or downplay their weaknesses.

Nor is the desire to distort or deny the truth confined to the person being appraised. Many appraisers feel uncomfortable with the combined role of judge and executioner.

Such reluctance is not difficult to understand. Appraisers often know their appraisees well, and are typically in a direct subordinate-supervisor relationship. They work together on a daily basis and may, at times, mix socially. Suggesting that a subordinate needs to brush up on certain work skills is one thing; giving an appraisal result that has the direct effect of negating a promotion is another.

The result can be resentment and serious morale damage, leading to workplace disruption, soured relationships and productivity declines.

On the other hand, there is a strong rival argument which claims that performance appraisal must unequivocally be linked to reward outcomes.

The advocates of this approach say that organizations must have a process by which rewards – which are not an unlimited resource – may be openly and fairly distributed to those most deserving on the basis of merit, effort and results.

There is a critical need for remunerative justice in organizations. Performance appraisal – whatever its practical flaws – is the only process available to help achieve fair, decent and consistent reward outcomes.

It has also been claimed that appraises themselves are inclined to believe that appraisal results should be linked directly to reward outcomes – and are suspicious and disappointed when told this is not the case. Rather than feeling relieved, appraises may suspect that they are not being told the whole truth, or that the appraisal process is a sham and waste of time.


Research (Bannister & Balkin, 1990) has reported that appraises seem to have greater acceptance of the appraisal process, and feel more satisfied with it, when the process is directly linked to rewards. Such findings are a serious challenge to those who feel that appraisal results and reward outcomes must be strictly isolated from each other.

There is also a group who argues that the evaluation of employees for reward purposes, and frank communication with them about their performance, are part of the basic responsibilities of management. The practice of not discussing reward issues while appraising performance is, say critics, based on inconsistent and muddled ideas of motivation.

In many organizations, this inconsistency is aggravated by the practice of having separate wage and salary reviews, in which merit rises and bonuses are decided arbitrarily, and often secretly, by supervisors and managers.



Performance Appraisal is a process of communication between the person who assigns the work and the person who performs it in terms expectations set at the beginning of a performance year. Employee’s performance throughout the year or in specified period should be evaluated in a fair and systematic manner.

Performance appraisal lets employee known what and how well they are performing and what level of efforts and task directions are needed in future for self-development as well as for Hospitals effectiveness.

The objective of this policy is to develop a system and tools for the performance management system and annual appraisal. The tools include in:

  1. Performance Planning
  2. Ongoing Feedback
  3. Mid-Term Review
  4. Annual Performance Appraisal

The company follows graphic rating Scale systems for the performance appraisal. Although, the appraisal system is non-participative, the employees are annually assessed by a joint consultation with their immediate supervisors and departmental heads.

Rating is mainly done on the following factors-

  • Job knowledge/understanding
  • Planning/Organizing
  • Conceptual Ability
  • Problem solving/Decision making
  • Works in Team context
  • Communication
  • Leadership
  • Interpersonal Relationship



  • The management of PGC should regularly administer marketing research activities in order to keep a regular track of satisfaction levels. Regular research should also be conducted to find out customer expectations about various service aspects. As customer expectations and satisfaction are not static figures regular research at sufficient intervals should be conducted.
  • The PGC should focus more on existing customers in order to build strong and loyal relationship with them as satisfied customers more aptly or certainly recommends the hospitals to friends and relatives. Thus the power of relationship will foster positive Word of Mouth Communication and will attract new customers at a lower cost.
  • Individual attention should be given to customers in order to better understand their needs and better satisfy them.
  • Customers showed a huge dissatisfaction with current locations as PGC provides services from only 1 hospital throughout Bangladesh. New hospitals should be constructed in Chittagong city satisfying more geographic segments. As convenience of hospitals location was a very important factor for the customers PGC should consider building new hospitals in Chittagong city as well as other metropolitan cities of Bangladesh.
  • PGC should pursue an aggressive advertising campaign in order to build up a strong image and reputation among potential customers. In this context, the valuable strengths should be used for positioning the corporate image of the bank. TV ads should be aired to reach a wider array of customers. The ads should capitalize on building strong relationship, needs of customers and quality service of the hospitals rather than features of products. Thus and offensive marketing strategy emphasizing customer satisfaction and service quality can bring valuable business for the PGC.
  • Contract employees should be eliminated from the customer service departments as they lack the commitment and willingness to serve customers. One serious mistake can take away valuable customers and years of relationship.
  • PGC is a big and profitable company but there social responsibility or normal activity is very narrow in country if they emphasize there activity in Bangladesh it is good for there increasing market growth rate.
  • Employees are jump to other job for better opportunity if PGC can give his employs better facility and motivate them then they can protect this type of problem.
  • Lower levels Employee are not interested for training for this type of problem the PGC should realized them the necessity of tanning.
  • There in no Suggestion and service awards for the employee if the PGC can intradoses this kind of awards its help to motivated to the employee.





PGC is an internationally reputed Company operating in Bangladesh who maintains an excellent and distinct culture in the Garments industry in terms of the quality of its manpower. The highly qualified and trained manpower of the Organization has made it possible to stand out as one of the good Company having outstanding performance. Strictly adhering to the selection and recruitment policy has enabled this Organization to recruit the best people from the job market. Along with this best breed, pragmatic training and development policy of the Organization has sharpened the manpower to achieve its own goal as well as the goal of the organization. The picture depicted by the scenario of PGC is similar to that of other Organization operating in our country. But it is quite different in the local private Organization where lack of selection and recruitment policy and lack of proper training and development policy are increasing the number of under skilled manpower in these Companies. As a result, desired output of these Companies is not achieved. Although many other things are involved to maximize the goal of the organization, recruiting under qualified people and ignoring the need of training and developing the manpower should be emphasized to maximize the output of the Organization. Local private Organization can borrow the knowledge of these foreign Organizations operating in Bangladesh in terms of developing the different policies guiding the Organization to achieve its objectives. Most of the local private Organization either does not have a selection and recruitment policy and a training and development policy, or they do not follow these policies due to the interference of the owners of the Organization. As a result, these Organizations suffer. To improve the condition, health ministry may formulate these policies and the local private Organization may be asked to strictly follow it.