Human Resource Management

Report on Human Resource Management in Partex (Part-2)

Report on Human Resource Management in Partex (Part-2)

Human resources planning

They need for human resource planning may not be readily apparent .However an organization that does not do planning for human resources may find that it is not meeting either its personal requirements or its overall goals effectively .For example ,a manufacturing company may hope to increase productivity .With new automated equipment ,but if the company does not start to hire and train to people to aspirate the equipment before installation ,the equipment may retain idle for ,weeks or ever months .Similarly an-all male ,all-white organization that does not plan to add women and minority group member to its staff may well have travel maintaining high performance and its also likely to become the in a civil rights lawsuit .Planning for human resources is a challenging task today ,given the increasingly competitive environment ,projected labor shortages ,changing demographics and pressure from government to protect both employees and the environment .The HRM can have a significant effect on an organization in a number of ways ,depending on what goals a company choose to focus.

Objectives of Human Resource Planning                   

Human resource planning has some objectives .For the fulfillment of these objectives human resources management undertake some activities and program .If all these activities are properly done and programs are undertake ,that can determined the efficiency of HRM .However the object of HRM can be mentioned in the following paragraphs:

1 .To Use Human Resources: The first objective of HR is to ensure optimum use of human resources .It means proper distribution of functions among the employees.

2 .To Forecast Future Skills: Second objectives of HR planning are to forecast whether required skills may be available or not .If it is seen that HR will not be available in future as per desire necessary steps can be taken just in the planning.

3 .TO Asses HR Requirements: Reasonable number of human resources is required for efficient and timely performance or organization activities .HR planning can help the management to ass’s future HR requirements properly.

 4 .To Provide Control Measures: Proper control measure can help in ensuring discipline in the organization .HR planning determines the accurate number of human resources and satisfies its demand.

5 .To Determine Recruitment Level: HR planner must determine an established recruitment level .If not well-conceived and well accepted recruitment level or policy can be determined, he will not be able to recruit right people.

Method of recruitment

The historical arithmetic relationship between recruitment leads and invitees, invitees and interview, interviews and offers made and offers made and offers accepted. Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. The company knows it needs 50 new entry level accountants next year. From experience the firm also knows the ratio of offer made to actual new hires is 2 1 about half the people to whom its make offer accept them. Similarly the firm those that the ratio of candidates interviewed to offer made is 3 to 2 while the ratio of candidates invented for interviews to candidates actually interviewed to be about 4 to 3. Finally the firm knows that of six leads that come in from all its recruiting efforts only one applicant typically get an interviews- a 6 to 1 ratio


Recruiting may bring to classified ads, and mine employment agencies but current employees are often the best sources of candidates.

The Survey Methodology

  • Are the goals clearly communicated so employees can understand them at corporate, departmental and individual level?
  • Do employees agree and support the goals and believe in their achievability?
  • Is the structure appropriate to achieving the goals and are the negatives inherent in the structure minimized, and the strengths maximized?
  • To what extent do relationships contribute to the achievement of the business goals?
  • What barriers have to be removed to ensure that the interpersonal, inter-unit and technology relationships operate effectively when people need to work together to deliver the goals?
  • Is there sufficient morale and recognition to sustain the motivation of employees?
  • Are the differences between good average and poor performance levels recognized and dealt with effectively?
  • Do leaders at all levels define goals and empower employees to deliver them?
  • Do leaders deal with the conflict and barriers that inhibit individual and team performance?
  • Are there sufficient coordination and integration processes for the delivery of the goals?
  • Is there sufficient management information for the performance of work and sufficient process innovation to meet changing requirements?

Definition of Selection

Selection activities typically follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. The selection process typically consist of eight process: 1) initial screening interview 2) complication the application from. 3) employment tests. 4) comprehensive interview. 5) background investigation. 6) a conditional job offers 7) medical or physical examination 8) the permanent job offer. Each steps in the process seeks to expand the organizations knowledge about the applicant’s background, abilities, and motivation and it increase the information from which decision maker will make their prediction and final choice.

Method of selection:

As a culmination of our recruiting efforts, we should be prepare to initiate a primarily review of potentially accepted candidates. This initial increasing is in effect a two step procedure: 1) the screening of inquires and 2) the provision of screening interviews.

What assessed?    And how?

Technical skills

Phase 1- Applicants complete application and watch an interpersonal skills one hour video about the work environment. Technical performance  Leadership Problem solving skills

Phase 2- Applicants complete Department of employment services situation judgment inventory- measuring one’s ability to work in a team and other interpersonal skills.

Phase 3- Applicants participate in a four-hour program designed to assess individual and group problem-solving skills. Screening experts observes applicant. Assemble line applicant also participate in a five hour assembly simulation.

Phase 4- one hour interview with a group of interviewers.

Phase 5- Conditional employee. Applicant undergoes two and one half hour of physical and substance testing at an area and hospital.

Phase 6- employee is closely monitored by seasoned employees who assess job performance for the next six months.

The tool provides insight to understand these issues in a business. In principle it is an employee survey but it is unique in its use of a generic theoretical model. Its wide use in the market facilitates an organization to bench mark against other leading employers, including multinational corporations and government agencies. 

Strategic Human Resource Process

Mobilizing and managing human assets has become one of the most critical factors for organizational success. Experience and research indicates clearly that maximizing the contribution of all team members requires a systemic approach that relies on three characteristics:

  • Alignment of individual and team behavior and goals with organization values and strategies
  • Integration of human asset applications into a common set of processes based on common success criteria
  • Distribution of accountability and learning using enabling tools and technology helps organizations both refine or augment selective parts of their human assets systems and design and implement comprehensive people strategies. Frequently we are asked to:
  • Create a vision, values and supporting competencies
  • Generate a goal-setting approach
  • Create talent identification and pipelining process
  • Produce a human assets management approach (i.e., ensuring availability, mobilization and development of the right people for the right projects and/or positions
  • Develop a process, tools and support materials for creating a learning organization
  • Integrate the core human asset management applications (e.g., hiring/selection, assessment, development, learning and performance management) into a common process

These resources will include information on the following themes:

  • An overview of recruitment and selection,
  • Preparing to recruit,
  • Accessing potential applicants,
  • Selection processes,
  • Making quality selection decisions, and
  • Post decision processes.

The primary functional areas of the consolidated department are:

  1. Regional and Community Planning
  1. Planning Applications
  2. Subdivisions and Development Approvals
  3. Permits and Inspections

Salary and Benefits

The basic salary is specified in the offer letter and is payable in euros, as are all other allowances (family allowances, expatriation and installation). Emoluments (basic salary and allowances) are payable in arrears, with the exception of the installation allowance which is payable on taking up duty.

Family Allowances

Family allowances comprise a head of household allowance paid under certain conditions, an allowance for each dependent person other than the spouse, as recognized by the Organization.

Annual leave and holidays   

Annual leave amounts to two and a half working days for each month of service. Working days (8 hours per day) are Monday to Friday inclusive, and French public holidays are observed.

The Medical and Social System

The Medical and Social System of the Organization has an excellent and comprehensive medical and social scheme. This includes paid sick leave and paid maternity leave. The healthcare insurance covers staff members and their families.

Pension Scheme 

All staff members are required to subscribe to the Pension Scheme at the rate of 9.2 per cent of their basic salary. The maximum age for retirement is 65, but staff members are entitled from the age of 63, and after at least 10 years of service, to a pension amounting to 2 per cent of the final basic salary per year of service up to a maximum of 70 per cent for 35 years of service. A reduced pension can be paid to retiring staff members from the age of 51.The regulations provide for other benefits in the case of disablement and death.

Traveling and removal expenses   

On the same occasion, and under certain conditions, the cost of removal of furniture and other personal effects is paid by the Organization.

Currency transfer 

Staff members receiving an expatriation allowance may transfer through the Organization up to 50 per cent of their total emoluments to the country of which they are nationals or to country of residence at the time of appointment.

Employee Involvement in Practice

Employee Relations

‘Employee Relations’ is a relatively new term which broadens the study of industrial relations to include wider aspects of the employment relationship, including non-unionized workplaces, personal contracts and socio-emotional, rather than contractual, arrangements. This is an area with diverse ideological underpinnings and political ramifications. Governments have taken an active part in determining its conduct. In Europe, harmonization is leading to the establishment of works councils across the EU, giving a new role for collective representation.

Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including case studies, articles from HRM Guide and other sources, key concepts, review questions and problems for discussion and analysis.

Employee relations as an activity

In many developed countries the industrial relations of the 1950s to the 1970s depended on the existence of company rules and regulations which served the purpose of clarifying what was expected of both employees and employers. Since then, the move towards flexibility and empowerment of staff has resulted in ‘fuzzier’ boundaries between required behavior and that which is regarded as inappropriate. Employees – particularly managers – have been given greater discretion on decision making in free market economies. This has been encouraged by ‘neoliberal’ governments throughout the world. Within the European Union, however, there has been a countervailing emphasis on formal rules because of the predominance of social market economies at the heart of the community. Typically, most large organizations continue to have formal rules on:

  • Timekeeping
  • Absence
  • Health and safety
  • Gross misconduct
  • Use of company facilities
  • Discrimination

The enforcement of such rules is a sensitive issue, requiring some form of formal or informal disciplinary system. Discipline is not only negative, in the sense of being punitive or preventative; it also makes a positive contribution to organizational performance. An effective organization cannot survive if its members behave in an anarchic way. Order within an organization depends on an appropriate mixture of each of these forms of discipline. Within the context of HRM, however, the emphasis has moved away from managerial discipline towards self and, especially, team discipline. Nevertheless, most organizations continue to have institutionalized disciplinary procedures, largely determined by management.

Implications of Employment Law

This 1-day workshop will provide delegates with information on the practical application of employment law and highlight their responsibilities in how to maintain an effective and legal working environment

Workshop Contents

The workshop will provide delegates with an understanding of the application of Employment Law and will address the ways in which the law impacts on the whole employment process. It enables participants to understand their role – through their behaviors, practices and policies – in upholding employment law. The following areas will be covered:

  • Employment Law – The Framework
  • The Contract of Employment
  • Equality/Recruitment/ Sexual Harassment/ Bullying
  • Organization of Working Time
  • Discipline, Grievance & Unfair Dismissals
  • Leave Arrangements – statutory and non-statutory

Workshop Aims & Learning Objectives
The learning aims of the workshop are outlined below.

Session One – Employment Law

  • To understand the background and framework of employment law in Ireland
  • To know the cornerstones of employment law

Session Two – The Contract of Employment

  • To identify employee and employer rights
  • To know the impact of legal changes on contracts, including those offered to full-time, part-time and fixed-term or temporary employees
  • To reinforce the elements of a positive work environment
  • To know the process for termination of employment

Session Three – Equality & Harassment Legislation

  • To learn about equality legislation
  • To understand what is defined as discrimination
  • To be aware of the implications of this legislation regarding recruitment practices
  • To understand the impact of equality and health & safety legislation on harassment, sexual harassment and bullying
  • To know how to handle complaints
  • To recognize the organizations obligations in these areas

Session Four – Organization of Working Time

  • To understand the key points of the Organization of Working Time Act 1997 and Record Keeping Regulations 2001
  • Understand the practical implications for managers

Session Five – Discipline and Grievance Procedures

  • To understand the purpose and steps of the disciplinary procedure and the grievance procedure
  • To clarify the link between performance management and discipline
  • To know about the Unfair Dismissals Act and cases taken under it
  • To understand the impact of not dealing with issues

Session Six – Leave of Absence

  • To know the key points of the legislation covering Maternity Leave, Adoptive Leave, Parental Leave, Force Majuro Leave and Career’s Leave
  • To distinguish between statutory and non-statutory leave

This workshop is available on a public and in-house customized basis. It is highly participative and will outline the legislation, and address best practice in the areas covered for managers and supervisors who deal with people issues.

Human Resource Policies

Equal opportunity

Equal opportunity and treatment between men and women is a fundamental principle of HR policy. Actions to give effect to this principle have meant that, over recent years, recruitment and retention patterns have gradually changed to give women a larger presence in the Organization’s staff. The situation could still be improved however because, as elsewhere, women are not equitably represented at all levels: their participation continues to be largely at the lower grades.

Training and Development

It is the policy of relevant training for its staff to obtain and maintain the mix of skills and knowledge needed to achieve the highest level of performance in accomplishing the mission and objectives.

Training, as one element of an integrated personnel management system that includes recruitment, performance management, career management, is one important means of learning.

Sexual harassment

Any type of harassment at work, or in connection with work performed on behalf of the Organization, will not be tolerated and may give rise to disciplinary action. This includes any action which constitutes sexual harassment.

Non-smoking policy

The protect non-smokers from the effects of smoking, and to help smokers to give up smoking if they so choose. The Organization’s collective areas are non-smoking (except areas set aside for smokers). Shared officers are considered to be collective areas, and are therefore non-smoking.

Part-time work

New officials may be directly recruited to work part-time. The duration of part-time work may be from 50 to 90 per cent of normal working hours and may be scheduled in various ways on a daily, weekly, monthly or annual basis.

Spouse support and employment

Organizations, when managing the recruitment of expatriate staff, are becoming increasingly sensitized to the needs of the family unit. Many such organizations have therefore introduced a spouse programmed to help the spouse make the adjustments necessary before the move takes place.

Specialist Employment Law Training and Services

As Ireland’s leading provider of HR information, with 1,500 customers of our foremost publication, Personnel Policies and Procedures: The Law in Perspective Graphite’s research and analysis of new legislation and emerging trends keeps us at the forefront of HR practice in Ireland.

Based on our expertise we are the supplier of choice in the following areas:

Development of HR Policies and Procedures
Due to the complexity of employment legislation, many organizations require support in the development and production of employee contracts, policies and handbooks. We seek to build on policies and practices already in place and take account of an organization’s culture, while achieving legal compliance in policy and practice.

  • HR Policy review and development
  • Employee Handbooks
  • Employee Contracts
  • HR Audits and compliance analysis

Implications of Employment Law for Managers

The complex nature of our legislation and working practices requires managers to be at the forefront of implementing HR policies. Managers and supervisors need to fully understand the legal implications of day to day management activities such as refusing annual leave, absence management, dealing with grievances, interviewing and bullying allegations. Graphite provides a series of practical workshops to enable managers carry out these activities in a compliant and effective way:

  • Implications of Employment Law
  • Managing Discipline and Grievance
  • Selection Interviewing Skills

Managing Dignity and Diversity

The progressive equality legislation in Ireland dictates that Dignity and Diversity awareness is disseminated, and policies and procedures are put in place to provide all employees with a safe working environment, free of discrimination, harassment or bullying. We use our expertise to support the development and communication of polices and complaints procedures, and provide expert training for employees nominated for Support Contact or Investigator Roles:

  • How to Manage Dignity and Respect (Policy Briefings)
  • Managing Dignity and Diversity in the Workplace
  • Train the Designated Contact Person
  • Investigator Training

Resolution of Issues

Whilst we advocate the use of informal methods of complaint resolution whenever feasible, at times objective investigation and analysis has to come from an external source. This is especially true when complex issues have built an internal legacy which is difficult to unravel, and when internal expertise is insufficient to resolve issues. We support resolution through:

  • Facilitation
  • Mediation Service
  • Investigation Support Service

Our experts provide up to date input on the impact of current and new employment legislation, the requirements for day to day compliance, the responsibilities of managers and HR, and provide relevant skills practice, case examples and exercises.

Analytical Part

Employees Selection Criteria

The selection of the employees as a Partex Group is very complicated and difficult during the visiting time we know about it. The men/women who want to participate as an employee in this organization should have to drop the C.V here. Then the selection committee have choose a very few among them and call them for a written test. After that those who passed the test then they will have to give an interview to the selection members. If he qualified all this then he will be an employee. The process of the HRM department is same. ‘You don’t need to be a graduate associate in order to fast-track. It’s dependent on how well you’re doing and how much potential you have. You could be a very high-performing employee, but that does not mean you can manage very large businesses.


Partex Group’s main purpose is to manage the internal customer. Their main objective is to make the customer satisfied. Their motive is to solve each problem arises within the customer. Make the life of people easier & more comfortable. They give the full satisfaction to the customer about the any kinds of errors. They help staff to ‘use their strengths in their jobs and for them to be successful because everything we do in HR has to be linked to performance’.


A new class of Partex Group’s Human Resource Management begins each July, the beginning of in the fiscal year. The program kicks off with two days of orientation. During these days an introduction to the program and the Partex Group is provided. The Trainees also learn about their first rotational assignment. These opening days provide the opportunity to meet one another and to meet personally with a number of Partex Group Human Resource Management System officials.


Meet with supervisors and mentors, both of whom play a major role in Partex Group career development and training. They serve as advisors and aid the throughout their rotations.

The mentor is a unique aspect of the Human Resource Management Trainee program. The mentor guides the overall professional career development of the Partex Group. The mentor also acts as teacher, counselor, motivator, and confidante to support and facilitate HRM them skill development. The mentor’s role is to take a long-term view in the Trainee’s career development and encourage doing the same in Partex Group. The mentor assists the HRM in the understanding of the technical, administrative, social and political systems within which Human Resource employees function. The mentor helps enable the HRM to shape realistic and reachable career expectations

Partex Group supervise develops the training plan for provides orientation to the sponsoring agency. The supervisor is responsible for planning, coordinating, and conducting them developmental activities and evaluating progress. The supervisor also assigns work to the Trainee that will encourage technical competencies and career growth. The supervisor evaluates the overall performance of provides input on the assignment that the Partex Group will be provided after the initial training year.


Typically have four rotations within the Partex Group’s Human Resource System. About every three months, they move to another program area within a different agency. The rotation types are assigned to accommodate the training plan of the needs of the sponsoring agency and Partex Group. The scheduling of the rotations allows the Trainee, supervisor, and mentor to have some degree of choice in both the variety and agency of the rotations. Depending on the needs of the agency, the Partex Group the personal training plan, and the requirements of the program, each rotation can be specialized to one functional area or may be generalized to encompass several areas.

Through the rotational assignments, they are exposed to the many program areas within the Partex Group’s Human Resource Management System. These rotational assignments include comprehensive orientations to the functional responsibilities, organizational structure, and program areas of the agencies. Work-related projects are assigned to further enhance the knowledge and understanding of how the Partex Group functions. Assignments may include experiences in the following areas:

1Job Classification, 

2Labor Relations,

3Equal Employment Opportunity,

4Employee Benefits,

5Special Projects,

6Health and Safety,

7Recruitment and Placement,

8Training and Development,

9 HR Research, Project, 10 Design, & Evaluation,

10HR Systems & Computer Applications.


Job Classification is a core rotation that all will experience.  In this rotation, the Partex Group will gain an understanding of the responsibility of job descriptions, use of class specifications, classification principles, and other key Human Resource of Partex Group topics. The Trainee will develop skills in interviewing and questioning techniques, report writing, use of database for job classification, and application of job classification principles.


Labor Relations is another core rotation of the program that Partex Group will experience. In this rotation they will gain an understanding of investigation procedures, grievance procedures, discipline concepts, arbitrations, and the conduct of labor-management meetings.


In this rotation the HRM of Partex Group will learn about EEO program plans, principles of discrimination, and utilization of workforce and job group analysis. They will develop skills in EEO program plan development, investigation and resolution techniques, design and conduct of EEO training plans, and advising managers and supervisors regarding EEO issues and principles of non-discrimination.


Employee Benefits will give insight to the benefits available to Partex Group employees; Unemployment and Worker’s Compensation programs; the handling of leave provisions and holidays; and the relationship between benefits and the bargaining process. They will learn skills in processing benefit program actions; monitoring, analyzing, and evaluating benefit program cost; and counseling employees regarding benefits.


Partex Group may have a rotation that includes many disciplines. The special projects will help to develop skills in independent research, team participation, and report writing.


In an Employee Health and Safety rotation, Partex Group will gain an understanding of the, which offers employees and their families assistance with personal problems; safety programs in agencies; the role of unions in job safety; and Partex Group’s safety codes, regulations, and standards.


In Recruitment and Placement, the Partex Group will learn the application and testing process for Civil Service positions; the mechanics of hiring and promoting within the Partex Group; and the roles and responsibilities of agency Recruitment and Placement sections. The Trainee also will gain skills in interpreting and applying rules, regulations, procedures, and contract provisions.


Partex Group assignments in Development will offer learning in a variety of areas. These include training needs assessment, performance consulting and improvement, classroom presentation and facilitation skills, supervisory and management training, and technical training methods. Other HRM they development will encompass procedures for contracting for training, conference planning and management techniques, and the providing of outside training seminars to Partex Group staff.


A rotational assignment in this area will provide the Partex Group with an opportunity to be involved in the design and development of a new Human Resource program or the evaluation of existing programs. Assignments may include participation on teams that are installing a new Human Resource Management System program or the evaluation of an agency as part of a Human Resource Management Review.


The Human Resource Systems and Computer Applications rotation promotes an understanding of Partex Group how positions are filled; how time and attendance is reported; alternate work schedules; how Human Resource and payroll transactions are processed; and the procedures for maintaining, accessing, and releasing employee personnel information.


The training of the HRM of Partex Group does not rest solely on the supervisor, mentor, and rotational assignments. They reunite regularly for formal training classes from the Governor’s Office of Administration. The formal training consists of lectures by Commonwealth professionals, tours of Partex Group facilities, and group learning activities. The core training focuses on traditional Human Resource areas, including labor relations, job classification, training and development, benefits, EEO, pay, recruitment, HR systems and computer applications, research and evaluation, and safety and health.

Partex Group also may participate in formal training that is offered through their rotational agencies. Agency-offered training allows the Trainee to develop specific technical skills that will benefit their work in their rotational agencies.


Upon the successful completion of their rotational assignments, Human Resource Management of Partex Group will be placed within the agency in which they began their rotations or another suitable position. At this time they will attain permanent status at the level of Human Resource Analyst 1 or Equal Opportunity Specialist 1.

Chapter – Eight


Partex Group put together an experienced staff to design and merchandise, source and buys raw materials, develop product and components, and coordinate multi process embellishment and technical cut and sew operations. They ship finished product to either distribution or retail from their based distribution center. Partex Group does it fast and do it right!

Today, supervisors and managers are urged to follow a new model, a more compassionate, collaborative approach to leadership and Human Resources Management based on a philosophy of individual empowerment and team effort – much different than the model of cold authority figures. This modern approach to supervision and HR Management engages more workers’ intelligence, creativity, motivation and loyalty. It tends to reduce absenteeism and turnover, while increasing productivity and problem solving ability.

For my point of view the company should keep its young employees. Every potential junior auditor one day because a senior sufficient facilities and careful observation can brings success of these prospective trainee officers. After get appropriate training, they develop the many skill necessary to become good auditor. Conducted by research basic work and investigation my point of view the company should do to keep its young employees.
We find out some point which is as below:
1.      Lack of experience of junior member which covered by the senior member of the Partex Group.
2.      More productivity, Partex Group attention is usually focused on the work being produced. This is helpful to achieve the organization goal.
3.      Junior auditors can learn many things about senior auditors working activity and others which is help to build their career as a “the next supervisor”
4.      Less careful about junior officer.
5.      Always try to measure quantity not quality.
6.      Less careful about their further career development.
Different type’s organization follow different types of philosophy for my point of view in this case working combination way such as team work or friendly manner as a result it reduce the turnover rate and enhance the satisfactory land which is helpful to organization goal.

In addition to Investigator Training, Graphite provides an Investigation Service which has two types of service offering. The investigation support service is designed to ensure that best practice in undertaking investigations is attained.

Support for Internal Investigators

Partex Group offering is designed to support internal investigators who have been assigned to complete an investigation on behalf of the employer into an employment related matter. In providing support Partex Group will provide a coach and mentor to the investigator/investigation team, who will be an expert with which to discuss, debate, review the course that the investigation is taking. In providing such a sounding board the internal investigator has an independent person with whom the process can be discussed in confidence. In particular, this helps the investigators to effectively manage the boundaries and reporting of the investigation.

Carry out Investigations

The offering is designed to enable an employer to engage the services of an external investigator to carry out an independent investigation into an employment related matter, particularly harassment or bullying of the Partex Group. The investigatory service includes full administration, management and documentation of the process. In this role, a Partex Group consultant will go on-site to interview complainants, alleged harassers, witnesses, and collate all relevant information. The findings will be compiled into an objectively written investigatory report. All documentation and information acquired throughout the process will be treated sensitively and confidentially.

Investigation Support Service provides

  • Confidentiality
  • Adherence to best practice
  • Support to the employer in the carrying out of investigations
  • Effective management of the stages of the investigatory process
  • Formulation and communication of central issues and findings

Change in power relations and highlights the supremacy of Partex Group’s management. The management prerogative is rediscovered but in place of command and control the emphasis is on commitment and control as quality, flexibility and competence replace quantity, task and dumb obedience. To put it another way: the managerial agenda is increasingly focused on innovation, quality and cost reduction. Human resource management makes more demands on employees, work is intensified…. there is less room for managerial slack and for indulgency patterns.


A simple strategic model is comprised of four key components via; Mission, Objectives, Strategy, Implementation and Review. The term ‘strategic management’ defines the process by which these long term aims, the strategy and implementation are managed. ‘Strategic HRM’ deals with the longer-term people issues, as part of the strategic management of human resources, in accordance with its Partex Group’s strategy and mission statement.

It may please be noted that Partex Group Government regulations do not permit employment of non-Bangladeshis. These however are only allowed on the request of the employer for highly technical nature of work not normally available in Bangladesh, because they follow a bookish selection methods but it is not to a perfect way in the current suction.

In addition to Partex Group vast sales and distribution network of dealers, they have 6 sales depots located at strategic points, but it is not possible way of the business. If they increase their distribution network then it is easy to establish the business position.

We identified the following six factors as accounting for the increasing interest in and resort to HRM practices of Partex Group:

1. Public sector and institutional reform.

A coherent sector strategy is a prerequisite for sustainable HR strategy and supporting structures. Partex Group need to develop improved in-house training management practices and utilization of training resources especially training centers and, effectively utilize their own resource persons to improve and update the skills of junior staff and new entrants thus, preventing knowledge erosion.

2. Strategic groups.

The formation of a high-level strategic HRM policy group, and a lower level working group, to support the change process. The strategy group would be led by the Partex Group contain highly influential in HR management. In addition, there would be private sector representation to expand the knowledge base of HRM and share good practice.

3. Institutional Analysis.

Linking the Local Consultative Groups (LCG) to the Partex Group is an opportunity to develop an institutional analysis study funded by the set in motion a programmed to address HRM/D and could develop better performing Departments working in accordance with the reformation process. This provides donors with an opportunity to support skill development once again but this time as part of a public sector reform initiative.

4. Support for in-country HRM development.

If the Partex Group were well developed, it could become the professional body for HRM in the country. Support could include a small scoping study to examine how the Society could be developed, where and how the public sector would fit, timescale for any support and long-term sustainability.

5. Co-coordinated support for MIS Development.

There is currently duplication of Partex Group’s development for HRM systems. This could be established as a standardized system to meet all HRM needs. Support could include an initial review of current systems and an agreed plan on an integrated approach to MIS development.

6. Developing a Code of Conduct.

The purpose of a code of conduct is to provide a framework for Partex Group’s accountability; maintaining safeguards and outlining clear statements of expected behavior. All interested parties can use it as a point of reference.

They should not be static but reflect the changing organization and engender a sense of integrity offering assurance to the public (customers etc). It is a proven effective human resource management tool creating a sense of discipline and responsibility.

They always says they are the leading of manufacturer, seller and distributor in Bangladesh achieving their business vision through growth in market reach, increasing operation size, international distribution, total service and consistent branding activities by the being most customer focused & Innovative, cost effective & efficient, environmentally responsible & quality concerned company in the business. It is not easy process, but they are trying to make a successful business.


Partex Group focuses on building high quality human resources with expertise and professional skills adopting the human resources re-engineering and development plant was a view to creating and excellent clientele service environment for ultimate achieving of sustain profit growth making no comprising with the quality assets creation .

The company human resources development strategy is too built up quality manpower with conceptual managerial knowledge skills through designing of continuous in house and outside training program. The arrange in house, customized special training at for fresh entrained to build up quality manpower and suitable placing them in productive channel. It also arrange training program, workshop etc. Under executive development program for increasing quantum of quality manpower at higher management level.

Partex Group offer challenging professional opportunities to young persons who can give sustained and focused hands on performance in the field of marketing, accounts, finance, production, MIS / IT and engineering. Vacancies arise from time to time to fulfill requirements of the Group.

Partex Group offer attractive salaries and benefits in line with top industrial employers in Bangladesh. Scope of advancement is strictly performance based. They have mobilized adequate distributors to serve all parts of the regions; they are one of the largest distribution organizations in Bangladesh. This network makes possible the flow of goods from the producer through intermediaries to the buyer

The region’s proximity to the market, favorable duty and quota treatment, low cost environment and strong work ethic make it the ideal place for apparel production. Partex Group opened their state of the art manufacturing facility. One of the most modern facilities in their 57,000 square foot facility contains a one shop of capabilities for the most efficient means of apparel manufacturing available.

Danish Condensed Milk Bd. ltd. is the one of the largest distribution network in Bangladesh of Partex Group. Hundreds of eager energetic and effective sales representatives are working supported by our dedicated sales and marketing division. We are marketing many products namely Ovaltine, RC cola, MUM-natural drinking water in PET bottles, Danish Condensed Milk, Danish Milk Powder, Danish Fruit Juice and Distributor of Aktel Scratch Card & E-fill. All the process is achieved only use the proper method of Human Resource Management.

Some More Parts-

Report on Human Resource Management in Partex (Part-1)

Report on Human Resource Management in Partex (Part-2)