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Term paper of Sopura silk mills ltd


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  • 1. 1 Term Paper of Human Resource Management On Maintenance (Employee relationship) Submitted To: Dr. Md. Mohsin-Ul Islam Professor IBA Rajshahi University. Submitted By Shaikh Jannatul Moureen 110023 Md. Sayeed Bin jalil 110026 Shamsun Nahar 110005 Mahmudul Hasan 110041 Md. Amiruzzaman 110044 Rajshahi University
  • 2. 2 About Sopura Silk Mills Ltd. Alhaj Md. Sadar Ali the Managing Director of Sopura Silk Mills Ltd. established a Silk Mills named Sopura Silk Mills Ltd. by purchasing a Plot under BSCIC Sopura Rajshahi in the year 1986 with the help of Islami Bank Bangladesh Ltd. Rajshahi Branch, Rajshahi. They are the manufacturers of 100% Pure Silk Fabrics Made -Ups & Garments for both Men and Ladies. Their Fabrics and Garments pass through very rigorous Quality Control procedures. They have strict supervision at every stage in production in accordance with sophisticated advance technology. Their garments are trendy and have high quality finish. They use imported machinery. The accessories used on these garments are of very superior quality. They can develop prints designs styles as per customers’ choice of colors and specification. Their production units are manned by experienced professionals as well as qualified designers. They are always trying to make innovations in their products. Show Rooms of Sopura Silk Mills Ltd. 1. Dhaka Show Room (Santinagar) 2. Chittagong Show Room 3. Rajshahi Show Room 4. Dhaka office and Show Room (Dhanmondi) 5. Dhaka Show Rooom –Gulshan 6. Cotton Section (Gulshan) Details of factory and show room of Rajshahi Departments: 3 1. Production department:  Production manager: 1  Supervisor : 4 2. Accounts department:  Accounts manager: 1  Accounts officer: 2 3. Marketing & sales department:  Marketing manager: 1  Marketing officer: 1 Factory show room:  Factory show room manager: 1  Sales representative : 12 (male 9, female 3) Total Workers: 288 Weaving dept. 120 Designing dept. 62 Painting dept. 84 Screen print dept. 5 Iron dept. 15
  • 3. 3 Employee relationship management is a process that companies use to effectively manage all interactions with employees, ultimately to achieve the goals of the organization. The human resources department can play a critical role in this process, both in terms of training and coaching managers and executives on how to effectively establish and nurture relationships with employees and in measuring and monitoring those relationships to determine whether objectives are being met. Employee relation: Employee relation activities are those which seek greater organizational effectiveness through the enhancement of human dignity and growth. They seek to establish direct, two way communications between managers and employees to provide mutual assistance and involvement in decision making. Employee relations permeate all other human resource activities. Job sharing, retraining and redeployment programs, pre- retirement counseling and career management could all be considered employee relations activities. Thus employee relations are not only specific activities but also the intangible quality of management employee relationship, part of the philosophy of the organization. Just as with all relationships, the employer and employee relationship is one that must develop over time. Employers can promote the building of relationships by speaking openly with their employees about their lives, asking them about their families and learning about their interests. Similarly, employees can promote the building of this relationship by being open with their employer and sharing information about themselves and their lives. There are some typical decisions managers’ faces in designing employee relations programs.  Communication  Assistance  Cooperation  Protection  Discipline & Conflict Communication: Communication is the process of transmitting information from one person to another. Every communication is not effective, so we have to know effective communication. Effective communication: Effective communication is the process of sending a message in such a way that the message received is as close in meaning as possible to the massage intended.
  • 4. 4 Effective communication is based on the ideas of meaning and consistency of meaning. Meaning is the idea that the individual who initiates the communication exchange wishes to convey. In effective communication the meaning is transmitted in such a way that the receiving person understands it. An employee handbook is the core of an employee relations program. The handbook sets out the rules and policies within which employees and manager must operate. Handbooks tell how the organization sets wages, allocates training and promotion opportunities, which services it provides and what it expects from employee. But writing a handbook is not enough. It must be continuously updated and publicized to employees; supervisors must also be thoroughly familiar with it. Because supervisors are the one who translate policy in to action. The role of Communication in Management: Any basic managerial role would be impossible to fill with out communication.  Interpersonal roles involve interacting with supervisors, subordinates, peers and others outside the organization.  Decisional roles require managers to seek out information to sue in making decisions and then communicate those decisions to others.  Informational roles focus specifically on acquiring and disseminating information.  Communications also relates directly to the basic management functions of planning, organizing, leading, and controlling.  Communication is essential to establishing standards, monitoring performance and taking corrective actions. So that clearly, communication is a pervasive part of virtually all managerial activities. Employee Assistance Program (EAP) The Employee Assistance Program is a work-site based service that provides consultation to individuals around problems that might be affecting job performance. Actually manager is very much cooperative at the workplace. Manager always assist the employee in the workplace so they can do well.
  • 5. 5 When confronted with impaired (damage) job performance, an employer can ignore it, fire the employee, or intervene to try to change the performance. There are two different approaches to intervention. Constructive confrontation Here the manager is friendly. Door is always open for employees. No restriction to enter his room. No formal docurium. If any employee faces any problem he/she may come in to manager’s room without any restrictions for solving his/her problem. There is no distance between manager and employee. He is ready 24 hour for his employees. He is very much dedicated for employees. Here employee will come to manager’s room. It is employee side. Counseling: It is very much proactive approach. Manager will go to employee and observe their behavior and counsels them. Manager is very much concern about employees. Sometimes manager arranges weekly meeting, monthly meeting for solving employee’s problem. It is manager side. Research indicates that programs which maintain a balance between the two approaches have better outcomes than single approach programs. Constructive confrontation motivates employee to change their behavior and counseling approach provides one means of doing so. Work-life-conflict / family- job- conflict Work-life balance is about creating and maintaining supportive and healthy work environments, which will enable employees to have balance between work and personal responsibilities and thus strengthen employee loyalty and productivity. Conflict, defined as “simultaneous occurrence of two (or more) sets of pressures such that compliances with on (role) would make more difficult compliance with other,” comes from several possible sources:  Time devoted to one role makes it difficult to fulfill requirements of the other  Stress from participation in one role makes it difficult to fulfill requirements in the other  Specific behaviors required in one setting are completely difficult from behaviors in the other Of all the job factors that influence work-life conflict, the amount of time spent at work is the strongest and most consistent predictor. The higher levels of work-to-family conflict reported by managers or professionals often are a
  • 6. 6 function of their longer work hours. Other reasons include: job security, support from one’s supervisor, support from co-workers, work demands or overload, work-role conflict, work-role ambiguity, job dissatisfaction, and extensive use of communication technology that blurs the boundaries between home and work. Today’s workers have many competing responsibilities such as:  work,  children,  housework,  volunteering,  spouse and elderly parent care. And this places stress on individuals, families and the communities in which they reside. Work-life conflict is a serious problem that impacts workers, their employers and communities. It seems that this problem is increasing over time due to high female labor force participation rates, increasing numbers of single parent families, the majority of the dual-earner family and emerging trends such as elder care. The Negative Effects of Work Life Conflict Long work hours and highly stressful jobs not only hamper employees’ ability to harmonize work and family life but also are associated with health risks, such as increased smoking and alcohol consumption, weight gain and depression. Work life conflict has been associated with numerous physical and mental health implications. According to a 2007 study by Duxbury and Higgins, women are more likely than men to report high levels of role overload and caregiver strain. This is because women devote more hours per week than men to non-work activities such as childcare, elder care and are more likely to have primary responsibility for unpaid labor such as domestic work. Work-life conflict has negative implications on family life. Because, job responsibilities interfere to fulfill their responsibilities at home. There are a wide variety of practices currently being used to help employees achieve work-life balance. Practices that support work-life balance include:
  • 7. 7  flexible work schedules (flextime / telecommuting)  ability to work from home  compressed workweek  job-sharing( a special type of part time work )  child care and elder care support  part time work  reduced work load. Cooperation: Cooperation is an appealing conception and it can be a hard sell. The highest degree of potential employee involvement in organizational decisions occurs when workers are also owners. Encouraging employee participation is an idea everyone favors. Most people do not like to give up control. Managers & supervisors may feel the most efficient way to accomplish a task is to make a decision and act on it, rather than increasing the numbers of people involved in the decision process. Employee may also be wary if a managerial interest in working together does not square with past managerial behavior. Despite a great deal of overlap, there are three main thrusts in programming cooperation, these are: 1. Quality of work life programs 2. Employee/management committees 3. Organization initiatives. Quality of work life: The properly friend rank-and –file employee may be in the best position to identify unrecognized problems of product quality and how work is done. Manager may take some steps to ensure the cooperation of the employee. He may arrange a meeting and he may invite the employee, on the basis of the discussion of meeting he may take the proper decision to solve the particular problem. He may process an environment where any employee can give their suggestion to improve the quality of the work. If a manager wants better quality of work he has to build a sound, good, modern, pollution free environment. For doing these, he has to introduce,  Modern methods of training on the job.  Modern methods of supervision.  Drive out fear, so that everyone may work effectively for the company etc. How management responds to these issues may determine employee’s willingness to cooperate quality related issue all workers are responsible for inspecting their
  • 8. 8 own work. As each step is completed correctly than the consumer can get a better service. Employee Management Committees Employee management committee require participation of committed people, both higher management and employees. Membership on the committee is usually rotated and voluntary. This committee is more highly structured, formalized rather in comparison to QWL committees. Employee management committees have operated with varying degrees of success at the national, industry, regional, community, plant and production unit level. Traditionally they are in unionized manufacturing plants, where they supplement collective bargaining. Organization Initiatives Management must lead the way to greater cooperation by demonstrating a willingness to share control. Many human resource activities are initiated by management to increased employee involvement. Job redesign and gain sharing are two activities currently popular. Job redesign: Job redesign requires restructuring the way work is done so that employees have greater control over how and when it is done. Gain sharing: Gain sharing compensation plans are a natural complement to semiautonomous work groups. The objective of gain sharing is to return the financial results of productivity gains to the employees responsible for the increased productivity. The plans seek to boost productivity through greater employee motivation and involvement. Protection Every manager and employee wants a healthy and safe work environment. The issue confronting contemporary organizations is cost related: What are the trade- offs between eliminating risks at the workplace and the costs involved? What are the trade-offs between tolerating some risks to employees health and safety and compensation to be paid because of worker injuries and lawsuits? Is any risk acceptable? In some organizations work environments may be so bad that improvements are required. One required response to health and safety concerns is to compensate the victims of job-related accidents with workers compensation and similar insurance programs. This is necessary but reactive. Another response is proactive; prevention is the strategy taken by most organizations.
  • 9. 9 Prevention programs take many forms; they include redesigning jobs to diminish hazardous conditions, conducting safety training programs even offering pay bonuses for good safety records. In an attempt to prevent accidents and improve overall safety records. There are three areas of protection level. Those are: a) Safety Hazard, b) Health Hazard and c) Co-Workers Hazard. Safety Hazards Safety hazards are those aspects of the work environment with the potential of immediate and sometimes violent harm to an employee. Examples are loss of hearing or eyesight; cuts, sprains, bruises, broken bones; burns and electric shock. Health Hazards Health hazards are those aspects of the work environment which slowly and cumulatively (and often irreversibly) lead to deterioration of an employee's health. Typical causes include physical and biological hazards toxic and cancer-causing dusts and chemicals and stressful working conditions. Co-Worker Relations What happens if the threat to health and safety—whether real or perceived— comes from co-workers: smokers, AIDS victims and alcohol or drug abusers or sexual harasses? Organizations must tread a narrow line here, so as not to trammel on the rights of one employee while protecting another. Court rulings generally provide guidance as to how the employer may proceed. AIDS Acquired immunodeficiency syndrome (AIDS) has surpassed cancer as the disease people fear most. The fear is partly rational, because the disease thus far is always fatal, and control seems years away. But irrational fears exist, too; people sometimes refuse to work with suspected AIDS victims. Legally, AIDS is considered a handicap; therefore its victims are protected against job discrimination and cannot be fired or transferred, as long as they are able to perform their jobs. Bat this stance does not allay co-workers fears of contracting the disease. Even though medical experts agree that the disease is not transmissible under normal workplace conditions, managers must take a strong role in educating the work force to this fact. Smoking in the Workplace Companies' concern about employee’s health or comfort and their mounting complaints about smoke have led to an increase in policies on smoking at work. To date, the courts have generally rejected employee’s claims to their right to a
  • 10. 10 smoke-free work environment; however, a few states require organizations to have a smoking policy. Harassment The Supreme Court has ruled that an employer is strictly liable for allowing a "hostile environment." even if an employer is unaware of any incidents of racial or sexual harassment. Because the employer alone has the power to promptly and irrevocably end harassment (through warning, transferring, demoting, or even firing the harasser), employer liability is justified. However, the employer can reduce its liability by firmly stating and publicizing its policy forbidding harassment and developing a mechanism for employee complaints. The employer should include both the policy statement and the description of complaint resolution procedures in the employee handbook. We discuss various approaches to resolving conflict later in this chapter. Substance Abuse Illegal drugs have become pervasive in American society. It's not surprising that they have also become an issue in the workplace. Yet alcohol abuse is still a far more common cause of impaired performance and absenteeism than abuse of illegal drugs. The difference is that the mere possession of some drugs is illegal, whether or not they are used. An increasing number of employers advocate mandatory drug testing of all employees. Such large scale testing is not only of dubious legality, but also certainly ill-advised. Testing may be justified for certain job classifications, such as bus drivers, pilots, or nuclear plant operators where the consequences of working while impaired are severe. But for most jobs, "use of screening as a substitute for good supervision is inappropriate, if not irresponsible." Discipline system development and disciplinary process Discipline programs ensure adherence to generally accepted work rules. Figure 1.1 illustrates the elements of such a system. When rules are not adhered to, the organization must resolve the resulting employee-management conflict. The first element in a discipline system is the establishment of work and behavior rules. The rules concern behavior that is directly or indirectly related to work productively. A second important element is the communication of the rules to all employees. The employee handbook is an appropriate forum. Unless employee are aware of the rules. It is unfair to expect them to follow them. Closely related is a willingness to accept the rules and their enforceability. Participation in the formation of rules may help ensure that rules are fair and related to organization objectives. Rules, regarding
  • 11. 11 hair length are relevant to job safety in some settings. But irrelevant in most others. Though rules are ideally kept to a minimum, periodically they may need revision to remain relevant. The third element of the disciplinary process is an assessment mechanism. Performance evaluation typically assesses deficiencies in work behavior at scheduled intervals; supervision learns of rule-breaking behavior as a result of either observation or investigation, for example, investigation of theft or falsifying records. . Finally the disciplinary process includes assistance in changing behavior and administering punishment. Counseling and confrontation to motivate change may be part of the program. Disciplinary Process The first technique the manager can use is counseling; this is the most frequent method of disciplinary action. The supervision determines if in fact a violation took place, explains to the employee why the violation significantly affects productivity, and suggests that it should not happen again. This approach works for most violations. If a second or more serious violation takes place, the supervisor again counsels the employee, this time nothing that the incident will be entered in the employee's personal file, if the violation is sufficiently serious, the employee may also be given an oral or written warning of the consequences of a future recurrence. Establish Rules Communica te Rules Assess Behavior Modify Behavior Employe Employees Figure 1.1 Elements in a Disciplinary System
  • 12. 12 When the incident concerns ineffective productivity, the employee may request transfer or be asked to transfer to another job. The employee may have been placed in the wrong job, there may be a personality conflict between the employee and the supervisor, or more training might help. In some rare cases, supervisors use demotion or downward transfers. If counseling and warnings do not result in changed behavior, and if a transfer is not appropriate, the next step is normally a disciplinary layoff. When damage results from the deviant behavior, deductions may be made from an employee's pay over a period of time to pay for the damage. Most disciplinary action does not require this severe a step. The layoff is usually of short duration, perhaps a few days up to a week. The next most severe from of punishment is getting an employee to quit. Getting the unsatisfactory employee to quit has many advantages over termination for both employer and employee. Both save face. The employee finds another job and then quits. The employer is satisfied because an ineffective employee has left without recourse to firing. Getting an employee to quit is not a forthright approach to discipline. However, many prefer it to the ultimate punishment: discharge. To many inexperienced managers, discharge is the solution to any problem with a difficult employee. Often, however, discharge is not possible, because of seniority rules, union rules, too few replacements in the labor market, or fear or wrongful discharge lawsuits. And discharge is costly, both directly and indirectly. Direct costs include a loss of all human resource investments already made in the person, recruiting, selection, and training. Severance pay may be added. Indirectly costs are the effect of the firing on other employees. Thus, discharge is a final resort when all else fails, or in very serious cases involving fraud or theft. Conflict Conflict a process begins when one party perceives that another party has negatively affected, or is about to negatively affects something that the first party cares about. In addition to discipline issues, conflict on the job may arise for a host of reasons: sexual harassment; equal opportunity complaints; or disputes over promotions, pay or admission to training programs Some Conflict support the goal of the organizational and it’s improve performance; these are Functional Conflict. In addition, there is Conflict hinder group performance; these are Dysfunctional Conflict. The evidence indicates that specifically three types Conflict in the organization. Such as
  • 13. 13  Task Conflict Task Conflict relates to the content and goal of the work. Low and moderate levels of task Conflict are functional. Low and moderate levels Conflict of task consistently demonstrate a positive effect on group performance because it stimulates discussion of ideas that help groups perform better.  Relationship Conflict Relationship Conflict focuses on interpersonal relationships. Its almost always dysfunctional because it appears that the friction and interpersonal hostilities inherent in relationship Conflict increases personal clashes and decreases mutual understanding which hinders the completion of organizational tasks.  Process Conflict Process Conflict relates to how the work gets done. Low level process Conflict is functional. For process Conflict to be productive, it must be kept low. Process of handling Conflict Employers must be handle conflict in a way that protects employees’ rights. Some organizations have designed procedures for handling these conflicts. These procedures provide a mechanism for employees and managers to voice their disagreements and receive a fair hearing. There are three handling process. Such as:  Hierarchical Systems The Hierarchical Systems is the most formal and least independent and also the most common. The supervisor who evaluates employees also administers discipline to most nonunion employees. When an employee is found to be ineffective, the supervisor decides what needs to be done. In the Hierarchical Systems, a supervisor who might be arbitrary, wrong, or ineffective becomes a police officer, judge and jury over the employee.  Peer Systems In contract to Hierarchical Systems where employees complain to managers, peer systems rely on independent or related peers to assess the situation and recommend action.  Ombudsmen Another approach to resolving conflicts is the use of an ombudsman who investigates complaints, hears all sides, and tries to help the parties arrive at a solution they all can live with. To be effective, conflicts resolution systems must appear more attractive than quitting or suing. John Aram and Paul Salipante conclude that this implies four criteria for evaluating such systems.
  • 14. 14 1. Fairness of settlement: Employees must perceive that an organization is both capable and willing to change a situation leading to the problem. 2. Timeliness of settlement: Reducing the period of uncertainty and the loss of benefits stemming from continuance of the dispute is one of the main advantages of resolution over litigation. 3. Ease of utilization: Time and effort required to file and follow through with an appeal must be minimal. 4. Protection from recrimination: Future raises and promotions must not be perceived to be threatened by filing a grievance or complaint. Practical Analysis  Communication: When we asked the management of Sopura Silk they said that yes, they maintain employee handbook and all rules and regulations are clearly stated in handbook. When new rules and regulations are made by the management employees and workers are informed through notice board.  Wages: Workers wages start from 1,500 and gradually increase. There is no specific rules that when the worker’s wages will increase. Working time 8 hours in a day. 9am-6pm. At noon workers get 1hour lunch break. Workers enjoy 2 festival bonuses. One bonus is full of their wages which they get at Eid-ul-fittar. Another bonus is half, which they get at Eid-Ul-Azha. Workers also receive overtime wages. Overtime wage rate is double of normal work hour. Overtime is very rare. Only at the time of occasion’s workers have to do overtime.  Salary: Very few officers are working here. There salaries star from 6000 and gradually increase.
  • 15. 15 They also get bonuses in the same way.  Allocate training and promotion opportunity Training is very essential for workers and officers. Sopura silk management follows on the job training method. Because their work are very much practical oriented. Workers are learning through doing. Actually promotion process is very lengthy here. Because organizational hierarchy is not so large. We could not collect any promotion process data. Which services it provides:  Basic salary/wages  House rent 40% of basic salary.  Bonuses  Health Insurance  Provident funds. (20% deduct from basic salary and employer pays 20% of basic salary.)  Compensation for work related injury etc. What it expect from employee:  Timely entering.  Must follow all rules and regulation.  Be honest, hard worker, punctual and attentive.  Be friendly and co-operative at work place.  Don’t attack any workers physically. Don’t violate any rules and regulation.  Never use any slang word.  Assistance Though it is a production oriented farm so management assistance is very essential here. When we asked the management they said both constructive confrontation and counseling approaches they follow. But primarily when workers face any problem, supervisors try to solve those problems. Because top management does not get much time  Family job conflict Family job conflict is very much severe here. Workers said that management is not very concern about their family life. Work Schedule Adaptations: Workers do not get any freedom in determining work schedules and arrangement of the hours.
  • 16. 16 Flexible Hours (Flextime): This opportunity is not available here. Part-Time Workers: All workers and employees are working here for full time. Compressed workweek: This facility is not available here. Home work: Management does not allow any employee to work at home. Child Care Assistance Management said they have but workers said there is no child care assistance. Stress: Stress and work pressure is very high.  Co-operation Quality of work life: To maintain quality of work life both side from employees and management co- operations are required. When we asked the management they said that they provide all facilities for maintaining quality work life but workers are not very serious and concern to maintain it. But when we asked the workers they said that they are very careful but management does not provide many facilities. They claimed that management does not maintain proper lightings, proper fans, proper ventilations, lack of healthy toilets and wash rooms. Employee Management Committees: There is no employee management committee. All decisions are taken by the top management. Workers and employees are bound to follow the decisions. Organization initiatives: The management of Sopura silk mills ltd. does not initiate any human resource activities which can increase employee involvement in decision making process. Job redesign and gain sharing are not very available here.  Protection: Proactive: Actually management is not very proactive. In some rare cases management is proactive. Such as management keeps fire extinguisher, maintain mini medical services, CCTV at MD’s room through this he can observe the employee.
  • 17. 17 Reactive: Management is very much reactive in nature. If any workers violate any rules after that management takes necessary action. If any workers strike arises then management try to solve the problem through negotiation. If any emergency situation occurs, they use siren for their workers attention.  Areas Safety and Health Hazards: Working environment is not very good which is harmful for workers health. Workers loss their hearing because machines create a lot of noise. Workers make design on silk product and they look continuously for longer period of time on the product so it loses their eye power. Machines run through electricity so electric shocks sometimes happen. Using more chemicals on product and stressful working condition create physical and biological hazard. Co-Worker Hazards AIDS They said all workers are free from aids. Because management arranges medical test 2 times in a year. And still they do not find any AIDS attacked workers. Smoking in the Workplace It is a problem. Many workers smoke in the work place and management is failing to maintain a smoking free environment. So workers who do not smoke face many problems. Harassment It is very common here. Many male and female workers are working together. Most of the time many female workers are harassed by the male workers. But management said that they are very much cautious about harassment and they are trying to maintain a harassment free work environment. They said that they take actions against the harasser such as through warnings, transferring from one work to another, demoting or even firing the harasser. Substance Abuse: Management said that they do not allow any alcoholic and drug addicted people in their work place.
  • 18. 18  Discipline System development: Establish rules: Sopura silk establishes rules about wages, training, other opportunities such as medical allowances, house rent etc, which services it provides and what it expects from employees and workers. Communicate rules: Sopura silk provides employee handbook where every rules and regulations are clearly stated. If any new rules are made then employees and workers are informed through notice board. Sometimes supervisors also use oral communication for informing employee. Assess behavior: When we asked the management of Sopura silk they said that they also use observation and investigation to assess behavior. Normally they observe the employee’s behavior and if any violation takes place then they investigate the reasons behind this violation. Modify behavior: After investigating the reasons management of Sopura silk provides assistance in changing behavior such as counsels employee and if the violation is sufficiently serious then management administers punishment such as discharge and sometimes even management take legal action against thief. Disciplinary Process: Advice: The management of Sopura silk also uses same method. If any violation takes place, explains to the employee why the violations significantly affects productivity, and suggests that it should not happen again. Advice with record: When we asked, the management of sopura silk said in case of second violation they also write the incident in the employee’s personal file and this record plays negative impact on salary increase and promotion. Management also use oral and written warnings. Transfer: When we asked the management about transfer they said that the employee may have been placed in the wrong job such as: a worker is not suitable for operating machine but he or she may suitable for printing. In that case supervisors transfer the worker from this to that. Sometimes worker also requests that “sir I will do that job better than this so please transfer me.”
  • 19. 19 Layoffs: Actually it is not used here. Management said that if counseling and warnings do not result in changed behavior and if transfer is not appropriate then they just terminate the employee. Quit: We asked employees about this matter, they said that because of more stressful works and job conflict sometimes they quit. Termination: Management said that we can fire any employee anytime if he or she is not able to perform his or her assigned tasks accurately or if any employee violates major rules and regulations. There is no seniority rules, union rules. And management said that they never discharge any employee wrongfully.  Conflict: Conflict is very common in every organization. Every organization faces this problem. Sopura silk also faces this type of problem. There may be conflict between top management and supervisors, between supervisors and employees, between top management and employees, between supervisor to supervisor, between employee to employee etc. Actually when any parties interests break than conflict arises.  Handling process: Hierarchical systems: Yes management of sopura silk also uses hierarchical system that means by official orders, by force, by command they handle conflict. They identify the actual causes behind this conflict and take necessary actions. Management may advice them, transfer them from one place to another and even management discharge them for removing conflict. Peer systems This system also used here. If any conflict occurs between two supervisors or between two workers than other supervisors or other workers try to solve it. It is very much practiced here.
  • 20. 20 Ombudsmen: When we asked the management they said they do not face any necessary to take legal action. Official order is enough in removing any conflict. Hierarchical chart
  • 21. 21 Bibliography rajshahi Book reference Personnel Human Resource Management By Milkovich & Boudreau 5th edition Management By Griffin 8th edition Organizational behavior By Stephen P. Robbins 12th edition
  • 22. 22 We collect the data through interview method. We asked them some selected questions which are added in the term paper. They give their opinion about our question and on the basis of their opinion we have made our paper. They don’t agree to give us any written document related to their employee maintenance issue. We have taken interview from these following persons 01. Md. Sazzad Ali Director Sopura Silk Mills ltd. 02. Md. Jamal Uddin General Manager Supervisors: Md. Akhter uddin(Production dept.) Abul Fozol (Marketing & Sales dept.), Md. Mojammel (Accounts dept.) Worker: Md Azad (production dept.), Mrs. Sharifa (Sales representative, Marketing & Sales dept.), Akbor Ali (Officer, Accounts dept)
  • 23. 23 Questions which we asked in the time of interview 1. What type of relation exists between the top management and lower management? 2. Is there any practice to reduce family job conflict? 3. Is there any employee assistance program? If yes, which is practiced and how? 4. Is there any opportunity to give any suggestion or opinion to improve the quality of the work? 5. Does the management provide necessary facilities for maintaining quality of work life? 6. Is the environment is smoke free? 7. Is the working environment affecting your physical or mental health? 8. Do you satisfy to work in this environment and organization? 9. If any employee violate any rules and regulation then what’s your steps? 10.Are the female workers free from any harassment by male worker? 11.What type of action management takes for employee’s safety? 12.Do you have any gain sharing opportunity? 13.Does management provide handbook? 14.How management assesses employees’ behavior? 15.How they modify employee behavior? 16.Do they follow advice, advice with record, transfer, layoff, quit and termination techniques? 17.In which circumstances they use those techniques 18.How could you handle employee conflict? 19. Is there any committee for managing factory labor conflict? 20. IS there any employee committee in the factory? 21.How can you inform employees or workers about any change of rules and regulations?