# Introduction he textile industry has played an important role in Bangladesh's economy for a long time. Currently, the textile industry in Bangladesh accounts for 45 percent of all industrial employment. "People are our most valuable asset for any organization" which no member of any senior management team would disagree with. Yet, the realities for many organizations are that their people remain undervalued, under trained and underutilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product / process / organization knowledge and experience for new staff members. Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager's responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. # II. The Scope of Hrm # Training & Development # Inputs Discussion: The discussion method uses a lecturer to provide trainees with information that is supported, reinforced, and expanded on through interactions both among the trainees and between the trainer and trainees. This added communication gives much greater power. The discussion method provides a two way flow of communication. Knowledge is communicated both by trainer and trainee. Demonstration: To conduct an effective demonstration one should first prepare a lesson plan by breaking the tasks to be performed into smaller and easily learning parts. Then the parts will be sequentially organized by tasks and explanations for why the action is required. Computer based training: CBT is effective at developing declarative and, in particular, procedural knowledge. It can be useful in developing some types of skills and for modifying attitudes. CBT develops declarative knowledge through repeated presentation of facts, using a variety of formats and presentation styles. It can do an excellent job of describing when and how to apply knowledge to various situations. Procedural knowledge is developed by allowing trainees to practice applying the knowledge to various situations simulated by the software. ? find out how they can manage health and safety better; ? Meet the legal duty to protect the health and safety of the employees. VII. # Process and Output While conducting the training process the manuals, materials should be given or described to the employees before. Then a proper training center should be arranged where workers will feel comfortable to take the training. # VIII. # Appraising Performance For appraising performance, company can use BARS -Behaviorally Anchored Rating Scale method. In Textiles business we can take the example of Production Manager: c) Generate Critical Incident ? For 100 to 90% performance = 5-10% increment ? For 90 to 85% performance= 1-5% increment Short Term Incentive: It can be given based on group work. If group performance is good that group can be given an incentive for that month but it will not be added to the next month's salary. Travelling and conveyance: 300 taka per month 1. Lunch: 300 taka per month 2. For the good behavior with other employees and especially with female employees they will be given 200 taka as a reward. 3. They will get festival bonus 40% of the basic salary. 4. For over time they will get 25% more. Only to Senior Managers 50,000 taka # X. Conclusion Human Resource is the most important asset for Textiles industry. If human resources are perfectly motivated, then productivity, profit, and work environment everything will be perfect. Not every organization has same types of outcome from workers or employees but definitely they can get appropriate result from their works and employees if they can plan, train, appraise, compensate properly. A good appraise of performance will keep an employee updated to his performance. Employee has to know that his best performance will not only facilitate them but also the whole organization and the whole country. All the workers and employees have to be given a proper balance of salary and allowances. Training is the most important factor for a textile company. Without training, lots of compensation, benefits, and allowances will not work. Now Bangladesh has no more the opportunity to get a quota free access to export. It has lots of competitions now. So to stand a head from the competitors Bangladeshi Textiles have to take appropriate actions. For that Bangladesh have to encourage more and more workers, especially female workers, to join and take Bangladeshi Textiles a head on the global market. There is an earn leave for 31days annually. This leave is mandatory. Employees must take this leave and they are paid a handsome amount to spend times with their families. This is the most special kind of cost for the company for giving employees a good work life balance. The employee's position which is vacant for 31 days, another employee fill up that position or maintain his duties. e) Cash Compensation ? Trainee Assistant Officer -15,000 taka ? Assistant Officer-15,000 taka ? Trainee Assistant Cash Officer -18,000 taka ? Junior Office-18000 taka ? Officer-20000 taka ? Senior Officer-22,000 taka ? Principle Officer-25,000 taka ? Senior Principle Officer-30,000 taka ? Assistant Vice President-32,000 taka ? First Assistant Vice President-35,000 taka ? Senior Assistant Vice President-40,000 taka ? Vice President-45,000 taka ? Senior Vice President -50,000 taka ? Executive Vice President-55,000 taka ? Senior Executive Vice President-60,000 taka ? Deputy Managing Director-1,50,000 taka ? Managing Director -2,00,000 taka Allowances: 1![Figure 1 : Training analysis](image-2.png "Figure 1 :") 2![Figure 2 : Training implementation process](image-3.png "Figure 2 :") 2![Orientation Training: Orientation is a part of the overall integration of new employees into an organization, by which it helps new employees adapt to the work environment and their jobs. Orientation is, in fact, a training opportunity to promote organizational effectiveness from the start of a person's employment. Diversity Training: One organization has different type of employees their culture, value, society, norms, religion, race is different that's why their opinion or thinking is different. Organization faces many problems when these people don't co-operate each other for these things.Organization gives diversity training for learning to respect each other. On the Job Training: On-the-job training (OJT) uses more experienced and skilled employees to train less skilled and experienced employees. OJT takes many forms and can be supplemented with classroom training. Included within OJT are the job-instruction technique, apprenticeships, coaching, and mentoring. Formal OJT programs are typically conducted by employees who can effectively use one-on-one instructional techniques and who have superior technical knowledge and skills. Since conducting oneon-one training is not a skill most people develop on their own, train-the-trainer training is required for OJT trainers. In addition to training the trainers, formal OJT programs should carefully develop a sequence of learning events for trainees. Sexual Harassment Training: Sexual harassment at work is an unwelcome or uninvited behavior of sexual nature, which is offensive, embarrassing, intimidating and affects an employee's work performance, health, career or livelihood. One major problem in dealing with sexual harassment in organizations is its perceptual nature. Men and women generally differ in what they perceive to be sexual harassment. Sexual harassment can occur in any situation where an employee is treated unfairly because of his or her gender. This training can help female workers to cope up in the factory. Safety Training: Providing health and safety information and training helps one to: ? ensure authority that employees are not injured or made ill by the work they do; ? develop a positive health and safety culture, where safe and healthy working becomes second nature to everyone; Global Journal of Management and Business Research Volume XIV Issue IX Version I Year ( ) The main problem regarding performance gap was lack of training. Here we need proper training for both the workers as well as employees. a) For employees b) For Workers Journal of Management and Business Research A Volume XIV Issue IX Version I Year ( )](image-4.png "A 2 Global") ![Long-term Incentives: Workers can get portion of the total profit of the month. Benefits: Income Protection: It will include, Medical Insurance: 20% of the basic salary Provident Fund: 10% of the basic salary b) Work Life Balance i. Pay for Time not for work ? Casual leave:15 days ? Earning leave: 30 days ? Maternity Allowances: 1000 taka per month c) Allowances:](image-5.png "") 1. Recruitment 2. SelectionIV.Hrm Planning3. Induction4. Compensation5. Performance Appraisal6. Training & DevelopmentBy investing 1 taka on training we can get profit of taka8795.2009: Training Cost 5700+8400000= 8405700 takaProfit (Local) 98168048+ (Export) 3760888916=2007: Training cost 1,950+974= 2,924 taka3859056964 takaProfit (local) 44,152,375+ (Export) 2,483,797,691=ROI:2,527,950,066 taka(Total Profit-Training Cost) / Training Cost=ROI:(3859056964-8405700) / 8405700= 458:1(Total Profit-Training Cost) / Training Cost=By investing 1 taka on training we can get profit of taka(2527950066-2924) / 2924= 864551:1458.By investing 1 taka on training we can get profit of2010: Training Cost 0+10120000= 10120000 taka864,551.Profit (Local) 68981768+ (Export) 4356375448=2008: Training Cost 3,600+341,607= 345,207 taka4425357216 takaProfit(Local)33,963,046+(Export)ROI:3,002,615,926= 3,036,578,972 taka(Total Profit-Training Cost) / Training Cost=1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, (4425357216-V. (Total Profit-Training Cost) / Training Cost= ROI: (3036578972-345207) / 345207=8795:1transfer, promotion, training and development, layoffand retrenchment, remuneration, incentives,productivity etc.2. Welfare aspect-It deals with working conditions andamenities such as canteens, crèches, rest andlunch rooms, housing, transport, medicalassistance, education, health and safety, recreationfacilities, etc. 3. Industrial relations aspect-Thiscoversunion-managementrelations,jointconsultation, collective bargaining, grievance anddisciplinary procedures, settlement of disputes, etc.III.Function of Hrm © 2014 Global Journals Inc. (US) * Global Market Scenario of Textile & Clothing Trade ChandanSaha 2012 * State of Cotton & Textile Industry of Bangladesh 2010 and Beyond PhDQuamrul Ahsan Square Textile Ltd 2006. 2010 pdf &ei=0IwlUpjBNciLrQe_hoH4CQ&usg=AFQjCNGxjI a9PIUqJ890lMEStY2blA2f2A&bvm=bv.51495398,d. bmk 3. Organogram * Bangladesh Textile Today July 2013 15 * industry-scenario-of-bangladesh_29 html d) Compensation for executives Benefits: This benefit is for all the permanent employees ImamFarid 2006 Textile industry of Bangladesh * Rise of readymade garments industry in Bangladesh: entrepreneurial ingenuity or public policy MARashid 2006, 2006 Dhaka Paper presented at the Workshop on Governance and Development