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\title{Importance of Human Resource Management and the Competitive Advantage: A Case Analysis on Basis of the Textile Industry of Bangladesh}
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             \author[1]{M. M. Israfil Shahin  Seddiqe}

             \author[2]{Avizit  Basak}

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\date{\small \em Received: 6 December 2013 Accepted: 3 January 2014 Published: 15 January 2014}

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\begin{abstract}
        


Textile Industry plays an important role in Bangladesh economy. It captures 40% of total manufacturing and 50% of total employment. A huge 78 percent of the country?s export earnings come from textiles and apparel, according to the latest figures available. Bangladesh exports its apparel products worth nearly $5 billion per year to the United States, European Union (EU), Canada and other countries of the world. It is the sixth largest apparel supplier to the United States and EU countries. The industry employs about 3 million workers of whom 90% are women. So, people are most valuable asset. The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment. So, Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmers relating to human resources to optimize their contribution towards the realization of organizational objectives.

\end{abstract}


\keywords{human resource management, motivation, selection, etc.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
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. 
\section[{II.}]{II.}\par
The Scope of Hrm    
\section[{Training \& Development}]{Training \& Development} 
\section[{Inputs}]{Inputs}\par
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.\par
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.\par
VII. 
\section[{Process and Output}]{Process and Output}\par
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. 
\section[{VIII.}]{VIII.} 
\section[{Appraising Performance}]{Appraising Performance}\par
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 
\section[{X. Conclusion}]{X. Conclusion}\par
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.\par
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:\begin{figure}[htbp]
\noindent\textbf{1}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Figure 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2}\includegraphics[]{image-3.png}
\caption{\label{fig_1}Figure 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2}\includegraphics[]{image-4.png}
\caption{\label{fig_2}A 2 Global}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-5.png}
\caption{\label{fig_3}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.3267267267267267\textwidth}P{0.0035735735735735736\textwidth}P{0.005615615615615615\textwidth}P{0.004084084084084083\textwidth}P{0.47681681681681676\textwidth}P{0.011741741741741743\textwidth}P{0.01888888888888889\textwidth}P{0.0025525525525525524\textwidth}}
1. Recruitment 2. Selection\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep IV.\tabcellsep Hrm Planning\\
3. Induction\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{4. Compensation}\tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{5. Performance Appraisal}\tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{6. Training \& Development}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{By investing 1 taka on training we can get profit of taka}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep 8795.\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{2009: Training Cost 5700+8400000= 8405700 taka}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Profit (Local) 98168048+ (Export) 3760888916=}\\
\multicolumn{3}{l}{2007: Training cost 1,950+974= 2,924 taka}\tabcellsep \tabcellsep \multicolumn{2}{l}{3859056964 taka}\\
\multicolumn{4}{l}{Profit (local) 44,152,375+ (Export) 2,483,797,691=}\tabcellsep ROI:\\
\multicolumn{2}{l}{2,527,950,066 taka}\tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{(Total Profit-Training Cost) / Training Cost=}\\
ROI:\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{(3859056964-8405700) / 8405700= 458:1}\\
\multicolumn{4}{l}{(Total Profit-Training Cost) / Training Cost=}\tabcellsep \multicolumn{2}{l}{By investing 1 taka on training we can get profit of taka}\\
\multicolumn{3}{l}{(2527950066-2924) / 2924= 864551:1}\tabcellsep \tabcellsep 458.\\
\multicolumn{4}{l}{By investing 1 taka on training we can get profit of}\tabcellsep \multicolumn{2}{l}{2010: Training Cost 0+10120000= 10120000 taka}\\
864,551.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Profit (Local) 68981768+ (Export) 4356375448=}\\
\multicolumn{4}{l}{2008: Training Cost 3,600+341,607= 345,207 taka}\tabcellsep \multicolumn{2}{l}{4425357216 taka}\\
Profit\tabcellsep (Local)\tabcellsep 33,963,046+\tabcellsep (Export)\tabcellsep ROI:\\
\multicolumn{3}{l}{3,002,615,926= 3,036,578,972 taka}\tabcellsep \tabcellsep \multicolumn{2}{l}{(Total Profit-Training Cost) / Training Cost=}\\
\multicolumn{6}{l}{1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, (4425357216-V. (Total Profit-Training Cost) / Training Cost= ROI: (3036578972-345207) / 345207=8795:1}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{transfer, promotion, training and development, layoff}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{and retrenchment, remuneration, incentives,}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{productivity etc.}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{2. Welfare aspect-It deals with working conditions and}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{amenities such as canteens, crèches, rest and}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{lunch rooms, housing, transport, medical}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{assistance, education, health and safety, recreation}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{facilities, etc. 3. Industrial relations aspect-This}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep covers\tabcellsep union-management\tabcellsep relations,\tabcellsep joint\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{consultation, collective bargaining, grievance and}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{disciplinary procedures, settlement of disputes, etc.}\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep III.\tabcellsep Function of Hrm\end{longtable} \par
 
\caption{\label{tab_0}10120000) / 10120000= 436:1 By investing 1 taka on training we can get profit of taka 436.}\end{figure}
 			\footnote{© 2014 Global Journals Inc. (US)} 		 		\backmatter  			  				\begin{bibitemlist}{1}
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\end{document}
