My understanding on this project:

• Responsibilities of Human Resource Manager & Departments

• Function of HR

• Importance of HR Management

• Human resource planning in Norp Knit Unit-2

• How to avoid shortage/surplus in Norp Knit Unit-2

• Job analysis

• Recruiting policy of Norp Knit Unit-2

• Methods of interview

• Leadership styles

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How to Manage a Human Resources Department

Managing a Human Resource Department entails more than simply hiring and firing
employees... The Human Resource Department is essential in cultivating organizational
development, working with business units to provide services inclusive of training staff,
explaining and ensuring employment laws are followed, developing policies and job
descriptions, strategic planning, performance management, recruitment and keeping the
workplace environment safe.

1. Defining HR's Role and pinpointing the organization's HR needs. Understand the role
and function of the HR department by determining the human resource needs within
the organization in accordance with the mission, goals, values, and objectives of the
organization. Smaller businesses have different HR needs than larger corporations.
New start up companies has different HR needs then mature organizations that have
been in business for several years. Non-profit organizations have different HR needs
than for profit organizations or governmental public sector units. Non-union
environments have different HR needs than union environments.

2. Strategic Planning. After determining the role of HR and the HR needs of the
organization, began establishing a method of how the needs are to be met by putting
in place a strategic plan. If the organization is in the startup mode the HR strategic
plan will consist of focusing on recruitment of experienced well trained personnel,
development of employment policies, creating new hire orientation processes,
developing job descriptions and coming up with compensation and benefits packages.
If the organization is mature, HR's strategic plan will consist of monitoring
performance, implementing training programs, community involvement, retaining
employees, succession planning and facilitating rewards and recognition programs,
coordinating employee events such as staff picnics, etc., conducting employee
satisfaction surveys, making sure business unit HR needs are met.

3. Designating and selecting HR Staff. Depending on the size and type of organization,
the HR Department will consist of staff persons ranging from HR Generalists,
Analyst, Recruiters, Clerks, Administrative Assistants, Compensation and Benefits
Manager, Training Manager, Labor Relations Representative, Project Managers,
HRIS Administrators, Risk Management Representative, Payroll Administrator, and
HR Director. Upon determining the organizational needs and development of a
strategic plan, an HR staff should be selected and hired to implement the strategic
plan and help internal business units with their HR needs. HR staff skills should be

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 able to conduct HR audits maintain and keep employment records, be well versed in
employment laws, write job descriptions, conduct job analysis, handle negotiations,
interview applicants, write policies, and be well experienced in handling company
mergers, layoffs, downsizing, project management and managing computer data
related to Human Resource Information Systems (HRIS).

4. Implement a method for record keeping and HR systems management. The HR

department has many confidential records and files to maintain. These records can be
kept electronically and or hard copies stored in a secure area. The HR Manager should
be responsible for selecting a records management system for both hard copy records
and electronic records.
5. Keep updated and abreast of employment laws. The HR staff should continue to keep
updated and abreast of employment and HR Laws in order to keeps the organization
operating legally.

Responsibilities of Human Resources Manager

A human resources manager is responsible for managing and overseeing the personnel
department within a company, organization or agency. This includes posting advertisements
or approving advertisements for new employees, screening resumes and applications, setting
interview appointments and being involved in the hiring process. In most agencies the human
resources manager is also key in providing employee supervision and evaluations, retraining
employees, offering mediation services for struggling employees as well as firing employees
that are not meeting standards.

Human resource managers must be aware of local, state and federal employment guidelines,
manage payroll issues, maintain employee records, complete and record insurance and other
programs offered to employees and be able to assist employees in understanding and
evaluating the participation in these programs. Human resource managers may also be
actively involved in retraining or training new employees or existing employees or answering
questions that employees may have on policies or procedures within the company or agency.

Workplace safety, employee absenteeism and health issues are also addressed by the human
resources manager. The manager may be able to work directly with outside agencies to
provide on-site counseling or even specialized programs for additions or crisis intervention
counseling or services. Many human resource managers act as the bridge between
management and workers in non-union companies. Conflict resolution and improving overall
workplace moral is a key part of the role of a human resource manager.

Common work activities include:

• Posting advertisements for new employees in newspapers, on the internet or in trade
specific magazines. Contacting employment services or even executive recruiters for
very specialized postings.

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 • Ensuring all record keeping with regards to workman's compensation, health and
medical insurance, and other state and government regulations is completed as
required.
• Overseeing the human resources department staff and handling all issues involving
employee complaints or questions that cannot be answered by other staff.
• Managing office or agency health, safety and mental health and well-being issues.
• Working with employers and employees in training and in-service presentations as
required.
• Hiring, supervising, training, monitoring and firing of staff.

Various functions and skills of merchandising department

Merchandising department is designed with the following way-

Through the Job analysis of merchandising department various functions and skills are given
in next page:-

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 1. GM - Merchandiser

• Company/Organization:-

Norp Knit Industries Ltd.

• Job Description / Responsibility

Will be responsible for all merchandising issues including handling orders of different
buyers starting from inquiry up to shipment independently.

• Educational Requirements

Minimum Graduate but degree in Marketing is preferable

• Experience Requirements

Minimum 10 year(s)

• Additional Job Requirements

A person with convincing past track records, who can handle merchandising about
five hundred thousand to one million pieces garments per month efficiently.

Must be computer literate

• Salary Range

Negotiable

• Job Location

Konabari, Gazipur

• Apply Instructions:

Send Your CV to info@norpknit.com

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2. Asst. GM Merchandiser

• Company/Organization:-

Norp Knit Industries Ltd.

• Job Responsibilities:-

Able to make competitive price for different fabrics

Able to make effective plan for executing a specific order

Careful monitoring to kniting, dyeing, and development of the products.

Making all kinds of report which are desirable by the Management.

• Education Requirement

Master in any discipline preferable educated in Merchandising from any reputed

institutions.

or

B.Sc in Textile also be preferable.

• Technical/Professional Requirements

. Garments (Woven & Knitting), Buying House (Garments), Textile (Spinning,

Weaving, Knitting, Dying/Finishing)

• Experience Requirements

2 to 4 year(s)

• Salary Range

Negotiable

• Job Location

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 Konabari, Gazipur

• Apply Instructions

Send Your CV to info@norpknit.com

3. SR Merchandiser

• Company/Organization:-

Norp Knit Industries Ltd.

• Job Responsibilities:-

Capable of Marketing, Merchandising with through product Knowledge & leading a

big team of skilled merchandisers.

Able to handle several numbers of orders/styles at a time of premium USA/European

customer`s account independently.

• Education Requirement:-

Graduate/Masters in any discipline.

• Technical/Professional Requirements:-

. Garments (Woven & Knitting), Buying House (Garments)

• Experience Requirements:-

5 to 10 year(s)

• Additional Job Requirements:-

5-10 years experience (3 years in Managerial Position) in a large Knit Garments

Industrial Group.

The incumbent should be dynamic and have good personality.

Able to handle several numbers of factories independently.

well spoken in English.

Possess high degree of Correspondence & analytical ability.

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 well traveled abroad.

• Salary Range:-

Negotiable

• Job Location:-

Konabari, Gazipur

• Apply Instructions:-

Send Your CV to info@norpknit.com

4. Asst. Merchandiser

• Company/Organization:-

Norp Knit Industries Ltd.

• Job Responsibilities:-

Overall responsibilities to look specific account assign by the superior, also day to day
update Sr. Merchandiser on team work accordingly

To corresponds with buyer & fulfill their requirement;

Assist Sr. Merchandiser to advice competitive price to the customer;

Assist Sr. Merchandiser for negotiate price with foreign & local supplier;

Ensure all mail/work taken care off on regularly basis;

Involve Sr. Merchandiser wherever necessary to finalize issue like production,

garments delivery, washing, payment or pricing matter;

Update Sr. Merchandiser about OSR, order issues & final out come;

Confirm all raw materials/trims to be in house before bulk production;

Maintain PM sheet, import LC & advance payment for fabric & trims;

Follow up with planning/production/commercial team & ensure shipment move on

time;

Follow up with commercial on correct shipping doc’s, shipment advice & payment
too

Source new development and arrange necessary presentation for customer;

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 To have internal OSR & discussion meeting for progress/development of orders;

To ensure teammates follow all company establish rule like order confirmation, fabric
booking meeting & ERP system updating etc;

To ensure teammates maintain proper filling system & record for bulk orders;

All other special job as assigned by the management

• Education Requirement:

BA Hons,/MBAf rom any reported University.

• Technical/Professional Requirements:-

. Merchandising

Garments (Woven & Knitting)

• Experience Requirements:-

2 to 4 year(s)

• Additional Job Requirements:-

Age below or equal to 33 year(s)

Strong Verbal & Oral communication in English

Good Knowledge of apparel industry

Computer Literacy is a must.

Can do attitude

Candidates who have ERP knowledge are highly preferred.

• Salary Range:

Negotiable

• Job Location

Konabari, Gazipur

• Apply Instructions:

Send Your CV to info@norpknit.com

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Each employee of this department will work in a predesigned job. There have no options for
the redesign the job for particular employee because of organizational structure.

Human Resource Planning & Recruitment

Human resource planning is done to meet business objectives and gain an advantage over
competitors. A company or organization must have clear concept of the strengths and
weakness of their existing internal labor force. They must also know the following things-

• What size they want the organization to be

• What products will be produced

• What services will be provided

Above knowledge helps HR Manager define the number and kinds of employee will be
needed. HR Manager also can identify sort of changes needed for his company. Such as
downsizing, hiring new employees, training existing employees in new skills etc.

For human resource planning following stages are done in NORP KNIT-

1. HR Manager determines the total requirement of labor.

2. A budget sheet is prepared which is a format of keeping the record of labor

surplus/shortage

3. To avoid the shortage/surplus of labor the budget sheet is reviewed regularly.

4. If shortage happens due to extreme absenteeism then overtime, temporary worker/

hire is done to meet the required production.

Recruiting Human Resources

1. Preparation for Recruiting

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 The recruiting process starts when supervisors identify an opening. Usually, the line
manager will be the first to know. The opening may come about through attrition,
termination or the realization that the company needs additional employees. The line
manager will then alert the staffing team of the need to recruit employees.

Every company has a procedure for approving such requests. It may involve getting
approvals from upper management and the finance department. Once the request has
been approved, line managers must consult with hiring managers to ensure a
successful recruitment.

In many cases, the company will have a previously used staffing template. This guide
will list the qualifications and experience that yielded the last hire for the same
position. This is a good starting point for developing a new template for the current
opening.

The recruiting manager should consult the hiring manager to refine the staffing
template, adding qualifications and deleting those that were found to be irrelevant.
Once the new template is approved, a recruiter should take charge of the job opening.

2. Sourcing Plan

A sourcing plan answers the question, “How are we going to find suitable candidates?”
There are many ways to find potential candidates which should be used in the order of
cost effectiveness. Some of these resources include:
• Internal candidate database: Who within the organization might fit the job
• Employees referrals: Ask employees who they know that might want to apply
• Networking: Contact suppliers and customers who may know a potential
recruit
• Conferences and seminars: Look for candidates at industry events
• Former employees: Some ex-employees may be interested in returning, or
know other candidates
• Special recruiting events: Check out open houses or job fairs
• Internet sources: Jobs A1, Bd Jobs etc
• Advertising: Newspapers, industry publications and Craigslist are valuable
resources
• Agencies and search firms

3. Terminating Recruitment Activity

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 All rejected applicants should be notified in writing. It is a good idea to send a
feedback form to rejected applicants, asking them how they were treated during the
recruitment process and how it might be improved.

A recruitment-satisfaction survey should also be sent to hiring managers. It may ask

their opinions of how responsive the recruiting team was, whether they were satisfied
with the quantity and quality of applicants presented and how they feel about the final
selection.

4. New-Hire Processing

The recruiter should stay in close contact with the new hire until his or her first day to
guard against counter offers and buyer’s remorse. A new-hire package should be sent
to the recruit, including a formal offer letter; salary and start-date information; and
necessary benefit forms.

Managers should welcome the new hire on his or her first day. They should also have
an orientation to familiarize the new hire with people and procedures. The new hire
should additionally have an employee-policy manual and should give their completed
paperwork to the designated department.

A new-employee development plan should then be drawn up and forwarded to HR

and the hiring manager. It should describe what training, support and mentoring the
new employee is to receive.

5. Learning from Recruitment Experience

Candidate- and hiring-manager feedback surveys should be reviewed to identify

where the recruitment process might be improved. The results obtained from various
sources of candidates may be used as guidance in future hires.

Recruiting is a systematic process that begins the moment an opening is identified and
does not end until the new hire is well on board. Following a careful recruitment plan
is the best assurance of a successful hire.

In NORP KNIT two recruitment policies are exist. Such as-

1. Recruitment policy for managerial personnel

2. Recruitment policy for worker

Recruitment policy for managerial personnel

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To recruit new employee HR manager emphasize on experienced and skilled people rather
than new applicants on related job. HR manager takes following options for recruiting
applicants to specified job. Options are-

• Internal spruces- because of some advantages HR manager gives the priority for
recruiting employee. It generates applicants who are well known to the
company/organization. It reduces the unrealistic expectation about the job. At last
filling vacancies through internal recruiting is generally cheaper and faster than
looking outside the organization

• External sources-if internal source is unavailable then manager switched to external

sources. Among various external sources manager tries the following options-

1. Direct applicants and referrals

2. Advertisement in newspapers & magazines

3. Colleges and universities

Selecting & pacing employees in job

In NORP KNIT the external sources applicants have to face panel interview. Then the panel
member’s check resumes, reference and education background and ask applicants their desire
questions. After selecting an employee NORP KNIT has a pre-designed training for 15 days
which helps employer to cope with new environment and know the organization objectives
which is known as orientation. On the Job Training (OJT) method is applied here.

Recruitment policy for worker

To recruit worker internal sources is used. Supervisor and existing worker works as referral
to recruit worker. After recruiting worker face a technical test. For a new applicant he gets
training from the organization for 25 days and he gets 3 months provision. If any new
recruiters is failed to progress in his task he will be dismiss from the company. A sample of
worker recruitment from is given next page.

Suggestion:

• I recommend that this company to recruit new comer in managerial level those who
finished his graduation from renowned institute like Pearl Fashion Institute and those
who have 1-2 years of experience.

• I thing employee should recruit from the external source because new employee can
lead the company with new ideas in spite of internal sources.

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 • Company should emphasize more training for the new comer.

Appointment form (Worker)

Name :………………………………………………

Fathers name :………………………………………………

Mothers name :………………………………………………

Present & permanent address :……………………………………………..

Date of birth :………………………………………………

Religion :……………………………………………..

Marital status :………………………………………………

Blood group :…………………………………………….

Education qualification :……………………………………………..

Designation :…………………………………………….

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Previous experience :……………………………………………..

Previous garment factory name:…………………………………………….

How you know my company :……………………………………………

Signature of applicants

Performance Management

As we observed NORP KNIT Industries Ltd, it has two categories to measure performance
level such as-
• Managerial level
• Worker level

To measure the performance of managerial personnel NORP KNIT do not have any written
form but they get performance result from individual’s achievement. For example a
merchandiser can be measured by his own task. Such as-
• Is he sends mail to buyer or not?
• Is he gives fabric booking or not?
• Is he send sample to buyer or not?
• Is raw material purchased or not?
• What is the progress of current order?
• Is he maintaining time frame to ship the goods or not?
• Is he coordinating with all departments or not?
• Comparing previous performance with present performance.

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 • What is the progress of documentation for L/C?
• Is he following up the production department or not?

Hence there has no format of measuring performance level but they have regular meeting
with the manger about their progress. This meeting held every 15 days interval which plays a
vital role to give feedback to the authorities. Actually its purpose is to talk with the current
situation and opportunity to know individuals performance as well.

Knowing individuals performance has a great importance for a company because it helps a
company to enlist most efficient people and give right payment to right person. It is not only
it but also helps taking decision on motivation, training, hiring/reduce people.

KNORP KNIT do regular practice to motivate his staff and worker. For worker they have
floor counselor to discuss about the problems and solutions regarding production or personal.
To motivate worker they have arrangement for listening their favorite song during their work.
It helps worker to remove their boringness get motivated to seat for a long time to work.

In this industry Graphic Rating Scale method is used to measure worker performance instead
of existing other method. Various methods are

1) Mixed Standard Scale

2) Bars Rating Dimension
3) Behavioral Observation Scale
4) MBO (Management By Objectives)

The most widely used method for rating attributes is the Graphic Rating Scale method which
lists traits and provide a rating scale for each trait. The employer uses the scale to indicate the
extent to which an employee displays each trait. By performance evaluation form employees
performance is measured. This form is developed by the HR manager of NORP KNIT LTD,
which is consisted with traits and rating scale. The number 1 indicate poor performance and
number 5 indicates distinguished performance of employee/worker. After evaluation HR
manager takes some initiatives those who have lower score to improve. On the other hand
those who have highest number they must get the advantage from the company because they
became a asset for the company. A sample of measuring performance form of worker is given
in the next page.

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 Performance Evaluation Form(For Worker)

Name :……………………………………………………

Id No :……………………………………………………

Designation :……………………………………………………

Section :……………………………………………………

Line No :……………………………………………………

Graphical Rating Scale

Subject Performance Dimension Rating

Personal Discipline & Punctuality 1 2 3 4 5
Characteristics Adherence to management personnel 1 2 3 4 5
Responsibility 1 2 3 4 5
Team work 1 2 3 4 5

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 Work Productivity 1 2 3 4 5
Performance Working ability 1 2 3 4 5
Quality 1 2 3 4 5
Interest to do work 1 2 3 4 5
Education & Reading & Writing Bangla 1 2 3 4 5
Experience Reading & Writing English 1 2 3 4 5

Total Number:…………………………….. Signature:

………………………………..

Poor 1 Evaluation:
Adequate 2
Commendable 3
Excellent 4
Distinguished 5

Supervisor Section In charge Production Manager HR Manager

CEO Director

Suggestion:

There are lots of ways to measure the employee performance which are given bellow-

Performance measurement uses the following indicators of performance, as well as

assessments of those indicators.

1. Quantity: The number of units produced, processed or sold is a good objective indicator
of performance. Be careful of placing too much emphasis on quantity, lest quality suffer.

2. Quality: The quality of work performed can be measured by several means. The
percentage of work output that must be redone or is rejected is one such indicator. In a sales
environment, the percentage of inquiries converted to sales is an indicator of salesmanship
quality.

3. Timeliness: How fast work is performed is another performance indicator that should be
used with caution. In field service, the average customer’s downtime is a good indicator of
timeliness. In manufacturing, it might be the number of units produced per hour.

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4. Cost-Effectiveness: The cost of work performed should be used as a measure of
performance only if the employee has some degree of control over costs. For example, a
customer-service representative’s performance is indicated by the percentage of calls that he
or she must escalate to more experienced and expensive reps.

5. Absenteeism/Tardiness: An employee is obviously not performing when he or she is not

at work. Other employees’ performance may be adversely impacted by absences, too.

6. Creativity: It can be difficult to quantify creativity as a performance indicator, but in

many white-collar jobs, it is vitally important. Supervisors and employees should keep track
of creative work examples and attempt to quantify them.

7. Adherence to Policy: This may seem to be the opposite of creativity, but it is merely a
boundary on creativity. Deviations from policy indicate an employee whose performance
goals are not well aligned with those of the company.

8. Gossip and Other Personal Habits: They may not seem performance-related to the
employee, but some personal habits, like gossip, can detract from job performance and
interfere with the performance of others. The specific behaviors should be defined, and goals
should be set for reducing their frequency.

9. Personal Appearance/Grooming: Most people know how to dress for work, but in many
organizations, there is at least one employee who needs to be told. Examples of inappropriate
appearance and grooming should be spelled out, their effects upon the employee’s
performance and that of others explained, and corrective actions defined.

Performance indicators must be assessed by some means in order to measure performance

itself. Here are some of the ways in which performance is assessed from the aforementioned
indicators.

10. Manager Appraisal: A manager appraises the employee’s performance and delivers the
appraisal to the employee. Manager appraisal is by nature top-down and does not encourage
the employee’s active participation. It is often met with resistance, because the employee has
no investment in its development.

11. Self-Appraisal: The employee appraises his or her own performance, in many cases
comparing the self-appraisal to management's review. Often, self-appraisals can highlight
discrepancies between what the employee and management think are important performance
factors and provide mutual feedback for meaningful adjustment of expectations.

12. Peer Appraisal: Employees in similar positions appraise an employee’s performance.

This method is based on the assumption that co-workers are most familiar with an
employee’s performance. Peer appraisal has long been used successfully in manufacturing
environments, where objective criteria such as units produced prevail. Recently, peer

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appraisal has expanded to white-collar professions, where soft criteria such as “works well
with others” can lead to ambiguous appraisals. Peer appraisals are often effective at focusing
an employee’s attention on undesirable behaviors and motivating change.

13. Team Appraisal: Similar to peer appraisal in that members of a team, who may hold
different positions, are asked to appraise each other’s work and work styles. This approach
assumes that the team’s objectives and each member’s expected contribution have been
clearly defined.

14. Assessment Center: The employee is appraised by professional assessors who may
evaluate simulated or actual work activities. Objectivity is one advantage of assessment
centers, which produce reviews that are not clouded by personal relationships with
employees.

15. 360-Degree or “Full-Circle” Appraisal: The employee’s performance is appraised by

everyone with whom he of she interacts, including managers, peers, customers and members
of other departments. This is the most comprehensive and expensive way to measure
performance, and it is generally reserved for key employees.

16. MBO (Management by Objectives): The employee’s achievement of objective goals set
in concert with his or her manager is assessed. The MBO process begins with action
statements such as, “reduce rejected parts to 5 percent.” Ongoing monitoring and review of
objectives keeps the employee focused on achieving goals. At the annual review, progress
toward objectives is assessed, and new goals are set.

To measure performance of employee I recommend to use MBO-Management by Objective

because of the positive effeteness to the organization. It is a system in which people at each
level can set the goals in a way which has impact on all employees so that employees at all
level can contribute to achieve the company’s overall goals. These goals become the
standards for evaluating each employee.

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 How to retain highly skilled staff

To retain highly skilled staff is a great challenge for HR manager. But HR mangier must
aware of his staff and he must do regular monitor to keep his skilled staff. Thus organizations
should:

 Monitor the extent of resignation

 Discover the reasons for it

 Establish what it is costing the organization

 Compare loss rates with other similar organizations.

Without this understanding, management may be unaware of how many good quality staff are
being lost. This will cost the organization directly on progress and goals of a company and
also loss of long-term capability.
Having understood the nature and extent of resignation steps can be taken to rectify the
situation. These may be relatively simple solutions once the reasons for the departure of

21
employees have been identified. But it will depend on whether the problem is peculiar to your
own organization, and whether it is concentrated in particular groups (eg by age, gender,
grade or skill).

Leadership style in NORP KNIT UNIT-2

Different leadership styles are appropriate for different stages of a company. It depends on following
factors-

1. . Where’s the company going in the next five to 10 years?

2. What kind of a leader can take us there?

3. What are the important skill sets of that leader?

4. Who in the next generation has those skills?

5. If we’re objective, is the best leader for the company in the family or do we need to look
outside the family?

6. What’s our road map for the succession process?

As a leader of any company the following things should have such as-

• Self-Esteem

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 • Need to Achieve

• Screening for Opportunity

• Locus of Control

• Goal Orientation

• Optimism

• Courage

• Tolerance to Ambiguity

• Strong Internal Motivation

Among various leadership styles this company follows PEOPLE & TASK ORIENTED leadership
style because of the nature of the company.

Why TASK ORIENTED is followed by NORP KNIT

As this company is production based means only manufacture the product. That is why they have
specific target over the period.

For example, they have order from 5 buyers and the required quantity will be shipped within 4
months. According to buyers order the manager set the target and followed up by regular intervals. To
fulfill the target any how manager will take necessary steps to complete the task which sometimes
turned into autocratic leadership style.

Basically a task oriented leader is someone who focuses only on getting the job done, and they can be
quite autocratic. They actively
• Define the work and the roles required
• Put structures in place
• Plan
• Organize
• Monitor.
The task oriented leader achieve the objective required with good performance, However, the team
members were seem to be suffering from high pressure and didn’t actually enjoy what they are doing.

Suggestion

In my opinion, situational leadership is best among all these leadership styles, because a
leader need to change his leadership according to the situation. Some time he needs to be
tough with his subordinates if they are not doing well, some time he need to teach his
subordinates, some time when there is some conflict arises between two subordinates than he
need to take democratic approach to deal with their problem. Like this, he needs to change his
leadership styles according to the situation.

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 References and Bibliography

• Job profiles. 2003. Human Resource Manager [online] Available at:

<http://www.jobprofiles.org/bushrmanager.htm > [ Accessed 25 January 2010]

• Decenzo, D.A. and Robin, S.P., 2005. Fundamentals of HRM. 8th ed. Johon Wiley and
sons Inc.

• Hakala, D., 2008 16 ways to measure the performance. [online] Available at:
<http://www.hrworld.com/features/16-ways-measure-performance-
021908/>[ Accessed 25 January 2010]

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• Ehow., 1999. Mange human resource department. [online] Available at:
http://www.ehow.com/how_2132899_manage-human-resources-department.html >
[ Accessed 25 January 2010]
• Hr world,. (n.d) Guide to recruit new employees .[online] Available at:
http://www.hrworld.com/features/essential-guide-recruiting-new-employee-042208/>
[ Accessed 25 January 2010]
• Hr world., (n.d) Pros and cons of refferrals employee.[online] Available at:
http://www.hrworld.com/features/employee-referral-pros-cons-081208/> [ Accessed
25 January 2010]
• Interview

Md. Mahbub Alam

Manager(HR, Personnel & Administration)

Norp Knit Industries Ltd, Unit-2

Tel:9291936-7

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