SITARA TEXTILE INTERNSHIP REPORT HRM

8/7/2019 SITARA TEXTILE INTERNSHIP REPORT HRM

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DEDECATION

The Holy Prophet Muhammad (S.A.W.) The greater Social reformer andguide in every sphere of life. My affectionate parents who taught me the firstword of speak and supported me morally and financially throughout mystudies.

ACKNOWLEDGEMENTIn the name of Allah, the most merciful and beneficent

I would like to thank Almighty Allah who made me able to complete thisinternship report by utilizing my skills and knowledge. I am also thankful forgiving me spirit of patience, consistency and courage during my internship.

I am also grateful to the Virtual University of Pakistan, especially regionaloffice that provided me a chance to explore my skills, qualities, abilities and

potentials through internship program. I am also thankful to my teachers forgiving me chance to show the best of my abilities during the period of my

internship.

At Sitara Textile Industries limited, I would like to thank Mr. Saleem Chaudry,GM (HR & A) who provided me full opportunity to start internship andaccumulate first hand comprehensive information during my internship. I amalso obliged to different persons like Mr. Zafar Iqbal, Mr.Tariq Mehmood and


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Mr. Ghulam Mustafa who provided ever information I needed during thecourse of my internship.

Last but not the least, I am also thankful to my younger brother and best friendof mine Mr. Umar Khatab whos management experience and tips regarding

internship are always helpful for me. Without his encouragement and guidanceit might not be possible for me to complete my MBA so successfully andsmoothly.

I am responsible for errors and mistakes presented in the report and a positiveand constructive criticism will always be greeted warmth.

AWAIS MAHMOOD BUTT

List of Contents

Title Page 1

Acknowledgement 2

List of Contents 3

Objective of Studying Sitara Textile 6

List of Tables and Illustrations 5

Introduction 7

Establishment and Growth 9

Overview of Sitara Textile 10

Brief History 10

Nature of Organization 10

Business Volume 11


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Profile of Employees 20

Product Line 22

Organizational Structure 24

Main Offices 24

HRM Operations 25

Structure of HRM 27

Employees Working in HRM Dept. 27

Functions of HRM 28

Critical Analyses 30

Shortfalls of HRM 34

Conclusions 37

Recommendations 38

References 40


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List of Tables And Illustrations

Page NO

Balance Sheet 10

Organ gram

1. Objective of studying the organization:

My objective of studying the Sitara Textile IndustriesLimited is to know about the following things:

1. How management is analyzing work and planning forpeople?


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2. What factors are most important to consider indeveloping a recruitment policy?

3. What screening and selection methods are available, and

which ones are most accurate?

4. To know how management respond to a unionorganizing campaign?

UY2. Introduction:

The name SITARA emerged on the horizon of Pakistan

soon after its inception in the year 1947.the start wasmodest with limited space to work and meager resources tocater, but devotion and dedication blended with untiringhonest efforts soon flourished to bear the fruits.

Sitara meaning A STAR really proved to be the symbolof bright future for the company and now Sitara is the mostsuccessful group in Pakistan. Sitara Textile Industries gave

birth to the following units and become a SITARAGROUP OF INDUSTRIES

1- Sitara Textile industries Ltd

2- Sitara Chemical Industries Ltd.

3- Sitara Spinning Mills Ltd.

4- Sitara Energy Ltd.

5- Sitara Fabrics Ltd

6- Sitara Enterprises (Pvt) Ltd.


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7- Sitara Hamza (Pvt.) Ltd.

8- Yasir Spinning Mills

9- Sitara Peroxide Ltd.

10- Aziz Fatima Trust Hospital

11- Ghafoor Bashir Children Hospital

12- Aziz Fatima Girls High School

Sitara Textile Industries Limited

Sitara Textile is one of the largest manufacturer andgovernment accredited exporter of textile in Pakistanhaving assets of worth more than US$ 4.00 Billions,

bleached, Printed and dyed fabrics. The total area ofthe subjected premises consists of 102 Kinal 17Marlas (12 Ackers 7 Canal) (553844 sq. ft.) withcovered area approximately 332,718 Sq. ft.

Establishment and Growth

Sitara Textile established in late 50s with the name ofSitara Calico Printing at Maqbool road Faisalabad.Initially the printing was carried out mostly by orthodoxmethod but soon after its balancing modernization and


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expansion the company was renamed as Sitara TextileIndustries (Pvt.) Ltd.in 1969. And it has been registered inSecurity and Exchange Commission in 1996 At present its

posses most modern processing machinery formSwitzerland, Germany and England.

Sitara captures a wide market and its products areappreciably accepted throughout the Pakistan most popularSAPNA lawn and Mughal-e-Azam Lattha are its majorproducts, contributing towards the national economy,export figures range from 10 to 13 million us dollars per

day.

Sitara Textile Industries are proud to be able to make amajor contribution to the general economy well being ofthe Pakistani government and its people by earningvaluable foreign exchange and through their job creationand training schemes.

3. Overview of the organization:

3.1 Brief History

The name of SITARA emerged on the horizon ofPakistans textile industry in 1959,A modest limitedfinancial and other resources available, soon flourished to

bear full owing to the determination and dedication of itsworkers, An honest approach in dealing , with customers,vendors and related agencies, took the group a step aheadand is a vital contributing to its success today. At themoment Sitara Textile is the leading industrial group of


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Pakistan, owing assets more than US$ 4 billion. The SitaraGroup of Industries deals in Textile, Chemicals, Energy,Health and Education sectors.

3.2 Nature of the Organization

Sitara Textile Industries Limited a fabric woven with tendercare and dyed in the brilliant shades of nature addselegance and magnificence to this world.

Sitara Textile is a manufacturer of such fabulous fabrics:fabrics that speaks of unparallel quality and unmatched

comfort. Sitara Textile specializes in producing high classfabric product made of superior quality materials andpossesses state production facilities in made ups and fabricsfor various consumer needs. The company makes use of thelatest technical equipment to make sure that each product isoriginal in style and shows exquisite craftsmanship. SitaraTextile is a company believes in originality as character

and quality as foundation. The entrepreneurial spirit of thecompany assiduously seeks constant development, steadyprogress and outstanding performance.

3.3 Business Volume

These balance sheets will show us the business volume ofSitara Textile for the last five years.

3.3.1 Balance Sheets

SITARA TEXTILE INDUSTRIES LIMITED


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BALANCE SHEET

AS AT JUNE 30, 2002

2002 2001

Rupees Rupees

Share Capital and Reserve

Authorised capital

600,000 ordinary

shares of Rs. 100/- each 60,000,000 60,000,000

issued, subscribed and

paid up capital 60,000,000 60,000,000

unappropriated profit 63,332,927 33,115,685

___________________________________

123,332,927 93,115,685

Non-current Liabilities

Long term loans 111,401,640 146,241,261

Liabilities against assets subject

To finance lease 67,611,805 1,947,384

Deferred liability

Staff retirement gratuity 8,392,744 7,421,504

Current Liabilities

Short term bank borrowings 335,000,000 325,700,000

Current portion of long

Term liabilities 13,167,572 16,171,032

Creditors, accrued and other

Liabilities 204,367,961 195,961,126


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Provision for taxation

Income tax - -

______________________________________

552,535,533 537,832,158

Contingencies and commitments

863,274,649 786,557,992

Non-Current Assets

Fixed assets 269,527,667 191,450,794

Long term deposits 10,524,468 5,538,999

Current Assets

Stores, spares and loose tools 23,807,965 38,592,084

Stock in trade 273,919,232 231,419,567

Trade debts 117,499,627 76,364,550

Short term investments 27,534,225 30,458,119

Advances, deposits and prepayments 597,604 631,718

Other receivables 117,726,763 175,058,625

Cash and bank balances 22,137,098 36,803,536

_______________________________________

538,222,514 589,328,199

________________________________________

863,274,649 786,557,992

________________________________________


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BALANCE SHEET

AS AT JUNE 30, 2003

2003 2002

Rupees Rupees


Authorised capital

600,000 ordinary

shares of Rs. 100/- each 60,000,000 60,000,000


paid up capital 60,000,000 60,000,000


___________________________________

120,406,455 123,332,927


Long term loans 106,401,640 111,401,640


To finance lease 60,189,181 67,611,805

Deferred liability


Current Liabilities




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Liabilities 221,627,883 204,367,961


Income tax - -

______________________________________

741,976,776 552,535,533


______________________________________

1,037,766,825 863,274,649

______________________________________

Non-Current Assets

Fixed assets 239,780,372 250,027,667


_______________________________________

283,264,359 269,527,667

Current Assets


Stock in trade 275,743,980 273,919,232

Trade debts 246,140,416 117,499,627


Advances, deposits and prepayments 1,863,530 596,604



_______________________________________


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749,952,334 583,222,514

________________________________________

1,037,766,825 863,274,649

________________________________________


BALANCE SHEET

AS AT JUNE 30, 2004

2004 2003

Rupees Rupees


Authorised capital

600,000 ordinary

shares of Rs. 100/- each 60,000,000 60,000,000


paid up capital 60,000,000 60,000,000


___________________________________

113,903,550 120,406,455


Long term loans 249,170,418 106,401,640



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To finance lease 45,154,147 60,189,181

Deferred liability


Current Liabilities





Liabilities 236,041,801 221,627,833


Income tax 2,051,356 -

______________________________________

969,581,791 741,976,776


______________________________________

1,387,224,213 1,037,766,825

______________________________________

Non-Current Assets

Fixed assets 237,355,400 239,780,372


_______________________________________

407,376,532 283,264,359

Current Assets


Stock in trade 389,829,816 275,743,980


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Trade debts 313,472,216 246,140,416


Advances, deposits and prepayments 2,427,305 1,863,530



_______________________________________

976,947,138 749,952,334

________________________________________

1,387,224,213 1,037,766,825

________________________________________


BALANCE SHEET

AS AT JUNE 30, 2005

2005 2004

Rupees Rupees



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Authorised capital

600,000 ordinary

shares of Rs. 100/- each 60,000,000 60,000,000


paid up capital 60,000,000 60,000,000


___________________________________

127,184,820 113,903,550


Long term loans 362,098,587 249,170,418


To finance lease 109,771,594 45,154,147

Deferred liability


Current Liabilities





Liabilities 233,544,309 236,041,801


Income tax - 2,051,356

______________________________________

1,073,627,619 969,581,791



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______________________________________

1,682,644,761 1,387,224,213

______________________________________

Non-Current Assets

Fixed assets 453,080,113 237,355,400


_______________________________________

578,182,168 407,376,532

Current Assets


Stock in trade 538,613,920 389,829,816

Trade debts 108,295,886 312,031,466





_______________________________________

1,101,912,050 976,947,138

________________________________________

1,682,644,761 1,387,224,213

________________________________________



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BALANCE SHEET

AS AT JUNE 30, 2006

2006 2005

Rupees Rupees


Authorised capital

600,000 ordinary

shares of Rs. 100/- each 60,000,000 60,000,000


paid up capital 60,000,000 60,000,000


___________________________________

165,466,103 127,184,820


Long term loans 329,868,755 362,098,587


To finance lease 115,946,982 109,771,594

Deferred liability


_____________________________________

456,639,346 481,832,322

Current Liabilities





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Liabilities 244,989,749 233,644,309


Income tax 22,846,641 -

______________________________________

1,307,857,547 1,073,627,619


______________________________________

1,929,962,996 1,682,644,761

______________________________________

Non-Current Assets

Fixed assets 597,278,955 578,182,168


_______________________________________

602,833,940 580,732,711

Current Assets


Stock in trade 709,655,037 544,866,136

Trade debts 165,148,491 108,295,886





_______________________________________

1,327,129,056 1,101,912,050


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________________________________________

1,929,962,996 1,682,644,761

________________________________________

3.3.2 Profile of Employees

The success of an organization is dependent on what typeof management an organization is dependent on, what type

of management an organization has. Sitara Textile industryis a well-reputed organization. They have very effectiveand efficient management. There are five majordepartments and over 1750 employees working includingtop and middle level.

Departments are:

1- Administration

2- Processing

3- Finance

4- Export

5- Marketing (local)All the departments have general mangers as their headsexcept marketing (local). In top level hierarchy GMs worksin coordination with the board of director to meet with the


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long term and short term goals. These goals are set andchecked at the end of each financial year.

Top Level Hierarchy

1. Chief Executive Officer

2. Director Finance

3. Director Export

4. Director Processing

5. GM Admin

6. GM Local Marketing

(Organogram is attached herewith)

3.3.3 Profile of Processing Employees

Processing department is that department where the product

is actually come to the condition of selling. Raw material ischanged to finished cloth by a systematic way. Thissystematic way consists of 8 more sub departments thatplay their important role to convert iron to gold. Thesedepartments are:

Grey room

Bleaching Department

Dyeing Department


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Engraving Department

Printing Department

Finishing Department

Packing Department

Laboratory

Engineering Staff

3.4 Product Line

Following are the products of Sitara Textile Industries.

Sitara Sapna Lawn

Sitara Sapna Lawn ( white and dyed)

Sitara Sapna Latha ( white and dyed)

Sitara Sapna Cambric ( white and dyed)

Sitara Mughal-e-Azam Latha

Sitara Mughal-e-Azam Lawn

Sitara Mughal-e-Azam Cambric


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Sitara Mughal-e-Azam (Embroidery)

Sitara Mughal-e-Azam (Collection)

Sitara Universal Cambric (white and dyed)

Sitara King To U KT ( white and dyed)

Sitara Comandar Latha ( white and dyed)

Sitara Supreme Lawn

Sitara Supreme Cotton Cambric

Sitara Cotton Club Cambric (white and dyed)

Sitara Supreme Lawn (white and dyed)

Sitara Quilt Print

Sitara Medlean Print

Sitara Swiss Gold

4. Organizational Structure:

4.1 Main Offices


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Following are the list of main offices of Sitara Textile:

Sitara Textile Industries Limited, 6-KM,

Sargodha Road, Faisalabad.

Sitara Sales Point, Ajman, Dubai

Sitara Sales Office, Islamabad

Sitara Sales Office, Karachi

4.2 HRM Operations

At a general level, it is important to analyze training needsagainst the backdrop of organizational objectives andstrategies. Unless you do this, you may waste time andmoney on training programs that do not advance the causeof the company People may be trained in skills they alreadypossess the training budget may be squandered on rest andrecuperation sessions, where employees are entertained butlearn little in the way required job skills or job knowledge,or the budget may be spent on glittering hardware thatmeets the training directors needs but not theorganizations.

It is also essential to analyze the organizations external

environment an internal climate. Trends in the strategicpriorities of a business, judicial decisions, civil rights laws,union activity, productivity, accidents, turnover,absenteeism, and on the job employee behavior willprovide relevant information at this level.


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However, assessing the needs for training does not endhere. It is important to analyze needs regularly and at allthree levels in order to evaluate the results of training and

to assess what training is needed in the future.

At the organizational level, senior managerswho set the organizations goals should analyzeneeds.

At the operations level, the managers whospecify how the organizations goals are going tobe achieved should analyze needs.

At the individual level, the managers and workers who dothe work to achieve those goals should analyze needs,keeping in mind that performance is a function both ofability and motivation.

4.2.1 Human Resource Planning

Human resource planning is all about measuring theorganization need to identify the numbers of employees andskills required to do those jobs. Further, an understandingof available competencies is necessary to allow theorganization to plan for the changes to new jobs requiredby corporate goals.

At sitara, major changes according to economic and socialenvironments are required purchasing new and additionaloffice equipment to enhance efficiency e.g., computerhardware or software, coping with the recall of a defective


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product and dealing with the need for a new design e.g.new automatic rotary machine.

This suggests several specific, interrelated activities that

together constitute an human resource planning system.

They include:

A talent inventory to assess current humanresources and to analyze how they are currentlybeing used.

A human resource forecast to predict futureHR requirements.

Action plans to enlarge the pool of peoplequalified to fill the projected vacancies throughsuch actions as recruitment, selection, training,placement, transfer, promotion, development andcompensation.

Control and evaluation to provide feedback onthe overall effectiveness of the human resourceplanning system by monitoring of HR objective.

.

5. Structure of the HRM Department:

5.1 Number of Employees working in HRM Department

Now Ill discuss the personnel management of SitaraTextile Industries Limited under various steps of Human


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Resources Management Sitara Textile also knows this factand has personnel department right at the entrance of maingate of mill. Personnel Department of Sitara Textile can be

critically analyzed on the basis of various steps of humanresources management process.

First I would like to describe the ware bouts of department.Department is situated in an old building which wasconstructed at the time of establishment of Sitara Textileand department was named as labor department. Recentlythree or four years ago name of department was changed to

personnel department. There are only 5 personnel whoactually handle the departments affairs and about 1500employees are working. There is great work that is to bedone by 5 persons and they feel burden on themselves.

6. Functions of the HRM Department:

6.1 Major Functions

Every organization whether it is a multinationalconglomerates a small business, a religious institution or agovernment agency depends on people. Appropriatecandidates for each job from chairman of the board to nightshift janitor must be located either inside or outside theorganization and they must be convinced by pay benefitsand working conditions to take and keep the job. They mustalso be trained and motivated. Handling these functions ispart of human resources managements job.

they feel burden on themselves.. There are six steps.


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1. Human resources planning

2. Staffing

3. Training & Development

4. CompensationManagement

5. Employee Evaluation

6. Employee Movement and

Replacement6.2 Supports to Other Departments

Through job rotation policies and by extensive interactionwith managers in all other functional areas. Unless theseexecutives are perceived as equals by their corporate peers,their ability to make significant contributions to the firmwill be diminished.

Require the senior HR executive to report directly to theCEO. At present this occurs in about 70 percent ofcompanies nationwide. Consider whether any corporateresource is more important than its people. Ensure that thetop HR officer is a key player in the development andimplementation of business plansproviding early

warning regarding their acceptance and serving as theCEOs window on the organization and as a soundingboard.

Representatives from HR and line managers from thebusiness unit generate key business strategies for the


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coming year. To do so, they identify major external andinternal factors that may have an impact on the future of thebusiness, together with future customer requirements. The

result? A business unit annual plan that outlines

Major driving forces in the business unit.

Major business initiatives in the businessunit.

Primary directions.

Major priorities for key executives of thebusiness unit.

Managers who have used the strategic blueprint processemphasize that its single greatest benefit is this: if forcesHR managers to concentrate solely an critical, value adding

activities. Such an approach is sorely needed, as a recentAmerican Management survey of 1500 HR managersfound. When asked how well HR strategy is linked tobusiness results, 6 out of 10 respondents said it was eithernot effective or just somewhat effective. Only 3 percentcharacterized the linkage as world class.

7. Critical Analyses:


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7.1 Requirement Analysis

Job analysis also provides the basis for developing jobspecifications. Job specifications are a statement of the

human qualifications required to perform the job. Amongthe qualifications which are often included in jobspecifications are the following.

Educational standards which may spell out, for example,degrees attained, such as a B.S. in engineering.

Experience requirements, such as two years of general

clerical experience for the position. This job requiresdirecting the work of from two to ten clerical employee,and therefore would normally require some priorexperience in actually performing clerical duties.

Skills requirements, such as typing 80 words per minute, orbeing able to take dictation by an executive etc.

Requirement analysis has performed thoroughly at SitaraTextile for the purpose of job analysis by HR department.

7.2 Data Gathering

There are four basic technique generally used for gatheringabout different jobs.

Interviews in some cases, job analysts may

interview the employee who is performing thejob, the supervisor, or both. This technique maybe time consuming, and the danger exists thatemployees may exaggerate the importance of


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their jobs. At Sitara Textile interviews areconducted for certain types of investigations incases of breakage of rules and regulations.

Interviews are also conducted for search of a newcandidate but these interviews are just mereformality rather than having professionalapproach.

Observation A second approach toinformation gathering in job analysis is havingthe analyst actually observe the individualsperforming a job and record observations whiledoing so. In some instances this method is veryuseful, but under certain conditions it becomesmore difficult if not impossible. At Sitara Textilethis technique is implemented in some cases,observations have done for performancejudgment and competency of work force.

Questionnaires Probably the least costlymethod of collecting job analysis data is by usingquestionnaires. Well designed questionnaireshave been claimed to be the most efficient wayto collect a wide array of job data andinformation in a short time. However, there is the

danger that a responder will not complete thequestionnaires, complete it inaccurately, or takean excessively long time to return it Sitara Textileusually does not use this sort of technique tocollect the data.


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Diaries or Logs A fourth approach is toutilize diaries or logs in which employees recordtheir daily activities and tasks. In addition, those

activities performed at infrequent intervals mustalso be noted. Because of the difficultiesconnected with this procedure, portable taperecorders may be utilized to assist in maintaininga record of such activities.

HRM department has not any systematicprocedure for using the diaries or logs for thepurpose of data gathering.

7.3 System Design

When choosing a system, always remember that theselection is not expected to last forever. That thoughtshould provide a glimmer of hope and some optimism, too.The selection is important and should be taken with greatcare. At the same time, you should acknowledge that ifsomething better comes along or if circumstances change,you might have made different choice.

Develop detailed project plan

Develop user groups

Purchase hardware


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Develop independent focused computerapplications.

Implement independent applications as ready

Modify in house forms

Modify/customize initial systems

Establish procedure

Convert data Train HRIS staff

During my internship at Sitara Textile, I found that HRdepartment uses to develop various user groups forexample there is separate software running for the workforce of processing department and similarly for stitchingdepartment. Oracle softwares are in use for the employeespay roll system and pay breakup, all the programming hasbeen done by IT department. In pay roll system there is aemployee form where the data has recorded and pay breakup system is also the part of these pay roll forms. Thereexists auto generation system at Sitara Textile, employeesattendance is being checked through hand scanningrecently changed from old procedure of card scanning.

7.4 Implementation

Following are the points which theoretically I read duringcourse of my study


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Implement HR core

Train other HR users

Make system available to HR functionalspecialists

Refine HR core

Establish mainframe micro link

Conduct field analysis

Develop procedures for distributedprocessing

Prepare technical documentation

Develop/work on other modules

Test system and user acceptance

Implement additional modules

Maintain/enhance


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8.Short-falls/Weaknesses of the HRM Department:

8.1 Planning

At Sitara Textile I think very small importance is given topersonnel as far as planning is concerned. Upper levelmanagement like CEO and Director give low attention tothis department. Personal Department does not search forand does not know whether there is need of new employeeat same job or not. They only know who is going out and

there is a vacancy at the place of out going employee. Ihave examples for such employees who are doing work oftwo or three men. There should be better planning for thatin order to achieve organizational goal. If the goal is tominimize the expenses it is not proper way to control and isnot legally and ethical acceptable.

8.2 Recruitment

At Sitara Textile recruitment is done internally as wellexternally. Recruiting is to attract qualified people to applyfor positions with an organization. Sitara Textile do notadvertise their job in newspaper but let the people beinformed by existing employees.

Most of new employees are hired on reference basis. There

are various authorities to hire the people for variouspositions. If position of job is that employee would be paidRs.4,000/- monthly, personnel manager has authority tohire this employee. The finance manager hires employeeshaving salaries below Rs.7, 000/- monthly. And job of


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value higher than Rs. 7,000/- per month is up to CEO orDirector.

8.3 Training & Development

At Sitara Textile every new employee trains himself at hisown because training is not done or given properly by theorganization. Employees new colleagues teach himmanners of his job. Sitara Textile does appoint traineeemployees who are trained by the existing employees andthese trainees are sometime hired for actual jobs. Thesehired trainees are beneficial for Sitara Textile because theyare already trained and understand their jobs. If there isnew employee hired who was not trainee at Sitara Textilesuffers because of that Sitara Textile do not have propertraining program.

8.4 Compensation Plans

As Sitara Textile is an industry of conservative type

therefore compensation and reward system is not verymuch impressive. Compensation level of Sitara Textile islow that is way qualified and talented people hesitating tojoin Sitara Textile. There are low basic pays offered. Onegood thing is that including allowances, pays becomedouble of the basic. But gross pay remains at the low levelas compared to the other industries. All the textile

industries in Faisalabad have low level of compensationexcept few, so as Sitara Textile. Various allowances aregiven to employees like medical allowances, attendanceallowances and etc. Attendance allowances are only forthose employees who are taking less than Rs. 5,000/- gross.


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As compensation level is low therefore employees are notvery much motivated. Motivation level and morale ofemployees are low which affects the periodicity of the

organization. It is fact that Sitara Textile is well reputedorganization and covering productivity requirement but ifmorale and motivation levels are brought high theproductivity could increase. Anyhow Pakistani work forceare scared and compelled to take whatever any body givesbecause of unemployment. Some think is better thannothing.

8.5 Evaluation

Sitara Textile performance of the employees is evaluatedon the basis of what has been expected from them. Theupper level management evaluates performance. Upperlevel management sees how an employee is performing onhis assigned position. It is done through observing andcomparing the productivity of the organization with the

expected productivity. The results of evaluation are used inmovement of employee inside the organization or outsidethe organization.

8.6 Movement and Replacement

At Sitara Textile movement is of three types one ispromotion 2nd is voluntary severance and last is termination. In case of good performancepromotion or increment is given to the employee and is case of mistake or misbehave only one way

that is termination. Sitara Textile do not care employee turnover or things like that, they just replace

that employee. In this way movement of employees takes place at Sitara Textile.

This is all about the short-falls and weaknesses of HRMdepartment of Sitara Textile. Despite the fact that


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department and personnel management is not very goodSitara Textile has great productivity capacity. Emergenceof all other industries in Sitara group of industries is

example of excellent of Sitara Textile.9. Conclusions:

All the sub departments of processingdepartment like bleaching, dyeing, printing and

finishing are working under laboratoryinstructions so laboratory is playing role ofexecutive in quality control.

All the schedules of bleaching, dyeingprinting and finishing are prepared by thelaboratory instead of related management or HRdepartment.

There is lack of human resource planning,lack of recruiting activities lack of job analysis,compensation and reward system is not verymuch attractive and employees are not wellmotivated in Sitara Textile.

One good thing of this department is that thedepartment let the employees follow the rules andregulations set by the organization strictly.Attendance is strictly checked and leaves as well.


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So there are good and bad both present in thehuman resource department of Sitara Textile.

HRM department is not established and notconsidered to be very much important. Low

attention is paid to this department by upper levelmanagement.

There is lack of human resources planning,lack of recruiting activities and lack of jobanalysis.

Compensation and reward system is not verymuch attractive and employees are not wellmotivated in Sitara Textile.

10. Recommendations for improvement:

Organizations big or small profit or unprofitable haveproblems and there are always chances of improvements.This is also the condition for Sitara Textile. As problemsand difficulties have been identified, now here are somesuggestions that may help the organization to improve. Thisis also the condition for Sitara Textile. As problems anddifficulties have been identified, now here are somesuggestions that may help the organization to improve.

In processing department there is a need ofskilled workers. There are certain departments ofprocessing in which employees have beenworking since long but their efficiency is not


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improved and unsatisfactory results come outsometimes. The skilled labor will not onlyimprove the efficiency but also will improve

effectiveness. There should be chances given toskilled workers to enter the organization.

There should be female artists and designersin design department as females have naturallymore esthetical qualities than males. They willreally improve the quality of designs and willintroduce more innovative design.

Expanding product lines that will give morevariety to people of country could extend localmarketing and ultimately sales would beincreased. There should be more staff in localmarketing department to enhance the sales figureand to capture wide area of local market.

There is need of better working condition inpersonnel department. Employees of thisdepartment are working in very poor condition,chair are broken, air conditioning facilities arenot properly in some department like HRMdepartment. That is why morale of employees

working in department is low and they are notmotivated for doing jobs. This area shouldcarefully be examined and solved.


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There is need to increase the staff in thisdepartment only three or four persons areworking with all the affairs regarding let the

employees abide by the rules and regulations,recruiting, selecting and other activities. This areashould carefully be handled to attract skilledemployees and ultimately to enhance efficiencyand effectiveness.

Job analysis should be done to know what are

the jobs needed in the organization. I know somepersons who are doing the job of two or threepersons.

Compensation and reward system should bebrought at higher level in order to let theemployees be motivated and happy.

There should be more fringe benefits for theemployees taking into consideration theredevotion skill and experience. This higher levelwould make the employees more efficient andeffective.

There should be little compensation fortrainees as well as they can fulfill their day to daytraveling and food expenses. By doing thistrainees will show more interest, more devotion,more potentials and will work with full mentaland physical efforts.


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The first aid and other medical facilitiesshould be provided to the employees with in themill area. There is continuous working in the mill

and every time there are chances of any accidentor unpleasant incident. So in order to handle thistype of situation the first aid dispensary should bethere in the mill area.

REFERENCES AND SOURCES OF

STIL:

I collect the all information about the Sitara TextileIndustries Limited (STIL) for making internship report. Thereferences & Source of information are as fellows:

Mr. Muhammad Awais Director Export Marketing

Mr. Muhammad Hafeez G.M Banking & Finance

Mr. Muhammad Razzaq Director Finance

Mr. Muhammad Yaseen Senior Export Manager

Mr. Ashfaq Ahmad Senior Export Manager

Mr. Shahid Mahmood Deputy Export Manager

Mr. Abul-Qayyum Deputy Export ManagerMr. Waseem Ahmad Assistant Export Manager

Mr. Muhammad Saleem Ch. HR& Admin Manager

Mr. Bashir Ahmad Banking & documentation Manager


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Mr. Muhammad Khuram Export Documentation Manager

Mr. Huammad Ahmad Account & Finance Manager

Mr. Muhammad Zahid Deputy Accounts Manager

Mr. Muhammad Amjad Assistant Accounts Manager

Documents

SITARA TEXTILE INTERNSHIP REPORT HRM