Term Project Course Organizational Behavior Submitted to Madam Hina Mubeen Group Members Sanaullah Asad
1129122
Muhammad Muhammad Ameen
1129117
Muhammad Muhammad Asif Khan
1129118
Farhan Ahmed
1129104
Rajnesh Gul
1129129
Table of Contents
Introduction ..................................................................................................................................... 3
Human Resource Department ...................................................................................... 3
Contribution HRM to Gul Ahmed ................................................................................. 4
Change ............................................................................................................................................. 5
What was the Change?................................................................................................. 5
Purpose of Change ....................................................................................................... 5
How was Change Implemented? .................................................................................. 6
Critically Analysis.............................................................................................................................. 7
Positive ......................................................................................................................... 7
Negative ....................................................................................................................... 7
Recommendations ........................................................................................................................... 9
Conclusion: ....................................................................................................................................... 9
Introduction The story of textiles in the subcontinent is the story of Gul Ahmed. The group began trading in textiles in the early 1900s. The group entered in the field of manufacturing with the establishment of today's iconic name of Gul Ahmed Textile Mills Ltd in the year 1953. Since its listing on the Karachi Stock Exchange in 1970, the company has been making rapid progress and enjoying a leading position in the world of textiles. Gul Ahmed is playing a vital role not only as a textile giant, but has its strong presence in the retail business as well. The opening of its flagship store – Ideas by Gul Ahmed – marked the group's entry into the retail business. Starting from Karachi, Gul Ahmed now has an extensive chain of more than 40 retail stores across the country, offering a diverse range of products from home accessories to fashion clothing. More than 50 years since its inception, the name Gul Ahmed is still globally synonymous with quality, innovation & reliability.
Human Resource Department Textile industry is highly labor intensive in nature. Managing a team engaged in doing largely repetitive work is one of the challenges that we face. Further, with competition from other companies in the labor intensive business, retaining our workforce is an added challenge that we face. Our human resource policies are targeted at creating a motivated work force. In textile, environment is different as compare to other origination or industry, here more interaction to be carryout around 80% manager spend time in handling of human resources. A very common problem always exist in industry that is conflict ( grievance) in intra department or in worker and management, so this HR(HRM) play as a tool to resolves this problem efficiently .HRM increase the communication ,coordination and involvement so that chances of misunderstanding will be minimum.
The basic concept of HRM in Gul Ahmed is to attract and retain the right person at right place in right time with right remuneration. Here in HRM we should appoint the skillful employ at the right, appropriate, correct place where hr express his capabilities ,because if we place sensitive people at spinning production then he will face so many problems. For textile, it is compulsory to that the company treat the employee as an asset of the company. A simple human transform as an asset by selection of right person for right place & trained him and provide adequate career development opportunity. In textile a major issues is the wages and salary with time (promotional), so we took care about that and make structure in such way that it satisfies both i.e. worker (employees) and management. With the textile sector in Pakistan on a rapid growth trajectory, the availability of quality skilled manpower is a constraint. Employee retention is critical for us and we attempt to address this issue by:
Taking care of their growth and aspirations;
Felicitation of employees with long term commitment;
Offering retention bonus to employees
Contribution HRM to Gul Ahmed 1. Helping the organization to search its goal. 2. Employing the skills and the activities of the workforce efficiently. 3. Providing the organization with well trained and well motivated employee. 4. Increasing to the fullest the employee’s job satisfaction. 5. Developing and maintaining quality of work life 6. Communication 7. Helping to other department and function `
Change What was the Change? In December 2011 hr department proposed to bring a change in the attendance system of labors in Gul Ahmed unit 3. Manually attendance procedure was converted into an electronic system. Device was connected to computer system to maintain and check daily attendance records. This change has increased the efficiency of the unit which was main objective to achieve through this system.
Purpose of Change From august 2011 complains were being reported from production department that there is problem in attendance of labors. Fake attendance was the reason for lower efficiency. Jobber used to show 18 people reporting on the f loor but in fact 12 people were p resent, six people wages were eaten by jobber and on the other hand lower workers were affecting production. To resolve this issue change was brought in which manual attendance system was converted into electronic scanners. Before Change following attached card was used for attendance in Gul Ahmed; this card is used for manually registering attendance of labors.
How was Change Implemented? Biometric thumb scanner was installed in unit 3, used for labor attendance. This was a reactive type of change which was introduced in the consequences of fake attendance and lower production. Since Employees were not prior informed they start resisting change by their action. They were not properly using the device and trying to spoil it. They were not cooperating with attendance supervisor. This system was giving no more satisfying results. After two and half month the implemented system was failed and management decides to take out this system. Management came up with another alternative in September 2012. RFID Card Reader system was installed. Three doors were made to avoid rush. Each labor was provided an access card which he has to swift on the entry and exit time. Through this system every minute of labor can be recorded and evaluated. It was informed to all labors that if any one lost or damaged his/her access card he/she will be penalized 500 which will be deducted from salary. This system has almost resolved the problem of fake attendance but the production efficiency is not achieved up to the mark. Now the company is using below attached card for attendance of labor, by this card attendance of labor is electronically recorded.
Critically Analysis Positive
Before the implementation of RFID Card system the jobber was maintaining the attendance of labor, they used to show full attendance (for example if there are 18 people under the jobber then he submit the attendance of all in labor office) while the actual labor present was less. This system take away the authority of attendance from jobber because of which Fake attendance problem is resolved in unit.
Because of fake attendance the Working load per labor was higher and production was being affected. This system reduced working load by eliminating fake attendance issue.
Jobbers were showing more number of labours present at the floor than the actual. They were eating the salary of those fake labors. This system gave no chance to jobbers for this fraud.
Actual working hour of individuals are identified. Labors were extending the break by their own, spending more time being outside. This change helped management to keep an eye on every minute of labor.
After this change production efficiency is better than before.
This electronic device allows management to check and evaluate the actual labors present on the floor; jobbers were answerable for the attendance of real working labors.
Negative
Efficiency not achieved up to the mark. Although efficiency has improved and it is better than before but still it is not up to the mark. Labors have manipulated guards at gate and they use another gate (of upper management) for going outside in the working hours.
Lower labor motivation. Since this system is a reactive change labors are resisting it in implicit ways. They were not prior informed and made aware of, therefore there is less motivation among them. This is adversely affecting the production.
This approach is not good for long term. Gul Ahmed textile mill is Labor intensive company. Most of them are illiterate, for short term they are following this change but
their intention is not to run these devices for long term. They already have broken down the thumb scanner devices installed before RFID doors.
Not fully effective. Higher expectations were related to implementation of this system. Higher cost, timing and fatigue were taken by management to bring this system but in fact it is not giving the exact results and expected level of production.
Every labor was notified to be penalized of 500 rupees if he/she looses or damage his access card. Labors mostly come in public transport and in company they are all day busy on machine therefore they could lose their card somewhere in actual, and 500 rupees are big amount for them.
After the implementation of this system labor turnover is increased because of low motivation & forced restriction.
Recommendations
Spread Awareness about the system to the labor.
Initiate the bonus on attendance & performance.
Not only labors but there should be proper check and balance of those who concern with this (other than production like gate keeper, checker etc)
Take labor in confidence that the new system is for their benefits.
The company has not focus on long term; they should make strategy as a backup for long term approach.
Conclusion: Textile is a labor intensive industry where it is hard for HRD to properly mange and work efficiently but Gul Ahmed is running very well as compare to other textile mills. About one and half year ago management of Gul Ahmed unit 3 noticed a problem that was reduction in efficiency and production. Company started to sort out the issue it was observed that problem was due to the lower labors present at floor and than the record. Jobber was making fake attendance. It was hard for management to control this problem in such a huge labor intensive company. Hr department came up with a solution. Manual attendance was shifted to electronic system. Thumb scanners were introduced for the attendance purpose. Labors were not informed and educated about the change they start resisting it by their action they were trying to spoil the new system. As a result new system was failed company has to bring another solution management installed new RFID system, each labor was given a card which he has to swap on the entry time. System worked quit better and efficiency is now better than before.
