Berger Fnl Report Mira Apu

BERGER PAINTS BANGLDESH LTD

1. Introduction:- www.bergerbd.com

“Our customers are our partners, our people are our strength, and our shareholders are our

foundations”. This is a spirit of Berger Paints Bangladesh Limited.

Since 1950 Berger has been involved in the paint business. As an international group Berger is

one of the pioneers in the global paint technology with over 300 year of experience.

Berger paints Bangladesh Ltd (member of worldwide group) the only multinational paint

company of Bangladesh started its first plant at Kalurghat Industrial Area , Chittagong 25 years

ago .Since then it has continued its efforts to be the premier customer – oriented company by

providing best quality , new state of the art products and obviously the best after sales service

utilizing its access to the groups highly developed international research and development

facility ,Berger has always been able to be one step ahead of the competition in providing the

best quality and the best technology to the customer . As a result, Berger’s contribution is 49% of

the total paint requirements in Bangladesh Paint market today.

Berger’s one of the prime objectives is to provide best customer support-connecting consumers

to technology through specialized services like free technical advice on s surface preparation,

color consultancy, special color schemes etc. To bolster customer satisfaction, Berger has

recently launched Home Décor Service from which once can get an array of services pertaining

to painting.

With world class range and durability, Berger is always ready to answer to all weather

conditions.

INDEPENDENT UNIVERSITY, BANGLADESH


1.1 Origin Of the report:-

The BBA programmed offered by Independent University, Bangladesh, is an object oriented

discipline that has to focus on the theoretical and pragmatic aspects of the learning outcome.

Consequently, every student of the program is asked to get involved in practical knowledge to

experience the feel of the real professional responsibilities, which is called internship program.

As this is an obligatory part of the course curriculum I had the opportunity to complete my

internship program in Berger Paints Bangladesh Ltd (Chittagong Factory).Berger paints

Bangladesh Ltd is a leading company in our country. It has a good and effective Human

Resource Management system which is undoubtedly achieve its desired goal with minimum

costs rendering proper planned and develop skills of work force .Having an understanding about

this view this research has been conducted . The survey research has been conducted to analyze

Human Resource management practice in Chittagong Factory. This project has been assigned By

Mr.A.M.M. Sajjad, manger of Administration & Labour Relations of Berger paints Bangladesh

Ltd (Chittagong Factory) and member of 1st Labour Court Chittagong and approved by my

supervisor Mr. Amlan Jahid Haque (Senior Lecturer) School of Business, Independent

University Bangladesh.

1.2 Objective of the Study:-

1.2.1 My Broad objective of my study is to know about the HR activities currently practiced by

the Berger paints Bangladesh Ltd (Chittagong factory).

1.2.2 My Specific objectives of my research are:-

To know about the recruiting and selection process of the company.

To know about the training and development process of the company.

To know about the compensation and benefit process of the company.

To understand the safety and health procedure of the company.

To conceive practical experience and knowledge about the HR practice.

1.3 Purpose of the study:-



Research on HRM Practice in Berger Paints Bangladesh Ltd (Chittagong Factory) will

undoubtedly increase my Knowledge. Though Internship program is to fulfill the requirement of

B.B.A Programme but it also helps me lot for gaining practical experience.

1.4 Scope of the Study:-

In my research I tried my best to give a clear idea about the HRM Practice in Berger Paints

Bangladesh Ltd (Chittagong Factory) .But due to the confidentially issue of the company some

aspects were kept concealed.

1.6 Research Methodology:-

During my internship program in Berger Paints Bangladesh Ltd (Chittagong factory) I had

conducted a survey research for 3(Three) month. There are various process and steps I had taken

to fulfill my research.

1.6.1 Types of Research:-

This research is basically a business research, which can be classified from four points of View.

Those are from the view point of objective, view point of function, view point of nature of data,

and the view point of Research Place.

i. From the view point of Objective: - It is an applied research because this research was

undertaken to answer some specific questions.

ii. This research is conducted base on a certain situation and not implies or created a new

theory, but it is done with a view to define a particular situation base on theoretical

explanation.

iii. From the view point of function:- It is a descriptive Research because this research was

conducted to know the HRM practice in Berger Paint Bangladesh Ltd (Chittagong

Factory).

iv. From the view point of Nature of Data: - The research is a qualitative research.

v. From The View point of research place: - It is a “Field Research “ and also “Desk

Research “ because the research was conducted among the employee of HR department



and some worker of Berger paint Bangladesh Ltd (Chittagong Factory) through

questionnaire survey.

1.6.2 Sampling Design:-

A sample has been defined as a part of the population which is selected for investigation

or “Sampling is the technique of drawing samples from population” (Donald & Hawkins

1993). There are two kinds of sampling 1) Probability or Random Sampling 2) Non

probability or purpose sampling.

1.6.2.1 Non-probability:- sampling techniques in which units of the sample are

selected on the basis of personal judgment or convenience. My target population

was the HR department of Chittagong factory of Berger Paints Bangladesh Ltd.

1.6.2.2 Sample Size: - My research is based on non probability sampling, the

population was chosen from the worker’s and HR department of the Berger Paints

Bangladesh Ltd (Chittagong Factory) .Total sample size of the research was 10.

1.7 Data Collection: - For my research two types of data were collected

1) Primary and 2) Secondary.

1) Primary Data: - For my research all the necessary and important primary data

were collected through direct interview from the GM, Administrations and labour

relations manager, and workers of the factory and through my personal observation.

2) Secondary data collection: - As I mentioned before my research was a

descriptive research for this I have to collect some information from official documents

as a secondary data .Besides all I have to collected data from different books, journals.

1.7.1 Data Analysis:-

Data analysis is the process of analysis begins after the data have been collected. This

report is mainly explaining the HR Practice in Berger paints Bangladesh ltd (“Chittagong



Factory).It is a Descriptive research for that in this research all the technical terms are

avoided.

1.8 Limitations of the Study:-

Though making a report is an integral part of Internship Programme but I have done

the some inspite of the following limitations:-

I had to remain engaged in making a report after accomplishing my official duty

regularly. So it was really a hard work to make report on a wide subject like Human

Resource Practice within a fixed short time.

Difficult to communicate with the company’s Labour relation manager or General

manager due to their heavy work load.

I could not collect all required information due to confidential. For that I failed to

make my report more informative and fruitful.

Lack of enough previous experience also limits my performance in conducting the

research.

2.0 Overview of the Organization:-



The Berger Paints was incorporated on 6th June 1973 as a “Private Company” limited by

shares registered under the companies act subsequently the company converted to “Public

Company limited by shares vide extra ordinary general meeting. The principal activities

of the company throughout the year continued to be manufacturing and marketing of

liquid and non- liquid paints and varnishes, emulsion and coating.

Since 1950 when paints were first imported from Berger UK and subsequently from

Berger Pakistan, Berger Bangladesh has been involved in the paint business.

The name of the company was changed from J&N (Bangladesh) Limited to Berger Paints

Bangladesh limited o January 1, 1980 in August 2000. J&N investment (Asia) ltd

purchased Government shareholding. In December 2005 the company issued 5% shares

to the public and listed with Dhaka stock exchange (DSE) and Chittagong Stock

Exchange (CSE).

With the entry of Berger paints into the Bangladesh market, the country has been able to

benefit from more than 249 years of global paint industry experience.

Berger has invested more in technology and research and development than any other

manufacturer in the paint market .It sources raw materials from some of the best known

names in the world like: MITSUI, MOBIL, and DUPONT. HOECHST and BASF to

name a few.

Through its décor service wings located in Dhaka, Chittagong, and in five other depots

i.e.: sylhet, Comilla, Rajshahi, and Bogra, Berger helps the customer in choosing the

right paint and provides application services through registers painters.

Berger’s commitment to the Bangladesh economy and its drive for quality has led it to set

up the first Double fight can manufacture unit.

2.1 Jenson and Nicholson Bangladesh limited (JNBL):-

Jenson & Nicholson (Pakistan) ltd, established a factory in Chittagong during 1970 to

cater to the demand of the east Pakistan market with a capital outlay of Pakistan rupees

40,33700. The unit was set up to produce around only 1000Gelon of paint per day and

could go into commercial production after liberation Bangladesh in 1972. Since then

paint market of the country was growing steadily although at low rate until 1985 when

due to the increased growth of the market expansion was required.



The shareholders were Jenson & Nicholson (J&N) Duncan McNeil and co, limited and

Dada group .Duncan McNeil subsequently sold their shares to the majority shareholder

J&N group. The Dada group‘s share was ultimately vested with the Government of the

people’s republic of Bangladesh after the independence of the country in 1971.

2.2 Background of the Company:-

Berger is one of the famous names in the paint industry and the country’s major specialty

paints business with products and ingredients dating back more than 249 years to 1760.

Louis Berger, a German national, founded dye and pigment making business in England.

Louis Berger and son’s ltd grew rapidly with a strong reputation for innovation and

entrepreneurship culminating in perfecting the process of making Prussian blue a deep

blue dye –a color widely used for the uniform of many European armies, production of

dyes and pigments evolved into production of paints and coatings, which will today,

remains the core business of Berger.

2.3 Subsidiary Company:-

The statement of the holding company‘s interest in the subsidiary company Jenson &

Nicholson (Bangladesh) (J&NBL) as specified in sub section 1 of section 186 of the

companies act 1994 is attached to the report and accounts of the company.

2.4 Corporate Social responsibility:-

Berger paint Bangladesh ltd is a part of social existence and stand at the center of the

society.

To encourage the young artists in their creative endeavor the company started Berger

Young painters Art competition in 1996 and organized 13th event in 2008. Over these

period 4925 paintings, 520 unique art works including 78 award winning paintings were

scrutinized and displayed through exhibition. Berger also introduced scholarship program

for the students of departments of Architecture, Bangladesh University of engineering

and technology (BUET) in 2008.



2.4.1 Facilities for the Interns:-

Berger facilitates interns of different academic backgrounds to let them gain first hand

knowledge and experience of the corporate world and thus groom the potential leaders

of the society.

2.4.2 Human Resource:-

As in the past the company continued to experience industrial peace and harmony

throughout the year. The company pursues policy for training and development program

for both locally and abroad to enhance and update the skills and knowledge of its human

resources.

2.5 “Quality Policy’’ of Berger paints Bangladesh Ltd:-

We at Berger Paints Bangladesh Limited are committed to achieving total consumer

satisfaction.

We commit to project ourselves as an ethical and socially responsible company.

We commit to continue as the market leader through consistent sales growth, increasing

productivity and developing new products befitting consumer needs.

We shall ensure continual improvement in our operations through utilization of our

highly professional and dedicated team, proper process management and participation of

our stakeholders.

We shall set measurable targets at appropriate stages and shall continuously monitor

them.

2.6 “Vision” of Berger Paints Bangladesh Ltd:-

We shall remain as the benchmark in the Paint industry by:

Being an innovative and technology driven Company consistently delivering world-class

products ensuring best consumer satisfaction through continuous value added services

provided by highly professional and committed team.



2.7 “Mission” of Berger Paints Bangladesh Ltd:-

We shall increase our turnover by 100% in the next five years.

We shall remain socially committed ethical Company.

2.8 “Corporate objective ”of Berger Paints Bangladesh Ltd:-

“Our aim is to add value to life to outperform the peers in terms of longevity, customer

services revenue growth, earnings and cash generation. We will be the employer of choice for all

existing and future employees.”

2.9 “Strategy” of Berger Paints Bangladesh Ltd:-

“Our strategy is to build long term partnerships with the customers/ consumers. With their

support we aim to maximize the potential of our business through a combination of enhanced

quality of product, service, creative marketing, competitive pricing and cost efficiency.

2.10 Area of Operation

Berger paints operates in three broad segments of the paint industry.



2.11 Official Addresses of Berger Paints Bangladesh Ltd

Corporate office:

Berger HouseHouse # 8, Road # 2, Sector # 3Uttara Model TownDhaka-1230Bangladesh Phone: 88-02-8953665Fax: 88-02-8951350Email: [email protected]

Dhaka Factory:

NabinagarSavar, DhakaBangladeshPhone: 88-02-7708450Fax: 88-02-7708091Email: [email protected]

Chittagong Factory:

27-D, FIDC RoadKalurghat Heavy Industrial AreaChittagong-4212Bangladesh Phone: 88-031-670472Fax: +880(31)671639

2.12 BOARD OF DIRECTORS OF THE COMPANY


mailto:[email protected]

mailto:[email protected]


Name Designation Educational Qualification Age Experience

Mr. Gerald K Adams

Chairman MBA from Harvard Business School, USA

54 30 years experience in managing

business, internationally

Ms. Rupali Chowdhury

Managing Director

MBA from IBA, Dhaka 49 25 years business management experience

Mr. K. R. Das Director B.Sc (Hons.) 78 58 years experience in business

management

Mr. Masih Ul Karim Advisor and Board Member

M.P.A from University of S. California, USA

69 48 years business management experience

Mr. Anil Bhalla Director (Hons.) From the university of Delhi

&

FCA (Fellow Chartered Accountant

63 38 years experience in professional

practice

Mr. Subir Bose Director B. Tech in Chemical Engineering, Kanpur, India,

PGD in Business Management, Ahmadabad.

60 35years experience in business

management

Mr. Jean-Claude Loutreuil

Director MBA from France 64 40 years experience in business

management

Mr. Abdul Khalek Director M.Com, FCA 50 24 years experience in business

management

2.13 EXECUTIVE MANAGEMENT TEAM OF THE COMPANY



Ms. Rupali Chowdhury Managing director

Mr.Abdul Khalek Director Finance

Mr. Iqbal Karim GM-Dhaka Factory&Projects

Mr.Nazimuddin Helali GM-CTG Factory and J&N Bangladesh

Ltd

Mr. Md. Mohsin Habib Chowdhury GM- Marketing &sales

Mr. Md.Ahsun ullah GM- Treasury &Financial Accounting

Ms.Humaira Fatema Hamim GM-Human Resource & Administration

Mr.H.M. Rakib Ullah Bashar GM- Budget &cost Control

Mr. Sabbir Ahmed Internal Auditor

Mr. Syed Abu Abed Saher General sales Manager -Decorative

Mr. Anupam Paul Plant Manager, Dhaka Factory

Mr.Syed Mizanur Rahman Regional Sales Manager –Dhaka (South)

Mr. A.K.M Sadeque Nawaj Marketing Manager

Mr.Md.Kawsar Hasan Production Manager, Chittagong Factory

Mr.A.S.M Obaidullah Mahmud Development Manager

3.0 Literature Review:-



For the purpose of accomplishing the research, the researcher has to consult research articles

pertinent to the research. Since HRM is one of the major function of any organization or

company and the research is related to HRM practice for that I have to consult several articles

which are related to the HRM practice.

3.1Conceptual frame work of Human resources management practice

Human resource management (HRM) is the strategic and coherent approach to the

management of an organization's most valued assets - the people working there who individually

and collectively contribute to the achievement of the objectives of the business. Human

resources management practice comprises several processes. Together they are supposed to

achieve the above mentioned goal. These processes can be performed in an HR department, but

some tasks can also be outsourced or performed by line-managers or other departments. When

effectively integrated they provide significant economic benefit to the company.

Recruitment (sometimes separated into attraction and selection)

Training and development

Compensation

Employee benefits administration

Labor relations

Performance appraisal

Health and safety

3.1.1 Selection :-

Selection in initiated when the personal department receives a formal requisition another

department for additional or replacement personnel. It is negative because it involves screening

and appraising these applicants and rejecting those who are unsuited for the jobs to be filled.


http://en.wikipedia.org/wiki/Performance_appraisal

http://en.wikipedia.org/wiki/Employee_benefits

http://en.wikipedia.org/wiki/Training_and_development

http://en.wikipedia.org/wiki/Recruitment

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Coherent

http://en.wikipedia.org/wiki/Strategic


3.1.2 Training & development:-

Training is the act of increasing the knowledge and skill of an employee for doing a specified

job. It is the systematic development of the knowledge, skills and attitudes required by an

individual to perform adequately a given task or job.

3.1.3 Compensation of employees:

It is a statistical term used in national accounts, Balance of Payments statistics and sometimes in

corporate accounts as well. It refers basically to the total gross (pre-tax) wages paid by

employers to employees for work done in an accounting period.

3.1.4 Employee benefits:

Employee benefits are various non-wage compensations provided to employees in addition to

their normal wages or salaries. Where an employee exchanges (cash) wages for some other form

of benefit, this is generally referred to as a 'salary sacrifice' arrangement. In most countries, most

kinds of employee benefits are taxable to at least some degree. Some of these benefits are:

housing (employer-provided or employer-paid), group insurance (health, dental, life etc.),

disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave,

vacation (paid and non-paid), social security, profit sharing, funding of education, and other

specialized benefits.

3.1.5 Labor relations:

It is a broad field encompassing all the myriad interchanges between employers and employees.

While a labor relation is most often used to discuss this exchange as it pertains to unionized

employees, it may also refer to non-union employees as well. Labor relations are dictated in a

large part by the government of a nation and the various regulations it provides to industry

regarding the treatment of employees.


http://en.wikipedia.org/wiki/Profit_sharing

http://en.wikipedia.org/wiki/Social_security

http://en.wikipedia.org/wiki/Annual_leave

http://en.wikipedia.org/wiki/Sick_leave

http://en.wikipedia.org/wiki/Tuition

http://en.wikipedia.org/wiki/Daycare

http://en.wikipedia.org/wiki/Retirement_plan

http://en.wikipedia.org/wiki/Disability_insurance

http://en.wikipedia.org/wiki/Life_insurance

http://en.wikipedia.org/wiki/Dental_insurance

http://en.wikipedia.org/wiki/Health_insurance

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Wage

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Balance_of_Payments

http://en.wikipedia.org/wiki/National_accounts


3.1.6 Performance Appraisal:

An annual performance appraisal shall be written in respect of all employees by the

departmental heads and countersigned by the executives. An employee shall not have access to

his/ her performance appraisal but he/she shall be informed of adverse remarks if any, in order to

give him/ her opportunity to explain his/ her position or to correct him/her.

3.1.7 Health and safety:

Connotation of Safety:-

S = Save Yourself, your Organization, & your People

A= Alertness, Attitude, (Should Be Positive)

F= First Aid

E=Engineering, Enforcement, Ergonomics (Work Situation)

T=Team Spirit

Y= Yellow color indicating alarm

Safety management in Berger demands a comprehensive approach to improve work as a

whole- including the working conditions, systems, and procedures of work, organization of

work, the person doing the work and overall management of the work.

The elimination of hazards or their controls to the level of acceptable tolerance as determined

by the law, institutional regulations, ethics, and personal requirements, experiential

knowledge and popular practice.



3.2Previous study of Human resources management practice

According to Sharafat Khan (1991), Journal, Managing Service Quality and placement

found that, outlines various processes necessary to recruit and retain “winning” and “leading”

employees. Asserts it is important to have a clear conception of objectives in staffing and

placement of personnel, also there must be available specific human resources directed towards

the accomplishment of these objectives. Argues that selection must be done in a professional

manner and stresses the importance of job analyses for all positions. Suggests a number of

qualities which a successful manager will look for and inculcate in all employees. Discusses the

concept of the participative work environment and proposes a number of strategies for

recruitment. Considers the implications for practice and describes selection techniques with the

development of interview questions specifically for key groups. Concludes that management

must realize quality staffing is a must and that growth and stability can be achieved only when

the proper care is taken to ensure an individual's fit into the organization's culture.

According to Philip M. Rosenzweig and Nitin Nohria (Source: Journal of International

Business Studies, Vol. 25, No. 2) found that human resource management practices in 249 U.S.

affiliates of foreign-based multinational corporations (MNCs) shows that in general affiliate

HRM practices closely follow local practices, with differences among specific practices. The

degree of similarity to local practices is significantly influenced by the method of founding,

dependence on local inputs, the presence of expatriates, and the extent of communication with

the parent. In addition, sharp differences are revealed among affiliates of Canadian, Japanese and

European MNCs, suggesting strong country effects. Together, these findings support the view of

MNCs as composed of differentiated practices, which in turn are shaped by forces for local

isomorphism and for internal consistency.

According to John T. Delaney and Mark A. Huselid (Source: The Academy of

Management Journal, Vol. 39, No. 4 (Aug., 1996),) found that In 590 for-profit and nonprofit

firms from the National Organizations Survey, we found positive associations between human

resource management (HRM) practices, such as training and staffing selectivity, and perceptual


http://www.emeraldinsight.com/0960-4529.htm


firm performance measures. Results also suggest method-logical issues for consideration in

examinations of the relationship between HRM systems and firm performance.

According to Maury Gittleman, Michael Horrigan, Mary Joyce (Source: Industrial and

Labor Relations Review, Vol. 52, No. 1 (Oct., 1998),) they estimate that the extent to which

establishments have adopted six alternative work organization practices. Findings from the 1993

Survey of Employer Provided Training show that some 42% of all establishments used at least

one of these practices, and among establishments with 50 or more employees the figure was

nearly 70%. Establishment characteristics that were positively related to the use of the practices

were the recent introduction of new technology; large size; manufacturing as the primary

activity; incentive-based compensation; the provision of generous benefits; and the use of

extensive training. The choice of practices varied greatly among establishments, with no

apparent "best practice." The dramatic changes of recent decades in the environment in which

companies’ operate-arising in part from an intensification of international competition and rapid

changes in technology-have en-gendered a lively debate about the strategies that are now

required for businesses to succeed. A key theme of this discussion has been the organization of

work. Many argue that in this tougher climate companies need to become more "flexible," or to

"trans-form" themselves, or to adopt "high perform’’- *Maury Gittleman is Research Economist

in the Office of Compensation and Working Conditions at the Bureau of Labor Statistics and

visiting Consultant at the OECD; Michael Horrigan is Director of National Longitudinal Surveys

in the Office of Employment and Unemployment Statistics; and Mary Joyce is Research

Economist in the Office of Employment and Unemployment Statistics at the Bureau of Labor

Statistics.

According to Dana Minbaeva, Torben Pedersen, Ingmar Bjorkman, Carl F. Fey, Hyeon

Jeong Park (Source: Journal of International Business Studies, Vol. 34, No. 6,) Based on a

sample of 169 subsidiaries of multinational corporations (MNCs) operating in the USA, Russia,

and Finland, this paper investigates the relationship between MNC subsidiary human resource

management (HRM) practices, absorptive capacity, and knowledge transfer. First, we examine

the relationship between the application of specific HRM practices and the level of the



absorptive capacity. Second, we suggest that absorptive capacity should be conceptualized as

being comprised of both employees' ability and motivation.

4.0 Findings and Analysis:-

4.1Human Resource Department of Berger Paints Bangladesh Ltd:-

The achievement of ultimate goal of an organization depends upon individual

contribution of all members serving in or relating with that organization. If level of

individual and group efficiency can be developed through effective selection and

development, only then organizations like industries will survive commercially and

economically.

This is the age of hard competition especially in business and factors and technologies

of business are changing rapidly. As we know that among all the resources of any

organization HR is the most valuable asset. The factors shaping HR development in

science and technical fields are essential for formulating effective strategic plans at the

national, regional, and global levels.

An organization like Berger which has a good and effective HRM system will

undoubtedly achieve its desired goal with minimum costs rendering proper HRM skills of

work force.

4.1.1 The major findings and analysis of the research are given below:-

The main objective of HR department is to provide “Right man to the right post” is

followed in Berger paints.

The company used “On the job training method” mostly.

“Health and safety management” demands a comprehensive approach to improve

working conditions of the organization.Reasons behind the successful paint industry.

4.2 Practice of HRM in Berger:-

In Berger primary function of HR is job analysis .It is the analysis of the tasks, activities

involved time taken to perform the tasks, importance of the tasks, responsibility associated with

the task, conditions, under which it is performed expertise required, equipments to be used.4.3

Duties and responsibilities of HRM department of Berger:-

To perform job analysis.



To get engaged with recruiting and conduct initial screening.

To help in designing organization development activities.

To ensure the delivery of systems and services to internal customers in the areas

of employment labour relations, compensation, benefits or welfare, compensation,

benefits or welfare.

Build and continue development of HR department and workers.

4.3.1 Organogram of the HR Department of Berger paints Ctg Factory:-

4.4. Job analysis:-

It is the procedure by which the facts with regard to each job of Berger is systematically

discovered and noted. It is undertaken to provide an understanding of the tasks involved in each

job for the Berger.

4.4.1 Steps in the Job Analysis process of Berger:-

There are some steps in Berger for job analysis process. These are given below:-

Step-1 Step-2 Step-3

Step-4 Step-5 Step-6


Examine the total organization and the

fit of each job

Examine the total organization and the

fit of each job

Determine how job analysis information

will be used

Determine how job analysis information

will be used

Select jobs to be analyzed

Select jobs to be analyzed

Collect data by using acceptable job

analysis techniques

Collect data by using acceptable job

analysis techniques

Prepare job description

Prepare job description

Prepare job Specification

Prepare job Specification


Source: - Berger Paints Bangladesh Ltd (Ctg Factory)

Job Description:-

It contains the objective facts that explain what about the job is? What the specific duties

and responsibilities of Berger are and what general conditions and situation factors are

involved?

Job Specification:-

It is the statement of the minimum acceptable human qualities necessary to perform a job

properly. The job analysis provides information necessary for Berger in ways that allow

employees to be both productive and satisfied for company.

4.4.2 Recruitment System of Berger:-

Berger must decide whether it has the right people in the right places to make the changes,

whether their workers or employees have been adequately trained, given the necessary resources

and focused on the right objectives, and whether they believe they will be rewarded for their

contributions. Hr department of Berger tries hard to ensure best match of skills and thus recruit

“Right man to the right post ’’.

The sources of recruitment of Berger:-

Policy of the Berger is to advertise their vacancies to potential candidates both externally and

internally. A copy of the advertisement will also be placed on the Factory Notice Board for

internal candidates. To meet the occasional need to recruit specialist-experienced employees,

advertisements will be placed in professional journals and daily newspapers like Prothom Alo.

The Daily Star. Berger usually likes to use the electronic media as the advertisement method.

They advertise about their vacancies in their company website as well as bd JOBS. The

interested candidates can post their CV and apply through the site.



4.4.3 Selection Procedure of Berger Paints:-

Selection is one of the most important steps among the HR activities. HR department of Berger

is very much concern on selection procedure .As a result in the process of selection and

recruitment, the interviewer will follow and put their maximum emphasis to choose the best

employee for the company

Selection Procedure of the Berger is given below:-


1. Reception of Applicants1. Reception of Applicants

2. Preliminary Interview2. Preliminary Interview

3. Application Blank3. Application Blank

4. Employment Test4. Employment Test

5. Interview5. Interview

6. Investigation Of previous History

6. Investigation Of previous History

7. Preliminary Selection7. Preliminary Selection

8. Final Selection8. Final Selection

9. Physical Examination9. Physical Examination

10. Placement10. Placement

Selection Procedures of Berger Paints

Selection Procedures of Berger Paints

Physically unfit, unfavorable general information

Unfavorable personal data

Unfavorable Test Scores

Unfavorable Second Impression

Unfavorable Previous History

Waiting List

Negative Decision

Physically Unfit


Source: - Berger Paints Bangladesh Ltd (Chittagong factory)

4.4.4 Employment interview of Berger Paints:-

It is one of the most commonly used methods of seeking to derive information from job

applicants those who apply for job in the Berger. It is a face to face oral, observational and

personal appraisal method of evaluating the applicants.

4.4.4.1 Functions of the Interview of Berger Paints:-

While the interview may be ineffective as the sole basis upon which to make a selection

decision, it does provide a means of verifying information that has been furnished on the

application form and of obtaining additional information. The face – to- face contact

between the interviewer of Berger and the applicant also provide an excellent opportunity

for the interviewer to observe the applicants appearance, voice, etc.

It also provides an opportunity for the interviewer to answer the applicant’s questions those

who are interested to work in Berger, about the job and the working conditions of the

Company.

4.4.4.2 Types of interview conducted in Berger:

There are different types of interview methods for the applicants in the Berger Paints ltd.

Some of them are given below:

1. Preliminary Interview:-

Such interviews are generally conducted on receipt of applicants from the candidates by

the Personnel Department in order to eliminate the unsuitable candidates and it also

saves the organizations time and money and the applicant is also saved from the trouble

of passing through the long selection process.

2. Free Interview:-



In such an interview, the applicant is asked some very general questions, and he may

reply to those in any way he/she likes.

Candidate is encouraged to express himself on a variety of subjects, on his expectations,

background, interests etc.

3. Group Interview:-

In this type of interview, groups rather than individuals are interviewee. The

interviewees are given certain problems and are asked to reach a specific decision within

a particular time limit.

4. Board Interview:-

In this type of interview, a candidate is interviewed by a number of interviewers.

Questions may be asked in turns or asked in random order as they arise on any topic.

5. Stress Interview:-

In this interview, the interviewer assumes a hostile role toward the applicant. He

deliberately puts him/ her on the defensive by trying to annoy, embarrass or frustrate

him/ her. The purpose of the interview is to find out how a candidate behaves in a stress

situation- whether he/she loses his /her temper, gets confused or frightened. Berger

paints specially like to want this type of interview for the applicants.

6. Non- directive Interview:-

In such an interview the applicant is not directed by questions as to what he/ she should

talk about .In this interview the applicant is permitted considerable freedom in talking

about what he/ she chooses and in determining the trend of discussions.

7. Exit Interview:-

This interview is conducted by the personnel Department of Berger when an employee

leaves the organization on voluntary resignation.

The purposes of such interview are as follows:-



To ascertain from the employee the real reasons for his/ her leaving the present

job.

To give the employee an indication of his/ her future career in the organization,

with a view to refraining him from quitting if he/ she is really a desirable

employee.

4.4.4.3 Testing system of Berger:-

Test results are very much important for the Berger especially the written test, because

interviewer has not yet met the candidate personally, it is it is the first impression of the

candidate to the interviewer it shows his intellectual ability, here the result is actually

presenting the candidate. Based on that examiner will decide whether to keep him for the

next step or not. The Oral interview is important because here candidate got the chance to

personally introduce himself/herself to the interviewer, where he/she has to show the

interpersonal skill as well as the intellectual ability.

According to Cronboah “Test is systematic procedure for comparing the behavior of

two or more persons.

4.4.4.3.1 Types of Tests conducted by Berger:-

There are different types of tests for the applicants in the Berger Paints ltd, which are

allow for testing many individuals at one time. Types of testing for Berger are given

below:-



Source: Hr department of Berger Paints (Ctg Factory)

1. Intelligence Tests:-

This test is providing the measure of mental ability including memory, vocabulary and

social perceptions of applicants of Berger.

2. Aptitude Tests:-

This tests is for discover what an applicant can learn or to be trained to do what basic,

potential qualification such as mechanical, or mathematical.

3. Dexterity Tests:-

This test is for the person who is “clever with his head” is not necessarily “clever with his

hands”. There is little relationship between intelligence and the ability to use one’s hands

and fingers skillfully.

4. Interest Tests:-

This tests are designed to discover patterns of individual interests and thus suggest what

types of work may be satisfying to employees.

5. Personality Tests:-



Different types of tests fail to measure many important characteristics of applicants,

especially, if the persons are applying for supervisory or managerial positions.

What is needed, in such cases, is an inclusive appraisal of significant traits in the total

personality.

6. Trade Tests:-

It helps to measure the applicant’s trade knowledge and perhaps his skill in the trade.

Such tests consists of a series of questions which, it is believed, can be satisfactory

answered only by those who know and thoroughly understand the trade.

7. Achievement Tests:-

These are designed to measure what an individual knows about a particular job or his/ her

proficiency in performing certain tasks at the time he/ she tested. Typing is one of the

examples of achievement tests.

4.5 Training & development:-

Berger recognizes that upgrading the skills of its employee contributes to increased

company’s effectiveness and improved moral and confidence of the employees.

When the interests, goals, and development requirements have been defined, it is

possible to describe an action plan for development of the individual. These specific

plans should be outlined in the training and development plans. They should describe

activities to capitalize on strengths and improve areas of weaknesses. Employees who

receive such training and utilize development opportunities should use their learning

for the betterment for the organization. In Berger paints they used “On the job

training method” mostly for the company’s development.

4.5.1 Importance of Training and Development in Berger :-

Every organization like Berger needs to have well-trained and experienced people to

perform the activities that have to be done. As jobs have become more complex, the

importance of employee training and development has increased. In the Berger paints



employee training and development is not only an activity that an organization must

commit resources to if it is to maintain a viable and knowledgeable work force.

4.5.2 Determining Training Needs in Berger :-

Training problem should be established only when it felt that they can aid in solving

specific operational problems. Therefore the rational way of deciding what kind of

training activity to undertake is to make an analysis of the entire organization (people,

jobs, technology, and so on) to identify trouble spots where training may help.

The identification of specific problem areas in the organization can suggest ways in

which training may help toward a solution.

4.5.3 Training methods followed by Berger paints:-

Several methods can be used to satisfy on organizations training needs and accomplish

its objectives. The Berger paints classified their training by two categories:

1. Non- Supervisory Training.

2. Supervisory Training


TRAINING METHOD OF BERGER PAINTS


Non-supervisory

Supervisory

1. on the job training:-

On the job training is designed to create awareness among the workers (permanent and

casual) about production process, packaging, discipline, punctuality, safety, health,

environment, housekeeping, handing of a machineries etc. The training will be held in

every month in cyclic order as per training calendar.

This will undoubtedly help to improve and maintain the abilities and skills of the

employees and thereby make the organization economically more viable and more

productive by utilization and development of Human resources.


1.ON THE JOB TRAINING

2.VESTIBULE TRAINING

3.APPRENTICESHIP TRAINING

4.CLASS ROOM TRAINING

A. LECTURE

B.CONFERENCE

C.CASE STUDY

D.ROLE PLAYING

E.PROGRAMMED INSTRUCTION

5.DEMONSTRATION AND SIMULATION


2. Vestibule Training:-

In vestibule training, procedure and equipment similar to those used for the actual job are

set up in a special working area, called vestibule.

The main advantage of this method is that the trainer or worker can emphasize theory and

use the proper techniques rather than output.

3. Apprenticeship Training:-

Apprenticeship training is frequently used to train personnel in skilled trades such as

electricians, mechanics. This type of training period generally last from 6-4years.During

the training the trainee or workers under the guidance of a skilled licensed worker, but

receives lower wages then the licensed worker.

4 Class room training:-

Class room training is conducted off the job and is probably the most familiar training

method. This training is an effective means of imparting information quickly to large

groups with limited, or no knowledge of the subject being presented. This training is

more frequently used for technical, professional, and managerial employees.

5 Demonstrations and Simulation:-

Demonstration and simulation are the important training methods of Berger paints.

Demonstration may be carried out on the job or in a class room. A demonstration in which the

instructor actually shows the trainees how to do something has wide application.

A simulator is any kind of equipment of technique that duplicates as nearly as possible the actual

conditions encountered on the job.

4.5.4 Training Institutions for Berger Paints :-



When it is not practical for a company to conduct its own training courses it can usually

assistance from educational institutions and professional organizations.

Institutions:-

International Local

Indian institution of management-

Bangalore, Ahmadabad.

Rapport

Singapore Institute of management-

Singapore

Continuing Education centre

Asian Institute of Technology TACK International Training centre

Sasin BRIDDI and others

4.5.5 Workers Development Program:-

Year Program Details Conducted By Duration No: of

workers

1998 Industrial Relations

Development

Administration 1Week 53

1999 Workers education Labour welfare 1week 4



Program Centre

2000 Workers Training

program

Labour welfare

Centre

1week 3

2001 On job Training Administration 1week 53

2002 Industrial Relations IRI 1month 2

2003 Fire Fighting

Training

Fire Service & civil

defense

1 week 53

4.5.6 Performance Appraisal:

An annual performance appraisal shall be written in respect of all employees by the

departmental heads and countersigned by the executives of Berger.

An employee shall not have access to his/ her performance appraisal but he/she shall be

informed of adverse remarks if any, in order to give him/ her opportunity to explain his/ her

position or to correct him/her.

Decisions on increments or promotion will be based on the annual performance appraisal of

the employee concerned and the Managing Director of the company will make these

decisions.

Employees whose performance is rated exceptionally good may receive more increments or

promotion at the decision of the Managing Director of Berger paints

4.6 Compensation:-

“Organizations need to be fluid to move as markets move. That necessitates a more flexible

approach to compensation.” ----------------- {Kathryn McKee}.

Employees exchange their work for rewards .Probably the most important reward, and certainly

the most obvious, is money.



The goals of compensation administration of Berger are to design the lowest –cost pay structure

that will attract, motivate and retain competent employees, and that also will be perceived as fair

by these employees.

Employers must balance compensation costs at level that both ensures organizational

competitiveness and provides sufficient rewards to employees for their knowledge, skills,

abilities, and performance accomplishments.

4.6.1 Components of a compensation Program of Berger paints factory:-

Compensation is an important factor affecting how and why people choose to work at one

organization over others. Employers must be reasonably competitive with several types of

compensation to attract and retain competent employees.

An effective compensation program in Berger addresses some objectives:-

Cost effectiveness for the organization

Internal, external, and individual equity for employees

Legal compliance with all appropriate laws and regulation.

4.6.2 Components of Compensation:-

Employees also want fair compensation. If employees perceive an imbalance in the relation of

their input-outcome ratio to some comparative standard, they will act to correct the inequity. So

the search for fairness is purchased by both employers and employees.

Welfare facilities offered by Berger Paints Ctg Factory are given below:-



Source: - HRM department of Berger paints (Ctg Factory)

Food facilities:-

All permanent employees are entitled to have lunch at the factory during working hours.

Primary Treatment:-

Primary treatments for any kind of injury, accident, of employees are free which is decided by

the management team.

Safety Instruments:-

To safe from any major accidents or injury employees are entitled to have safety instruments

from the company.

Dress :-

In factory workers have to wear Helmet and apron which are provided from the company during

working hours for the safety.

Cultural program:-

Company organize different types of yearly cultural program for celebrate their any kind of

achievement.

Annual picnic:-


Food FacilitiesWinter Jacket

Educational Allowance

Gas Allowance

Annual Picnic

Cultural Program

Dress

Safety Instruments

Primary Treatment


Given refreshment for the employees company organize an annual picnic within the factory or

outside decided by the management team.

Gas Allowance:-

All officers and managers are entitled gas allowance on monthly basis, which is fixed by the

management and executives.

Educational Allowance:-

Children’s of the executives and managers and also merit children’s of poor workers are entitled

to have educational allowance.

Winter Jacket:-

Workers are entitled to have winter jacket during the winter season.

Benefits offered by Berger Paints Ctg Factory are given below:-

Source: - HRM department of Berger paints (Ctg Factory)

House Rent:-

All permanent employees house rent is fixed according to grade, which is fixed by the

management.


House Rent

Target Bonus

Festival Bonus

Profit Bonus

Paint

Medical Allowance

Conveyance


Conveyance:-

It is fixed for all officers, Assistant managers and managers’ grade- I and II according to grades,

which is fixed by the management.

Medical Allowance:-

All officers and managers are entitled medical allowance on monthly basis, which is fixed by the

management and executives are paid at actual for self and family members incurred within the

country.

Paint:-

All permanent employees are entitled to purchase certain quantity of paint @ 25% discount on

Market price every year and executive are entitled for free paint for painting their house every 3

years.

Profit Bonus:-

All permanent employees of the company are entitled for profit bonus, which is declared in the

AGM.

Target Bonus:-

All the employees of the company are entitled for target bonus, which is determined by the

company’s executive.

Festival Bonus:-

All the employees of the company are entitled for different kind of festival bonus. Like: - Eid-ul-

fitre, Eid- ul- azha, durga puja etc.

4.7 Labour Relations of Berger-

Now a day, it is becoming one of the most influential factors that have impact on the

productivity, quality of output, functioning of business systems that ultimately decide the

organization’s destiny. For creating a motivated and loyal workforce, Berger has already

established itself as Caring organization. For the welfare of the workers Berger Paints have taken

a number of steps.



4.7.1 Discipline:-

Discipline refers to a condition in the organization when employees conduct

themselves in accordance with the organization’s rules and standards of acceptable

behavior. There are employees who- regardless of what the organization has done in

terms of its efforts at selection, socialization, job design, performance standards, and

reward practices-create discipline problems for management. These problem

employees may be chronically:-

Late for work

Have excessive absences

Fight with their co-workers

Refuse to obey their boss’s order

Break safety rules

Engage in other similar digressions.

4.7.2 Instruction for maintaining discipline in the factory:-

Workers have to attend in the factory on time.

They can’t leave the factory before the working time.

They have to use the safety tools or instrument like: Hand gloves, safety shoe,

and safety Goggles, Musk etc.

They can’t do any kind of unsocial activity in production floor.

4.8 Safety and Health of workers of Berger Paints

Good mental and healthy mind is a precondition of suitable working environment .In

Berger they provide a very nice mental environment throughout competitive package

and others benefits. In the time working, they take care all the health related issues of

all the workers. They provide safety instruments in working time to protect their

employees form the hazardous and harmful chemicals.



4.8.1 Safety Instruments provided by Berger for the workers:

4.8.2 Why Safety is needed in the Berger ?

To preserve the physical assets from unsafe conditions.

To prevent the human resources from unsafe act resulting injuries or death.

To reduce the operating costs or losses resulting from compensation paid or cost of

property damage.

4.8.3 Managerial and technical skill on Safety of Berger Paints:-

Managers

Junior Managers

Supervisors

Skilled Worker

Unskilled Worker

Technical Managerial



4.8.4 Safety Management of Berger :-

Safety management in Berger demands a comprehensive approach to improve work as

a whole- including the working conditions, systems, and procedures of work,

organization of work, the person doing the work and overall management of the work.

4.8.5 Role of a manager for a safety management:-

Planning if something goes wrong = Effective planning (ensuring Safety)

Setting and monitoring safety standards = Organizing (The resources required to

avoid unsafe act).

Good Communication( the effect of unsafe act of a person or unsafe working

condition)

Control –knowing what is going on. (Controlling the deviations, if any) =In order to

minimize losses due to accidents and injuries and to achieve cost effective

operations.

4.8.6 The aims of Safety Training Program In Berger Paints:-

The real taste is the ability of management to take effective safety measure. This

entails three objectives:-

To make the environment safe

To make the job safe

To make all employee safety conscious.

So we can say that Safety management is a process of identifying and eliminating hazards

that causes human injuries or property damage in an organization.



5. Recommendations :-

This research is conducted to understand the HRM practice of Berger Paints Bangladesh ltd (Ctg

Factory). Berger is one of the oldest organizations in Bangladesh.

It’s a high competitive industry; it has a positive image in the market due to its various

innovative products and wide market coverage, at a reasonable rate with fast service. Berger is

trying their best, and in order to do this they are hiring the best employee from the market and

give them training to increase performance. That is why they should maintain their HR

Department of Ctg Factory in an effective manner.

BPBL factory office should be more decorative.

BPBL should arrange the transport facilities for their employee and workers

because their factory is quite far from the main city.

One of the important thing that Library. The library is an essential requirement for

the factory. But BPBL has no library facility yet. The organization must establish

a library having all kinds of books, particularly about the HRM, Economic etc.

Companies should take some certified trainer.

Organization has strong HRM planning but they should try to make it more

effective.

BPBL should have their own training Institution.

Merits and demerits of any company is a common feature. These were present, are present and in

future will present. Along with this difficulty BPBL can achieve its some basic objectives like

employing more people, earning goodwill, providing proper services to the mass people through

active efficient, experienced and energetic employees and workers.



Conclusion:-

BPBL is a company, which has so far shown good performance and holds the strongest position

in the Painting market. It has good quality mid and bottom level management which gives more

time for top management to think and plan for new things. This company deserves the market

leader position for a long time and as it is an enounced company it has got a very

effective and demanded goodwill in the market.

If I have to express my experience of Internship in Berger Paint Bangladesh Ltd (Ctg Factory).

I would briefly say that it is a good organization in the way that anybody can join it for his/ her

long term career. During my internship period I gathered information regarding how a successful

organization operational aspect decorticated with the practical .The experience was beneficial

because it helpful for me to aware a real life working environment.

So far my learning is concerned all the employees of organization were quite cooperative. They

helped me to understand the activities of a factory to possible extent. Their good attitude gave

me more confidence to learn more and to ask if I have any query in my mind.

I feel pleasure that I have really gained a lot during my internship and enjoyed working with

experienced cooperative and intelligent staff.

At last but not the least I can say that this company deserves the market leader position

for a long time and as it is an enounced company it has got a very effective and demanded

goodwill in the market.


Documents

Berger Fnl Report Mira Apu