Sitara Textile Internship Report HRM

INTERNSHIP REPORT
ON
SITARA TEXTILE INDUSTRIES (Pvt.)
LIMITED
FAISALABAD
Submitted by,
AWAIS MAHMOOD BUTT
MBA (HRM)

Virtual University of Pakistan,
Defence Road, Off Raiwind Road,
Lahore.

DEDECATION

The Holy Prophet Muhammad (S.A.W.) The greater Social reformer and
guide in every sphere of life. My affectionate parents ho taught me the first
ord of spea! and supported me morally and financially throughout my
studies.

AC"NO#$ED%EMENT
I! the !ame o" Allah, the mo#t mer$i"ul a!d be!e"i$e!t%
I ould li!e to than! Almighty Allah ho made me a&le to complete this
internship report &y utili'ing my s!ills and !noledge. I am also than!ful for
giving me spirit of patience( consistency and courage during my internship.
I am also grateful to the )irtual *niversity of +a!istan( especially regional
office that provided me a chance to e,plore my s!ills( -ualities( a&ilities and
potentials through internship program. I am also than!ful to my teachers for
giving me chance to sho the &est of my a&ilities during the period of my
internship.
At Sitara Te,tile Industries limited( I ould li!e to than! Mr. Saleem Chaudry(
%M ./0 1 A2 ho provided me full opportunity to start internship and
accumulate first hand comprehensive information3 during my internship. I am
also o&liged to different persons li!e Mr. 4afar I-&al( Mr.Tari- Mehmood and
Mr. %hulam Mustafa ho provided ever information I needed during the
course of my internship.
$ast &ut not the least( I am also than!ful to my younger &rother and &est friend
of mine Mr. *mar "hata& ho3s management e,perience and tips regarding
internship are alays helpful for me. #ithout his encouragement and guidance
it might not &e possi&le for me to complete my M5A so successfully and
smoothly.
I am responsi&le for errors and mista!es presented in the report and a positive
and constructive criticism ill alays &e greeted armth.

AWAIS MAHMOO& '(TT
)i#t o" *o!te!t#
Title +age 6
Ac!noledgement 7
$ist of Contents 8
O&9ective of Studying Sitara Te,tile :
$ist of Ta&les and Illustrations ;
Introduction <
Esta&lishment and %roth =
Overvie of Sitara Te,tile 6>
5rief /istory 6>
Nature of Organi'ation 6>
5usiness )olume 66
+rofile of Employees 7>
+roduct $ine 77
Organi'ational Structure 7?
Main Offices 7?
/0M Operations 7;
Structure of /0M 7<
Employees #or!ing in /0M Dept. 7<
@unctions of /0M 7A
Critical Analyses 8>
Shortfalls of /0M 8?
Conclusions 8<
0ecommendations 8A
0eferences ?>

)i#t o" Table# A!d Illu#tratio!#
Pa+e NO.
5alance Sheet 6>
Organ gram

,. Ob-e$ti.e o" #tudyi!+ the or+a!i/atio!0
My o&9ective of studying the Sitara Te,tile Industries
$imited is to !no a&out the folloing thingsB
6. /o management is analy'ing or! and planning for
peopleC
7. #hat factors are most important to consider in
developing a recruitment policyC
8. #hat screening and selection methods are availa&le( and
hich ones are most accurateC
?. To !no ho management respond to a union
organi'ing campaignC
(1 2. I!trodu$tio!0
The name DSITA0AE emerged on the hori'on of +a!istan
soon after its inception in the year 6=?<.the start as
modest ith limited space to or! and meager resources to
cater( &ut devotion and dedication &lended ith untiring
honest efforts soon flourished to &ear the fruits.
Sitara meaning DA STA0E really proved to &e the sym&ol
of &right future for the company and no Sitara is the most
successful group in +a!istan. Sitara Te,tile Industries gave
&irth to the folloing units and &ecome a DSITA0A
%0O*+ O@ IND*ST0IES D
6F Sitara Te,tile industries $td
7F Sitara Chemical Industries $td.
8F Sitara Spinning Mills $td.
?F Sitara Energy $td.
;F Sitara @a&rics $td
:F Sitara Enterprises .+vt2 $td.
<F Sitara /am'a .+vt.2 $td.
AF Gasir Spinning Mills
=F Sitara +ero,ide $td.
6>F A'i' @atima Trust /ospital
66F %hafoor 5ashir Children /ospital
67F A'i' @atima %irls /igh School

Sitara Te3tile I!du#trie# )imited
Sitara Te,tile is one of the largest manufacturer and
government accredited e,porter of te,tile in +a!istan
having assets of orth more than *SH ?.>> 5illions(
&leached( +rinted and dyed fa&rics. The total area of
the su&9ected premises consists of 6>7 "inal 6<
Marla3s .67 Ac!ers < Canal2 .;;8A?? s-. ft.2 ith
covered area appro,imately 887(<6A S-. ft.

E#tabli#hme!t a!d 4ro5th
Sitara Te,tile esta&lished in late ;>s ith the name of
DSitara Calico +rintingE at Ma-&ool road @aisala&ad.
Initially the printing as carried out mostly &y orthodo,
method &ut soon after its &alancing moderni'ation and
e,pansion the company as renamed as DSitara Te,tile
Industries .+vt.2 $td.Ein 6=:=. And it has &een registered in
Security and E,change Commission in 6==: At present its
posses most modern processing machinery form
Sit'erland( %ermany and England.
Sitara captures a ide mar!et and its products are
apprecia&ly accepted throughout the +a!istan most popular
SA+NA lan and MughalFeFA'am $attha are its ma9or
products( contri&uting toards the national economy(
e,port figures range from 6> to 68 million us dollars per
day.
Sitara Te,tile Industries are proud to &e a&le to ma!e a
ma9or contri&ution to the general economy ell &eing of
the +a!istani government and its people &y earning
valua&le foreign e,change and through their 9o& creation
and training schemes.
6. O.er.ie5 o" the or+a!i/atio!0

6., 'rie" Hi#tory
The name of SITA0A emerged on the hori'on of
+a!istan3s te,tile industry in 6=;=(A modest limited
financial and other resources availa&le( soon flourished to
&ear full oing to the determination and dedication of its
or!ers( An honest approach in dealing ( ith customers(
vendors and related agencies( too! the group a step ahead
and is a vital contri&uting to its3 success today. At the
moment Sitara Te,tile is the leading industrial group of
+a!istan( oing assets more than *SH ? &illion. The Sitara
%roup of Industries deals in Te,tile( Chemicals( Energy(
/ealth and Education sectors.
6.2 Nature o" the Or+a!i/atio!
Sitara Te,tile Industries $imited a fa&ric oven ith tender
care and dyed in the &rilliant shades of nature adds
elegance and magnificence to this orld.
Sitara Te,tile is a manufacturer of such fa&ulous fa&ricsB
fa&rics that spea!s of unparallel -uality and unmatched
comfort. Sitara Te,tile speciali'es in producing high class
fa&ric product made of superior -uality materials and
possesses state production facilities in made ups and fa&rics
for various consumer needs. The company ma!es use of the
latest technical e-uipment to ma!e sure that each product is
original in style and shos e,-uisite craftsmanship. Sitara
Te,tile is a company &elieves in originality as character
and -uality as foundation. The entrepreneurial spirit of the
company assiduously see!s constant development( steady
progress and outstanding performance.
6.6 'u#i!e## 7olume
These &alance sheets ill sho us the &usiness volume of
Sitara Te,tile for the last five years.
6.6., 'ala!$e Sheet#

SITA0A TEITI$E IND*ST0IES $IMITED
5A$ANCE S/EET
AS AT J*NE 8>( 7>>7
2882 288,
Rupee# Rupee#
Share *apital a!d Re#er.e
Authorised capital
:>>(>>> ordinary
shares of 0s. 6>>KF each :>(>>>(>>> :>(>>>(>>>
issued( su&scri&ed and
paid up capital :>(>>>(>>> :>(>>>(>>>
unappropriated profit :8(887(=7< 88(66;(:A;
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
678(887(=7< =8(66;(:A;
No!9$urre!t )iabilitie#
$ong term loans 666(?>6(:?> 6?:(7?6(7:6
$ia&ilities against assets su&9ect
To finance lease :<(:66(A>; 6(=?<(8A?
Deferred lia&ility
Staff retirement gratuity A(8=7(<?? <(?76(;>?
*urre!t )iabilitie#
Short term &an! &orroings 88;(>>>(>>> 87;(<>>(>>>
Current portion of long
Term lia&ilities 68(6:<(;<7 6:(6<6(>87
Creditors( accrued and other
$ia&ilities 7>?(8:<(=:6 6=;(=:6(67:
+rovision for ta,ation
Income ta, F F
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
;;7(;8;(;88 ;8<(A87(6;A
*o!ti!+e!$ie# a!d $ommitme!t#
A:8(7<?(:?= <A:(;;<(==7
No!9*urre!t A##et#
@i,ed assets 7:=(;7<(::< 6=6(?;>(<=?
$ong term deposits 6>(;7?(?:A ;(;8A(===
*urre!t A##et#
Stores( spares and loose tools 78(A><(=:; 8A(;=7(>A?
Stoc! in trade 7<8(=6=(787 786(?6=(;:<
Trade de&ts 66<(?==(:7< <:(8:?(;;>
Short term investments 7<(;8?(77; 8>(?;A(66=
Advances( deposits and prepayments ;=<(:>? :86(<6A
Other receiva&les 66<(<7:(<:8 6<;(>;A(:7;
Cash and &an! &alances 77(68<(>=A 8:(A>8(;8:
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
;8A(777(;6? ;A=(87A(6==

LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
A:8(7<?(:?= <A:(;;<(==7

5A$ANCE S/EET
AS AT J*NE 8>( 7>>8
2886 2882
Rupee# Rupee#
Authorised capital
:>>(>>> ordinary
paid up capital :>(>>>(>>> :>(>>>(>>>
unappropriated profit :>(?>:(?;; :8(887(=7<
67>(?>:(?;; 678(887(=7<
$ong term loans 6>:(?>6(:?> 666(?>6(:?>
To finance lease :>(6A=(6A6 :<(:66(A>;
Deferred lia&ility
Staff retirement gratuity A(<=7(<<8 A(8=7(<??
*urre!t )iabilitie#
Short term &an! &orroings ;>6(8A;(AA: 88;(>>>(>>>
Term lia&ilities 68(=7=(A>< 68(6:<(;<7
$ia&ilities 776(:7<(AA8 7>?(8:<(=:6
Income ta, F F
<?6(=<:(<<: ;;7(;8;(;88
6(>8<(<::(A7; A:8(7<?(:?=
No!9*urre!t A##et#
@i,ed assets 78=(<A>(8<7 7;>(>7<(::<
$ong term deposits ?8(?A8(=A< 6=(;>>(>>>
7A8(7:?(8;= 7:=(;7<(::<
*urre!t A##et#
Stores( spares and loose tools 7?(<?<(>7< 78(A><(=:;
Stoc! in trade 7<;(<?8(=A> 7<8(=6=(787
Trade de&ts 7?:(6?>(?6: 66<(?==(:7<
Short term investments 78(?:8(=<7 7<(;8?(77;
Advances( deposits and prepayments 6(A:8(;8> ;=:(:>?
Other receiva&les 6>;(<=;(;?? 66<(<7:(<:8
Cash and &an! &alances <7(6=<(A:; 77(68<(>=A
<?=(=;7(88? ;A8(777(;6?

6(>8<(<::(A7; A:8(7<?(:?=

5A$ANCE S/EET
AS AT J*NE 8>( 7>>?
288: 2886
Rupee# Rupee#
Authorised capital
:>>(>>> ordinary
paid up capital :>(>>>(>>> :>(>>>(>>>
unappropriated profit ;8(=>8(;;> :>(?>:(?;;
668(=>8(;;> 67>(?>:(?;;
$ong term loans 7?=(6<>(?6A 6>:(?>6(:?>
To finance lease ?;(6;?(6?< :>(6A=(6A6
Deferred lia&ility
Staff retirement gratuity =(?6?(8>< A(<=7(<<8
*urre!t )iabilitie#
Short term &an! &orroings <>>(A??(6:: ;>6(8A;(AA:
Term lia&ilities 8>(:??(?:A 68(=7=(A><
$ia&ilities 78:(>?6(A>6 776(:7<(A88
Income ta, 7(>;6(8;: F
=:=(;A6(<=6 <?6(=<:(<<:
6(8A<(77?(768 6(>8<(<::(A7;
No!9*urre!t A##et#
@i,ed assets 78<(8;;(?>> 78=(<A>(8<7
$ong term deposits 6<>(>76(687 ?8(?A8(=A<
?><(8<:(;87 7A8(7:?(8;=
*urre!t A##et#
Stores( spares and loose tools ;<(?68(?7A 7?(<?<(>7<
Stoc! in trade 8A=(A7=(A6: 7<;(<?8(=A>
Trade de&ts 868(?<7(76: 7?:(6?>(?6:
Short term investments 6A(8:A(>86 78(?:8(=<7
Advances( deposits and prepayments 7(?7<(8>; 6(A:8(;8>
Other receiva&les 6?:(A<?(=;? 6>;(<=;(;??
Cash and &an! &alances ?A(;:6(8AA <7(6=<(A:;
=<:(=?<(68A <?=(=;7(88?

6(8A<(77?(768 6(>8<(<::(A7;

5A$ANCE S/EET
AS AT J*NE 8>( 7>>;
288; 288:
Rupee# Rupee#
Authorised capital
:>>(>>> ordinary
paid up capital :>(>>>(>>> :>(>>>(>>>
unappropriated profit :<(6A?(A7> ;8(=>8(;;>
67<(6A?(A7> 668(=>8(;;>
$ong term loans 8:7(>=A(;A< 7?=(6<>(?6A
To finance lease 6>=(<<6(;=? ?;(6;?(6?<
Deferred lia&ility
Staff retirement gratuity =(=:7(6?6 =(?6?(8><
*urre!t )iabilitie#
Short term &an! &orroings <A<(68;(?67 <>>(A??(6::
Term lia&ilities ;7(A?<(A=A 8>(:??(?:A
$ia&ilities 788(;??(8>= 78:(>?6(A>6
Income ta, F 7(>;6(8;:
6(><8(:7<(:6= =:=(;A6(<=6
6(:A7(:??(<:6 6(8A<(77?(768
No!9*urre!t A##et#
@i,ed assets ?;8(>A>(668 78<(8;;(?>>
$ong term deposits 67;(6>7(>;; 6<>(>76(687
;<A(6A7(6:A ?><(8<:(;87
*urre!t A##et#
Stores( spares and loose tools 68>(;67(?;< ;<(?78(?7A
Stoc! in trade ;8A(:68(=7> 8A=(A7=(A6:
Trade de&ts 6>A(7=;(AA: 867(>86(?::
Short term investments :6(??>(<;> 6(??>(<;>
Advances( deposits and prepayments 68:(78A(;A7 7>(<=;(88:
Other receiva&les 66?(7A<(=<? 6?:(A<?(=;?
Cash and &an! &alances 67(;77(?A6 ?A(;:6(8AA
6(6>6(=67(>;> =<:(=?<(68A

6(:A7(:??(<:6 6(8A<(77?(768

5A$ANCE S/EET
AS AT J*NE 8>( 7>>:
288< 288;
Rupee# Rupee#
Authorised capital
:>>(>>> ordinary
paid up capital :>(>>>(>>> :>(>>>(>>>
unappropriated profit 6>;(?::(6>8 :<(6A?(A7>
6:;(?::(6>8 67<(6A?(A7>
$ong term loans 87=(A:A(<;; 8:7(>=A(;A<
To finance lease 66;(=?:(=A7 6>=(<<6(;=?
Deferred lia&ility
Staff retirement gratuity 6>(A78(:>= =(=:7(6?6
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
?;:(:8=(8?: ?A6(A87(877
*urre!t )iabilitie#
Short term &an! &orroings =;>(6A7(:=; <A<(68;(?67
Term lia&ilities A=(A8A(?:7 ;7(A?<(A=A
$ia&ilities 7??(=A=(<?= 788(:??(8>=
Income ta, 77(A?:(:?6 F
6(8><(A;<(;?< 6(><8(:7<(:6=
6(=7=(=:7(==: 6(:A7(:??(<:6
No!9*urre!t A##et#
@i,ed assets ;=<(7<A(=;; ;<A(6A7(6:A
$ong term deposits ;(;;?(=A; 7(;;>(;?8
:>7(A88(=?> ;A>(<87(<66
*urre!t A##et#
Stores( spares and loose tools 6?:(A::(7=> 67?(7:>(7?6
Stoc! in trade <>=(:;;(>8< ;??(A::(68:
Trade de&ts 6:;(6?A(?=6 6>A(7=;(AA:
Short term investments 6(??>(<;> :6(??>(<;>
Advances( deposits and prepayments 6=A(;=8(=?8 67=(AA;(=:A
Other receiva&les A6(>88(A6; 67>(:?>(;AA
Cash and &an! &alances 7?(8=>(<8> 67(;77(?A6
6(87<(67=(>;: 6(6>6(=67(>;>

6(=7=(=:7(==: 6(:A7(:??(<:6

6.6.2 Pro"ile o" Employee#
The success of an organi'ation is dependent on hat type
of management an organi'ation is dependent on( hat type
of management an organi'ation has. Sitara Te,tile industry
is a ellFreputed organi'ation. They have very effective
and efficient management. There are five ma9or
departments and over 6<;> employees or!ing including
top and middle level.
&epartme!t# are0
6F Administration
7F +rocessing
8F @inance
?F E,port
;F Mar!eting .local2
All the departments have general mangers as their heads
e,cept mar!eting .local2. In top level hierarchy %Ms or!s
in coordination ith the &oard of director to meet ith the
long term and short term goals. These goals are set and
chec!ed at the end of each financial year.
Top )e.el Hierar$hy
6. Chief E,ecutive Officer
7. Director @inance
8. Director E,port
?. Director +rocessing
;. %M Admin
:. %M $ocal Mar!eting
.Organogram is attached hereith2

6.6.6 Pro"ile o" Pro$e##i!+ Employee#
+rocessing department is that department here the product
is actually come to the condition of selling. 0a material is
changed to finished cloth &y a systematic ay. This
systematic ay consists of A more su& departments that
play their important role to convert iron to gold. These
departments areB
%rey room
5leaching Department
Dyeing Department
Engraving Department
+rinting Department
@inishing Department
+ac!ing Department
$a&oratory
Engineering Staff
6.: Produ$t )i!e
@olloing are the products of Sitara Te,tile Industries.
Sitara Sapna $an
Sitara Sapna $an . hite and dyed2
Sitara Sapna $atha . hite and dyed2
Sitara Sapna Cam&ric . hite and dyed2
Sitara MughalFeFA'am $atha
Sitara MughalFeFA'am $an
Sitara MughalFeFA'am Cam&ric
Sitara MughalFeFA'am .Em&roidery2
Sitara MughalFeFA'am .Collection2
Sitara *niversal Cam&ric .hite and dyed2
Sitara "ing To * "T . hite and dyed2
Sitara Comandar $atha . hite and dyed2
Sitara Supreme $an
Sitara Supreme Cotton Cam&ric
Sitara Cotton Clu& Cam&ric .hite and dyed2
Sitara Supreme $an .hite and dyed2
Sitara Muilt +rint
Sitara Medlean +rint
Sitara Siss %old

:. Or+a!i/atio!al Stru$ture0

:., Mai! O""i$e#
@olloing are the list of main offices of Sitara Te,tileB
Sitara Te,tile Industries $imited( :F"M(
Sargodha 0oad( @aisala&ad.
Sitara Sales +oint( A9man( Du&ai
Sitara Sales Office( Islama&ad
Sitara Sales Office( "arachi
:.2 HRM Operatio!#
At a general level( it is important to analy'e training needs
against the &ac!drop of organi'ational o&9ectives and
strategies. *nless you do this( you may aste time and
money on training programs that do not advance the cause
of the company +eople may &e trained in s!ills they already
possess the training &udget may &e s-uandered on rest and
recuperation sessions( here employees are entertained &ut
learn little in the ay re-uired 9o& s!ills or 9o& !noledge(
or the &udget may &e spent on glittering hardare that
meets the training director3s needs &ut not the
organi'ation3s.
It is also essential to analy'e the organi'ation3s e,ternal
environment an internal climate. Trends in the strategic
priorities of a &usiness( 9udicial decisions( civil rights las(
union activity( productivity( accidents( turnover(
a&senteeism( and on the 9o& employee &ehavior ill
provide relevant information at this level.
/oever( assessing the needs for training does not end
here. It is important to analy'e needs regularly and at all
three levels in order to evaluate the results of training and
to assess hat training is needed in the future.
At the organi'ational level( senior managers
ho set the organi'ation3s goals should analy'e
needs.
At the operations level( the managers ho
specify ho the organi'ation3s goals are going to
&e achieved should analy'e needs.
At the individual level( the managers and or!ers ho do
the or! to achieve those goals should analy'e needs(
!eeping in mind that performance is a function &oth of
a&ility and motivation.
:.2., Huma! Re#our$e Pla!!i!+
/uman resource planning is all a&out measuring the
organi'ation need to identify the num&ers of employees and
s!ills re-uired to do those 9o&s. @urther( an understanding
of availa&le competencies is necessary to allo the
organi'ation to plan for the changes to ne 9o&s re-uired
&y corporate goals.
At sitara( ma9or changes according to economic and social
environments are re-uired purchasing ne and additional
office e-uipment to enhance efficiency e.g.( computer
hardare or softare( coping ith the recall of a defective
product and dealing ith the need for a ne design e.g.
ne automatic rotary machine.
This suggests several specific( interrelated activities that
together constitute an human resource planning system.
They includeB
A talent inventory to assess current human
resources and to analy'e ho they are currently
&eing used.
A human resource forecast to predict future
/0 re-uirements.
Action plans to enlarge the pool of people
-ualified to fill the pro9ected vacancies through
such actions as recruitment( selection( training(
placement( transfer( promotion( development and
compensation.
Control and evaluation to provide feed&ac! on
the overall effectiveness of the human resource
planning system &y monitoring of /0 o&9ective.
.
;. Stru$ture o" the HRM &epartme!t0

;., Number o" Employee# 5or=i!+ i! HRM &epartme!t
No I3ll discuss the personnel management of Sitara
Te,tile Industries $imited under various steps of /uman
0esources Management Sitara Te,tile also !nos this fact
and has personnel department right at the entrance of main
gate of mill. +ersonnel Department of Sitara Te,tile can &e
critically analy'ed on the &asis of various steps of human
resources management process.
@irst I ould li!e to descri&e the are &outs of department.
Department is situated in an old &uilding hich as
constructed at the time of esta&lishment of Sitara Te,tile
and department as named as la&or department. 0ecently
three or four years ago name of department as changed to
personnel department. There are only ; personnel ho
actually handle the department3s affairs and a&out 6;>>
employees are or!ing. There is great or! that is to &e
done &y ; persons and they feel &urden on themselves.
<. >u!$tio!# o" the HRM &epartme!t0

<., Ma-or >u!$tio!#
Every organi'ation hether it is a multinational
conglomerates a small &usiness( a religious institution or a
government agency depends on people. Appropriate
candidates for each 9o& from chairman of the &oard to night
shift 9anitor must &e located either inside or outside the
organi'ation and they must &e convinced &y pay &enefits
and or!ing conditions to ta!e and !eep the 9o&. They must
also &e trained and motivated. /andling these functions is
part of human resources management3s 9o&.
they feel &urden on themselves.. There are si, steps.
6. /uman resources planning
7. Staffing
8. Training 1 Development
?. Compensation
Management
;. Employee Evaluation
:. Employee Movement and
0eplacement
<.2 Support# to Other &epartme!t#
Through 9o& rotation policies and &y e,tensive interaction
ith managers in all other functional areas. *nless these
e,ecutives are perceived as e-uals &y their corporate peers(
their a&ility to ma!e significant contri&utions to the firm
ill &e diminished.
0e-uire the senior /0 e,ecutive to report directly to the
CEO. At present this occurs in a&out <> percent of
companies nationide. Consider hether any corporate
resource is more important than its people. Ensure that the
top /0 officer is a !ey player in the development and
implementation of &usiness plansNproviding early
arning regarding their acceptance and serving as the
CEO3s indo on the organi'ation and as a sounding
&oard.
0epresentatives from /0 and line managers from the
&usiness unit generate !ey &usiness strategies for the
coming year. To do so( they identify ma9or e,ternal and
internal factors that may have an impact on the future of the
&usiness( together ith future customer re-uirements. The
resultC A &usiness unit annual plan that outlines
Ma9or driving forces in the &usiness unit.
Ma9or &usiness initiatives in the &usiness
unit.
+rimary directions.
Ma9or priorities for !ey e,ecutives of the
&usiness unit.
Managers ho have used the strategic &lueprint process
emphasi'e that its single greatest &enefit is thisB if forces
/0 managers to concentrate solely an critical( value adding
activities. Such an approach is sorely needed( as a recent
American Management survey of 6;>> /0 managers
found. #hen as!ed ho ell /0 strategy is lin!ed to
&usiness results( : out of 6> respondents said it as either
not effective or 9ust somehat effective. Only 8 percent
characteri'ed the lin!age as Dorld class.E

?. *riti$al A!aly#e#0

?., Re@uireme!t A!aly#i#
Jo& analysis also provides the &asis for developing 9o&
specifications. Jo& specifications are a statement of the
human -ualifications re-uired to perform the 9o&. Among
the -ualifications hich are often included in 9o&
specifications are the folloing.
Educational standards hich may spell out( for e,ample(
degrees attained( such as a 5.S. in engineering.
E,perience re-uirements( such as to years of general
clerical e,perience for the position. This 9o& re-uires
directing the or! of from to to ten clerical employee(
and therefore ould normally re-uire some prior
e,perience in actually performing clerical duties.
S!ills re-uirements( such as typing A> ords per minute( or
&eing a&le to ta!e dictation &y an e,ecutive etc.
0e-uirement analysis has performed thoroughly at Sitara
Te,tile for the purpose of 9o& analysis &y /0 department.
?.2 &ata 4atheri!+
There are four &asic techni-ue generally used for gathering
a&out different 9o&s.
I!ter.ie5# in some cases( 9o& analysts may
intervie the employee ho is performing the
9o&( the supervisor( or &oth. This techni-ue may
&e time consuming( and the danger e,ists that
employees may e,aggerate the importance of
their 9o&s. At Sitara Te,tile intervies are
conducted for certain types of investigations in
cases of &rea!age of rules and regulations.
Intervies are also conducted for search of a ne
candidate &ut these intervies are 9ust mere
formality rather than having professional
approach.
Ob#er.atio! A second approach to
information gathering in 9o& analysis is having
the analyst actually o&serve the individuals
performing a 9o& and record o&servations hile
doing so. In some instances this method is very
useful( &ut under certain conditions it &ecomes
more difficult if not impossi&le. At Sitara Te,tile
this techni-ue is implemented in some cases(
o&servations have done for performance
9udgment and competency of or! force.
Aue#tio!!aire# +ro&a&ly the least costly
method of collecting 9o& analysis data is &y using
-uestionnaires. #ell designed -uestionnaires
have &een claimed to &e Dthe most efficient ay
to collect a ide array of 9o& data and
information in a short time. /oever( there is the
danger that a responder ill not complete the
-uestionnaires( complete it inaccurately( or ta!e
an e,cessively long time to return it Sitara Te,tile
usually does not use this sort of techni-ue to
collect the data.
&iarie# or )o+# A fourth approach is to
utili'e diaries or logs in hich employees record
their daily activities and tas!s. In addition( those
activities performed at infre-uent intervals must
also &e noted. 5ecause of the difficulties
connected ith this procedure( porta&le tape
recorders may &e utili'ed to assist in maintaining
a record of such activities.
/0M department has not any systematic
procedure for using the diaries or logs for the
purpose of data gathering.

?.6 Sy#tem &e#i+!
#hen choosing a system( alays remem&er that the
selection is not e,pected to last forever. That thought
should provide a glimmer of hope and some optimism( too.
The selection is important and should &e ta!en ith great
care. At the same time( you should ac!noledge that if
something &etter comes along or if circumstances change(
you might have made different choice.
Develop detailed pro9ect plan
Develop user groups
+urchase hardare
Develop independent focused computer
applications.
Implement independent applications as ready
Modify in house forms
ModifyKcustomi'e initial systems
Esta&lish procedure
Convert data Train /0IS staff
During my internship at Sitara Te,tile( I found that /0
department uses to develop various user groups for
e,ample there is separate softare running for the or!
force of processing department and similarly for stitching
department. Oracle softare3s are in use for the employee3s
pay roll system and pay &rea!up( all the programming has
&een done &y IT department. In pay roll system there is a
employee form here the data has recorded and pay &rea!
up system is also the part of these pay roll forms. There
e,ists auto generation system at Sitara Te,tile( employees
attendance is &eing chec!ed through hand scanning
recently changed from old procedure of card scanning.
?.: Impleme!tatio!
@olloing are the points hich theoretically I read during
course of my study
Implement /0 core
Train other /0 users
Ma!e system availa&le to /0 functional
specialists
0efine /0 core
Esta&lish mainframe micro lin!
Conduct field analysis
Develop procedures for distri&uted
processing
+repare technical documentation
DevelopKor! on other modules
Test system and user acceptance
Implement additional modules
MaintainKenhance

B.Short9"all#CWea=!e##e# o" the HRM &epartme!t0
B., Pla!!i!+
At Sitara Te,tile I thin! very small importance is given to
personnel as far as planning is concerned. *pper level
management li!e CEO and Director give lo attention to
this department. +ersonal Department does not search for
and does not !no hether there is need of ne employee
at same 9o& or not. They only !no ho is going out and
there is a vacancy at the place of out going employee. I
have e,amples for such employees ho are doing or! of
to or three men. There should &e &etter planning for that
in order to achieve organi'ational goal. If the goal is to
minimi'e the e,penses it is not proper ay to control and is
not legally and ethical accepta&le.
B.2 Re$ruitme!t
At Sitara Te,tile recruitment is done internally as ell
e,ternally. 0ecruiting is to attract -ualified people to apply
for positions ith an organi'ation. Sitara Te,tile do not
advertise their 9o& in nespaper &ut let the people &e
informed &y e,isting employees.
Most of ne employees are hired on reference &asis. There
are various authorities to hire the people for various
positions. If position of 9o& is that employee ould &e paid
0s.?(>>>KF monthly( personnel manager has authority to
hire this employee. The finance manager hires employees
having salaries &elo 0s.<( >>>KF monthly. And 9o& of
value higher than 0s. <(>>>KF per month is up to CEO or
Director.
B.6 Trai!i!+ D &e.elopme!t
At Sitara Te,tile every ne employee trains himself at his
on &ecause training is not done or given properly &y the
organi'ation. Employee3s ne colleagues teach him
manners of his 9o&. Sitara Te,tile does appoint trainee
employees ho are trained &y the e,isting employees and
these trainees are sometime hired for actual 9o&s. These
hired trainees are &eneficial for Sitara Te,tile &ecause they
are already trained and understand their 9o&s. If there is
ne employee hired ho as not trainee at Sitara Te,tile
suffers &ecause of that Sitara Te,tile do not have proper
training program.
B.: *ompe!#atio! Pla!#
As Sitara Te,tile is an industry of conservative type
therefore compensation and reard system is not very
much impressive. Compensation level of Sitara Te,tile is
lo that is ay -ualified and talented people hesitating to
9oin Sitara Te,tile. There are lo &asic pays offered. One
good thing is that including alloances( pays &ecome
dou&le of the &asic. 5ut gross pay remains at the lo level
as compared to the other industries. All the te,tile
industries in @aisala&ad have lo level of compensation
e,cept fe( so as Sitara Te,tile. )arious alloances are
given to employees li!e medical alloances( attendance
alloances and etc. Attendance alloances are only for
those employees ho are ta!ing less than 0s. ;(>>>KF gross.
As compensation level is lo therefore employees are not
very much motivated. Motivation level and morale of
employees are lo hich affects the periodicity of the
organi'ation. It is fact that Sitara Te,tile is ell reputed
organi'ation and covering productivity re-uirement &ut if
morale and motivation levels are &rought high the
productivity could increase. Anyho +a!istani or! force
are scared and compelled to ta!e hatever any &ody gives
&ecause of unemployment. Some thin! is &etter than
nothing.
B.; E.aluatio!
Sitara Te,tile performance of the employees is evaluated
on the &asis of hat has &een e,pected from them. The
upper level management evaluates performance. *pper
level management sees ho an employee is performing on
his assigned position. It is done through o&serving and
comparing the productivity of the organi'ation ith the
e,pected productivity. The results of evaluation are used in
movement of employee inside the organi'ation or outside
the organi'ation.
B.< Mo.eme!t a!d Repla$eme!t
At Sitara Te,tile movement is of three types one is
promotion 7
nd is voluntary severance and last is termination. In case of good performance
promotion or increment is given to the employee and is case of mista!e or mis&ehave only one ay
that is termination. Sitara Te,tile do not care employee turnover or things li!e that( they 9ust replace
that employee. In this ay movement of employees ta!es place at Sitara Te,tile.
This is all a&out the shortFfalls and ea!nesses of /0M
department of Sitara Te,tile. Despite the fact that
department and personnel management is not very good
Sitara Te,tile has great productivity capacity. Emergence
of all other industries in Sitara group of industries is
e,ample of e,cellent of Sitara Te,tile.
E. *o!$lu#io!#0

All the su& departments of processing
department li!e &leaching( dyeing( printing and
finishing are or!ing under la&oratory
instructions so la&oratory is playing role of
e,ecutive in -uality control.
All the schedules of &leaching( dyeing
printing and finishing are prepared &y the
la&oratory instead of related management or /0
department.
There is lac! of human resource planning(
lac! of recruiting activities lac! of 9o& analysis(
compensation and reard system is not very
much attractive and employees are not ell
motivated in Sitara Te,tile.
One good thing of this department is that the
department let the employees follo the rules and
regulations set &y the organi'ation strictly.
Attendance is strictly chec!ed and leaves as ell.
So there are good and &ad &oth present in the
human resource department of Sitara Te,tile.
/0M department is not esta&lished and not
considered to &e very much important. $o
attention is paid to this department &y upper level
management.
There is lac! of human resources planning(
lac! of recruiting activities and lac! of 9o&
analysis.
Compensation and reard system is not very
much attractive and employees are not ell
motivated in Sitara Te,tile.
,8. Re$omme!datio!# "or impro.eme!t0
Organi'ations &ig or small profit or unprofita&le have
pro&lems and there are alays chances of improvements.
This is also the condition for Sitara Te,tile. As pro&lems
and difficulties have &een identified( no here are some
suggestions that may help the organi'ation to improve. This
is also the condition for Sitara Te,tile. As pro&lems and
difficulties have &een identified( no here are some
suggestions that may help the organi'ation to improve.
In processing department there is a need of
s!illed or!ers. There are certain departments of
processing in hich employees have &een
or!ing since long &ut their efficiency is not
improved and unsatisfactory results come out
sometimes. The s!illed la&or ill not only
improve the efficiency &ut also ill improve
effectiveness. There should &e chances given to
s!illed or!ers to enter the organi'ation.
There should &e female artists and designers
in design department as females have naturally
more esthetical -ualities than males. They ill
really improve the -uality of designs and ill
introduce more innovative design.
E,panding product lines that ill give more
variety to people of country could e,tend local
mar!eting and ultimately sales ould &e
increased. There should &e more staff in local
mar!eting department to enhance the sales figure
and to capture ide area of local mar!et.
There is need of &etter or!ing condition in
personnel department. Employees of this
department are or!ing in very poor condition(
chair are &ro!en( air conditioning facilities are
not properly in some department li!e /0M
department. That is hy morale of employees
or!ing in department is lo and they are not
motivated for doing 9o&s. This area should
carefully &e e,amined and solved.
There is need to increase the staff in this
department only three or four persons are
or!ing ith all the affairs regarding let the
employees a&ide &y the rules and regulations(
recruiting( selecting and other activities. This area
should carefully &e handled to attract s!illed
employees and ultimately to enhance efficiency
and effectiveness.
Jo& analysis should &e done to !no hat are
the 9o&s needed in the organi'ation. I !no some
persons ho are doing the 9o& of to or three
persons.
Compensation and reard system should &e
&rought at higher level in order to let the
employees &e motivated and happy.
There should &e more fringe &enefits for the
employees ta!ing into consideration there
devotion s!ill and e,perience. This higher level
ould ma!e the employees more efficient and
effective.
There should &e little compensation for
trainees as ell as they can fulfill their day to day
traveling and food e,penses. 5y doing this
trainees ill sho more interest( more devotion(
more potentials and ill or! ith full mental
and physical efforts.
The first aid and other medical facilities
should &e provided to the employees ith in the
mill area. There is continuous or!ing in the mill
and every time there are chances of any accident
or unpleasant incident. So in order to handle this
type of situation the first aid dispensary should &e
there in the mill area.
RE>EREN*ES AN& SO(R*ES O>
STI)0
I collect the all information a&out the Sitara Te,tile
Industries $imited .STI$2 for ma!ing internship report. The
references 1 Source of information are as fellosB
Mr. Muhammad Aais Director E,port Mar!eting
Mr. Muhammad /afee' %.M 5an!ing 1 @inance
Mr. Muhammad 0a''a- Director @inance
Mr. Muhammad Gaseen Senior E,port Manager
Mr. Ashfa- Ahmad Senior E,port Manager
Mr. Shahid Mahmood Deputy E,port Manager
Mr. A&ulFMayyum Deputy E,port Manager
Mr. #aseem Ahmad Assistant E,port Manager
Mr. Muhammad Saleem Ch. /01 Admin Manager
Mr. 5ashir Ahmad 5an!ing 1 documentation Manager
Mr. Muhammad "huram E,port Documentation Manager
Mr. /uammad Ahmad Account 1 @inance Manager
Mr. Muhammad 4ahid Deputy Accounts Manager
Mr. Muhammad Am9ad Assistant Accounts Manager

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