2012

Human Resource Management Portfolio

Dinusha Marasinghe Balagallage 9/8/2012

Human Resource Management Portfolio TABLE OF CONTENT

Tharangie Marasinghe (MADTD01)

1.0, RESEARCH SYNOPSIS .................................................................................................... 2 2.0, JOB ANALYSIS ................................................................................................................. 4 2.1, Methods of job analysis .................................................................................................. 5 2.1.1, Department of Labours job analysis process (department of labour) ..................... 5 2.1.2, Position Analysis Questionnaires ............................................................................. 5 2.1.3, Critical Incident Method ........................................................................................... 5 2.1.4, Task Inventory Analysis ........................................................................................... 6 2.1.5, Threshold Traits Analysis ......................................................................................... 6 2.1.6, Job element method .................................................................................................. 6 2.1.7, Ability requirement scales ........................................................................................ 6 2.1.8, Management Position Description Questionnaire .................................................... 6 2.2, Uses of job analysis ......................................................................................................... 7 2.2.1 Recruitment and selection ......................................................................................... 7 2.2.2 Placement................................................................................................................... 7 2.2.3 Performance evaluation ............................................................................................. 7 2.2.4 Criterion for development ......................................................................................... 7 2.2.5 Training and development ......................................................................................... 8 2.2.6 Retrenchment ............................................................................................................. 8 2.2.7 Employee relations .................................................................................................... 8 2.2.8 Health and safety ....................................................................................................... 8 3.0, JOB DESCRIPTION .......................................................................................................... 9 4.0, JOB ANALYSIS INTERVIEWS ..................................................................................... 10 5.0, JOB ANALYSIS QUESTIONAIRES .............................................................................. 11 6.0, DEVELOPING A JOB DESCRIPTION .......................................................................... 13 6.1, Nature of the job ............................................................................................................ 13 6.2, Job summary ................................................................................................................. 13 6.3, Tasks and responsibilities.............................................................................................. 13 6.4, Qualifications/ requirements ......................................................................................... 14 6.5, Skills and knowledge .................................................................................................... 15 6.6, Work environment......................................................................................................... 15 6.7, Personal qualities........................................................................................................... 15 7.0, REFLECTIONS ................................................................................................................ 17 8.0, REFERENCES ................................................................................................................. 19 9.0, APPENDIX ....................................................................................................................... 21

2.0, JOB ANALYSIS

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

1.0, RESEARCH SYNOPSIS

Human Resource Management (HRM) is a strategic and coherent approach to the management of an organizations most valued assets; the people working there who individually or collectively contribute to the achievement of its objectives. (Armstrong, 2004, p.3). Job analysis is the starting point of HR activities, which should be developed prior to hiring, promoting or transferring the employees. This is to ensure the employees contribution to achieve strategic goals of the organization. Its important that the guide lines of the job analysis of a particular position should keep unchanged once a person has been recruited to that position. (Hartle, Fujimoto, Strybosch & Fitspatrich, 2007, p.272) Moreover Job analysis information are important to the HR management in various ways such as identifying human traits required to do the jobs, to arrive to decisions whether what sort of people to be recruited or to be hired and to identify information about the job duties to create programs and to compute the pay rates, because job analysis plays an essential role in business invoice management. (Dessler, 2009, p.102) Accordingly Job analysis is called as the cornerstone of HRM because the other HR functions and processes are strengthening by job analysis. HRM backed up by job analysis sets the face and the threshold to get the right people, develop and retain as valuable staff. Therefore it could be said that job analysis is like the universal joint of a vehicle which marches towards success. Job analysis methods Job analysis information about the tasks that people are doing can be found in various ways. Common methods are used to collect job analysis methods could be described as follows Observation- This method is used to collect information by observing the individuals performing the job and takes notes to describe the tasks and duties performed Interviews- This method is conducted by the manager or HR specialist to talk face to face with the candidates about the required information about the jobs

2.0, JOB ANALYSIS

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

Questionnaires- Most widely used method of gathering information about a job. The survey method is given to employees or managers with the aim of obtaining information (Mathis & Jackson, 2002, p.183-185) Employment tests- Standardised tests in which applicants perform selected set of actual tasks that are physically and/or psychologically similar to those performed on the job. Tests are used to determine the candidates ability to perform the duties assigned as per their declaration in their resumes and consequently, the likelihood that they will be able to perform their job successfully. Psychological test- A test designed to provide insight into human behaviour such as perception, learning, human development, individual differences in ability, personality, attitude formation and change and group formation. Assessment centre- A selection technique comprising problem solving and team based activities where people are assessed and graded on their performance based by assessors Biographical information blanks- Any type of information collected regarding an applicant personal history experience or education (Hartel, Fujimoto, Strybosch & Fitzpatrick, 2007, p. 284- 285) In order to collect job analysis information set of questions have been prepared to obtain required information and have been provided them to the HR manager of SML DUALPLAST LANKA (PVT) LTD to collect required information in detail

2.0, JOB ANALYSIS

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

2.0, JOB ANALYSIS

Job analysis is defined as: a methodical process which is used to examine the activities within a job. It is a mode of describing the duties, responsibilities and accountabilities of a job. This analysis involves generating a detailed description of tasks, determining the relationship of the job and exploring the knowledge, qualifications and employment standards accountabilities and other current requirements (DeCenso & Robbins. 2003, p.136) A systematic process which identifies the tasks, responsibilities and required outcomes of jobs, and the knowledge, skills and abilities required to perform the duties. The job analyst whether a specialist consultant human resource manager or group attempts to formulate answers to set of essential questions: What are the tasks and responsibilities involved? When is the job completed? What outcomes are expected? Where is the job conducted? How does the job holder actually perform the job? Why is the job necessary? Under what conditions physically and psychologically in the job performed?

By responding to above questions the analyst will be able to determine the specific responsibilities, tasks and duties, physical and interpersonal capabilities in working conditions and the relationship of one job to other jobs. The job analyst attempts to explore in detail: Work activities- tasks processes and procedures Worker attitudes and behaviour- physical, mental and social job demands and requirements Work performance aspects and outcomes- standards and measures (error rates, weekly, monthly or annual targets)
2.0, JOB ANALYSIS 4

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

Job conditions- rosters and rewards systems (salary/ hours) and the physical environment (health/ safety risks) Personal requirements- education, skills, competencies, experience and personal qualities of job holders (Compton, Morrissey & Nankervis. 2009, p27-28)

2.1, Methods of job analysis

Job analysis is an instrument of justifying job description and other HRM selective procedure. The approaches of job analysis are aiming to gather data with specific advantages and disadvantages. (Snell, Bohlander & Vohra. 2011, p. 356). There are ranges of job analysis methods as follows.

2.1.1, Department of Labours job analysis process (department of labour) Job analysis process describes what a worker does by having someone observe and interview the employee. This information is standardize and catalogued into those general functions that exist n all jobs, data, people and things (Decenzo & Robbins. 2003, p. 137)

2.1.2, Position Analysis Questionnaires Job analysis instrument and scoring and reporting service that is marketed commercial. PAQ is a structured questionnaire for quantitatively assessing jobs. (Stone. 2005, p.155).

2.1.3, Critical Incident Method Critical Incident Method is used to identify essential job tasks. Essential job tasks are important duties and job responsibilities performed by the job holder in order to perform well. Information about tasks of the job can be collected through interviews with employees or managers or through self-report statements written by employees. (Snell, Bohlander & Vohra. 2011, p.356).
2.0, JOB ANALYSIS 5

Human Resource Management Portfolio 2.1.4, Task Inventory Analysis

Tharangie Marasinghe (MADTD01)

This is a collection of methods that are developed by the U.S Air force task inventory method. The technique is used to determine the knowledge skills, and abilities needed to performs a job productively (Gomez- Mejia, Balkin & Cardy, 2001. p. 68)

2.1.5, Threshold Traits Analysis Threshold Traits Analysis focuses on the tasks (what cause to perform the job), demands (conditions under which tasks are performed) and main (human abilities, skills and personality factors needed to perform the tasks.

2.1.6, Job element method Job element method emphasises knowledge, skills, abilities and other personal characteristics which are necessary to perform the job productively, but ignore tasks or actual job behaviour. Supervisors works as a panel to rate specific jobs for their essential elements which are then rank ordered and weighted to produce a final analyse with selection criteria and training requirements. (Nankervis, Comption & McCarthy. 1999, p.198)

2.1.7, Ability requirement scales Ability requirement scales method do not rate tasks, but rather profile ratings of abilities required for each job, from a standard list of 37 abilities. Ratings are combined from number of workers and supervisors to produce average ratings of ability required for performing job. (Nankervis, Comption & McCarthy. 1999, p.199)

2.1.8, Management Position Description Questionnaire This is a standardize instrument designed specifically for use in analysing managerial jobs. (Bernadine, 2003, p.68). Its a 197 items, behaviourally oriented structured questionnaire for describing, comparing, classifying and evaluating management positions. (Stone. 2005, p.155).
2.0, JOB ANALYSIS 6

Human Resource Management Portfolio 2.2, Uses of job analysis

Tharangie Marasinghe (MADTD01)

Job analysis is most essential since Information collected in a job analysis may critical for managers to use it for all their Human resource activities. The following represents a list of the more important uses for job analysis information. (Dessler & Varkkey, 2011, p.132)

2.2.1 Recruitment and selection The nature of the jobs determines the kinds of data that will be collected. As a general rule, a job analysis gives an organization valuable leads concerning the kind of behaviour needed for job success

2.2.2 Placement Hiring and placement decisions are often made at the same time. However when placement is a separate strep that is taken after the decision to hire has been made, the problem exists whether applicant characteristics would match with the requirements of the positions or not. A careful job analysis indicates information concerning these requirements

2.2.3 Performance evaluation Before one can determine an employee is doing a good job, there must be a proper description of the objectives of work activities. Merit rating programs are used to evaluate the extent to which an employee meets the requirements of a job as it is defined by the job analysis procedures. Merit ratings often provide essential information

2.2.4 Criterion for development An organization must have proper information concerning the requirements of a job before it can develop sufficient measures of the success with which these requirements are being met

2.0, JOB ANALYSIS

Human Resource Management Portfolio 2.2.5 Training and development

Tharangie Marasinghe (MADTD01)

Job analysis can support to collect information that will go into the process of a training program. Job analysis is used to provide information concerning the skills and knowledge that are involved in satisfaction of job performance. (Bohlander, Snell & Sherman. 2001, p.88) 2.2.6 Retrenchment Decisions must be made concerning the wages that are paid for a job. An organization must establish its own wage structure, just as it must set prices for its goods and services. Job evaluation is technique that uses to estimate the worth of each job. This involves judgemental procedures that evaluate the information generated by a job analysis.

2.2.7 Employee relations Its important that employees have a clear idea of their jobs and responsibilities. Based on their responsibilities set of questions that are asked in negotiation based on job analysis information

2.2.8 Health and safety The employees as well as the employers should know the job functions of each category of job. Functions which would affect to the good health or safety of the employee must be disclosed and suitable precautionary methods, contributions to insurance schemes and payments of special allowances to meet medical expenses etc. should be indicated. (Rambo, 1982, p. 23- 25)

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

3.0, JOB DESCRIPTION

Job description is the broad nature of the job includes a list of key tasks that employees are expected to perform and responsibilities, qualifications required to perform the job. (Hartel & Fujimoto, 2010, p. 214) Moreover it should accurately portray job content, environment and conditions of employment. A common format for a job description includes the job title, the duties to be performed, the distinguishing characteristics of the job and the authority and the responsibilities of the job holder. (DeCenzo & Robbins. 2003, p.138) There are two types of job descriptions Specific job description- is a detailed summary of the jobs tasks, duties, and responsibilities. This type of job description is associated with work flaw strategies that emphasize efficiency, control and detailed work planning General Job description- is fairly new on the scene. It associates with work flow strategies that emphasise the innovation, flexibility and loose work planning. (Gomez- Mejia, Balkin & Cardy. 2010, p. 69).

3.0, JOB DESCRIPTION

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

4.0, JOB ANALYSIS INTERVIEWS

Interview is the most widely used technique in selecting an applicant for a position. It can be used for different types of employment vacancy. Based on the employers point of view its an effective way of collecting and assessing information about a job applicant that will enable a valid assessment to be made of their future success and the performance in the position compared to other applicant. Traditionally an interview is a face to face meeting between employer and potential employees. It enable the employer to assess the personality, qualifications, appearance and manner of the applicant and to confirm, discuss and expand upon the formal details already recorded on an application form, resume or letter. Finally interview should aim to obtain a representative sample of the applicants normal job behaviour and relate it to the job in question. (Compton, Morrissey & Nankervis. 2009, p. 100)

4.0, JOB ANALYSIS INTERVIEWS

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

5.0, JOB ANALYSIS QUESTIONAIRES

1. Briefly describe about your organization 2. How long have you been working in this organization? Prior to this place have you worked anywhere else? 3. Please indicate job specifications for your job 4. Please identify your qualifications as further following Diploma Specify the field First degree Any other Masters

5. How many years of experience you have in this field of HR? 6. Describe how much of importance is given to the HR function in your organization Very high prominence Not much recognition given 7. If so, please explain the reason? 8. What are the responsibilities/ duties you are supposed to carry out? 9. Please list your regular work schedule and irregular duties? 10. What kind of strengths and weaknesses you have in order to carry out your duties? 11. What are the special skills and abilities you think an HR manager should have? 12. Are there separate goals you have set up within the HR division? Describe the reasons? 13. What sort of challenges you face while performing your duties as an HR manager 14. How do your subordinates report you? Through supervisors Directly High prominence Average

15. How many employees under your purview? <100 100-200 >200

16. Since you are dealing with employees, what are the remarkable experiences you have when working with them? 17. Please explain how do you receive the information about vacancies? 18. Please mention how do you decide the necessary basic qualification required for each position vacant? 19. What media you use to advertise about vacancies? 20. What is the method you follow in recruiting?
5.0, JOB ANALYSIS QUESTIONAIRES 11

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

21. Please indicate how often do you conduct training programs Monthly Other 22. Do you evaluate employees performance? Yes 23. If yes how often? Monthly Half yearly Annually No Half yearly Annually

24. Describe how do you motivate and improve morals of the employees? 25. Describe what are the health and safety programs you conduct? 26. Describe the leave allocation you have developed? 27. Mention any issues you have experienced when performing your duty 28. What are the disciplinary actions you take on misconduct of employees? Guided by organizational rules Guided by rules specified by the labour department 29. How much time you spend on writing reports or other types of formal communication? 0 %-30% 30%-60% 60%-100%

30. Do you observe any difference between past and present HR process? 31. Please indicate specific factors which make you feel happy? 32. What are your future goals/ plans within your division?

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

6.0, DEVELOPING A JOB DESCRIPTION

Job description is prepared for the post of the HR specialist of SML DUALPLAST LANKA (PVT) Ltd based on the information collected from the job analysis interview 6.1, Nature of the job SML DUALPLAST LANKA (PVT) Ltd is a global apparel branding and packaging group of companies serving an international clientele consisting of top fashion brands and some of the largest retailers in the world.. Their main concern is on high quality products include woven and printed fabric labels, RFID and EAS labels, heat transfers, printed paper products, variable data tags and labels, packaging, specialty trims, etc. The head branch of SML is situated in Hong Kong and there are branches in 30 countries as well. 6.2, Job summary The role of HR manager in SML is considered as essential in the organization since she is responsible for staff and personal matters such as recruitment and selection, attendance, termination, compensation, salaries, leave, internal activities, training and development, gratuity, staff motivation, event organizing, cost saving, entre administration and welfare activities. Also she has become a trustworthy person among the work force since her main concern is to communicate with them about their personal matters in order to council them to accelerate positive attitudes towards productive performance.

6.3, Tasks and responsibilities 1. Handling recruitment and selection 2. Building and maintaining relationship with employees by counselling them once a week, organizing events to reduce their stress towards works and supervising their activities on daily basis 3. Preparing group appraisals in order to evaluate performance of both managerial and supervisory levels once a year and provide rewards based on performance 4. Take disciplinary actions against misconduct behaviour of employees based on labour authorities 5. Encouraging the employees to participate for training and development programs for further improvement of their performance
6.0, DEVELOPING A JOB DESCRIPTION 13

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

6. Conducting health and safety programs twice per year in order to enhance employees knowledge towards the usage of chemicals and machines 7. Establishing and maintaining goals within HR division in order to contribute to achieve organizational goals 8. Preparing and maintaining leave allocations for the both staff and work force 9. Preparing annual/ monthly summaries for overtime, leaves and absents 10. Processing salaries for each level in the organization 11. Establishing future plans to reduce turnover, late attendance, absenteeism 12. Handling organization payroll 13. Processing EPF/ETF contribution 14. Handling annual increments 15. Responsible for entire factory administration 16. Maintaining the staff absents and leaves 17. Preparing annual summary of leave record for each staff 18. Responsible for the recruitment and labour turnover 6.4, Qualifications/ requirements 1. Should have at least a first degree 2. Should have more than eight years experience 3. Should be able to play an active role in the organization 4. Should have the ability to council the work force concerning their personal matters to encourage them to get work done 5. Ability to think creatively 6. Should be able to talk with each level in the organization 7. Should be able to make decision in the matters of employees and the uncertain situations 8. Should have the humanity when making decision based on employees matters 9. Should be able to take decisions on the employees misconduct behaviour 10. Should have the practical knowledge on making practical decisions 11. Should have the knowledge about the other areas apart from HR 12. Should have the knowledge about the labour laws 13. Should be able to analyse the behaviour of the work force 14. Should be able to set realistic targets which should contribute to achieve organizations goals
6.0, DEVELOPING A JOB DESCRIPTION 14

Human Resource Management Portfolio 6.5, Skills and knowledge 1. Leadership skills 2. Negotiation skills 3. Communication skills 4. Good councillor 5. Creative thinking 6. Multi tasking 7. Disturbance handler 8. Employee trust 9. Dual focus (both employee and management) 10. Time management

Tharangie Marasinghe (MADTD01)

6.6, Work environment Comparing with other divisions, HR division deals with great responsibilities within the organization since it concerns on development of human performance towards the development of organization, therefore this implicates that HR manager has enormous responsibilities to originate tasks to raise employee performance. This would be most complicated tasks that HR manager has to handle than the manager in other divisions in the organization. As a result HR manager has to develop and practice personal qualities as follows: 6.7, Personal qualities 1. Friendly 2. Trustworthy 3. Team player 4. Extrovert 5. Humanity 6. Motivator 7. Conversational 8. Supportive 9. Intelligence 10. Well discipliner 11. Creative thinker
6.0, DEVELOPING A JOB DESCRIPTION 15

Human Resource Management Portfolio 12. Strong personality 13. Listening ability 14. Decision maker 15. Counselling ability

Tharangie Marasinghe (MADTD01)

16. Ability to analyse the body language of employees 17. Ability to understand the employees personal maters 18. Ability to manage the uncertain situations

6.0, DEVELOPING A JOB DESCRIPTION

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

7.0, REFLECTIONS

Since this task was carried out individually it was a great experience I gained through conducting interview with HR manager. When I was required to contact an HR manager for this assignment, first of all it was a biggest issue for me since I viewed this task as so complex. When I was trying to find ways of contacting an HR manager, all of a sudden I reminded that one of my relations is working as a manager of an organization. Therefore I encouraged towards contacting him with the aim of asking about the HR manager of his organization. Fortunately the HR manager is a lady and she is one of the old girl in my school as well. Therefore I imagined that I could get more information from her in order to process the job description. Therefore I was given a specific date for the interview. Before that I attempted to prepare structured questionnaires for the interview. For that I went through the sample portfolios which were given by the lecturer in order to get an idea. At the same time I further studied about the elements consist on a job description because I supposed to prepare questionnaires with the aim of covering the elements such as the job summary, responsibilities, tasks, skills, qualities, qualifications within the job description. As a result I had a brain storm to come up with my own creative questionnaires in order to cover the topics include in a Job description and I attempted show the questionnaires to the lecturer in order to make corrections. At this point I assumed that I could be able to come across creatively structured questionnaires in order to obtain more information to process job description. Thereafter I visited the organization on the given date and got to know the HR manager very well. As a result I could be able to conduct the interview in a friendly environment since she was so enthusiastic to answer my questions in descriptive manner with the examples. There she explained about her duties, responsibilities, qualities, events she and organizes Also during the interview she attempted to show some paper works she has processed as a support of enhancing my knowledge towards tasks performs within HR division. After conducting the interview she had her usual activity which is to supervise the tasks of workers inside the factory with me so I could be able to gain knowledge about how are the processes going on in each section. After gathering information I attempted to formulate the answers for the questionnaires as well. At the same time I attempted to gather information for job analysis and job description by referring the texts in the library.
7.0, REFLECTIONS 17

Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

The major emphasis of this portfolio was to demonstrate about the Job analysis and job description which are essential contexts of HR process. As in brief job analysis is about identifying the positions to be placed in the organization and job description is about the responsibilities/duties which should held in a particular position. When conducting job analysis interview, I realized that how much important the HR division to an organization since it encourage employees towards better performance. As a result HR manager has given the priority to HR division entirely as a part of her life. According to my earlier perception that the HR manager is only committed towards HR division and its easy to handle since its only managing the workers, but after conducting job analysis interview with the HR manager I realized that the HR divisions complexity is higher than the other division and also she is not responsible for only HR division, she is indirectly responsible for other divisions as well. However she undertakes all the assigned works in a proper manner. Also I could be able to gain more knowledge about the job analysis and job description through the research I conducted referring texts.

7.0, REFLECTIONS

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Human Resource Management Portfolio

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8.0, REFERENCES
o Amstrong, A. (2004). Human Resource Management Practices. 9th ed). Kugan Page, India o Bahlander, G. Snell, S. & Sherman, A. (2001). Managing Human Resources. (12th ed). South Western Publishing, Australia o Compton, R. Morrissey, W. & Nankervis. M. (2009) Effective recruitment and selection process (5th ed) CCH Australia Limited o Decenzo, D. & Robbins, S. (2003). Human Resource Management. (7th ed). John Willey & Sons. Pvt. Ltd. Singapore o Dessler, G. (2009). Fundamentals of Human Resource Management, Content Competencies. (n.d). Pearson Education Inc. New Jersey o Dessler, G.. & Varkkey, B. (2011). Human Resource Management. (12th ed). Dorling Kindersley Pvt, Ltd, India o Gomez-Mejia, G. Balkin, D. & Cardy, R. (2001). Human Resource Management. 3rd ed). Pearson Education Inc. India o Gomez- Mejia, L. Balkin, D. & Cardy, R. (2010). Managing Human Resources. (6th ed). Pearson Education Inc., New Jersey o Hartel, C. & Fujimoto, Y. (2010). Human Resource Management. (2nd ed). Pearson Education, Australia o Hartel, C. Fujimoto, Y. Strybosch, V. & Fitspatrich, K. (2007). Human Resource Management, Transforming theory into innovative practice.(n.d). Pearson Education, Australia o Mathis, R. & Jackson, J. (2003). Human Resource Management. (10th ed). Thomson Learning Inc. Australia o Nankarvis, A. Compton. R. & McCarthy, T. (1999). Strategic Human Resource Management. (3rd ed). International Thomson Publishing Company o Nankarvis, A. Compton. R. & Baird, M. (2008). Human Resource Management, Strategies and Processes. (6th ed). Nelson Australia (Pvt), Ltd o Rambo, W. (1982), Work and organizational behaviour. (n.d). CBS Collage Publishing, NY o Snell, S., Bohlander, G., Vohra, V. (2011), Human Resources Management, A south Asian perspective, (2nd ed), Cengage Learning Ltd, India

8.0, REFERENCES

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

o Stone, R. (1995). Human Resource Management. (2nd ed). John Wiley & Sons, Milton, U.S.A o Stone, R. (2005). Human Resource Management. (5th rd). John Wiley & Sons, Milton, U.S.A

8.0, REFERENCES

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9.0, APPENDIX

Answers collected from job analysis interview 1. Briefly describe about your organization SML DUALPLAST LANKA (PVT) Ltd is a global apparel branding and packaging group of companies serving an international clientele consisting of top fashion brands and some of the largest retailers in the world.. Their main concern is on high quality products include woven and printed fabric labels, RFID and EAS labels, heat transfers, printed paper products, variable data tags and labels, packaging, specialty trims, etc. The head branch of SML is situated in Hong Kong and there are branches in 30 countries as well

2. How long have you been working in this organization? Prior to this place have you worked anywhere else? One and half years by now and prior to join this organization I worked in Expo Lanka, Colombo

3. Please indicate your job specifications Additionally Im responsible for delivery department and administration of the entire organization

4. Please identify your qualifications as per the following Diploma Specify the field First degree Any other Masters

Currently Im qualifying the master level

5. How many years of experience you have in this field of HR? Well, I have 12 years experience in HR

6. Describe how much of importance is given to the HR function in your organization Very high prominence Not much recognition given High prominence Average

9.0, APPENDIX

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Human Resource Management Portfolio 7. If so, please indicate the reason?

Tharangie Marasinghe (MADTD01)

Oh! My division is most essential division in organization, since it plays the significant role, the reason is I have to make the salaries, bonus, compensations, increments, trainings many more, so, because of that there is a greater importance given HR division

8. What are the responsibilities/ duties you are supposed to carry out? Well, Im responsible for processing salaries, leave allocations, attendance, termination recruitments, internal activities, training and developments, compensations, gratuity, staff motivation, event organizing, and additionally the entire organizations administration,. Other than those I have a cost saving unit, and also Im observing the delivery department with four staffs

9. Please list your regular work schedule and irregular duties? Well, it depends on time to time, there is nothing called a specific regular work schedule for me, Typically I arrive for works at 8am, however if there is a special program going on, I have to arrive here by early in the morning, .

10. What kind of strengths and weaknesses you have in order to carry out your duties? Well, as a strength, I prefer to tell that Im a trustworthy person because I tend to council employees individually about their personally matters, I view its an important part because it helps to build a good relationship with employees As weaknesses, I would say sometimes Im getting angry with workers and sometimes I tend to forgotten things since Im responsible for many areas, however Im attempting to eliminate that weakness most of the time

11. What are the special skills and abilities you think an HR manager should have? Well, as special skills I would say an HR manager should have the ability to talk, good facial impression, good personality, ability to train people, ability to play an active role, ability to control people. Thus those are the skills and abilities which an HR manager must have

9.0, APPENDIX

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

12. Are there separate goals you have set up within the HR division? Describe the reasons? Yes, there are, well, the purpose of setting goals within HR division is to provide a support to achieve organizational goals basically the main organizational goal is to achieve the budget. Therefore, in order to achieve organizational goal I have to set up goals within my division to reduce the labour turnover, the overtime, late attendance and absenteeism and reduce the recruitments. The reason to set up a goal to reduce recruitments is that recruitment is costly. Therefore by setting up those goals I expect to improve the productivity of employees

13. What sort of challenges you face while performing your duties as an HR manager Well, one biggest challenge that I have faced was when I was appointed to take care of the delivery section. Other one was: this organization was a merged one, so I wasnt accepted by most of the employees because I was interviewed by a foreigner; however, I took the challenge and was able to draw their attraction within a short period. Also I worked without any assistant for more than six months; however I could be able to handle work. Recently, at the time of giving increments to the workers, some people were dissatisfied with the increments due to their different mentalities; however I manage to deal with them politely.

14. How do your subordinates report you? Through supervisors Directly

15. How many employees under your purview? <100 100-200 >200

16. Since you are dealing with employees, what are the remarkable experiences you have when working with them? Oh! Im unable to say specifically about remarkable experience. Ah! One experience was, there was a conflict between workers, so! I had to attend to solve that.

9.0, APPENDIX

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

17. Please indicate how do you receive the information about vacancies? Well, if someone is joining, Im the one who is receiving the resignation, therefore! obviously I should know there is a replacement, or else there are situations which the departments inform about replacements. If worker is not reporting for works, Im will be able to know that since Im receiving the attendance sheet every morning.

18. Please mention how do you decide the necessary basic qualification required for each position vacant? Yes, Office staff should require passing A/L exam and should fulfil the relevant experience, factory workers should pass O/L exam

19. What is the method you follow in recruiting? Well, I recruit people externally, because it is supportive for the organization to precede the functions, because recruiters can come up with new ideas.

20. Please indicate how often do you conduct training programs Monthly Other 21. Do you evaluate employees performance? Yes No Half yearly Annually

22. If yes how often? Monthly Half yearly Annually

23. Describe how do you motivate and improve morals of the employees? Well, Im organising trips, annual get- together, cricket matches and conducting training programs, I assume those are the changing factors which reduce the working stress of the employees. Specifically I counsel employees internally by discussing their personal matters once a week that is beneficial for me, the aim of counselling is to improve relationship between employer and employee in order to support them to perform well

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

24. Describe what are the health and safety programs you conduct? Well, there is a separate chemical room due to the highest usage of chemicals. Therefore I conduct health and safety programs twice a year in order to educate the workers about the usage of chemicals and machines. Also there are first aid sections in each section in the organization. Four members are assigned to them for day and night shifts and also there is a sick room as well. Additionally I put up notices on the notice board in canteen to educate employees about current issues and good habits. There is a suggestion box as well. Therefore employees can lodge their complaints into the box and considering those suggestions and complains I take suitable decisions whenever necessary.

25. Please mention about the leave allocation in your organization? Well, staff member has a half day leaves per month for a year, after one year service, he or she is entitled for annual 14 days and casual 7 days leaves. In the case of a factory worker, no leaves allocated for the first year of his/her service and after 1 year he or she is entitled for annual 14 days. A leave card is given to each one to record leaves and to be sent to the department head.

26. Mention any issues you have experienced when performing your duty Yes, Recently In increments, there were some small mistakes I found on the appraisal, so we hope to make the next appraisal by making corrections, thats the only issue I have ever found

27. What are the disciplinary actions you take on misconduct of employees? Guided by organizational rules Guided by rules specified by the labour department

28. How much time you spend on writing reports or other types of formal communication? 0 %-30% 30%-60% 60%-100%

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Human Resource Management Portfolio

Tharangie Marasinghe (MADTD01)

29. Do you observe any difference between a traditional personal manager and present HR manager? Yes. Earlier HR was all about making salaries and leaves. However now there is a greater workload within HR division since the strategic side plays a big role, always I have to work towards organizations goals since it would be a benefit for the organization, When considering the differences among both parties: personal manager has to come on time whereas HR manager has to work rather than arriving on time, personal manager takes time to work whereas HR manager carry out tasks effectively and efficiently and personal manager always considers about the organization whereas HR manager considers strategically about the organizations business

30. Please indicate specific factors which make you feel happy? Well, Im interacting with employees through counselling, organizing events for them. When employees are satisfied that makes me happy as well.

31. What are your future goals/ plans within your division? Well, the main plan is to reduce the labour turnover, absenteeism and recruitments, through the outcome from them I expect to offer the maximum benefit to the organization.

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