Hrm on Walton

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Group Name: The Corporate (A)

SL. No.| Name| ID No.|
01| Md. Saiful Islam| 104821|
02| Lenin Azad Polash| 104831|
03| Md. Whahiduzzaman Robin| 104865|
04| Rafiul Islam Chowdhury| 104965|
05| Md. Nazmul Hasan| 105043|

Letter of Transmission

April 28, 2013
Md. Mosharraf Hossain
Department of management studies
Jagannath University, Dhaka.

Sub: Submission of Assignment in “Employee Benefits of Walton (company)”. Dear Sir,
We are very happy that we have been able to submit the assignment you have assigned to us. The assignment was to prepare the “Employee Benefits of Walton (company)” on the course named “Human Resource Management” as part of our academic activities. For the purpose of preparing the assignment we had to have an in-depth knowledge on Employee Benefits and the company Walton as well. This was the first ever opportunity for us to gain proper understanding to Employee Benefits and working on it over a company ever as such practical knowledge. Thank you for giving us the opportunity to learn the real life practice & increase the knowledge on Employee Benefit on the course “Human Resource Management”. Sincerely Yours

Group Name: The Corporate (A)
Section: A
Department of Management Studies
Jagannath University, Dhaka

Table of Content
Title| Subtitle| Page|
Introduction| | vi|
Background| Background of Bangladesh Small and Cottage Industry| vii| Definition | Definition of SME given by BSCIC| x|
Area of concern| Developing and Expansionary activities| Controlling activities|
Other activities|
| XiiiXivxiv|
Purposes and objectives| Main Objectives|
Quality Control|
Contribution to Holding Company|
| XxxiXxxiixxxiii|
Contribution of BSCIC in SME sectors | On-Going projects| Proposed Development projects|
| XxxiiixLv|
conclusion| | xLvi|

Executive Summary
Small and medium enterprises (SMEs) have moved center-stage as a major plank of Bangladesh’s poverty reduction amid globalization. . This has not happened without thoughtful and purposeful re-positioning of policy mindset, service-delivery platform, skill set-upgrading and, above all, provisioning of political will. For the first time, the Government’s comprehensive Industrial Policy 2005 highlighted SMEs’ development as a flagship policy arena for balanced and sustainable industrial development in the country.

Highlights of data with a national scope pertinent to characterizing SMEs in Bangladesh as of 2005-2006 are as follows: (a) there are some 82,000 private-sector establishments with headcount of at least 10 in Bangladesh with some 3.8 million workers employed in them. The urban Bangladesh accounts for some 60% of units and 76% of employment in the private-sector enterprises. Rural Bangladesh accounts for the rest. 93.6% of all units in Bangladesh belong in the SME category, i.e. have between 10 and 99 employees. However, SMEs account for only 44% of the total employment of the enterprise sector. The number of establishments with between 1 and 9 workers is about 3.7 million. They account for some 14 million workers, working mostly in rural areas.

Employment size averages 19 workers for the small category. The corresponding average for the medium category is 66 workers. The gap between small and medium category in terms of average size is by more than a factor of three. The small needs to be sharply differentiated compared with the medium in terms of intrinsic vulnerability of the enterprise and the need for legitimate public assistance. This has not been systematically done in policy discourses in Bangladesh. The practice of putting ‘small’ and ‘medium’ enterprises in the same category questionable, especially in the context of pro-poor development of SMEs in Bangladesh. The Report of the SME Taskforce---whence came forth the SME Policy Strategies – 2005 --- is an honorable...
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