| |
April 2008 - Volume 2, Issue
2
HUMAN RESOURCE DEVELOPMENT FOR
PRODUCTIVITY INCREASE OF MILK VITA AT BAGHABARIGHAT DAIRY
PLANT IN BANGLADES
 |
Mahmudul Hasan, Md. Taj Uddin, and Md. Atikur Rahman Khan
Institution:
Department of Population Science and Human Resource
DevelopmentUniversity of Rajshahi, Rajshahi-6205, Bangladesh
Correspondence:
Mahmudul Hasan
Assistant Professor
Department of Population Science and Human Resource
Development
University of Rajshahi
Rajshahi, 6205, Bangladesh
E-mail: mahmud_ru@hotmail.com
|
 |
| ABSTRACT
The aim of this paper is to
investigate the scenario of human resource development
along with its different factors that affect the capacity
utilization of the plant as well as the expected production
level. We have collected data from 122 employees out
of 155 employees of Baghabarighat Dairy Plant in Bangladesh.
By using some statistical techniques we have shown that
setting up a training program can increase the skills
of employees. Some remarkable causes like old machinery,
unskilled manpower, mismanagement, political pressure,
lack of proper training, and insufficient supply of
milk restrain the proper utilization of the plant.
|
INTRODUCTION
Several authors have focused their
study on the productivity of Milk Vita[1]. Azad
et al explained the time trend behavior of production
by this plant along with the plants situated in Takerhat,
Sree-Nagor, Manikgonj, Rangpur and Tangail. Razzak et al
(1995) found a unique relationship of milk production to the
availability of feed and fodder[3].
Cady et al. also observed
the effect of seasons or different months of the year on quality
milk production and found that significant effects exist regarding
the season of milk production. Milk fat production trends
both in qualitative and quantitative aspects, including seasonal
effect, at Sree-Nagor Milk Shed Area (MSA) on Milk Vita production
in Munshigonj of Bangladesh were investigated by[5]
Hasanuzzaman et al) and found that season has a large
effect on fat value. Thus, we observe that most of the researchers
have drawn their attention to the productivity analysis of
the dairy plant only.
On the other hand[4] Chandra
and Gupta showed that HRD (Human Resource Development) training
played a predominant role in productivity increase of Tasar
Culture. However, there is an increasing demand of human resource
development through additional training, proper management
of the plant, and many other related factors to increase the
productive performance of the plant substantially.
In recent years, HRD and management
programmes have been playing a key role in enhancing productivity
and quality improvement in various sectors by improving the
skills of the workers. To our knowledge no research has been
conducted regarding human resource development that may have
a significant impact of productivity increase of Milk Vita
products. Our aim is to investigate the present scenario of
HRD related factors; those that influence productivity and
quality improvement for Milk Vita dairy plant at Baghabarighat
in Bangladesh.
Conceptual Framework of the Study
Human Resource Development
in the organizational context is the process by which
the employees of the organization are helped in a continuous
planned way to:
(a) acquire or sharpen capabilities
required to perform various functions associated with their
present or expected future roles;
(b) develop their general capabilities
as individuals and discover and exploit their own inner potentials
for their own and/or organizational development purposes and
(c) develop an organizational culture
in which supervisor, subordinate relationships, teamwork and
collaboration among subunits are strong and contribute to
the professional well-being, motivation and pride of employees[2].
So, Human Resource Development is
the process of increasing the knowledge, the skills and the
capacities of all people in society. In economic terms it
could be described as the accumulation of human capital and
its effective investment in the development of an economy.
In this sense, we consider all of the manpower of the industry
(Baghabarighat Dairy Plant) as human resource and their development
is human resource development. But it is clear to us that
Human Capital Formation is the first term of Human Resource
Development, which is the process of acquiring and increasing
the knowledge, skills and experience that are critical for
economic development. So, human capital formation is thus
associated with investment in man and his development as creative
and productive resources[6]. The industrial staff
have education, knowledge, skills, and experience so that
we can consider them (manpower) as human capital. HRD is needed
by any organization that wants to be dynamic and growth oriented
or to succeed in a fast changing environment. The objectives
of HRD are
(i) to maximize the utilization
of human resources
(II) to provide an opportunity
for the development of human resources in an organization for
full expression of their talent and manifestation of talents.
(iii) development of constructive
mind and overall personality of the employees
(iv) to develop the organizational
health, culture and effectiveness
(v) to develop the sense of team
sprit, team work and inter team collaboration
(vi) to generate systematic information
to obtain human resources[2].
The functioning of HRD is the identification
of potential of each person in the industry, identification
of organizational goals, and to know the organizational future
goals. The direction of HRD would be careful to identify those
programs that can develop the industry.
Human
Resource Management (HRM) is basically the management of people
for the effectiveness of organization. It may be defined as
a planned process of acquiring, developing, motivating and
maintaining the employees as core resources of the organization
for the most effective realization of common goals. HRM itself
has several components:
- acquisition of HR which consists
of human resource planning, recruitment, selection and placement,
and socialization;
- development of HR which consists
of training and development, performance appraisal, and
organizational development;
- motivation of HR includes financial
and non financial rewards, employee participation, job-enlargement
and job enrichment, and quality of work life;
- maintenance of HR comprises both
maintenance factors and maintenance elements. Some maintenance
factors are fair company policy and administration, quality
of supervision, relations with supervisors, peers and subordinates,
salary and wages, job security, and working conditions and
status. On the other hand, employee benefits and services,
safety and health care programs, and labor relations are
maintenance elements[2].
METHODS AND MATERIALS
We
have collected the data from Baghabarighat Dairy Plant in
Bangladesh. Among 155 employees, 122 were interviewed. The
rest of employees declined to be interviewed. The interview
was conducted using a prescheduled questionnaire.
Some popular statistical tools
have been used to analyze our collected data. We have constructed
frequency tables to cite the percentage distribution of several
variables. Contingency analysis was performed to investigate
the association among qualitative variables. For contingency
analysis we have tested the following null hypothesis:
H0: There is no association
between the variables against the alternative hypothesis
H1: H0 is not
true.
All contingency tables have been
prepared on the basis of classification of variables. From
each contingency table, examination of associations between
the components and the various segments of the components
have been made by computing chi-square test statistics of
the form
Where
Oij and Eij are the observed
and expected frequency of (i,j) th cell, respectively.
To study the statistical relationship
among the quantitative variables such as length of service,
capacity utilization of plant, amount of needed money for
cattle purchase (interest free credit), and number of clients
for distribution of donation money we have performed correlation
analysis. Correlation analysis has been done constructing
correlation matrix of the form
| |
X1
|
X2
|
X3
|
|
X1
|
1
|
r12
|
r13
|
|
X2
|
r12
|
1
|
r23
|
|
X3
|
r13
|
r23
|
1
|
Where r12 ,
r13, and r23 are the correlation
coefficient between X1 and X2, X1
and X3, and X2 and X3,
respectively.Some of our variables are quantitative but discrete
in nature. So, it is very difficult to fit a linear regression
model to explain the variation of discrete dependent variables
(capacity utilization of plant) with the help of discrete
explanatory variables. Thus, we have converted some quantitative
variables to dummy variables coding as
Using
these dummy variables we have fitted the logistic regression
model of the form
RESULTS AND DISCUSSION
We have constructed a frequency
distribution of manpower by their departmental works
(Table 1). Though 50% of manpower is engaged in the production
department, the rest of the manpower workforce is in factory
related departments. Among the factory related departments (factory,
maintenance, quality, store, accounts, and sales center) the
maintenance sector is the largest. There are equal numbers of
supervisors and assistants (27%). 12.3% are caretakers, and
only 5.7% are skilled workers (Table 1).
| Table 1: Percentage distribution
of manpower according to their designation and department |
| Designation |
Department
|
| Officer/Junior
officer/ Manager/Day-manager |
3.3 (4) |
Factory
|
0.8 (1) |
| Assistant
manager |
4.9 (6) |
Production |
50.0 (61) |
| Supervisor |
27.0
(33) |
Maintenance |
26.2
(32) |
| Assistant
supervisor |
27.0 (33) |
Quality |
4.9 (6) |
| Storekeeper |
0.8 (1) |
Store |
6.6 (8) |
| Packer |
8.2 (10) |
Accounts |
9.8 (12)
|
| Caretaker\ |
12.3
(15) |
Sales
Center |
1.6
(2)\ |
| Skilled
worker |
5.7
(7) |
|
|
| Processor |
1.6 (2) |
|
|
| Lab
attendant |
1.6 (2) |
|
|
| Spray
operators/Man |
2.5 (3) |
|
|
| Simple
personnel |
4.9 (6) |
|
|
| Total |
100.0
(122) |
Total |
100.0
(122) |
Here, values in parentheses indicate
the frequency
From Table 2 we have observed that
only 34.4% of the manpower is working (service length) more
than 10 years and the length of service for the remaining
(65.6%) manpower is less than 10 years. Only 27.9% of the
manpower of Baghabarighat Dairy Plant has their educational
qualification at, at least graduate level. However, 23.8%
of employees are below S.S.C. level (Table 2). Although Baghabarighat
Dairy Plant needs well trained personnel, the number of trained
employees are only 23.83% of which 3.33% are foreign and 20.5%
are locally trained (Table 2).
| Table 2: Length of service,
educational qualification and training of manpower |
| Length
of service |
Educational
qualification |
Training |
| Years |
Percent |
Level |
Percent |
Type |
Percent |
| 1-10 |
65.6 (80) |
MS/B.Sc.Eng/Dipl.
Eng |
16.4 (20) |
Foreign |
3.33 (4) |
| 10-20 |
16.4 (20) |
B.A./B.Sc./B.Com. |
11.5 (14) |
Local |
20.5 (25) |
| 20-30 |
16.4 (20) |
H.S.C |
23.0 (28) |
None |
76.2 (93) |
| 30+ |
1.6 (2) |
S.S.C. |
25.4 (31) |
|
|
|
|
|
Below S.S.C. |
23.8 (29) |
|
|
| Total |
100.0 (122) |
Total |
100.0 (122) |
Total |
100.0 (122) |
Here,
values in parentheses indicate the frequency
We
have collected some information based on the personal opinion
of the employees. Among 122 employees 11.5% expressed that
their job performance is excellent and 87.7% expressed it
as good (Table 3). Again, 91.0% of employees said that there
is no need to recruit extra employees for the plant. On the
other hand, only 2.5% and 6.6 % of employees demanded more
or less manpower regarding sustained manpower. 82% of manpower
demanded the additions be skilled but 18.0% did not reply
describing the reason for these skills (Table 3).
| Table 3: Job performance,
needed employee and skills |
| Job
performance |
Needed
employee |
Skills |
| Performance |
Percent |
Employee |
Percent |
Reason |
Percent |
| Excellent |
11.5 (14) |
Not needed |
91.0 (111) |
1. By no
comment |
18.0 (22) |
| Good |
87.7 (107) |
More needed |
2.5 (3) |
2. Foreign/local
training |
4.9 (6) |
| Not good |
0.80 (1) |
Below needed |
6.6 (8) |
3. By engaged
with job training |
1.6 (2) |
|
|
|
|
|
4.
Experienced in relevant sector |
62.3
(76) |
| |
|
|
|
5. 1 and
2 |
0.8 (1) |
| |
|
|
|
6. 1 and
3 |
8.2 (10) |
| |
|
|
|
7. 2 and
3 |
2.5 (3) |
| |
|
|
|
8. 1, 2
and 3 |
1.6 (2) |
| Total |
100.00 |
Total |
100.00 |
Total |
100.0 (122) |
Here, values in parentheses
indicate the frequency
Capacity utilization of the
plant is not exact (100%) in the eyes of 22.1% of manpower.
To clarify the reasons for no full utilization of the plant
among 27 (22.1% of the total respondent) respondent 59.27%,
22.22%, and 11.11% indicated old machinery, mismanagement,
and insufficient sources of milk, respectively. For the development
of the plant more than 93% of employees suggested recruiting
more skilled manpower, adding more instrumental facilities,
and providing government subsidies (Table 4).
| Table 4: Capacity utilization
of plant and plant development suggestions |
| Capacity
utilization of plant |
Reason
of not fullyutilization of plant |
Plant developmentsuggestions |
| Utilization |
Percent |
Reason |
Percent |
Suggestions |
Percent |
| Unknown |
1.7(2) |
Insufficient
source of milk |
11.11(3) |
1. Adding
more skilled manpower |
0.8 (1) |
| Below 50% |
0.8 (1) |
Insufficient
officers/employee |
7.40(2) |
2. Reducing
excess manpower |
0 (0) |
| 70% to 90% |
21.3(26) |
Mismanagement |
22.22(6) |
3. Adding
more instrumental facility |
4.9 (6) |
| 100% |
76.2(93) |
Old machinery |
59.27(16) |
4. Government
subsidy |
0.8 (1) |
|
|
|
|
|
5. 1, 3, and 4 |
93.5
(114) |
| Total |
100.0 (122) |
Total |
100.0 (27) |
Total |
100.0 (122) |
Here, values in parentheses
indicate the frequency
Study on dissatisfaction of
manpower indicated that more than 50% of employees are dissatisfied
with the mismanagement of the plant. Again, 30.91% of employees
are dissatisfied with the lower educational qualification
of staff involved in management of the plant (Table 5).
From Table 5 we see that about 36.36% of manpower are not
satisfied in their work because of insufficient salary, pressure
of work, and insufficient working facilities. On the other
hand, 18.18% are suffering from political pressure.
| Table 5: Dissatisfaction
with management and for ongoing job situation |
| Dissatisfaction
with management |
Dissatisfaction
with ongoing job situation |
| Reason |
Percent |
Reason |
Percent |
| 1. Unskilled |
1.81(1) |
1. Insufficient
salary |
18.18 (2) |
| 2. Lower
educational qualification |
30.91 (17) |
2. Pressure
of work |
0 (0) |
| 3. Political
undertaking |
3.64 (2) |
3. Insufficient
working facility |
0 (0) |
| 4. Officers
unwillingness |
1.81(1) |
4. Political
pressure |
18.18 (2) |
| 5. Mismanagement |
50.91 (24) |
5. 1 and
2 |
18.18 (2) |
| 6. 2 and
3 |
1.81(1) |
6. 1, 2,
and 3 |
36.36 (4) |
| 7. Others |
9.10 (5) |
7. Others |
9.1 (1) |
| Total |
100.00
(55) |
Total |
100.00
(55) |
Here, values in parentheses
indicate the frequency
Encouragement is a factor to
achieve maximum production in any industry. We have studied
the encouragement system and have found that 72.1% of manpower
demand self-motivation, patriotism, and officer’s inspiration
to encourage him/her to perform one’s duty in a timely manner
(Table 6). More than 98% of employees expressed that development
of manpower by training, and 100% of them demanded a training
program for every one after a certain interval.
| Table 6: Encouragement,
manpower development and training program |
| Encouragement
to obey the duty |
Development
of manpower |
Training
program |
| Who
to encourage? |
Percent |
pinion |
Percent |
Do
one need? |
Percent |
| 1. Self
motivated |
6.6 (8) |
By training |
98.4(120) |
Yes |
100.0 (122) |
| 2. Officers
inspiration |
0 (0) |
Adding
new |
0.8 (1) |
No |
0 (0) |
| 3. Patriotism |
0.8 (1) |
No need |
0.8 (1) |
|
|
| 4. 1 and
3 |
18.0 (2) |
|
|
|
|
| 5. 1, 2,
and 3 |
72.1 (88) |
|
|
|
|
| 6.
Others |
2.5
(3) |
|
|
|
|
| Total |
100.0 (122) |
Total |
100.0 (122) |
Total |
100.0 (122) |
Here, values in parentheses
indicate the frequency
From
the correlation matrix (Table 7) we see that the number of
clients is negatively significantly related at a 5% level
of significance with the length of service. In other words,
we may say that employees with more service years propose
a subsidy for the least number of clients who were supplying
milk to the plant. Again, the number of clients (those who
supply milk to the plant) and subsidy (amount of money) in
favor of clients to purchase cattle are positively related
at a 1% level of significance, that is, amount of total subsidy
under this plant should be based on the number of clients
but not on a fixed basis.
| Table 7: Correlation
Matrix |
| |
Length
of service |
Capacity
utilization of plant |
Amount
of money for cattle purchase |
No.
of clients for distribution of donation money |
| Length
of service |
1.00 |
-0.103 |
-0.088 |
-0.180* |
| Capacity
utilization of plant |
|
1.00 |
0.127 |
0.088 |
| Amount
of money for cattle purchase |
|
|
1.00 |
0.543** |
| No.
of clients for distribution of donation money. |
|
|
|
1.00 |
* (**) Correlation is significant
at 0.05 (0.01) levels (2 tailed)
We have studied the association
among job performance, educational qualification, and training
(Table 8). The table shows that there is a significant association
among job performance, educational qualification, and training
when the level of job performance is good.
| Table 8: Association
among educational qualification, training and job performance |
| Job
performance |
Educational
qualification |
Training |
Total |
>d.f. |
Pearson
chi-square |
Asymp.
sig. (2-sided) |
| Foreign |
Local |
None |
|
| |
Masters/B.Sc.
Engineer |
3 |
2 |
1 |
6 |
|
|
|
| |
BA/B.Sc./B.Com. |
1 |
|
1 |
2 |
|
|
|
| Excellent |
H.S.C. |
|
|
2 |
2 |
8 |
9.8 |
0.279 |
| |
S.S.C. |
|
2 |
1 |
3 |
|
|
|
|
|
below
S.S.C. |
|
1
|
|
1
|
|
|
|
| |
Masters/B.Sc.
Engineer |
|
7 |
6 |
13
|
|
|
|
| |
BA/B.Sc./B.Com. |
|
2 |
10 |
12
|
|
|
|
| Good |
H.S.C. |
|
4
|
22 |
26 |
4 |
15.141 |
0.004 |
| |
S.S.C. |
|
1 |
27 |
28
|
|
|
|
|
|
below
S.S.C. |
|
6
|
22
|
28
|
|
|
|
| |
Masters/B.Sc.
Engineer |
|
|
1 |
1
|
|
|
No statistics are computed
because educational qualification and training are constants. |
| |
BA/B.Sc./B.Com. |
|
|
|
|
|
|
|
Not good |
H.S.C. |
|
|
|
|
|
|
|
|
S.S.C.
|
|
|
|
|
|
|
| below
S.S.C. |
|
|
|
|
|
|
Further, a logistic regression model
has been fitted to investigate the impact of independent variables
(Educational qualification (X1) and Training (X2)
on the dichotomous variable (skills, Y) defined as
The fitted logistic regression model
can be written as  and the parameters are incorporated
in Table 9. From Table 9 we find that the independent variables
(educational qualifications and training) have a significant
impact on dependent variable (skills) at a 5% level of significance.
| Table 9: Logistic regression
|
| Independent
Variables |
Coefficient |
S.E. |
Wald |
df |
Sig. |
Exp(B) |
95.0% C.I.for
EXP(B) |
| Lower |
Upper |
| X1 |
0.390 |
0.183 |
4.559 |
1 |
0.033 |
1.477 |
1.033 |
2.113 |
| X2 |
-1.008 |
0.258 |
15.240 |
1 |
0.000 |
0.365 |
.220 |
.605 |
Here,
dependent variable is skills (Y) of the employee.
CONCLUSION
Baghabarighat dairy plant is well
organized with its different factory related departments.
However, skilled manpower is not sufficient and most of the
workers in this plant are not well trained. Furthermore old
machinery, mismanagement, political pressure and insufficiency
of milk supply impede the expected production level of the
plant. Recruiting more skilled manpower, scheduling round
training to the employees making them dynamic and growth oriented,
adding more instrumental facilities, providing government
subsidies, and creating a suitable working environment; were
problems that can be solved accordingly.
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1(5): 236-240.
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MC (1997): Studies in Human Resource Development, Vol.1,
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SC and Mc Dowell RE (1983): Factors affecting performance
of Nili-Ravi buffaloes in Pakistan. J. Dairy Sci.,
66:578-586.
- Chandra H and Gupta SK (2005):
Tasar Culture- Role of Human Resource Development, ICDE
International Conference, November 19-23, 2005, New Delhi.
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MA and Rahman MZ(2002): Milk Fat Production Trend and Effect
of Season on it at Sree-Nagor Milk Shed Area under Milk
Vita Throughout the Year, Pakistan Journal of Nutrition,
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|
 |
