HUMAN RESOURCE POLICY OF GARMENTS SECTOROF BANGLADESHAugust 8, 2012 | Author: shuktara | Posted in Introduction of Human Resource Management

 

 

 

 

Table of Contents

1 Part-I 2 Purpose of the Report: 3 4 PART – 2:

o 4.1 o 4.2 1. Garments Industries of Bangladesh: o 4.3 o 4.4 2. Contribution of RMG Sector: o 4.5 3. BGMEA: o 4.6 o 4.7 4. National Garments Workers Federation:

4.7.1 4.7.2 A. Aims and Objectives 4.7.3 4.7.4 B. Main Activities

o 4.8 o 4.9 5. Industry-An Overview: o 4.10 o 4.11 6. Condition of Garments Workers in

Bangladesh: 4.11.1 4.11.2 6.1 Trade Union Movement in Garments

Sector:

4.11.3 4.11.4 6.2 Reasons of the Weakness of Trade

Union Movement in Bangladesh:o 4.12 7. Major Challenges Facing the RMG Sector and

its Implications: 4.12.1 4.12.2 7.1 Integration of MFA into WTO-ATC 4.12.3 7.2 The Global recession 4.12.4 7.3China’s WTO Entry 4.12.5 7.4 Observance of Rights of Workers

o 4.13 8. The Positive & Negative trend of globalization on RMG sector:

4.13.0.0.1 The Terrorist strike of September-11

4.13.0.1 : – In Brief -: o 4.14 o 4.15 9. Code of Conduct:

4.15.1 9.1 Child Labor: 4.15.2 4.15.3 9.2 Work Environment: 4.15.4 9.3 Discrimination: 4.15.5 9.4 Piece Goods Quality Control: 4.15.6 4.15.7 9.5 Cutting Department Quality

Control: 4.15.8 4.15.9 9.6 In-Process Quality Control: 4.15.10 4.15.11 9.7 Random Final Statistical Audit: 4.15.12 9.8 Forced Labor: 4.15.13 9.9 Wages and Hours: 4.15.14 9.10 Medical Facilities: 4.15.15 9.11 Working Conditions: 4.15.16 9.12 Quality Assurance: 4.15.17

o 4.16 10. Case Study:

5 The average monthly production capacity of fabrics is about 150 Tons

o 5.0.1 5.0.2 10.1 Structure of the Organization:

Challenges & Strategies 5.0.3 10.2 Strategies / Policies in this

regard are 5.0.4 10.3 Procurement of Raw Materials 5.0.5 10.4 Production Process 5.0.6 10.5 Product & Quality 5.0.7 10.6Marketing Aspects 5.0.8 10.7 Technical Aspects 5.0.9 10.8 Inter industry conflict &

settlement 5.0.10 10.10 Government Policies and their

effects 5.0.11 10.11 The fall of World trade center

and its after effects 5.0.12 10.12 Policy Recommended by the firm 5.0.13 11. Our personal view on RMG – Sector: 5.0.14 12. Guidelines for Developing a Human

Resource Management Strategy: 5.0.14.1 12.1Employee education,

training and development: 5.0.14.2 12.2 Manpower planning: 5.0.14.3 12.3 Employee motivation: 5.0.14.4 12.4 Performance appraisal:

o 5.1 13. Problems of Garments Sectors: 5.1.1 13.1 Lack of training and development: 5.1.2 5.1.3 13.2 Lack of HRM policies and

practices: 5.1.4 13.3 Lower Compensation Package: 5.1.5 13.4 Lack of Motivation: 5.1.6 13.5 Work under pressure: 5.1.7 5.1.8 13.6 Expensive Orientation Programs

Needed:

5.1.9 13.7 Communication Problems: 5.1.10 13.8 Very Expensive Incentives

Required: 5.1.11 13.9 Location:

o 5.2 14. Recommendations: o 5.3 o 5.4 15. Conclusion:

6 7 Part – 3: 8 APPENDIX:

Part-IPurpose of the Report:The main purpose of this report is to learn the practices ofhuman resource policies in Garments sector (Large, Medium)in Bangladesh.  We have also some specific objectives suchas;

Whether RMG is maintaining any written human resourcespolicies

Whether there is any discrimination in their functionof HRM.

Are they playing fair rule in the process ofrecruitment, selection, and performance appraisal.

Limitations:

Basically, in preparing this report we didn’t experience anysignificant type of limitations. Because, our honorableteacher Dr.Mr. Md. Abdul Hannan Mia, who provided us thenecessary guidelines that helped us a lot to prepare thisreport. He also gave us sufficient time to finish thereport. Side by side we got a great deal of support andinformation from the top management of various RMG companiesespecially from Managing Director Mr. Abdus Salam of

Nightingale Fashion. No significant amount of cost wasincurred in preparing this report.

But in preparing this report the only limitation that wehave faced is our lack of experience in conducting such anextensive and formal study.

Procedures of Gathering Information:

In order to gather the required information for preparingthe report we have made an extensive interview with the topmanagement of various RMG companies. For this purpose wemade an appointment with Directors of those companies. Fromthis interview we have gathered the raw data regardingvarious functional, business and corporate level strategies.After collecting this raw information, we have interpretedthese data and finally tried to find the HR policies andalso their practices in RMG sector of Bangladesh.

Sources of Information:

The main source of information for preparing this report isthe top management of Nightingale Fashion and othercompanies. We have also gathered some information from othersources.

General Plan for the Report:

In order to prepare this report, we have followed asequential process.

Step 1: We have gathered necessary guidelines from ourhonorable teacher Dr. Mr. Md. Abdul Hannan Mia to developthe structure of the report.

Step 2: We have studied our textbook “Strategic HumanResource Management” by William p. Anthony. Pamelal.Perrewe. k. Michele Kacmar and “ Business Research” byDonald R. Cooper and Pamela S. Schindler  in details.

Step 3:  Based on this study we have prepared a detailedquestionnaire on which we have made an extensive interviewwith the top management of Nightingale Fashion and others.

Step 5 After conduction the interview, we have interpretedvarious information and finally find out HR Policies andpractices that are followed in various companies in RMGsector.

PART – 2:1. Garments Industries of Bangladesh:At present Garment is the main industry of Bangladesh now.This sector have developed here rapidly because of it is alabor intensive industry, ordinary technology, cheap laborand small capital. Before liberation in 1970, in Bangladeshthere was only one garment factory. In 1977, the number roseto 8. In 1984, the number was 587. In 1998, the number stoodat 2650 and now the number of garments in Bangladesh is3300.

In Bangladesh garment factories are situated in Dhaka,Chitagong, Narayangong, Savar and Tongi-Gazipur (see Map ofBangladesh). The Number of Garment workers in Bangladesh is1.6 million. Number of woman workers is 1.320.000 and men280.000.

Seventy Six percent of total export of Bangladesh is garmentoriented. Mainly Bangladeshi garments products are exportedto the USA, Canada, and European Union and Caribbeancountries. Recently Bangladesh started export to Japan,Australia and some other countries in small scale.Bangladesh exports 63 items of garments products. Main rawmaterials of garments — mainly fabrics come from othercountries.

Here we are going to present our RMG sector’s contributionin Bangladesh Economy & Their Human Resources Practices with

their Operation as a productive sector of the country.butionof RMG in Our Economy:

2. Contribution of RMG Sector:RMG is the leading industrial sector in Bangladesh. Withsales abroad estimated at 4.3 billion dollars a year, ofwhich 44% exported to the United States alone, it represents76% of Bangladesh’s exports. The sector employsapproximately 1.5 million workers, mostly young women fromunderprivileged social classes. Many have left rural areasto come work in the textile factories of Dhaka andChittagong, akin to the “American dream” of poor villagers.The clothing sector is the driving force of this poorcountry’s economy, with export figures that have risenspectacularly in the last decade as shown by the followingtable (data provided by BGMEA):

Exports of garments rose by 502% between 1990-1991 and 1999-2000 and by 14,000% if the current amounts are compared withthose of 1983-1984. The world’s leading brands do theirbuying in Bangladesh: Levi Strauss, H&M, Marks & Spencer,Wal-Mart, The Gap, Nike, etc.

3. BGMEA:The Bangladesh Garment Manufacturers and ExportersAssociation (BGMEA) is the only recognized trade body thatrepresents the export oriented garment manufacturers andexporters of the country. Ready-made Garment (RMG) emergedas a promising export earning sector of the country by theyear 1983. Bangladesh at that time lacked a sect oral tradebody, non-government in nature, free from traditionalbureaucracy, to help the sector to boost up the country’sforeign exchange earnings. Entrepreneurs and the governmentin the post independence years felt and emphasized theurgent need to develop non-traditional items of export forhelping the struggling economy. As a result, 1977 marked thebirth of Bangladesh Garment Manufacturers and Exporters’

Association (BGMEA). Since its humble inception with onlynineteen (19) garment manufacturers and exporters, BGMEA hasgrown into a strong and dynamic body. Today it proudlydeclares registered membership of more than 2700 garmentmanufacturers and exporters. Of the total 2700 units, about1932 garment factories are located in Dhaka while about 1 55and 415 factories are located in Naryanganj and Chittagongrespectively. Factories are located in Dhaka while about 155 and 415 factories are located in Naryanganj andChittagong respectively. These 2700 garment factories havingabout 1.5 million workforces is earning 73% of the country’stotal foreign currency. About 1 5 million people aredirectly dependent on this sector.. The following are theregular activities of BGMEA for its members, owners, apparelbuyers and other partners.

1. Organizing members to hold or to participate in apparelfairs at home

2. And abroad; (For further information, any interestedparty can use BGMEA’s web page at http://www.agni.net/batexpo).

3. Establishing and promoting contacts with foreignbuyers, business associations, chambers etc.

4. Providing the members, apparel buyers and otherinformation users with various related data.

5. Monitoring international apparel trade and trade. fairsand disseminating the relevant information through itsComputer-Network-System linked with various online datasources in the USA and the EU.

6. Encouraging co-operation between industries, companies,firms engaged in manufacturing of garments, alliedindustries and exporters of ready-made garments.

7. Organizing seminars and symposia on current tradeissues to develop awareness and consensus among themembers and other related parties.

8. Helping in Government’s textile quota negotiation withUSA and Canada.

9. Helping to resolve trade disputes between the membersand the buyers.

10. Maintaining computerized membership informationand providing information on quota matters.

11. Monitoring implementation of Mau on child laborelimination from the export oriented garment sector ofBangladesh.

12. Educating the displaced workers below the age of14 years and the children of the workers throughsetting up of school-cum-health centers in differentzones of Dhaka, Narayangonj and Chittagong.

13. Publishing a monthly magazine styled “BGMEANewsletter” that provides updated information about thegarment sector.

14. Helping disposal of stock-lots of fabrics.15. Recommending for correct utilization of

fabrics/yarn/acrylic/wool.16. Giving permission for Inter bond sub-contract of

bonded warehouse goods.17. Issuing Utilization Declaration (U/D), Export

Orders for clearance of raw materials imported bymember-factories.

18. Ensuring adoption of Safety Measures in order toavert fire accidents in factories.

19. Contributing financial aid for the victims in caseof casualty in fire accidents in member-factories.

20. Having regular co-ordination with the labororganizations in the garments sector to resolve laborrelated issues and establish cordial employer-workerrelationship.

21. Creating awareness of the member-units on labormatters by giving expert advice as and when required.

22. Giving legal assistance to member-units throughour Legal Adviser as and when required.

23. Co-sponsoring with GOB, ILO and UNDP forimplementation of welfare measures for garment workersin broader areas of primary health care,transportation, social security & insurance coverage,housing and skill training.

4. National Garments Workers Federation:

National Garments Workers Federation is a countrywideregistered Independent, Democratic and Progressive TradeUnion Federation of garment workers in Bangladesh. Thefederation was established on 1984. There are 28 registeredtrade unions (plant unions) affiliated with the NGWF. Besidethese, the federation has 1016 factory committees. From1984, the federation is involved in all the importantmovements including several countrywide strikes in thegarment sector. Total membership of the federation is:20.000 paying member: 5.100 and Non paying: 14.900.

Central Office of the federation is at 27/11/1 Topkhanaroad, Dhaka-1000. There are 3 others branch offices of thefederation in Chitagong, Savar and Tongi.

The federation is run by its written constitution andparticipations of its members in a democratic way.

A. Aims and Objectives

1. Ensure fair wages.2. Establish the Workers Rights and Human Rights.3. Ensure the equal wages and equal rights for the women

workers.4. Improve the working condition and environment in

working places.5. Struggle for a democratic, developed and progressive

society.

B. Main Activities

1. Unite the garment workers.2. Formation of plant level unions.3. Initiate and Conduct the countrywide movements for the

betterment of garment workers.4. Support, cooperate and conduct the factory base

movements.5. Awareness building among the garment workers.6. Training and education for the garment workers.7. Special training and education for the woman workers.

8. Legal aid for the members and garment workers.9. Publicize the workers and other materials for the

garment workers in local and easy language.10. Cooperate to get new jobs for the unemployed and

dismissed workers.11. Awareness building for health and environment and

to provide health facilities.12. Organize meetings, processions, demonstrations,

seminars and symposiums for the garment workers.13. Support and participate in the movements of other

sectors, democratic movements and women freedommovements.

14. Express and show solidarity with internationaltrade union movements, democratic movements and womenmovements.

5. Industry-An Overview:In the open market economy, the ready-made garment industry(RMG) is the prime industry in Bangladesh. RMG sector is thelargest contribution to the National income and exports ofBangladesh. The RMG industry of Bangladesh supplies a goodportion of the total needed supplies of ready made garmentsthroughout the world.

The RMG sector in Bangladesh has largely grown, spurred bythe quotas imposed by major importing countries under theMulti fiber Agreement (MFA).

The RMG industry is thrusting our economy towardsdevelopment with a contribution of about 70% in the nationalincome and by employing over 1.6 million workers of whichover 1.5 million are female workers. The progress of RMGsector has opened up a wide road towards vast opportunitiesand development propositions.

RMG sector has brought a stream of development in thefollowing areas along with its own.

ò Increase of Export trade.

ò Creation of employment opportunities.

ò Creation of new, enthusiastic, dynamic entrepreneurs.

ò Development of relevant Industry, such as weaving,spinning, knitting, dying, finishing and printing etc.

ò Development in transportation sector and roads & highways.

ò Greater utilization and revenue earning from the port(s).

ò Development packaging industry.

The development of RMG sector also brings up benefits tosome other areas such as.

- Financial Sector

- Insurance companies

- Introduction of new technology

- Infrastructure development

- Reputation in the world market.

Garments sector industry we have certain advantage ofexport. Bangladesh is enjoying the most favored nation (MFA)or quota system from USA and generalized system ofpreferences (GSP) from European Union. USA imported 50percent of our total garment export. They also imported 37percent of total export of our country.

European union important 46 percent of our total exportgoods because the importers of European Union are enjoying12 and half percent tax reduction But after the year of 2005these above system will not exist. If we cannot establishthe backward linkage industry within this time period. 1300of our garment industry will close forever.

Thus the present world economy posses a great deal ofchallenges for the ready made garment industry ofBangladesh.

The ensuring describes the major challenges implications andthe strategic responses under taken by the stakeholders,government and BGMEA.

6. Condition of Garments Workers in Bangladesh: 

In reality the condition of garments workers in Bangladeshis very bad. There are some changes due to the labor unrest,trade union movements, and Social pressure and for thepressure of developed countries consumers. But till nowLiving standard of workers is unacceptable

There is no law for the national minimum wage. There arescopes to fix the minimum wage in sector based: In every3 years, the minimum wage is supposed to be revised but itis not followed in the all sectors. In 1994, the minimumwage for the garment workers was fixed at Tk. 930/ per month(1) for the unskilled workers and Tk. 2300/ for skilledworkers. This minimum wage was not revised till now. Eventill now, the minimum wage of 1994 was not implemented inthe whole sector. Till now, in many cases the unskilledworkers receive Tk. 800/ per month. Most of the garmentfactories do not follow the labor law and ILO conventions.Most of the cases the workers cannot enjoy the weeklyholiday. There is no Job security, social security, gratuityor provident fund for the garment workers. Most of the casesthe management do not provide appointment letters/ contractletters, identity cards and service books. According to theLabor Law, the maximum working hour per day is 10 includingthe 2 hours overtime. But in most of the cases workers areforced to work 14 to 16 hours per day. Some times they workwhole night. Overtime work is compulsory and forceful. There

is not housing facilities from the owners. Most of the casesmaternity leaves is absence. Most of the cases there is notransportation facilities. Most of the cases, there is nodoctor, first aid, sufficient light and ventilation. In somecases there are no sufficient and pure drinking water andtoilets for the workers. According to law, women work isprohibited after 8 pm. But the women workers are bound towork until 10 pm or 11 pm. Even in some cases they work thewhole night. Most of the cases maternity leaves is absence.Most of the factories do not have the day care centers. Mostof the cases, management do not pay the monthly wage andovertime payment within 7th of the next month. In many casesmonthly wage and overtime payment is out standing for 2/3months. Health-safety and security condition are notsufficient. Management do not allow the workers to join thetrade union or formation of trade union though the workershave the trade union rights according to the labour law andILO conventions. Management fires the workers if he/shejoint in the trade union. Some times they threaded theworkers and even close down the plant for the formation oftrade union. Management does not ensure the security of thewomen workers. Women workers faced rape and sexualharassment out side the factories and some times inside thefactories. There is other form of sex discrimination. Womenworkers are deprived from Equal wage, Equal dignity, Equalrights and Equal promotions.

6.1 Trade Union Movement in Garments Sector:

a. Labor relations The process of dealing with employeeswhen they are represented by a union

b. Collective bargaining the process of agreeing on asatisfactory labor contract between management and a union

c. Grievance procedure The means by which a labor contractis enforced

d. Contingent and Temporary Workers

e. Trends in Contingent and Temporary Employment

In recent years, the number of contingent workers in theworkforce has increased dramatically. Categories ofcontingent workers include Independent contractors, on-callworkers, temporary employees (usually hired through outsideagencies), and contract and leased employees. Anothercategory is part-time workers.

Trade Union movement in garments sector is very weak. Evenit is weaker than other sectors. There are 8 country wideregistered trade union federations. There are 9 federationsregistered as division based. Another 5 registeredfederations are combined with Jute, Textile and leatherSector. Apart from these, there are 6 unregisteredfederations in this sector. There are 3 alliances in thegarment sector. These are:

1. Bangladesh Garments Workers Unity Council.

2. Bangladesh Garments Workers and Employees Unity Council.

3. B.N.C.C. (Bangladesh Coordinating Committee, affiliatedwith (ITGLWF).

6.2 Reasons of the Weakness of Trade Union Movementin Bangladesh:

Main Reasons of the Weakness of trade union movement ofgarment sector in Bangladesh are:

1. Disunity and division of organizations.

2. Unlimited and long working hours.

3. Absence of Job security.

4. Migration from factory to factory.

5. Absence of weekly holiday and other holidays.

6. Majority of women.

7. State policy.

8. Elite class ownership.

9. Low wage.

10. Unemployment of the country.

7. Major Challenges Facing the RMGSector and its Implications:7.1 Integration of MFA into WTO-ATC

Bangladesh will face open competition with other developingcountries. China is expected to gain most from theimplementation of the ATC, followed by India and SouthKorea;

US Trade and Development Act (TDA 2000)

The TDA 2000 provides preferential trade (duty and Quotafree) accesses, especially in textiles and apparel to thecountries of Africa and Caribbean Basin.

7.2 The Global recession

The global economic environment puts a sustained impact onthe Bangladesh economy and the economic of Bangladesh hasbeen integrating into global economy.

7.3China’s WTO Entry

China’s clothing exports is 16.2 percent of the total worldexports while Bangladesh’s textile shares only 2.1 percent.It is feared that, access of china into the WTO it wouldcrowd out other developing country supplies.

There are factual indications that, when quotas areeliminated countries like Bangladesh may be neglected andproduction shifted to locations like China.

7.4 Observance of Rights of Workers

ò The “Cheap labor” ideology (have negative wage rates);

ò Long working hour and no leaves maintained;

ò No appointment contract;

ò Workers health and insecurity;

ò Lack of Non-wage benefits;

ò BGMEA’s response to statutory issues.

8. The Positive & Negative trend ofglobalization on RMG sector:The RMG sector has the largest contribution to our nationalincome. Since the independence of the country the RMGindustry has been rising. Due to the effect ofglobalization, especially the quota and MFA agreement, thissector has achieved tremendous growth after the mid 80s.This growth trend has continued until the September-11occurrence and the threat of phasing out of the MFA, GSPpreference for the developing countries like Bangladesh isthe near future (2004).

From the chart below we can see the number of firms thathave been established since the mid 70s till date.

Year of establishment Number of Firms1975-76 011985-86 6011990-91 934

1997-98 21501999-2000 3500

The Terrorist strike of September-112001-2002 2200

This chart can be shown in a diagram below :

 

The trend line clearly shown that, since the mid 80s tillthe late 90s the impact of globalization on the RMG sectorhas been positive & benefiting to the national economy. Butdue to the recent global economic recession and events likeSeptember-11 the growth trend of RMG sector of Bangladeshalong with other developing countries has substantially fell(from 3500 firms in the year 2000 to 2200 firms in year2002).

So it can be said that in the present global economiccondition the impact of globalization is not so good for thedeveloping countries specially Bangladesh.

: – In Brief -:

a. Challenges:

The major threat of globalization process on the RMG sectorof BD. and eventually on the firm (Chaity Group) is the openmarket strategy initiated by WTO. The RMG industry of BD.has to directly fight against the more developed andsophisticated industries throughout the world. The phasingour of the Quota system (Dec. 2004) due to the phasing outof MFA (GSP) for countries like BD. is the greatestchallenged of all.

b. Strategic Response:

Price & quality these will be the two most effective weaponsagainst this threats by globalization.

c. Initiatives:

The govt. of Bangladesh along with BGMEA are engaged incontinuous lobbying for the extension of the preference ofquota with the international communities. Rounds ofNegotiations are being undertaken. One of the lateststrategy by BGMEA is the inclusion of large internationalbuyers and the buying houses in the member list of BGMEA andputting the indirect pressure on them of being stake holdersof this sector.

9. Code of Conduct:The group operates in full compliance with the applicablelaws, rules and regulations, including those relating tolabor, worker health and safety, and the environment.

9.1 Child Labor:

They employ only workers who meet the applicable minimumlegal age requirement or are at least 18 years of age,whichever greater.

9.2 Work Environment:

They encourage developing lawful workplace apprenticeshipprograms for the educational benefit of their workers.

9.3 Discrimination:

They employ workers on the basis of their ability to do thejob, not on the basis of their personal characteristics orbeliefs.

9.4 Piece Goods Quality Control:

Approx., 10% -20% inspections of all piece goods prior tospreading.  Four point system is followed to classifydefects. Defect classification list has been set up tosimplify the language and judgment used to make visualfabric evaluation. Rolls are segregated shade wise prior tospreading.

9.5 Cutting Department Quality Control:

Final patterns are checked thoroughly against measurementsprovided to control spec deviation. Ply numbering, stickersand bundling is followed to control shading within lots.Random sampling is done prior to cutting to determineshrinkage and any other characteristic that may exist in thefabric.

9.6 In-Process Quality Control:

In line audits are carried out by qualified inspectors tocorrect the problem at the sewing level rather than afterthe garment has been completely assembled. Written qualitystandards are set up to lay emphasis on critical operations.A separate Q.A. Team independent of production has beenappointed to evaluate the quality of merchandise being sewn.

9.7 Random Final Statistical Audit:

After merchandise has been duly checked / inspected by thefinishing section, a final audit is carried by theirprofessional Q.C’S. Merchandise are audited at 4.0 AQLpresently. They are seeking to attain 2.5 AQL in the nearfuture. Their dedicated work force, skilled professionalsand groomed management are committed to take the newchallenge of up-to-date styling and fashion from globalmarket.

9.8 Forced Labor:

They don’t use involuntary labor of any kind. They do notforce any worker to remain in employment, for any period oftime against his or her will.

9.9 Wages and Hours:

They set working hours, wage and overtime pay in compliancewith all applicable laws.

9.10 Medical Facilities:

They provide free medical facilities & consultancy toworkers.

9.11 Working Conditions:

They treat all their workers with respect and dignity andprovide them with a safe and healthy environment. Theycomply with all applicable laws and regulations regardingworking conditions.

9.12 Quality Assurance:

All the garments produced are subjected to strict qualityassurance checks and inspections. They work hard to producequality garments consistently. In order to sustain qualitythey work with respective buyers quality control manuals asrequired.

10. Case Study:Nightingale Fashion Limited, one of the largest contributorsof the RMG industry, has its own global challenges andstrategies to respond to those challenges as it is a part ofthe industry. The ensuring discusses the challenges andstrategic response to those challenges at the operativelevels of the firm.

It is an export oriented composite Textile, Dyeing, andFinishing & Printing & Garments Industry for production ofKnit Fabrics & fashionable and basic knit Garments.

The factory is located in the front of BSCIC IndustrialEstate, Konabari Gaziputr. There is a 7-storied building of50,000 Sq. Ft. for its Knitting, Dyeing, Finishing, printingand Garments units owned by the company. The factory isfully equipped with brand new highly sophisticated modemhigh-speed machineries. Our expert and trained professionalsand technicians are working for its effective & efficientmanagement and production.

The Company office is also situated at Dhaka Metropolitanarea Malibagh Moor which continuous supervision & immediatedecisions of the management could easily be given forinformation of production and correspondence.

Nightingale Fashion Ltd is a member of BGMEA (BangladeshGarments Manufacturer and Exporters Association)

TEXTILE UNIT

This unit is equipped with modern machinery’s to producedifferent types / designs of knit fabrics. The circularKnitting machines of different from 17” to 36” are of FALMACbrand fitted with 4 treck cams, are producing Single Jersey/Pique / Laquest fabrics of weight 135 to 300 GSM(finished).Moreover also producing Lycra(S/J and Rib) InterlockFabrics, Semi Jacquard Fabrics, Strip Fabrics, MelangeFabrics, Rib Fabrics, French Terry in different weights.

A group of experienced Knitting operators are working underan experienced Knitting Engineer having all thesophisticated test equipment. Checking of all gray fabricsis dined before dying.

The average monthly productioncapacity of fabrics is about150 TonsList of fabrics that can be produced:-

Type of fabrics GSM Quality Single jersey Pique Lacoste 1×1 rib Draw needle

rib French terry

fabric Lycra single

jersey Lycra rib

Interlock

130-240 180-250 180-250 160-240 180-250 200-300 180-300 200-300

180-300

100% cotton /65% Polyester35% cotton

“

“

“

“

“

95% cotton 5% lycra

“

100% cotton or P/C

DYEING UNITR

The unit is equipped with modern machinery of brand WooYang, Kyung Hoon, Dongnam & Hanseong are done solid colordyeing as per duyer requirement. Also installed HighTemperature Winch which done TC fabric dyeing. We keep theschedule that in time delivery for vendor.

GERMENTS UNIT

This unit is equipped with modern machinery of Juki, KansaiSpecial, Pegasus, Siruba & K.M. The selection of machines isdone such a way to cover most the stitching facilities forKnit Garments.

The finishing of garments is done by Full Steam Ironspressed on vacuum Ironing Tables. All the garments arepassing through thread sucking machine.

1st Inspection are done during stitching in productionfloor, then after completion of and stitching and finallyafter ironing works before packing. We do 100% inspectionbefore export.

The efficient workers, supervisors and floor in charge areworking in this unit under an experienced ProductionManager.

The sample making section: this section is headed by anexperienced in charge capable to understand any kind ofstyles, sketches, different types of stitching and fabrics,Pattern making also done here. The machine operators of thesection can operate all kinds of sewing machines. Allcollection samples for different seasons, fitting samples,photo samples are produced in this section.

Average production capacity of garments is about 40,000 to45,000 Doz/month.(of basic item)

Presently producing following garments:

                          Description                                                       Fabrics

Infant dress                                    S/J/Rib/Anti pilling polar fleece / Toweling fleece

Children tops (Long/short sleeve)                                        “

Boys T – Shirt                                                   

                    “ Boys tank

top                                                                       “

Boys shorts                                                                           “

Boys jogging set                                                                   “

Ladies lycra legging                                           S/J or Rib Lycra Fabrics

Ladies lycra short                                                                 “

Ladies T-shirt                                                                        “

Ladies vest                                                                            “

Ladies pullover                                       Rib/Interlock/Anti pilling polar fleece/

Ladies sweat shirt                                                     Toweling fleece

Men’s basic T-shirt                                                  S/J/Pique/Lacoste

Men’s short sleeve polo shirt                                                “

Men’s trousers                                                                      “

Men’s tank top                                                                      “

Men’s sweat

shirt                                                                  “

Men’s shorts / Jogging set etc.                                              “

Men’s Women’s & Children’s Night Wear.

Moreover NIGHTINGALE FASHION LTD. has the followingfacilities for smooth operation:

o       Own stand by Generator to run full factory(450 K VA)

o       Own Power Substation (GEC)

o       Fire fighting equipments including fireextinguishers, smoke detectors, separate stair case etc.

o       Sufficient volume of water reservoir at under ground& overhead.

o       Toilet complexes at each floor separately for male &female workers.

o       Sufficient Tube Lights are provided in all theworking areas.

o    Sufficient Ventilation is provided by installingceiling fans, exhaust fans& large windows .

o       Factory premises is always kept nest & clean.

o    Floors are fitted with ceramic tiles so that it remainsvery clean. During winter season worker can walk bare footedwith any difficulties.

We do not have any child labor.

   List of the Buyers, to whom NIGHTINGALE worked so far:

SL Name of Buyer Country01 Carrefour France02 Lindex Sweden03 Mim France04 Auchan France05 N-Joy Fashion Netherlands06 Youngo Europe Netherlands07 Opera France08 Linmark U.K09 SRG U.K10 Peacocks U.K11 Ever good Canada12 ZERO Germany13 Asia Germany14 Casino France

10.1 Structure of the Organization: Challenges &Strategies

The organization is headed by the Managing Director (MD) whois followed by the Executive Director (Finance) & ExecutiveDirector (Operations).

- The Human Resources of the organization is so allocatedthat ensures the Management of the firm is competent enoughto endure the fierce competition both at the national andInternational level.

10.2 Strategies / Policies in this regard are

- Top Management is involved in frequent supervision ofquality of product.

- Executives are engaged in motivating the employees tobring out the maximum productivity of the work force.

- Job description, specification, recruitment and lay offpolicy, salary and incentive are pre decided and wellenunciated.

- The company does not usually deploy external expertisewithout some obvious exceptions.

- The employees at the root level are given training beforebeing engaged into the production. Executives are trained,if needed, either on the premises or at the BGMEA trainingcentre.

10.3 Procurement of Raw Materials

The company has a stubborn quality control policy. In theprocess of procurement of Raw Material the company uses thefollowing sources:

- Backward Linkage Industry; it has its own Textile Mill,Knitting and Woven facility, printing and packaging factory.

- Importing; the firm sources it’s material from China,Singapore, India, Thailand and other respective countriesaccording to the material requirement of the productionprocess.

- As it is an order-supplying company, the material may alsoprovided by the customer.

10.4 Production Process

The company has a formidable infrastructure and equipment tomeet the quality level desired by the customer. The companyposses almost all latest machinery and equipment needed by afirm to complete globally.

[A Machinery list can be found on the company profile]

- Firm uses some special advantages by using machines likeCAD. Marker Paper etc. which are available only in few otherBangladeshi firms.

- Backward linkage industry is also used for production.

- Sub contracting is a common scenario within the Industrythese days.

10.5 Product & Quality

Firm follows a stringent quality control policy. It is using1509002 as a quality measurement standard. Over the past 20years the quality control view has changed. Now-a-days theQC officers are concerned with the ‘jump-stitch’ or ‘jointstitch’ problem rather than will the ‘open sum’ problem.

- Clients these days are not that much concerned with thestitch and oil mark problems. It is obvious that a firm hasovercome these primary level problems by using more moderntechnologies that has been possible for the globalizationprocess.

- The quality control process involves creating commitmentin the employees providing them with proper environment,exercising human rights and social responsibility of thefirm.

These trends managing the work force is an obvious outcomeof the globalization process.

10.6Marketing Aspects

Just 20 years ago, the RMG sector of BD was like a sellersmarket where buyers came and chose. But now due to quota themarketing structure changed.

- Now a quota of RMG product that can be exported to USmarket is given by the U.S. government.

- The Export Processing Bureau [EPB] thus allocates thetotal quota among the firms of the industry.

- In this respect it can be said that due to globalizationthe production and selling capacity of a firm is controlledby the International bodies and government of the country.

10.7 Technical Aspects

The company personnel mentioned that they have a welltrained work force and the required technical aspectsincluding machinery that can met the customer satisfaction.Though Bangladesh firm are assigned with the order of [C-grade] ready made Garment products, they argued that withtheir present level of technical expertise, the firm candeliver ever higher grade product order. They added onlygovernment policy and the assistance of International bodiesis needed to deliver a quality output.

10.8 Inter industry conflict & settlement

The export oriented readymade garment industry of Bangladeshis dependent on the quotas allotted by the US government.The firms within the industry thus are usually amongthemselves trying to fulfill the delivery assigned to themby the quota. These firms usually do not engage in a battleto capture market. They try of fulfill their assignment isthat they can get that quota the next year. Still there is abattle going on to get the excess quota that is at the willof Export Processing Bureau (EPB) for allotment.

Thus very high level lobbing may be exerted by these firms.If there are any conflicts among these firms, that lies onlyin terms of quality and price if their product. Conflictresolutions may take the form of negotiation either face toface or by the intermediary of BGMEA.

10.10 Government Policies and their effects

Government policy directly affects all the industry withinthe country. RMG industry, in this case, is not anexception. Policy undertaken by the Govt. such as:

- Slashing of cash subsidy to the garment & textileindustry.

- Putting bars to import threads, textile items and otherrelated apparels.

- Stoppage of the tax holiday previously enjoyed by thissector.

- No recent reforms in Govt. policy regarding the latestchange in the global market place.

- Reluctance of Govt. to set up backward and forward linkageindustry to support this sector.

- Inability of the Govt. to set up modern telecommunicationtechnology and no positive step to improve the existinginfrastructure.

- Bureaucratic system and political lobbing and politicalinstability about which govt. is quite slow to respond.

- Restructuring and bringing dynamism in the banking andfinancial sector.

And these areas along with many other Govt. policies whichdo not seem to cooperate with the RMG industry, whicheventually putting our industry in a less competitiveposition in the world market.

10.11 The fall of World trade center and its aftereffects

The destruction of the world trade center is not only thedestruction of the center itself but also the greatestcatastrophe of the global business world.

Due to the September, 11 occurrence the world economyexperienced great recession.

The RMG sector world wide has not been spared. As for theRMG industry of Bangladesh it accounted for great loss ofthe economy. As a result there is now-

- No or less order for garment product

- Refusal / rejection of accepting previous order.

- Stop of payment for the orders already delivered.

- Cancellation of large orders by the US and the EU.

- Closing of about 1300 firm out of 35000 firms.

- Result of the closing is high employment and low govt.revenue.

10.12 Policy Recommended by the firm

The RMG industry of the developing countries is at stake,for the omission of the Multi fiber Agreement (MFA) by theyear 2004. The RMG industry of Bangladesh is aware of thisthreat. Our corresponding form has put forward some policiesto face the challenges of open market.

- The quality aspect; in the open market economy (2005) thefirm will have to face fierce competition from around theworld. So the firm has taken the policy of maintaining andeven bettering their product quality to complete the world.

- Price factor; price is another important shield for thefirm to fight the new challenge. The firm wishes to providehighest quality product with lowest possible price.

- Market expansion; without the quota facility on, the firmhas to look for new customers and new markets. A goodrelationship has to be built with present has to be builtwith present clients and potential clients. The area of

export should be spread outside the USA, EU and Canada,Australia and Japan would be a good market.

- Capacity factor; in the global open market economy thefirm may require to supply huge quantity of products. So,firm personnel depict his desire to enhance the productioncapacity of the firm.

- Time & productivity; time will be an important issue inthe future. Time delivering of consignment is a must for afirm.

- Product differentiation; the firm has to differentiate itsproducts and be more innovative if it has to complete withother firms within the nation and outside the nation. Thisis very important for luring customers who prefer dynamism.

- Cost reduction; to fight the global challenges the firmmust achieve high productivity and cost reduction aspect isone of the important factor of productivity.

Gaining the desired productivity out of the work force isanother important criterion of the firm to be able tocomplete in the open market.

11. Our personal view on RMG – Sector:

From the analysis of these companies, we can say that someof the companies in RMG sector are used to follow their ownrules and regulation which are not fully alike with thestandard rules and regulations   provided by the authoritiesof BGMEA and other associations. And most of the companiesin RMG-sector are totally unaware about the HRM policies andits practices. They are used to control their workers andemployees of their own guided policies.

[Source: Information by interviewing the company personnel]

12. Guidelines for Developing a Human ResourceManagement Strategy:

Faced with rapid change organizations need to develop a morefocused and coherent approach to managing people. In justthe same way a business requires a marketing or informationtechnology strategy it also requires a human resource orpeople strategy.

In developing such a strategy two critical questions must beaddressed.

What kinds of people do you need to manage and run yourbusiness to meet your strategic business objectives?

What people programs and initiatives must be designedand implemented to attract, develop and retain staff tocompete effectively?

In order to answer these questions four key dimensions of anorganization must be addressed. These are:

Culture: the beliefs, values, norms and managementstyle of the organization

Organization: the structure, job roles and reportinglines of the organization

People: the skill levels, staff potential andmanagement capability

Human resources systems: the people focused mechanismswhich deliver the strategy – employee selection,communications, training, rewards, career development,etc.

Frequently in managing the people element of their businesssenior managers will only focus on one or two dimensions andneglect to deal with the others. Typically, companiesreorganize their structures to free managers frombureaucracy and drive for more entrepreneurial flair butthen fail to adjust their training or reward systems.

When the desired entrepreneurial behavior does not emergemanagers frequently look confused at the apparent failure ofthe changes to deliver results. The fact is that seldom canyou focus on only one area. What is required is a strategic

perspective aimed at identifying the relationship betweenall four dimensions.

If you require an organization which really values qualityand service you not only have to retrain staff, you mustalso review the organization, reward, and appraisal andcommunications systems.

The pay and reward system is a classic problem in this area.Frequently organizations have payment systems which aredesigned around the volume of output produced. If you thenseek to develop a company which emphasizes the product’squality you must change the pay systems. Otherwise you havea contradiction between what the chief executive is sayingabout quality and what your payment system is encouragingstaff to do.

12.1Employee education, training and development:

In general, education is ‘mind preparation’ and is carriedout remote from the actual work area, training is thesystematic development of the attitude, knowledge, skillpattern required by a person to perform a given task or jobadequately and development is ‘the growth of the individualin terms of ability, understanding and awareness’.

Within an organization all three are necessary in order to:

Develop workers to undertake higher-grade tasks; Provide the conventional training of new and young

workers (e.g. as apprentices, clerks, etc.); Raise efficiency and standards of performance; Meet legislative requirements (e.g. health and safety); Inform people (induction training, pre-retirement

courses, etc.);

From time to time meet special needs arising from technical,legislative, and knowledge need changes. Meeting these needsis achieved via the ‘training loop’. (Schematic available inPDF version. )

The diagnosis of other than conventional needs is complexand often depends upon the intuition or personal experienceof managers and needs revealed by deficiencies. Sources ofinspiration include:

Common sense – it is often obvious that new machines,work systems, task requirements and changes in jobcontent will require workers to be prepared;

Shortcomings revealed by statistics of output per head,performance indices, unit costs, etc. and behavioralfailures revealed by absentee figures, lateness,sickness etc. records;

Recommendations of government and industry trainingorganizations;

Inspiration and innovations of individual managers andsupervisors;

Forecasts and predictions about staffing needs; Inspirations prompted by the technical press, training

journals, reports of the experience of others; The suggestions made by specialist (e.g. education and

training officers, safety engineers, work-study staffand management services personnel).

Designing training is far more than devising courses; it caninclude activities such as:

Learning from observation of trained workers; Receiving coaching from seniors; Discovery as the result of working party, project team

membership or attendance at meetings; Job swaps within and without the organization; Undertaking planned reading, or follow from the use of

self teaching texts and video tapes; Learning via involvement in research, report writing

and visiting other works or organizations.

So far as group training is concerned in addition to formalcourses there are:

Lectures and talks by senior or specialist managers;

Discussion group (conference and meeting) activities; Briefing by senior staffs; Role-playing exercises and simulation of actual

conditions; Video and computer teaching activities; Case studies (and discussion) tests, quizzes, panel

‘games’, group forums, observation exercises andinspection and reporting techniques.

Evaluation of the effectiveness of training is done toensure that it is cost effective, to identify needs tomodify or extend what is being provided, to reveal new needsand redefine priorities and most of all to ensure that theobjectives of the training are being met.

The latter may not be easy to ascertain where results cannotbe measured mathematically. In the case of attitude andbehavioral changes sought, leadership abilities, drive andambition fostered, etc., achievement is a matter of thejudgment of senior staffs. Exact validation might beimpossible but unless on the whole the judgments arefavorable the cooperation of managers in identifying needs,releasing personnel and assisting in training ventures willcease.

In making their judgments senior managers will questionwhether the efforts expended have produced:

More effective, efficient, flexible employees; Faster results in making newcomers knowledgeable and

effective than would follow from experience; More effective or efficient use of machinery, equipment

and work procedures; Fewer requirements to implement redundancy (by

retraining); Fewer accidents both personal and to property; Improvements in the qualifications of staff and their

ability to take on tougher roles;

Better employee loyalty to the organization with morewillingness to innovate and accept change.

Corporate Cultural Awareness Training and AssignmentPerformance:

12.2 Manpower planning:

The penalties for not being correctly staffed are costly.Understaffing loses the business economies of scale andspecialization, orders, customers and profits. Overstaffingis wasteful and expensive, if sustained, and it is costly toeliminate because of modern legislation in respect ofredundancy payments, consultation, minimum periods ofnotice, etc.

Very importantly, overstaffing reduces the competitiveefficiency of the business. Staffing level planning requiresthat an assessment of present and future needs of theorganization be compared with present resources and futurepredicted resources. Appropriate steps then be planned tobring demand and supply into balance.

Thus the first step is to take a ‘satellite picture’ of theexisting workforce profile (numbers, skills, ages,flexibility, sex, experience, forecast capabilities,character, potential, etc. of existing employees) and thento adjust this for 1, 3 and 10 years ahead by amendments fornormal turnover, planned staff movements, retirements, etc,in line with the business plan for the corresponding timeframes.

The result should be a series of crude supply situations aswould be the outcome of present planning if left unmodified.(This, clearly, requires a great deal of informationaccretion, classification and statistical analysis as asubsidiary aspect of personnel management.)

What future demands will be is only influenced in part bythe forecast of the personnel manager, whose main task may

well be to scrutinize and modify the crude predictions ofother managers. Future staffing needs will derive from:

Sales and production forecasts The effects of technological change on task needs Variations in the efficiency, productivity, flexibility

of labor as a result of training, work study,organizational change, new motivations, etc.

Changes in employment practices (e.g. use ofsubcontractors or agency staffs, hiving-off tasks,buying in, substitution, etc.)

Variations, which respond to new legislation, e.g.payroll taxes or their abolition, new health and safetyrequirements

Changes in Government policies (investment incentives,regional or trade grants, etc.)

What should emerge from this ‘blue sky gazing’ is a ‘thoughtout’ and logical staffing demand schedule for varying datesin the future which can then be compared with the crudesupply schedules. The comparisons will then indicate whatsteps must be taken to achieve a balance.

That, in turn, will involve the further planning of suchrecruitment, training, retraining, labor reductions (earlyretirement/redundancy) or changes in workforce utilizationas will bring supply and demand into equilibrium, not justas a one–off but as a continuing workforce planning exercisethe inputs to which will need constant varying to reflect‘actual’ as against predicted experience on the supply sideand changes in production actually achieved as againstforecast on the demand side.

12.3 Employee motivation:

To retain good staff and to encourage them to give of theirbest while at work requires attention to the financial andpsychological and even physiological rewards offered by theorganization as a continuous exercise.

Basic financial rewards and conditions of service (e.g.working hours per week) are determined externally (bynational bargaining or government minimum wage legislation)in many occupations but as much as 50 per cent of the grosspay of manual workers is often the result of localnegotiations and details (e.g. which particular hours shallbe worked) of conditions of service are often more importantthan the basics. Hence there is scope for financial andother motivations to be used at local levels.

As staffing needs will vary with the productivity of theworkforce (and the industrial peace achieved) so goodpersonnel policies are desirable. The latter can depend uponother factors (like environment, welfare, employee benefits,etc.) but unless the wage packet is accepted as ‘fair andjust’ there will be no motivation.

Hence while the technicalities of payment and other systemsmay be the concern of others, the outcome of them is amatter of great concern to human resource management.

Increasingly the influence of behavioral science discoveriesis becoming important not merely because of the widely-acknowledged limitations of money as a motivator, butbecause of the changing mix and nature of tasks (e.g. moreservice and professional jobs and far fewer unskilled andrepetitive production jobs).

The former demand better-educated, mobile and multi-skilledemployees much more likely to be influenced by things likejob satisfaction, involvement, participation, etc. than theeconomically dependent employees of yesteryear.

Hence human resource management must act as a source ofinformation about and a source of inspiration for theapplication of the findings of behavioral science. It may bea matter of drawing the attention of senior managers to whatis being achieved elsewhere and the gradual education ofmiddle managers to new points of view on job design, workorganization and worker autonomy.

12.4 Performance appraisal:

An organization needs constantly to take stock of itsworkforce and to assess its performance in existing jobs forthree reasons:

1. To improve organizational performance via improvingthe performance of individual contributors (should bean automatic process in the case of good managers, but(about annually) two key questions should be posed:2.To identify potential, i.e. to recognize existingtalent and to use that to fill vacancies higher in theorganization or to transfer individuals into jobs wherebetter use can be made of their abilities or developingskills.

o What has been done to improve the performance of aperson last year?

o And what can be done to improve his or herperformance in the year to come?).

3. To provide an equitable method of linking payment toperformance where there are no numerical criteria(often this salary performance review takes place aboutthree months later and is kept quite separate from 1.and 2. but is based on the same assessment).

On-the-spot managers and supervisors, not personnelmanagement staffs, carry out appraisals. The personnel roleis usually that of:

1. Advising top management of the principles andobjectives of an appraisal system and designing it forparticular organizations and environments.

2. Developing systems appropriately in consultationwith managers, supervisors and staff representatives.Securing the involvement and cooperation of appraisersand those to be appraised.

3. Assistance in the setting of objective standards ofassessment, for example:4. Publicizing the purposes of

the exercise and explaining to staff how the systemwill be used.

o Defining targets for achievement;o Explaining how to quantify and agree objectives;o Introducing self-assessment;o Eliminating complexity and duplication.

5. Organizing and establishing the necessary trainingof managers and supervisors who will carry out theactual appraisals. Not only training in principles andprocedures but also in the human relations skillsnecessary. (Lack of confidence in their own ability tohandle situations of poor performance is the mainweakness of assessors.)

6. Monitoring the scheme – ensuring it does not fallinto disuse, following up on training/job exchange etc.recommendations, reminding managers of theirresponsibilities.

Full-scale periodic reviews should be a standard feature ofschemes since resistance to appraisal schemes is common andthe temptation to water down or render schemes ineffectualis ever present (managers resent the time taken if nothingelse).

Basically an appraisal scheme is a formalization of what isdone in a more casual manner anyway (e.g. if there is avacancy, discussion about internal moves and internalattempts to put square pegs into ‘squarer holes’ are boththe results of casual appraisal). Most managers approvemerit payment and that too calls for appraisal. Made astandard routine task, it aids the development of talent,warns the inefficient or uncaring and can be an effectiveform of motivation.

13. Problems of Garments Sectors:13.1 Lack of training and development:

Lack of sufficient training and development programs in RMGsector.

13.2 Lack of HRM policies and practices:

Companies are unwilling to follow the proper HRM policiesand programs to develop their workers and employees

13.3 Lower Compensation Package:

Our Garments Sector are getting very cheap rate labor & theyare very much ignored about facilitate them with soundsalary & benefit packages.

13.4 Lack of Motivation:

Our RMG employees are reluctant of getting adequatemotivation from their employers for improving themselves

13.5 Work under pressure:

Workers have to meet demands whenever they have to producefor export shipping as their top management’s orders to doin a limited time.

13.6 Expensive Orientation Programs Needed:

This is not as much of a problem for large internationalbusiness enterprises as it is for small and medium sizecompanies that compete in the global arena. Smallercompanies often do not have the financial means to establishsuch programs. Smaller companies can send their expatriatecandidates to a private training institution, but this isalso costly. Yet, without such training, small firm’sexpatriates are likely to make costly blunders in conductingbusiness can sometimes overcome this difficulty by enteringinto a partnership with a capable firm in the foreignmarket.

13.7 Communication Problems:

The worker may encounter communication problems in thehierarchy. This lack also impairs performance.

13.8 Very Expensive Incentives Required:

To get these highly qualified people to accept a assignment,very expensive incentives, such as much higher salaries andbenefits, are often required.

13.9 Location:

Sometimes technical workers as well Companies also faceproblems to hire them if they situated at differentlocation, in that case they most of cases don’t providetransport facilities or paying an extra amount forconvenience.

14. Recommendations:1. Provide sound Compensation Package2. Provide appropriate Motivation3. Making Work environment more friendly to work happily

under pressure4.  Orientation Programs needed by immediate superiors not

with much broader side.5. Communication should be always with immediate superior

who will recommend his/her superior. That meansmaintaining hierarchy.

6. Provide transport facility for technical employees orprovide housing facility.

7. Making people understand that they are part of theproduction process, so they are very important toOrganization & Economy of Country for taking from themthe best performance.

15. Conclusion:From above discussion we can see that today multinationalcompany’s competitor increase and to achieve competitive

advantage they need to expand their business and then theyuse malleable cheap rate employees. Though it’s a largercontributing sector of our economy, we find it very lowertolerances for their employees, so these things should betaken care of for the betterment of our RMG Industriesproductive development as well as their people’s improvementof livelihood & increase efficiency & effectiveness.

On the other hand, each and every company in garments sectorshould have proper and well planned SHRM policies and theirpractices in their every functional level of operation. Thenwe can ensure to get a more developed & economically strongcountry of us.

Part – 3: 

APPENDIX: Questionnaire: (Available upon request).

Bibliography / Reference:

 Class lecture – Dr. Md. Abdul Hannan Mia, FCMA.

 Scientific method and Social Research – B.N.Ghosh.

 Business Research Method. By Donald R. Cooper, and PamelaS.Schindler.

 Business Research Method by W.Zinkmund.

 Article of Dr.Mahbubur Rahaman. RMG Sector and Its Future.2000.

 Human Resource Management. (A Strategic Approach) ByWilliam P. Anthony, Pamela L. Perrewe and K. Michele Kacmar.

 List of Garments Companies from which we collect data.(Available upon request)

SOURCE: http://edupedia.educarnival.com/human-resource-policy-of-garments-sector-of-bangladesh/