Chapter 1: Introduction
1.1 Origin of the Study
All businesses are concerned with earning profit through selling either a product or rendering
service. A textile produce tangible product to sell for maximizing their profit. But the most
important sector in a textile is the Human Resource Management. Without which an
organization cannot perform its functions. And a structural planning process is essential to
develop HRM in an organization.
Therefore, the Human Resource Practice has an important role to play in the textile sector of
Bangladesh. Consequently the study of Human Resource practice in RMG sector in the
context of Bangladesh’s developing economy would help in the overall management of
balance of payment of the count
1.2 Objective of the Study
 To acquire knowledge and find the relationship between practical and theoretical
background.
 To evaluate the Human Resource performance of RMG sector.
 To examine the operational procedure of Textile.
 To examine various factors and techniques used in HR Planning Process.
 To analyze the overall performance of foreign exchange operations of RMG sector.
 To find the position of RMG sector with regard to foreign exchange operations
through a comparison with other countries.
1.3 Scope of the Study
This report is prepared as a requirement of the course “Human Resource Management.” We
selected Square Textiles Ltd and COATS Bd Ltd. working on these organizations we came to
know various Kind of HRM practice which are use here. Though they are a textile, they have
proved themselves in the related industry as a major competitor. In this report we have
1
followed the guidelines provided by the teacher. Here we have tasked not only the HRM
practice but also the marketing, management, finance and operational area of the Company
1.4 Methodology of the Study
This report has been prepared on the basis of surveyed information. For preparing this report
I have also got the information from annual report and website of the SQUARE TEXTILE
LTD and COATS Bd Ltd.
Sources of data collection:
1.4.1 Primary Sources

Face to face conversation with the respective officers and stuffs of the office.
 Surveying with employees of the office.
1.4.2 Secondary Sources
 Various publications on textile.

Website of Square Textile Limited.

Different procedure manual published by Square Textile Limited and
COATS Bd Ltd.
1.5 Limitations
Although I have tried to find out the relationship between our theoretical knowledge and
practical implication, I have found some differences between what I learn in theory and what
are practical.
The report was completed under the following constraints

Difficulty in gaining accesses to accounts of the textile.

Without their own employee it is very much difficult to collect relevant
data.

In some cases verifications of data were become tough.

Unavailability of necessary documents.
2

As the department specified a short span of time, sufficient time could not
spend to make on in-depth study on such an important issue.
1.6
Report Preview
This report contains Eight chaptersChapter 1 Gives introduction to the report.
Chapter 2 Importance of HRM practice
Chapter 3 RMG in Bangladesh
Chapter 4 provides an overview about the Organizations
Chapter 5 HRM practice in RMG
Chapter 6
Shows the detailed research, the findings & analysis
Chapter 7 Gives suggestions for improvement
Chapter 8
Concludes the report
3
Chapter 2: Importance of HRM practice
2.1 Importance of HR practice
Every success of origination is depending on efficient and effective man power. HR starts
when a man enters in the organization and its end, when he leaves the industry. HR deals
with the human dimension. Success or failure of an industry depends on the effective
coordination of the resources such as money, material, machinery and men. Among these, the
role and operation of men is the most complex. All the activities of an organization are
initiated and completed by the persons who make up the industry. Therefore, people are the
most significant resources of any industry. HRM is known by different names – Personal
management, personal administration, man power management.
The role of human resource management in organization is at counter stage. Managers are
aware that HRM is a function that must play a vital role in the success of organization. It is an
active participant in charting the strategic course an organization must take place to remain
competitive, productive and efficient. Its focal point is people; people are the life blood of the
organization. The uniqueness of HRM lies in its emphases on the people in work setting and
its concerns for the well living and comfort of the human resources in an organization. The
HRM function is much more integrated and strategically involved. HRM and every other
functions must work together to achieve the level of organization. Effectiveness required
competing locally and internationally.
Effective use of HRM can help a company significantly. It will definitely help to
i.
Increase productivity and turnover
ii.
Improve financial performance
iii.
Make them dedicated and loyal towards organization
iv.
Employ the skills and the activities of the workforce efficiently.
v.
Provide the organization with well trained and well motivated employee.
vi.
Increase to the fullest the employee’s job satisfaction.
vii.
Develop and maintain quality of work life.
4
2.2 Job satisfaction
Jobs satisfaction is defined as an employee’s overall affective state resulting from an
approval of all aspects of his/her job. An employee’s level of satisfaction toward her/his job
varies with specific aspects of the job. These are the nature of the work, pay, promotion, coworkers and organizational context
Human resources (HR) and other management practices have been changed dramatically in
last four decades due to globalization, privatization/deregulation, competition, and
technological advances. These highly turbulent environmental changes have enforced
organizations to adopt new workplace practices that enhance sustained level of high
performance. In recent years, those practices have taken the attention of both practitioners
and researchers, increasingly being used by Fortune 1000 companies. Those practices or
systems have been conceptualized as high performance workplace practices (also referred in
the related literature as strategic HR priorities, involvement work systems, high-performance
work systems, high-performance organizations, and high-commitment management) that
consist of flat hierarchical structures, job rotation, self-directed teams, participation of
employees in decision-making, horizontal communication channel, skills-based pay systems
In present study, we conceptualized these practices as high performance HR practices. HR
practices have many significant benefits for organizations that have to manage many
challenges to survive and competition. Since these practices can help organizations to have
achieved “higher flexibility, higher product quality, and higher performance while remaining
cost competitive by inducing workers to work harder and using the skills and information of
their employees more effectively through moving decision authorities closer to those who
have the relevant information” . Also, Huselid suggested that a set of HR practices (as he
referred high performance work systems) were related to turnover, accounting profits, and
firm market value.
It has further been proposed that HR practices are not only beneficial for the employers but
also their employees through increased job satisfaction. There are not many studies that
investigate the effects of HR practice on employees’ job satisfaction. However most of those
studies were conducted in USA. One of the rare comparable research on the effect of HR
practice on employee’s job satisfaction for European countries that was conducted by Bauer.
5
Bauer found that a higher involvement of employees in HR practice is associated with higher
job satisfaction in his study surveyed 15 European member countries.
It is therefore, essential to explore potential the impacts of HR practice on employee’s job
satisfaction different economic and cultural context.
2.3 Productivity
We focus on productivity as the key outcome. Many studies look at other outcomes such
as worker turnover, absenteeism, worker perceptions, etc. These are useful, but if they
have no effect on productivity then in our view they are second order –generally studies
use them because they have no direct evidence on productivity. HR practice shows great
impact over productivity.
Applying the principles and methods contained herein should help you achieve sound
human resource management practices which can result in increased productivity,
reduced staff turnover, and satisfied employees and managers.
6
Chapter 3: RMG in Bangladesh
3.1 AN OVERVIEW OF THE BANGLADESH GARMENTS INDUSTRY
The garment industry is the only multi-billion-dollar manufacturing and export industry in
Bangladesh. Though it took a rather late start i.e., in 1976 but it soon established its
reputation in the world market within a short span of time and became a prominent player in
the economy within a short period of time. Resultantly garment is now one of the main export
items of the country. Besides, enriching the country's economy it has played a very important
role in alleviating unemployment. At present there are more than two thousand one hundred
garment factories in the country employing more than 12 lack labors. 85 percent of the labor
force is women. Once Sri-Lanka was leader in this field in South Asia and India was its
competitor. After a bloody civil war resulting in the quick demise of the garments industry of
Sri-Lanka and India, the international buyers and investors diverted their attention towards
Bangladesh. As a result the garments industry of Bangladesh expanded with unprecedented
success. The role of the RMG sector in our national economy can hardly be over-emphasized.
There has been a steady development in our RMG export field during at least the last decade
and a half but in the last few years it has been unique. The export of RMG recorded an
average growth of 21.53% since 1994-95, which grew to 76.05% by the year 1999. Readymade garments help reducing poverty in Bangladesh even if just one step just like at a time.
For example, minimum wages is Taka 5000 ($75) per month, so with this amount, members
can fulfill their basic needs.
The industry has contributed to export earnings, foreign exchange earnings, employment
creation, poverty alleviation and the empowerment of women. The export-quota system and
the availability of cheap labor are the two main reasons behind the success of the industry. In
the 1980s, the RMG industry of Bangladesh was concentrated mainly in manufacturing and
exporting woven products. Since the early 1990s, the knit section of the industry has started
to expand. Shirts, T-shirts, trousers, sweaters and jackets are the main products manufactured
and exported by the industry. Bangladesh exports its RMG products mainly to the United
States of America and the European Union. These two destinations account for more than a
90% share of the country’s total earnings from garment exports. The country has achieved
some product diversification in both the United States and the European Union. Bangladesh
7
is currently one of the 12 largest exporters of garments products in U.S.A and U.K. In spite of
this, the real situation does not come in front of the world. That is they are not becoming
influenced like before any more. We can see this by the price level of our garments products
in the world market. The quantity we are exporting is huge but at a very low price. In the
statistics the impact may be huge but the condition of Bangladesh is not improving at that
satisfactory level. Bangladesh has a great comparative advantage in garments products that is
low labor cost. Because of this advantage Bangladesh can produce products more easily than
other countries. But labor is cheap here because people who are related to this sector are from
very poor background. Most of them are unskilled, uneducated. But if some steps are taken to
improve the quality of labor, the proper benefit of this comparative advantage can come out. .
The industry provides employment to about 3 million workers of whom 90% are women.
Two non-market elements have performed a vital function in confirming the garment
industry's continual success; these elements are (a) quotas under Multi- Fiber Arrangement1
(MFA) in the North American market and (b) special market entry to European markets. The
whole procedure is strongly related with the trend of relocation of production.
The garments industry contributed only0.001 per cent to the country’s total export earnings in
1976, its share increased to about 75 per cent of those earnings in 2005. Bangladesh exported
garments worth the equivalent of $6.9 billion in 2005, which was about 2.5 per cent of the
global total value ($276 billion) of garment exports. The country’s RMG industry grew by
more than 15 per cent per annum on average during the last 15 years. The foreign exchange
earnings and employment generation of the RMG sector have been increasing at double-digit
rates from year to year. Some important issues related to the RMG industry of Bangladesh are
noted in table
8
Important issues related to the Bangladesh ready-made garments industry
Years
Issue
1977-1980
Early period of growth
1982-1983
Boom days
1985
Imposition of quota restriction
1990
Knitwear sector developed significantly
1993-1995
Child labor issue and its solution
2003
Withdrawal of Canadian restriction
2005
Phase out export quota system
Currently, there are more than 4,000 RMG firms in Bangladesh. More than95 percent of
those firms are locally owned with the exception of a few foreign firms located in export
processing zones (Gonzales, 2002). The RMG firms are located mainly in three main cities:
the capital city Dhaka, the port city Chittagong and the industrial city Narayangonj. Garment
companies in Bangladesh form formal or informal groups. The grouping helps to share
manufacturing activities, to diversify risks; horizontal as well as vertical coordination can be
easily found in such group activities.
9
Chapter 4: Company Overview
4.1 History of Square Textile Ltd.
Square Textiles Ltd. started its journey by establishing the first unit in 1997. One year later
the second unit was established. Square Textile is a subsidiary company of Square Group
.The Company was incorporated as a public limited company in the year of 1994. The
operation was started in 1997.It was enlisted in Dhaka Stock Exchange & Chittagong Stock
Exchange in 2002. Within a very short time of span the company achieved some significance
success. Square Textile receives Oeko-Tex standard 100 and ISO-9002 certificates in the year
2000. Authorized capital of the company is tk. 1000 million. It’s paid- up capital is tk. 251.90
million. 1,223 employees are working in this organization. The business lines of Square
Textiles Limited are manufacturing and marketing of yarn. The factory is located in
Saradaganj, Kashimpur, Gazipur, Bangladesh. Its office is located at Uttara in Dhaka
4.2 Mission and Goals of Square Textile Ltd.
Mission
The mission statement of Square Textiles Limited is “Our mission is realization of vision
through maximum production of goods and services strictly on ethical and moral standards at
minimum costs to the society ensuring optimum benefits to the shareholders and other
stakeholders.” This mission is envisioned by the concept of business which ensures well
10
being of the investors, stakeholders, employees and members of the society which will create
new wealth in the form of goods and services.
4.3 History of COATS Bangladesh Ltd.
Coats Bangladesh Ltd, a subsidiary of Coats Ltd UK, is recognized as the most trusted and
recommended thread manufacturer and market leader in supplying of Industrial Sewing
Thread. Perhaps, that is why many of the high street brands prefer as well as recommend to
use Coats Thread.
Coats plc has its roots in the very beginning of the industrial revolution, dated back to the mid
18th century. Coats family established its business in Paisley, Scotland in 1755. In 1896
Clarks, another thread manufacturer, merged with Coats. Originating in Paisley, Scotland,
both Coats and Clark families they are the pioneers of sewing thread and embroidery thread
manufacture in the UK. Coats manufactured sewing and crochet threads, including mercer
crochet, while the Clark family manufactured Anchor embroidery threads. In the 1980's
another large textile group Vantona Viyella merged with Coats and subsequently acquired
Tootal Group another famous UK name.
In its journey of more than 200 years, Coats has established its manufacturing plants in more
than 70 countries and expanded its business operations in over 150 countries, worldwide.
In 1990, Coats expanded its business horizons in Bangladesh and started its operations as
Tootal Thread Bangladesh Ltd. In 1997, a global merger with Coats and Tootal Thread
formed which is presently recognized as Coats Bangladesh Ltd. At present, Coats Bangladesh
Ltd has 2 state-of-the-art Dyeing plants established in Chittagong and Gazipur. With over 800
dedicated employees, Coats Bangladesh is one of finest examples of enriched human
resources.
Coats Bangladesh was the pioneer in achieving the ISO 9002 Certificate in the Textile Sector.
In its continual strive for excellence; Coats Bangladesh has recently achieved the ISO
9001:2000 Certificate. Not only that, Coats has been 'Oeko -Tex' Certified for having Eco
Friendly products.
11
Even the 'Best' can be 'Better' -the drive for Coats continues with the focus of strengthening
relationship with the customers ensuring enhanced product quality and valued services with
every upcoming year.
12
Chapter 5: HRM practice in RMG
HRM Practices in Bangladesh garments Industry is the potential industry where the growth of
a country depends a lot. In Bangladesh garments industry is also very influential. This
industry is very big in Bangladesh and holds a lot of skilled employees. So Human Resource
Management (HRM) is very much applicable as well as practiced in the garments of
Bangladesh. To compete with the global challenge we have developed a skilled and efficient
workforce. This large employee force is managed totally by the HR department. This HR
department meets all the requirements of the employees from salary to rewards, hiring to
firing employees and other important developing trainings.
In Bangladesh Human resource management (HRM) refers to the policies and practices
involved in carrying out the ‘human resource(HR)’ aspects of a management position
including human resource planning, job analysis, recruitment, selection, orientation,
compensation, performance appraisal, training and development, and labor relations.
5.1 HR Practiced
tion and change management
and employee relations
5.2 Recruitment and Selection process
Recruitment is the process through which the organization seeks applicants for potential
employment. Selection refers to the process by which it attempts to identify applicants with
the necessary knowledge, skills, abilities and other characteristics that will help the company
achieve its goals, companies engaging in different strategies need different types and
numbers of employees. The strategy a company is pursuing will have a direct impact on the
types of employees that it seeks to recruit and selection.
13
Source of recruitment
There are two kinds of source used for recruitment .They are
1. External source
2. Internal source.
Factors Influencing Recruiting Effort
Although every organization engages in recruiting activity some do so to a much larger extent
than others.
 Size
 Employment condition
 The effectiveness of past recruiting effort
 Working condition, salary & benefit package
Recruitment Process
1. Determining the number of vacant post: First of all, what number of employee is to be
recruited is determined. Generally HRM calls every other department to inform them (HRM)
the number of employee they (other departments) need. When the number is determined
HRM department goes to the next process.
2. Determining the job criteria: Here the HRM department determines the necessary job
criteria discussing with the respective departments. Different jobs require various criteria.
3. Inviting Application: In this step BB invites application from the intended applicants.
Generally HRM department advertises inviting application in the dailies. Applicants full
filling the job criteria can only apply. Applicants send their CV through mail to HRM
department. Besides BB has a CV bank and people interested to work in BB register their CV
there. They also come in consideration in case of recruitment.
4. Scanning Application: HRM department now scans all of the CV and calls a limited
number of applicants for the next step of recruitment. This scanning is done based on various
factors and requirements.
14
5. Tender: The HRM department does not take recruitment exam. It calls tender for taking
MCQ test and written exam. The work is given to that bidder who full fills all of the
requirements and bids at the lowest rate.
6. MCQ test: In this step, Applicants have to face a MCQ test. The MCQ question paper is
prepared under strict secrecy. Governor has the power to suggest question. A special coding
system is used to identify the applicants in MCQ test. Applicants passing the MCQ test with
at least a predetermined number are called for the written exam and viva voice.
7. Written exam and viva voice: Here applicants have to go through a written exam and a
viva voice. In the written exam applicants has to write easy, arguments, solve mathematical
problem etc. After that applicants securing a very good number are called for the viva voice
8. Final selection: The number of MCQ test and written exam are summed and averaged.
Applicants with a high average number within 100 serial numbers are finally selected.
5.3 Training and Development program
Training is a process of learning a sequence of programmed behavior. it is application of
knowledge. It gives people an awareness of the rules procedures to guide their behavior. It
attempts to improve their performance on the current job or prepare them for an intended job.
Development is a related process. It covers not only those activities which improve job
performance but also those which bring growth of the personality; help individuals to the
progress towards maturity and actualization of their potential capacities so that they become
not only good employees but better men and women. In organizational terms, it is intended to
equip. Person to earn responsibility and hold greater promotion
Posting and Transfer:
When a fresher enter in the Job he/she has to complete his/her training period successfully and then
he/she is transferred to a branch. The decision of transfer is made by HRM department
A mentionable point is that whenever an employee gets promotion he/she is transferred. Sometimes as
a punishment an employee is also sent to a distant branch. In case of transfer, a certain process is
maintained. Human Resource Department keeps one copy of posting in employee’s personal file and
15
the copy of posting order distribute among employee. There is no hard and fast that after a certain
period an employee must be transferred.
Types of method practices in RMG .we discuss that method at bellow:
On the job training
On the job training is a training that shows the employee how to perform the job and allows
him or her to do it under the trainer’s supervision
On the job training is normally given by a senior employee or a manager like senior
merchandiser or a manager. The employee is shown how to perform the job and allowed to
do it under the trainer’s supervision.
Job rotation
Job rotation is a training that requires an individual to learn several different some in a work
unit or department and performer each job for a specified time period.
In job rotation, individuals learn several different jobs within a work unit or department. One
main advantages of job rotation is that it makes flexibilities possible in the department. When
one employee like junior merchandiser absence another merchandiser can easily perform the
job.
Apprenticeship training
Apprenticeship training provides beginning worker with comprehensive training in the
practical and theoretical expect of work required in a highly skilled occupation.
Apprenticeship program combined of the job and classroom training to prepare worker for
more than eight hundred occupation such as computer operator, sewing technician.
5.4 Performance Management
Performance appraisal is the process of assessing employee’s past performance, primarily for
reward, promotion and staff development purposes.
16
Performance appraisal is a process that identifies, evaluates and develops employee
performance to meet employee and organizational goals.
Performance Appraisal doesn’t necessarily use to blame or to provide a disciplinary action.
Previous management theories used to view performance appraisal as a stick that
management has introduced to beat people. Performance appraisals are now more clarified
and they concentrate on developing organizational strengths and employee performance.
Purpose of Performance Appraisal
 To review past performance
 To assess training needs
 To help develop individuals
 To audit the skills within an organization
 To set targets for future performance
 To identify potential for promotion
 To provide legal & formal justification for employment decision
 To diagnose the hidden problems of an organization
Performance Appraisal Process
Who Appraises
• Supervisors
• Subordinates
• Peers
• Clients/customers
• Self appraisal
• 180/360 degree approach
5.5 Employee relation
Employers and employees each have their own sets of needs and values, and successful
relationship between these two sides requires that some sort of balance be struck. This
17
balance often takes the form of a psychological contract, an understood agreement between
employer and employees that defines the work relationship. This contract with or without
support of a formal collective bargaining, agreement influence the outcome achieve by each
side.
SQUARE and COATS group the various into three channel categories those are
1. Employee safety
2. Employee health
3. Employee working condition
1. Employee safety
SQUARE provide the employee safety .It ensure the all kinds of job safety such as
insurance of each employee not this it provide insurance to the labor.
2. Employee health
Free medical checkup, provide health card and also provide necessary medical
facilities for each employee.
3. Employee working condition
The working condition of employee is very hygienic
SQUARE is ISO 9001-2000 Certified company
5.6 Job analysis
Job analysis is the procedure for determining the duties and skill requirement of a job and the
kind of person who should be hired for it. The supervisor or HR specialist of normally
collects one of the following types of information
18
5.7 Work activities
First he or she collects information about the job actual work activities such as marketing,
sewing, production. This list also include how, why and when the worker performance each
activity.
Education and qualification
Collects the information about education background and qualification.
Experience
Experience must not be needed for any job in RMG.
5.8 Job Design
Job design is the process of structuring work and designating the specific work activates of an
individual or group of individuals to achieve certain organizational objectives.
The job design can generally be divided into three phases:
1. The specification of individual task.
2. The specification of the method of performing each task
3. The combination of individual tasks into specific job to be assign to individual
Environmental considerations
Social expectations
In designing jobs, the surrounding social expectations must be considered to avoid possible
worker dissatisfaction.
19
Workforce availability
Job requirements should be balanced against the availability of the people who are required to
do the work.
Work practices
Work practices are set methods of performing work. These methods may arise from tradition
or the collective wishes of employees.
5.9 Benefits & Rewards:
Garments industry offers a wide number of benefits to its employees. Almost all of them are
applicable as far the government regulation. The benefits usually offered to the employees
are:
 Private pension plan
 Life and accident insurance
 Medical check ups
 Nursery and summer camp allowances
 Car, parking space and allowances, depending on position
 Health plan and routine medical allowance including optical and dental treatment.
 Short and long-term disability coverage, as well as life insurance
 Development opportunities and career support.
 Retirement benefits.
 Having rank of a first class gagged officer
 Entertainment benefit
 Advance training facilities
Promotion
There are two criteria for promotion and they are: Performance and Seniority. There is also
certain ratio use in case of promotion. Sometimes this ration is not maintained if there are
adequate employees able of promotion according to certain criteria.
Educational
qualifications are big factor in case of promotion. Employees having higher degree and good
number of training experience is given preference for promotion.
20
When an employee is promoted to a higher post, he gets more authority coming with more
responsibility, higher salary and better number of benefits and so on.
21
Chapter 6: Findings and analysis
6.1 SWOT ANALYSIS OF RMG SECTOR
SWOT analysis means the analysis of strength, weakness, opportunity and threats for RMG
sector by collecting data from both Square and Coats BD. It is given below
Strength:

Strong workforce(dedicated & loyal employees)

Low labor cost.

Energy at low price.

Easily accessible infrastructure like sea road, railroad, river and air
communication.

Wide ranges port facilities.

Improved GSP advantages under Regional Cumulative.

Looking forward to Duty Free Excess to US, talks are on, and
appear to be on hopeful track.

Adjudication service of the International Center for the Settlement
of Investment Dispute (ICSID) offered.

Excellent Tele-communications network of E-mail, Internet, Fax,
ISD, NWD & Cellular services.

Globally recognized and loyal customers
Weakness:

There are too many departments under the super vision of the general
manager which can cause low productivity due to large span of super
vision.
22

Employees face too much stress while they are on training as they have
to finish their incomplete job which were not done during training. It
creates double pressure for employees

Autocratic approach of nearly all the investors.

The country is deficient in creativity.

A small number of manufacturing methods.

Sluggish backward or forward blending procedure.

Time-consuming custom clearance.

Unreliable dependability regarding Delivery/QA/Product knowledge.

Long lead-time

Communication gap created by incomplete knowledge of English.

Lack of marketing tactics.

Subject to natural calamities.

unfavorable work atmosphere
Opportunity:

There are bright opportunities for the Company in the overseas market. If is
can communicate well and capture a significant market portion in the Europe
and USA market

It can get scale of economic.

Huge financial turnover gives them freedom to enhance their business

Chittagong port is going to be handed over to the foreign operator, which will
make the port’s service much faster, it will also reduce lead-time as well as
total cost will be decreased
Threats:

Political instability

Frequently changing of laws and regulation

Economical fluctuation

New competitors
23

Raw material crisis

Shifting trend from cotton fiber to polyester fiber

Fluctuation in international market price

Global Competition

Pest diseases on cotton crop result in low production of cotton lint

Import of cotton
6.2 Job Satisfaction and Productivity:
Job satisfaction occurs because of certain facets. They are followings.

Work itself

Pay

Advancement Opportunities

Supervision

Coworkers etc
Enjoying the work itself is usually the facet most strongly correlated with high levels of
overall job satisfaction. Interesting jobs that provide training, variety, independence, and
control satisfy most employees. In other words, most people prefer work that is challenging
and stimulating to work that is predictable and routine. Moreover, there is an interesting
relationship between salary and job satisfaction as well as job condition. Personality also
plays a role in job satisfaction.
Productivity & performance are the impacts of Job Satisfaction:
There are consequences when employees like their jobs, and there are consequences when
employees dislike their jobs. Managers’ interest in job satisfaction tends to center on its effect
on employee performance. There are large number of studies that have been designed to
assess the impact of job satisfaction on employee performance, OCB (Organizational
Citizenship Behavior), customer satisfaction, absenteeism, turnover, and workplace deviance.
24
Job satisfaction and Job Performance:
There is a positive relationship between job satisfaction and job performance. Organizations
with more satisfied employees tend to be more effective as well as productive than
organizations with fewer satisfied employees. Happy workers are not necessarily productive
workers but productivity is likely to lead to satisfaction. It might not be true that a happy
worker is more productive, it might be true that happy organizations are more productive.
Job Satisfaction and Absenteeism:
There is a negative relationship between satisfaction and absenteeism but the correlation is
moderate to weak. Dissatisfied employees are more likely to miss work. Therefore,
satisfaction leads to attendance and dissatisfaction leads to absenteeism.
Job Satisfaction and turnover:
Satisfaction is also negatively related to turnover, but the correlation is stronger than
absenteeism. Labor market conditions, expectation about alternative job opportunities, and
length of tenure with the organization are important constrains on the actual decision to leave
one’s current job. Other factors like pay rises, praise, recognition, rewards, vacation/sick off
leave, promotion also determine the job satisfaction which leads to the chance of turnover.
Job Satisfaction and Workplace Deviance:
Job dissatisfaction predicts many specific behaviors, including unionization attempts,
substance abuse, stealing at work, undue socializing, and tardiness. Researchers argue that
these behaviors are indicators of a broader syndrome that we would term deviant behavior in
the workplace. The key is that if employees do not like their work environment, they will
respond somehow. One worker’s response might be to quite. But another may respond by
taking work time to surf the Internet, taking work supplies for personal use and so on.
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6.3 Findings and Analysis of Job satisfaction of employees of RMG
sector
OVERALL, HOW SATISFIED ARE YOU WITH YOUR CURRENT JOB AT RMG SECTOR
(SQUARE? COATS BD)?
From this job satisfaction pie graph, we can see that most of the employees (49%) are
satisfied with their job. They are very satisfied about their salary which is 15%. Employees
also feel near to satisfied in flexibility of work hours, physical working and job security field.
There are also a few employees who are very dissatisfied (4%) and dissatisfied (11%) with
the aspects. So, Companies should try to improve this field of job satisfaction for their
employees
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WHAT ARE THE THREE MOST IMPORTANT REASONS THAT YOU CONTINUE TO
WORK FOR (SQUARE /COATS BD )?
Chart Description: Employees were asked to provide three answers to this question.
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Their first answer is the “Top Answer”, and these numbers add up to 100%. The following
two answers were combined as the “Secondary answer”, so secondary answers add up to
200% (two choices per employee). The entire chart adds up to 300%, representing all three
responses.
HOW LIKELY IS IT YOU WILL BE WORKING AT (SQUARE /COATS BD )?
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WHAT IS THE BEST THING ABOUT WORKING AT RMG SECTOR (SQUARE
/COATS BD )?
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Chart Description: The chart is a compilation of responses to an close-ended question.
If employees provided multiple answers to the questions, only their first response is included
in the chart. “Other” Includes: Customers (0.7%); Lack of stress (0.6%); “other” others
(1.2%).
Other Notes: “People/co-workers/staff” includes Teamwork (0.7%); “Schedule or schedule
flexibility” combines Flexible schedule (3.4%) and Schedule/hours (5.1%); “Good
boss/management/supervisor” includes Lack of micro-management (1.0%) and I am
recognized and appreciated (0.6%).
WHAT IS THE WORST THING ABOUT WORKING FOR RMG SECTOR
(SQUARE /COATS BD)?
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Chart Description: The chart is a compilation of responses to an close-ended question.
If employees provided multiple answers to the questions.
“Other” Includes: Budget issues/lack of funding certainty (1.6%); Negative public
perception (1.6%); Lack of training (1.6%); AMHS specific issues (1.6%); DOT too huge/not
well organized (1.4%); Lack of job security (1.1%); Lack of quality planning (0.8%);
Benefits (0.9%); Location of job (0.7%); Stress (0.6%); Contractor issues (0.6%); Unions
0.5%; “Other” other (3%).
Other Notes: “Hours/Schedule” includes Not enough hours; Seasonality of work; Lack
of flexible hours.
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IF YOU COULD DO ONE THING TO MAKE RMG SECTOR (SQUARE /COATS
BD )MORE EFFECTIVE OVERALL, WHAT WOULD IT BE?
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Chart Description: The chart is a compilation of responses to an close-ended question.
If employees provided multiple answers to the questions, only their first response is included
in the chart.
“Other” Includes: Improve schedules/schedule flexibility (1.4%); People need to be
more kind/fair to each other (1.2%); Create more advancement opportunities (0.8%); Adhere
to higher quality standards (0.6%); Public Relations (0.6%); More in-house projects (0.5%);
“Other” other (7.3%).
Other Notes: “AMHS Specific” includes comments such as “Improve schedules, fares,
service,” and “Run ships like a business.” “Hire more qualified people” includes comments
such as “Don’t promote based on favoritism.”
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Chapter 7: Recommendations
7.1 Recommendations:

From the analysis with the organization structure we have seen that its span of
super vision is too large. A number of departments report directly to the
general manager. If the number were less the efficiency and productivity of
the organization might be increased.

Quality control department should remain prompt always. So that it can
maintain a certain level of standard as per the market demand to capture the
foreign market share it should strive more.

Sometimes job responsibility becomes a burden for the employee when he or
she goes for off the job training. Because when he comes back the tasks
which were undone at the time of his absence for training purpose have to be
completed within a short period of time. Sometimes it become a great burden
for the employee as he has to finished his previous and present accumulately.
So HR department should focus on this problematic issues

Sometimes HR do not emphasize enough on the motivation of employee while
they are given training. So employees may not learn the training properly
because of lack of motivation so HR should focus on this issue. Because
according to expectancy theory describe below.
.
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Chapter 8: Conclusions
8.1 Conclusions
The flourishing of any industry requires combined efforts and co-operation from several
parties. Social, political and macroeconomic environment play pivotal role in this regard.
Though Square Textile is a newly Ventured Company in the respective sector, its growth and
expansion is praiseworthy. It’s contributing the country and serving the nation in different
ways. If it can up hold it’s much toward advancement, it will be able to set a role model in
our country.
The garment industry is the only multi-billion-dollar manufacturing and export industry in
Bangladesh. Though it took a rather late start i.e., in 1976 but it soon established its
reputation in the world market within a short span of time and became a prominent player in
the economy within a short period of time. At present there are more than two thousand one
hundred garment factories in the country employing more than 12 lack labors. So the Human
Resource Practice has an important role to play in the textile sector of Bangladesh. In this
report we will discuss the HRM practice in textile sector. We selected Square Textiles Ltd
and COATS Bd Ltd. For our report. Square Textiles Ltd. started its journey by establishing the
first unit in 1997. Within a very short time of span the company achieved some significance success.
Square Textile receives Oeko-Tex standard 100 and ISO-9002 certificates in the year 2000. Coats
Bangladesh Ltd, a subsidiary of Coats Ltd UK, is recognized as the most trusted and
recommended thread manufacturer and market leader in supplying of Industrial thread. .
Coats family established its business in Paisley, Scotland in 1755. Coats Bangladesh was the
pioneer in achieving the ISO 9002 Certificate in the Textile Sector. .
To compete with the global challenge we have to develop a skilled and efficient workforce. .
So Human Resource Management (HRM) is very much important. This large employee force
is managed totally by the HR department. This HR department meets all the requirements of
the employees from salary to rewards, hiring to firing employees and other important
developing trainings. In Bangladesh Human resource management (HRM) refers to the
policies and practices involved in carrying out the ‘human resource(HR)’ aspects of a
management position including human resource planning, job analysis, recruitment,
selection, orientation, compensation, performance appraisal, training and development, and
labor relations. Recruitment, selection, and on boarding (resourcing),Organizational design
and development Business transformation and change management, Performance, conduct
and behavior management Manager, labor and employee relations, Human resources
(workforce) analysis and workforce personnel data management these are the HR practices of
an organization.
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Bibliography:
Human Resource Management-Gary Desslar
Website:
http://textile.squaregroup.com
www.coatsbd.com
www.explorehr.org
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