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Practice of Human Resource Management of Garments Sector in Bangladesh

Added on - 25 Jan 2022

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The achievement of this journal depends on the contribution of the valuable time &
person especially for one who has shared his thoughtful guidance and suggestion to
complete this finally.
At first, I express my sincere gratitude to my admirable faculty professor Dr. M.
MahmodulHasan for his valuable involvement to the preparationof this article. He
has been cordial enough to spare time out from his busy timetable for giving me all
the necessary assistance throughout the whole period of the semester and the article
writing time. Without his help this informative creation might not have been an
inclusive one.
After liberation when country’s traditional items of export could not yield expected
result, in late 70s the government and a section of entrepreneurs – young, educated
and dynamic, began to emphasize on development of non-traditional items of export.
By the year 1983, ready-made garments (RMG) emerged to be non-traditional export
oriented sector most promising in the socioeconomic context of the country. By that
time, those entrepreneurs felt a necessity of sect oral trade body, non-government in
nature, free from traditional bureaucracy, to help the RMG sector and to boost up the
foreign exchange earning of the country urgently needed at that time. Responding to
that necessity, 19 (nineteen) RMG manufactures and exports joined together and by
their untiring efforts got Bangladesh garment manufacturers and exporters
association (BGMEA) incorporated on February 20, 1983, today 2400 small and
medium scale privately owned garment factories, registered with BGMEA, spread in
cluster over the EPZ and urban areas of Dhaka, Chittagong and Khulna, are
manufacturing ready-made garments of varied specifications as per size and design
stipulated by the overseas buyers. Starting with a few items, the entrepreneurs in the
RMG sector have widely diversified the product base ranging from ordinary shirt, t-
shirt, trousers, shorts, pajama, ladies’ wear and children’s wear to sophisticated high
value items like quality suits, branded jeans items, jackets-both cotton and leather,
sweaters, embroidered wear etc.
Besides accounting for 66% of Bangladesh’s total export earnings in 1995, this
sector is employing about 1.2 million people of whom 90% are woman. Ancillary
industries producing carton, polybasic, woven labels, buttons, sewing thread,
strapping band, gum tape etc. Have emerged in large number with the growth of
the sector. The RMG industry has helped the growth of the sectors like banking,
insurance, shipping, hotel, tourism, road, transportation and railway container
services etc. The sector in which the RMG has helped created the maximum
prospect in the country in the textile sector-supply source of mother raw-material
of RMG sector.
On the other hand, the term “Human resource management” is a broad concept.
Its meaning is the management of an organization’s employees. While human
resource management is sometimes referred to as a soft management skill,
effective practice within an organization requires a strategic focus to ensure that
people resources can facilitate the achievement of organizational goals. Effective
human resource management also contain an element of risk management for an
organization which, as a minimum, ensures legislative compliance.
Research in the area of HRM has much to contribute to the organizational practice of
HRM in the garment industries. For the last 20 years, empirical work has paid
particular attention to the link between the practice of HRM and organizational
performance, evident in improved employee commitment, lower levels of
absenteeism and turnover, higher levels of skills and therefore higher productivity,
enhanced quality and efficiency. In the initial stage, the HR practices of RMG sector
in Bangladesh were not so good. But it improved day by day and now it becomes in a
good structured stage.
Good HR practices in RMG sector:
Most of the company now follows the HR norms and compliance. Here I can mention
some examples and good practices--------
The recruitment and selection process is standard. Most of the company
follows the standard procedure.
Organization follows chain of command. i.e for the lower level employee the
command and directions provided by higher levels.
Extrinsic or monetary rewards, findings from base pay, additional pay,
incentive pay and welfare and benefit are presented i.e any payment is made
in addition to the basic pay to the employees for their performance.
Intrinsic or non-monetary rewards, career development, recognition, work
environment, job security are present i.e any award or recognition is available
for the employees for their performance.
The organization lacks compliance issues, need to improve.
Assessment and performance appraisal system is used, that means the
performance of the employees is evaluated in the organization properly.
The organization practices career and succession planning ,i.e the
organization provide further directions, training for the development of the
Corporate rules, regulation and culture are available.
The organization provides health and medical facilities.
The organization follows labor law.
Food and conveyance policy is available. That any food or any payment for
food is made to the employees.
The organization follows the standard leave policy. That means the
organization follows the leave policy in compliance with the labor law.
There is a policy regarding use of transport. That is the organization provides
transport facility to their employees or any kind of payment is made for the
There is a standard promotion policy i.e the promotion policy is standard and it is
free from biasness
As an example I am choosing HR practices in Delta Composite Knitting Industries
where I worked almost 2 years.
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