Dr. Nurul Absar
26 March 2012
Proposed Research Topic
A situational case analysis on improper practice of Industrial Relation at garments sector
In Fiedler's contingency theory he claims that leader/ member relationship element applies to the amount of loyalty,dependability, and support that a leader receives from his or her employees. In a favourable relationship, a manager has a highly formedtask structure and is able to reward and/or punish employees without any problems. In an unfavourable relationship, the task structure isusually poorly formed, and the leader possesses limited authority. But companies controlling employees with improper leadership style is bound to be shaky. In cases like these, employees physiologically feel insecure and less committed as they receive less responsiveness.Labour intensive companies without a proper human resource department faces situation where members are less supportive and self-managed. There might be an ample of basic reason behind it, less attention on the labour’s need is one of the many example. In particular, I will focus on how companies face problems if they do not carry improper industrial relation. The report will be followed bya recent case study conducted at Banalata Group, Chittagong. Also, the study will mention the usefulness of proper industrial relation practice.
I will conduct my study in Banalata Group with in Chittagong. Banalata Group is well prepared to and capable of meetingthe demand for a broad range of buying house services. It has got adequate resources, both human and physical, to provide thecustomers with the best possible services. Currently the company is employing 2500 workers. This particular team includes menand women coming from different culture and background. During the study, I will communicate and interview several employeesabout how much they know about their rights and law and what they are seeking from the company. I will attend Banalata groupthree days a week for six week period. My prime focus will be on their interaction with the employees and the facilities they provide them during their on and off working hours.
I will engage in participant-observation over a six-week period, approximately three hours per week. I will typically observe themorning production period and stay for an hour or so to observe their communication with the workers. On some days I may come atother times of the day for comparison. I will not schedule structured interviews, but will interview the employees informally. I will alsointerview some businessman in the garment field and would know their opinion regarding improper use of HR in this labour intensivesector.
Rationale of the Study
The benefits after conducting the study; the study will conduct and highlight various trade union problem whicharises when company refuse labour rights, which will be advantageous for other researchers at the same segment. Banalata canidentify their problem they might face in feature if they deny to practice proper industrial relation in their organization. The studywill also help them and the society to identify the benefits the company can enjoy after conducting proper human resource practice.
1. Observe the group three hours per week for six weeks, focusing mostly on conversations at team meetings, especially thoseconversations in which the group addresses changes to their work processes and issues of team relationships and identity(ies).2.Interview employer and employees to clarify and provide insight into conversations and know more there CSR. I will attempt toconduct these interviews shortly after conversations of interest. While the interviews will not be formal or structured, the kindsof questions I will ask include the following. The general strategy for the interviews is to start off with broad questions andfollow up on the interviewee’s responses, to capture her or his meanings and to avoid imposing my meanings on the interviewee.
Scope of the Study
Companies are too much reluctant in giving insider information if they are not listed companies. Moreover, they don’tlike to give information on opportunities in the sector because they fear of more competitors.
As not much published content regarding this issue is available, the views of the people engaged in doing business in thissector may not be fully devoid of bias or prejudice.
Many of the views regarding the operational constraints in the local firms are backed by individuals’ experiences in thisfield of business and are subjective.