Exploring Selective Human Resource Practices: Evidence from a Garment Factory

of Bangladesh

Supervisor: Ms. Tasnuva Rahman

Mohammad Nobiul Haque
Eastern University Assistant Professor, Faculty of Business
Administration
Eastern University
 Abstract

The garment industry of Bangladesh has been the key revenue generating sector for the last couple of
years. At present, the country generated about $28.4 billion worth of products in the fiscal year 2017 by
exporting garments product. The Human Resource Department of the Garment is the most crucial
department which works with the daily manpower and the resources. A major challenge for human
resource personnel has been establishing clear and definitive employee behavior with the organization
strategy. The objective of the study is to assess the human resource management practice of the “Cutting
Edge Industries Limited” in terms of recruitment & selection process, training facilities, and performance
appraisal. The result of this research study is based on the responses collected from interviews with one
HR manager, survey responses from two management trainee of HR department and two workers of the
factory. The study will give a clear idea about how well HR practices are maintained and implemented in
“Cutting Edge Industries Limited” along with its gaps and some recommendations.

Key Words: HRM practice, readymade garment industry, recruitment & selection process,
training facilities, and performance appraisal

1. Introduction
Bangladesh’s economy grew 7.05 percent in the first three quarters of the financial year 2017.
One of the major drivers behind the country’s outstanding economic growth is its impressive
ready-made garment (RMG) sector; it has earned a reputation as a global leader in high-quality,
low-cost manufacturer of garment products. Its total value is 28.4 billion which make up
the81.23% of the total GDP of Bangladesh; Bangladesh is the second-largest exporter of RMG
after China. The sector employs over 4 million people, about 80 percent of whom are women
from rural areas. Bangladesh is currently competing with China, Vietnam, Cambodia, and
Myanmar to hold their position in the global market. Bangladesh’s RMG sector is moving
smoothly to achieve the $50 billion mark by 2021.The Government’s expected export target is
$41 billion with a growth rate target of 7.87% for the Financial Year 2017-18; where the
garments sector is expected to contribute $30.16 billion to the total targeted amount. Profitability
of any industry depends on how perfectly all the resources like Human, Material, Financial and
Technical resources are grouped and used in an efficient and effective way. But beside this, there
is another important aspect and that is culture – Ethics of Company and People Working there;
which ultimately define the behavior of the organization towards its employees. HRM helps to
create a bond of togetherness & belongings to the company and co-workers because it can help
to study the psychology of human labor. For a successful implementation of the desired formula,
any type of organization needs human to do the works and HRM plays a vital role here to make
people do things the way it would serve the organization best.However, the current scenario of
HRM practices is far below than the expected level in the Garment factory of Bangladesh.
Different researchers showed that most of the factories are family owned and controlled by
family members and relatives, as a result, human resource management activities highly depend
on owner’s preference and criteria. But in recent years, after incidents like Rana Plaza,Tazrin
Fashion etc. labor-intensive and export-oriented industries have been under pressure from the EU
and North American countries to maintain their labor-rights standards and to improve their
factories working conditions (Bowden, 2014; ILO, 2013). It’san index of the necessity of
development and implementation of the Human resource practices in the RMG sector of
Bangladesh (Zafar, Haq, & Ph, 2016). Based on the essence of the HR practices in the Garments
Factory, the aim of the research is to explore and get a clear understanding of three selective
human resource practices in terms of employee recruitment and selection, training facilities and
performance appraisal in RMG sector of Bangladesh; therefore, it is expected to get the actual
situation of these there HR practices of Cutting Edge Industries Limited. It will help the policy
makers to identify the actual scenario and to overcome the gaps in the implementation of HR
policies in the garment industry of Bangladesh.

2. Literature Review
In Bangladesh, the readymade garment sector is a multi-billion dollar manufacturing and export
industry (The Daily Star). In semi-skilled and skilled jobs more than two million women workers
producing clothing for exports; as a result, Bangladesh has achieved its highest GDP rate of 7.11
in 2017(BGMEA). Several studies have been conducted to assess the HR practices and its proper
implementation throughout the world in different organization & management related sectors
along with RMG as well. Billah & Islam (2009) said that the impact of HR practiceson
hierarchical responsibility and employee turnoveris remarkable. Sabbir (2015) conducted a study
to get an idea whether the RMG sectors in Bangladesh follow the HRM rules and regulations
properly or not. It also looked athow well HRM is valued by RMG sectors in Bangladesh. The
study concluded that for a better and brighter future of RMG sector in Bangladesh there is
enough opportunity to improve the HRM practices in this sector. The implementation and
maintenance of HR practices in the garments sector is still a concerning matter.
Rab (1991) explored the HRM practices in 24 different small ventures who are functioning in
Dhaka to differentiate in terms of recruitment; respondent interaction was the crucial means
(58%) straggled by advertisement in daily newspaper (21%), walk-in interview (13%), and
notice board of organization (8%). For employees’ selection, all of the ventures except one
organization used work sample testing and interviewing. To save time and money some of the
private sector owners and managers consider the internal and informal recruitment and selection
process. As a result of no legal requirements to advertise jobs in print media or to follow any
formal recruitment and selection process (Absar, 2011; Mia & Hossain, 2014). It leads to giving
preference to family and relatives over qualifications and skills to fulfill their own social
obligations to support friends and family (Chowdhury & Mahmood, 2012).
HR practices always emphasize on improving bottom-line performance by providing training
and development which is generally perceived as “good” for “workers” (Mohammad, Alam, &
Akter, 2016).The stakeholders of this sector such as government, BGMEA, NGO’s, workers
federation may emphasize more on the development of knowledge, skills, and expertise of the
workers. For the sustainable growth of this sector establishment of more training centers,
encouraging on the job training is found to be very crucial (Mohammad et al., 2016). The
initiation and implementation of training programs are disrupted because of the indifferent
attitudes of both management and worker organizations in a labor surplus economy like that of
Bangladesh, coupled with large-scale ignorance about the need for training programs for workers
(Mahmood & Nurul Absar, 2015).
Another ancient concept of Human resource management. Studies by Borman (1979); Landy &
Farr, (1980); Saal, Downey, and Lahey, (1980) shows that performance appraisal plays a vital
role in organizational function. According to the studies of Armstrong (1998); Bratton & Gold
(1999), employee performance appraisal is a subject of great interest in most organizations.
Bartol & Locke (2000); Millward, Bryson, and Forth(2000); Perry(1995) stated that one of the
reasons behind this is performance appraisal decisions has a key role in worker’s compensation
and recognition. Rabiu l& Daisy (2013) pointed out a key relationship between workers
performance and perceived support from the organization. Their study illustrated that
sustainability of workers performance in the RMG industry of Bangladesh requires perceived
organization supports and proper performance appraisal system to motivate the RMG people.

3. Methodology
This is a case study based research, where consideration is given to the development of a
particular person, group, or situation over a period of time. The advantages and disadvantages of
this type of study can be found in many studies (Ayesha, 2011). The sample size of the study was
five. The sample was chosen followed by the judgmental sampling technique; it is a non-
probability sampling technique where the researcher selects units to be sampled based on their
knowledge and professional judgment. The respondents of the survey were administrative staffs
and factory workers of Cutting Edge Industries Limited. The primary data was collected from
observations of the factory operations and discussions with one HR manager, two management
trainee of HR department and two workers of the factory. A structured interview was taken to
collect the data. The questions of the interviewwere prepared on the basis of the human resource
functions such as recruitment & selection process, training facilities, and performance appraisal
practices of Cutting Edge Industries Limited. Secondary sources of the study were various
official documents, newspapers and research papers.

4. Analysis
4.1 Recruitment and Selection Process
Respect for minority, Ethical decision making, Selection according to merit, being impartial and
fair to all should be considered as principles of a good recruitment and selection policy. Opatha
(2010) said that the process of discovering and charming suitable and qualified people to apply
for job vacancies in the organization is called recruitment. The organization uses a set of
activities to attract job candidates with required abilities and attitudes (Saddam & Mansor, 2015).
So if the organization fail to attract the right person than they will end up selecting the wrong
person, as a result, it will hinder the quality of HR practices as well as the overall organizational
goal. Recruitment is like an entrance examination of human capital into an
organization(Henry&Temtime, 2009). Cutting Edge Industries Limited follows different
framework for worker recruitment and executive recruitment.
Their worker recruitment and selection processes are being maintained as follows-
 With the approval of the Senior Manager HR, respective department head prepares
arequisition for additional and replacement of workers and each requisition will list the
no. of labor to be hired along with minimum qualification that a candidate must have.
 The Cutting Edge Industry uses both internal and external sources of recruitment. The
announcement of vacancy is communicated through advertising, posters, leaflets, putting
banners on the front side of the main gate, different places, and reliable sources.
 Hand to hand received applications and in most of the cases walk in interview system is
followed.
 “On the job test” is used for recruiting skilled workers in this factory.
 In cases of unskilled workers, recruitment’s being done by awritten and oral test.
 A general health checked-up is conducted by factory medical officer is an essential part
of recruitment procedure.
 Bangladesh labor laws-2006 and minimum wages gazette are followed to fix salary,
wages, and other benefits.
Their executive recruitment Processes are being maintained as follows-

 Assess the need for the job after ensuring that there is adequate funding for it.
 Reviewing the job description to ensure that it meets the present and future
requirementsare done very carefully.
 The person specification is checked to ensure it meets the requirements of the job
description.
 Design the selection process.
 Preparing the advertisement and select the advertising media.
 Shortlisting the candidates using the person specification only.
 Awritten test is taken for entry level employee.
 An interview is taken after shortlisting from thetest result.
 Verification of references, qualifications and security clearance is done.
 Then the job is offered with salary negotiation.
 Selecting final candidates for appointment.
 Set up an appointment date and prepare necessary papers.
CEIL believes that there are three main reasons that make selecting the right person so important
for them, they are performance, cost, and legal bindings. The number of steps and their sequence
in the selection process varies not only with the company demand but also with the type and
level of the job, the required fund of administering the particular function at each step, and the
effectiveness of the step of eliminating unqualified candidates. In some cases selection of
employees for a job may be accomplished successfully with only one single interview whereas
for other jobs several interviews, a series of test and a physical examination may be needed.
4.2 Training facilities
Training facilities are not only necessary for workers but also equally important to workplace
safety, productivity, and satisfaction. Training function is aimed to organize and facilitate
learning and development and speed up the acquisition of the knowledge, skills, and abilities
required for effective job performance. The rise of training facilities for human resources is not
possible as long as the private sector organizations in Bangladesh do not perceive the need for
training and development activities for both employees and managers (Absar, Arman &Nejati,
2014; Mia & Hossain, 2014). According to Mahmood (2008), as most of the worker unions are
either busy in bargaining about their wages or the settlement of industrial disputes; thus they
have a very negligible time and energy to emphasize on workers training programs. This is one
of the main reason why these training facilities only exist on paper and hardly see the light of
implementation. In case of CEIL, an adequate amount of investment is done on training to
maintain and improve its human capital. Workers and officials receive different types of training
from various sources. In CEIL, on the job training is focused mainly. Besides they also provide
basic safety and health training to all workers before starting their job. On the other hand,
officials are sent to different specialized training centers for skill development. Sometimes
specialized trainers from abroad are hired to provide on thejob training to officials like
management trainee. They also occasionally provide job instruction training, group work
training, framework for worker recruitment and executive recruitment.

4.3 Performance Appraisal

The basis of employee reward decision is Performance evaluation audit, it plays a key role in
employee satisfaction and organizational success (Mohammad, Alam, & Akter, 2016).
According toMowday, R.T., Steers, R.M., Porter, L.M. 1979, an employee's perception of justice
in the performance appraisal process will also affect the effectiveness of the performance
appraisal process. If the employees are given the chance to talk freely and discuss their
performance they will more likely to be happy with their appraisal result (Nemeroff&Wexley,
1979). In CEIL performance appraisal is done with such care and carefulness so that it does not
get polluted by biasor incomplete or distort information. In order to make sure a well-structured
and definite performance appraisal, CEIL uses a Performance Appraisal Form. Data is collected
by the experts along with supervisors comment and recommendation. After combining the result
from the collected data and supervisors recommendation final performance appraisal is prepared.
On the basis of that performance appraisal result, rewards are offered to workers and officials.
The performance appraisal form used by CEIL is attached in the appendix. It contains total ten
criteria likeAttitude & Self-confidence, Attendance, Talent & Accomplishment, Job knowledge
etc.

5. Findings
Although they have a standard framework and policies for the recruitment and selection process,
most of the time it is not followed properly. Sometimes workers are hired just only after taking
an oral viva. In case of hiring official’s internal references are used rather than following the
guideline to skip the long process and sometimes even biasedness occurs while selecting
employees. Turnover rate of the employees who are hired without following the standard
framework is higher.
In terms of training, workers only receive on thejob training. There is hardly or almost no off the
job training facilities for the workers. During provisional period officials are usually get
necessary training from their supervisor or immediate boss but no considerable training is
provided after that.
Performance appraisal of workers is done by the supervisor and managers does the appraisal of
the officials. As they follow an appraisal form so there is avery limited scope of employee
involvement and the process does not completely error-free. An impartial evaluation of work
performance is a big challenge for them as sometimes personal relation or conflict between
worker and supervisor or officials and managers affects the appraisal process.
Recommendations and Conclusion:
On the basis of the findings of the study, it can be said that there are certain things that
organizations may take into account to improve the HR practices in CEIL. To begin with,
theorganizationmay revise their selection process time to time in order to eliminate any
unwanted error or to shrink the scope of unfair selection by following a standard procedure or
guidelines. Then they may arrange different of the job training programs not only to improve
their job performance or productivity but also to improveinterpersonal skills, safety concerns,
minimum educational qualification of staffs and workers etc. Most importantly labor unions may
emphasize on workers training programs so that they can update themselves with new methods
and changes to retain their jobs. Finally, to prepare an effective performance appraisal, employee
involvement may be increased; to help them understand where they need to improve. Besides, it
may be conducted by appointing experts outside of the organization to avoid any impartial or
biased evaluation. The performance appraisal may not be only used for wage or salary increase
but also to recognize an employee’s hard work and effort on the job or to provide other benefits.
Such act will increase their level of motivation towards work and will result in better
productivity. Like all other MNCs and banks, the HRD of this sector may explore the necessity
for introducing KPI (Key Performance Indicators) in order to avoid the intentional and
unintentional errors and for assessing the performance of the officials individually.
Our RMG sector is the biggest contributor to our economy and a large number of thepopulation
are engaged in this sector for their employment purpose. It also has a global recognition for its
quality work and amajority share of our foreign earning comes from this sector. So this sector
should maintain the global standard in terms of HR practice to compete with other global
competitors. Evidence from this study shows that although there are standard HR practice
guidelines and policies in thegarment industries, proper implementation of those guidelines is not
ensuredfully by the authority.
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 Appendix
Figure: Performance Appraisal Form

Version : Test Run

CUTTING EDGE INDUSTRIES LTD
Employee Appraisal Evaluation Form
Name : #REF! Basic Salary: ৳ 17,071
ID No.: 13J1003E Present Salary : ৳ 25,000
Designation : #REF! Last Increment : ৳ 500
Section : #REF! Evaluation Score : 100 Proposed Increment % : 20%
Department : #REF! Evaluation Grade : Excellent Proposed Increment : ৳ 3,414
Date of Joining : #REF! Proposed Total Salary : ৳ 28,414 20%
Last Increment Date : 31-Dec-15 ৳ 5,000.00

Weightage(মাপক) 4 6 8 9 10
Unsatisfactory Moderate Good Very Good Excellent
Score

Sl # Points of Evaluation (মূল্যায়নের বিষয়) অসসোন্তসজনক মমোটোমুটট ভোল ভোল খুব ভোল চমৎকোর
1 Attitude & Self-confidence (মসনোভোব ও আত্মববশ্বোস) 10 
2 Attendance (উপবিবি) অযোসটনসেন্স-শীট অনুযোযী 10 
3 Talent & Accomplishment (প্রবিভো ও অজজন) 10 
4 Job knowledge & Efficiency (কোসজর জ্ঞোন ও দক্ষিো) 10 
5 Dedication to Work 10 
6 Responsibility (দোবযত্ব) & ownership 10 
7 Relationship with Colleagues (সহকমীসদর সসে সম্পকজ) 10 
8 Leadership (মনিৃত্বিো) Communication 10 
9 Punctuality (সমযবনষ্ঠিো) & Discipline 10 
10 Team Work (টটম ওযোকজ ) 10 
Total: 100
Average Result: Excellent
10
Comments of Supervisor( #1) Comments of Supervisor (#2) Comments of Supervisor (#3)

Employee could be promoted ( □ Yes □ No ) to the position of ……….……………………..

Prepared by (Section Head) Reviewed by (Head of Dept.) Reviewed by (HR) Approved by