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Diversity-related employee attitudes and perceptions in Bangladesh: A case

study on the Bangladesh Rural Advancement Committee

Article  in  Asian Social Work and Policy Review · May 2017

DOI: 10.1111/aswp.12121

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DOI: 10.1111/aswp.12121

ORIGINAL ARTICLE

Diversity-related employee attitudes and perceptions in

Bangladesh: A case study on the Bangladesh Rural
Advancement Committee

Sangmi Cho | Razia Sultana

Ewha Womans University, Seoul, South

Korea
Bangladesh is perceived as homogenous, often resulting in hidden discrimination for
those considered to belong to minority groups. Little research has been conducted
Correspondence
Sangmi Cho, Department of Social Welfare,
on the characteristics of diversity as predictors of work attitude and behavior in
Ewha Womans University, Seoul, South relation to organizational commitment and job performance in Bangladesh. This
Korea.
Email: sangmicho@ewha.ac.kr
study examines conditions in a leading international, non-governmental development
organization, the Bangladesh Rural Advancement Committee (BRAC). The purpose
Funding information
of this study is to explore employees’ perceptions and work attitudes and how
National Research Foundation of Korea,
Grant/Award Number: NRF- these relate to organizational commitment and job performance. A phenomenologi-
2013S1A2A1A01066761
cal research strategy was used to understand the unique culture of Bangladesh and
workplace diversity at BRAC. Data was collected through in-depth interviews with
BRAC employees currently working in the head office, using a purposive, conve-
nient sampling method. Both positive and negative feelings and perceptions were
revealed: positive factors include gender sensitivity in the workplace, positive orga-
nizational support, organizational goodwill, organizational culture, and longer tenure
and seniority; negative factors include job insecurity, dissatisfaction with salary
grades and gaps, promotions, and issues pertaining to disabilities, ethnicity, and
supervisors’ evaluations. These results have implications for organizational and
governmental policy.

KEYWORDS
Bangladesh Rural Advancement Committee, diversity, employee perception, job performance,
organizational commitment, work attitude

1 | INTRODUCTION

Diversity is typically viewed as something to be dealt with or managed, and the choice of linguistic phrases and terms can signify how people
interpret diversity-related experiences (Roberson & Stevens, 2006). Thus, diversity terminology can have a direct positive or negative influence
(Pati & Bailey, 1995). While the term “workforce diversity” is commonly used in scholarly articles, the focus and scope of research on diversity
is varied and broad. Most studies have focused on a single dimension or level of diversity (e.g., age, gender, race); however, developing
research has shown that diversity is a critical predictor of employee behavior and outcomes (Milliken & Martins, 1996; Mor Barak & Cherin,
1998; Mor Barak & Levin, 2002; Williams & O’Reilly, 1998). Although diversity-related concepts are well recognized in many Western coun-
tries, such concepts and related issues are not well documented in Bangladesh. Bangladesh is considered a relatively homogenous country with
reference to language and culture, while diversity is perceived in matters such as religion, ethnicity, linguistic variation, regions, and culture.
This kind of unconscious belief often results in hidden discrimination, hardship, and injustice, particularly for those who are regarded as belong-
ing to minority groups.

Asian Soc Work Pol Rev. 2017;1–15. wileyonlinelibrary.com/journal/aswp © 2017 John Wiley & Sons Australia, Ltd | 1
2 | CHO AND SULTANA

Very few studies have investigated how characteristics of diversity in the workplace can act as predictors of work attitudes and behavior in
relation to organizational commitment and job performance in Bangladesh. To address this limitation, this paper examines organizational
dynamics and intracultural differences among the employees at a leading international non-governmental organization (NGO), the Bangladesh
Rural Advancement Committee (BRAC). This study finds that organizational culture plays a role in managing diversity and influences employees’
perceptions in the workplace.
Handy’s (1988) organizational style described four frameworks, namely club culture, role culture, task culture, and person culture, to
observe how different NGOs experience a range of organizational cultures. Of these, club culture, in which a charismatic leader sits at the cen-
ter of an organization surrounded by like-minded people working on behalf of the leader, is arguably common in the NGO sector. The Gram-
een Bank and BRAC are the largest international NGOs in Bangladesh to adopt a club culture. BRAC, established in 1972 and founded by
Fazle Hasan Abed following the Independence War, has over 100,000 employees and provides a range of services including rural capacity-
building, education, health, and micro-credit to 5.54 million rural people in Bangladesh and an estimated 135 million people worldwide.
This study was conducted because of the importance of understanding the characteristics of diversity and cultural differences in a society. NGO
employees come from diverse social and cultural backgrounds, thus it is necessary to study employees’ perceptions based on their diverse character-
istics, and how these characteristics affect their organizational commitment and job performance. National culture and cultural diversity also have an
effect on and shape organizational culture. This study clarifies whether a nation’s cultural diversity influences the organization’s culture, or vice-versa.
As “inclusion” is incorporated into BRAC’s value system, an analysis of this organization documents how this philosophy is exercised, espe-
cially among its employees. BRAC’s organizational strategies for employee motivation focus mostly on training, performance rewards, and
financial returns while overlooking diversity-related issues. Therefore, the purpose of this study is to explore employees’ perceptions (fairness
and inclusion) based on workplace diversity and how this relates to their organizational commitment and job performance. The objectives of
the study are: (i) to define diversity based on Bangladesh’s national and organizational culture, (ii) to explore employees’ personal experiences
while working as part of a minority or majority group based on their organizational representation, (iii) to identify issues affecting perceptions
of fair/unfair treatment and inclusion/exclusion of minority or majority group employees, and (iv) to offer suggestions that may create a truly
inclusive and fair workplace in the organization.

2 | LITERATURE REVIEW

2.1 | The significance of diversity in the workplace

Diversity, although defined in many different ways, refers simply to heterogeneity. In Western culture, researchers have defined diversity using
various categories. The most commonly used definition refers to differences in race, ethnicity, gender, disability, age, and sexual orientation
(Cox & Blake, 1991; Jamieson & O’Mara, 1991; Sulman, Kanee, Stewart, & Savage, 2007). Morrison (1992) categorized diversity according to
four levels: as racial/ethnic/sexual balance, as understanding other cultures, as culturally divergent values, and as broadly inclusive (cultural,
subcultural, and individual). Mor Barak (2005) identified three categories: narrow category-based, broad category-based (visible and invisible),
and conceptual rule-based. As each definition of diversity has its limitations, diversity exists in different forms, even in homogenous societies.
To define these categories, we must understand the unique cultural contexts impacting workplace inequality.
Mor Barak (2005) generated a global definition of diversity that is relevant in different cultural and national contexts in her book, Managing
Diversity (p. 132):

Workforce diversity refers to the division of the workforce into distinct categories that (a) have a perceived commonality within a given
cultural or national context, and that (b) impact potentially harmful or beneficial employment outcomes such as job opportunities,
treatment in the workplace, and promotion prospects – irrespective of job-related skills and qualification.

2.2 | Understanding culture in terms of societies and organizations

Cultures provide diverse methods of interpreting the environment and the world, as well as relating to others. In A Critical Review of Concepts
and Definitions, Bourricaud, Krœber, and Kluckhohn cited 164 definitions of culture, including notions such as “learned behavior,” “ideas in the
mind,” “a logical construct,” “a statistical fiction,” and “a psychic defense mechanism” (1952, p. 181). More recently, Spencer-Oatey (2008)
incorporated policies and procedures into these other elements.
There are also numerous definitions of organizational culture, which deals with an organization’s internal patterns, behavior, values, and
beliefs, whereas societal culture is external to the organization. Hofstede (1984) was among the first to link societal culture with organizational
behavior, asserting that values represent the framework contributing to culture. Schein (1985) defined the personal experiences of employees,
as members of a minority or majority, based on the diversity within their organization. Further, according to Smircich (1983), a country
CHO AND SULTANA | 3

transmits culture to an organization through its employees: organizational (internal) culture exists within a societal culture. Based on these
assumptions, Smircich (1983) suggested that culture should not be viewed as separate from but rather that which makes up the organization.
Organizations possessing cultural competencies understand, accept, and respect cultural differences. Thus, diversity and cultural competence
combine to form the foundation for an inclusive workplace.

2.3 | Theoretical framework for the effects of diversity characteristics

Studies linking demographic differences and individual attitudes and behavior have largely been based on three theoretical frameworks: the
similarity-attraction paradigm, the self-categorization theory, and the social identity theory. Of these, the similarity-attraction paradigm argues
that people tend to be attracted to and influenced by those they perceive as similar to themselves (Byrne, 1971). Thus, employees are likely to
be more heavily influenced by the members of their group who are more similar to them in terms of salient demographic characteristics. Social
identity theory (Tajfel & Turner, 1986) and self-categorization theory (Turner, Hogg, Oakes, Reicher, & Wetherell, 1987) both suggest that indi-
viduals seek to maintain a positive social identity through a process of self-categorization. For instance, they use demographic characteristics
such as race, age, and gender to categorize themselves and similar others into “in-groups,” and dissimilar others into “out-groups.”

2.3.1 | Diversity and employee perceptions

Researchers have demonstrated that demographic characteristics contribute to people’s perceptions of inclusion/exclusion in Western culture.
Mor Barak stated:

Employee perception of inclusion-exclusion is conceptualized as a continuum of the degree to which individuals feel a part of critical
organizational processes. These processes include access to information and resources, connectedness to supervisor and co-workers,
and ability to participate in and influence the decision making process. (Mor Barak, 2000, p. 52)

Mor Barak developed a theoretical model of inclusion in which she posed that diversity and organizational culture contribute to perceptions
of inclusion/exclusion, which then lead to job satisfaction, organizational commitment, individual well being, and task effectiveness.
Fairness refers to individual and group perceptions of the treatment received from an organization, as well as the behavioral reactions
resulting from such perceptions (James, 1993). Researchers classify fairness into three classes of events: distributive justice (the perceived fair-
ness of the outcomes employees receive), procedural justice (the perceived fairness of the means used to determine those outcomes), and
interactional justice (the quality of interpersonal treatment received at the hands of the decision-makers) (Cohen-Charash & Spector, 2001; Col-
quitt, Conlon, Wesson, Porter, & Ng, 2001; Cropanzano & Greenberg, 1997). Evidence consistently suggests that fair treatment is associated
with favorable work attitudes and higher job performance and affects various work-related outcomes including job satisfaction, organizational
commitment, and job performance (Chang, 2002; Cohen-Charash & Spector, 2001; Fields, Pang, & Chiu, 2000; Konovsky, 2000; Masterson,
Lewis, Goldman, & Taylor, 2000).

2.3.2 | Diversity characteristics and work behavior

Organizational commitment has been researched using two analytical constructs: behavioral and attitudinal perspectives. Allen and Meyer
(1996) view organizational commitment as a three-component concept according to affective, continuous, and normative components. Studies
aiming to reveal the relationship between organizational commitment and demographic factors have generally focused on age, education, gen-
der, and marital status. In some studies, demographic factors such as age, tenure, and educational level have been associated with organiza-
tional commitment (Abdulla & Shaw, 1999; Chughtai & Zafar, 2006; Dodd-McCue & Wright, 1996; Luthans, McCaul, & Dodd, 1985; Morrow,
1993; Salami, 2008); however, Mathieu and Zajac (1990) and Salami (2008) found that demographic factors were not significant predictors of
organizational commitment.
The relationship between diversity and job performance may vary depending on the dimension of diversity and organizational context (Ely,
2004). The influence of different dimensions of diversity on performance also requires some knowledge of their meaning according to organi-
zational contexts, such as organizational culture, strategy, and human resource practices (Brickson, 2000; Ely & Thomas, 2001; Jehn & Bezru-
kova, 2004; Richard, 2000).

2.3.3 | Workplace diversity in Bangladesh

Demographic characteristics of Bangladesh, such as young age, women, religious minorities, ethnic minorities, persons with disabilities, and
lower classes, are considered less powerful and subordinate groups according to sociocultural identity. Generally, this notion can also be
4 | CHO AND SULTANA

observed within organizations. This study sought broader, more visible categories of diversity that are more significantly connected to indi-
viduals’ demographic identities. Cultural diversity refers to a social system’s representation of people with distinctly different group affilia-
tions of cultural significance, as suggested by the conceptual rule-based definition. Thus, according to the context of Bangladeshi culture,
the present study defines diversity according to visible and invisible categories, as well as demographic differences. The observable vari-
ables used in this study focusing particularly on gender, religious belief, ethnicity, and disability. Because gender discrimination is very per-
vasive in Bangladesh, it is expected to have a significant effect on workplace outcomes. On the other hand, according to the Bangladesh
sociocultural context, members of majority groups have more power over minority members, such as those belonging to religious and
ethnic minority groups and persons with disabilities. Thus, it is also assumed that group hierarchy has a significant effect on workplace
outcomes.

3 | RESEARCH QUESTIONS

To adequately fulfill the goal of this research after deliberating different contexts of the topic, the study posits the following questions:

1. What is the definition of diversity based on Bangladesh culture? How does the organization define diversity based on its culture?
2. What are employees’ personal experiences of working as a minority or majority based on their diversity within the organization?
3. What issues affect majority or minority employees’ perceptions of fair/unfair treatment and inclusion/exclusion in the organization?
4. What suggestions might assist the organization in becoming a truly inclusive and fair workplace?

4 | METHOD

This exploratory in-depth qualitative case study utilizes a phenomenological research strategy to gain individual employee perspectives in order
to understand the unique culture of Bangladesh and BRAC’s workplace diversity. Phenomenologists focus on describing what all participants
have in common while experiencing a phenomenon. This description consists of “what” they experienced and “how” they experienced it (Mous-
takas, 1994).

4.1 | Sampling Procedures

This study used a purposive convenient sampling method in which Bangladesh was selected as an example of a perceived homogenous society
and BRAC was selected as the organization. The respondents were selected based on four diversity characteristics: gender, religious beliefs,
ethnicity, and whether or not they had a disability. All respondents were mutually exclusive. The respondents were also selected based on their
organizational position –from senior to junior levels – to obtain a complete cross-section of opinions. Educational qualifications and work
tenure were also considered to ensure an in-depth understanding of the topic. Table 1 shows the key demographic characteristics of the study
participants.

4.2 | Data Collection Method

Data was collected through in-depth interviews and focus group discussions (FGDs) with BRAC employees. The researcher officially
contacted the director of BRAC and explained the purpose of the study. The director then asked the members of BRAC’s Human
Resource Division (HRD) to provide the necessary support to the researcher. The HRD provided an employee list, communicated with
respondents, and arranged interviews. The researcher selected 15 employees currently working at BRAC’s head office for interviews,
which took place at head office. Interview questions focused on four major issues: inclusion/exclusion, fairness, general work environ-
ment perceptions, and employees’ suggestions. Each section contained three to five open-ended questions, followed by more relevant
questions that arose during interviews. The average duration of the interviews was 1–1.5 hr. Qualitative data was collected from
September to October 2015. The researcher also led FGDs with the HRD team, which consisted of eight to 10 members, to identify
the policies, regulations, working environment, and organizational system regarding issues of diversity. Although FGDs were useful to
broach general diversity-related questions regarding the organization, participants were sensitive and reluctant to discuss their own
experience in front of co-workers. Participants were assured that any information provided would remain confidential, that participation
was voluntary, and that they had the opportunity to withdraw from the research. All participants granted informed consent, thus fulfill-
ing institutional review board requirements.
CHO AND SULTANA | 5

T A B L E 1 Sample characteristics (n = 15)

Years Educational
Gender Religion Ethnicity Disability Position employed qualification Department
Male Hindu Bengali No Top level 24 Master Senior Manager, HRD
Male Hindu Bengali No Mid-level 20 Bachelor MMPS
Male Muslim Bengali Yes, physically Mid-level 12 Bachelor Community Empowerment Program
handicapped after
joining
Female Muslim Bengali Yes, physically Top level 13 Master Senior Sector Specialist, HNP
handicapped before
joining
Female Muslim Bengali No Mid-level 22 Master HR officer
Female Hindu Bengali No Lower-mid-level 22 HSC Field operation Admin
Female Muslim Bengali No Lower-mid-level 8 Master Professional Management MIS
Female Muslim Bengali No Low level 8 SSC Driver
Female Buddhist Chakma No Lower-mid-level 1 Master Associate officer HR
Female Muslim Bengali No Mid-level 18 Bachelor Associate officer Transport
Female Muslim Bengali No Mid-level 5 Master Gender specialist GJD
Male Christian Garo No Lower-mid-level 6 Master Data Management Unit
Female Muslim Bengali No Low level 7 HSC Driver
Female Muslim Bengali No Mid-level 3 Master Legal/compliance lawyer
Male Muslim Bengali No Lower-mid-level 3 Master Staff researcher, AERU

AERU, Agriculture and Economic Research Unit; GJD, Gender and Justice Department; HNP, Health and Nutrition Program; HR, human resources;
HRD, Human Resource Division; HSC, Higher Secondary Certificate; MMPS, Managing Management Professional Staff; SSC, Secondary School
Certificate.

4.3 | Data Analysis

Research analysis focuses on describing what the participants had in common when they experienced a “phenomenon.” Interviews were
digitally recorded with participants’ consent to avoid missing information, and were then transcribed verbatim. The phenomenon was ini-
tially coded based on research variables defined as employee perceptions (inclusion/exclusion and fairness) and work behavior (organiza-
tional commitment and job performance) based on diversity characteristics (gender, religious belief, ethnicity, and disability). Because not
all of the study data readily fit within the initial group of codes, open coding procedures were used. The final code list was larger than
the original and included codes at a variety of interpretive levels. Data was reduced into significant statements and thematic analysis was
utilized. Textural and structural descriptions of participants’ experiences were then developed and combined to convey an overall sense of
their experiences. The findings were thoroughly reviewed and verified by the researcher’s supervisor to establish credibility and conforma-
bility.

5 | RESULTS

Following are the results of the questions posed in the interviews (Table 2).

5.1 | Question 1: Defining diversity

5.1.1 | Diversity according to Bangladeshi people
Although Bangladesh is considered relatively homogenous in terms of language and culture, social unity through diversity is multifarious. The
vast majority of the population is Muslim, and most inhabitants come from an Aryan-Mongoloid-Dravidian mix. Therefore, the homogeneity of
Bangladeshi people is further fortified. Although major sources of diversity in Bangladeshi society include gender, religion, ethnic group, per-
sons with disabilities, regional cultures, linguistic variations, socioeconomic status, educational backgrounds, and urban/rural cultures, group sta-
tus also depends on particular contexts: hierarchy shapes the position and power of Bangladeshi culture. Bangladesh is home to all major
religions as well as several unique sects and faiths within or outside those religions.
6 | CHO AND SULTANA

T A B L E 2 Thematic table of qualitative results

Themes
Definition of diversity
Employees’ personal experiences
as members of the majority
or a minority
Issues affecting perceptions
of fair/unfair treatment and
inclusion/exclusion
Suggestions for change
Subthemes
1. What diversity means to
Bangladeshi people
2. What diversity means to BRAC
3. Diversity management in
BRAC’s culture
Feelings associated with being a
particular minority:
1. Being a woman in the organization
2. Being male in the organization
3. Being a member of an ethnic minority
4. Employees with disabilities
5. Being a member of a religious minority
1. Reasons for perceiving fair treatment
2. Reasons for perceiving unfair treatment
3. Reasons for perceiving inclusion
4. Reasons for perceiving exclusion
5. Effects on work behavior
Suggestions for making a truly inclusive
and fair workplace
Concepts
Homogeneous in terms of language and culture and multifarious
within society
Inclusiveness
Prioritizing women and their core issues
Diversity is more than demographical identity
Diversity sensitivity approach managed by HR
Diversity policy focuses on gender equality and empowerment
Mutual respect is the basis of male–female employee relationships
in the organization’s workplace
Bringing gender equality to the choice of “profession”
Instrumental support is key to retaining female employees during
pregnancy and after childbirth
Disparity exists between male and female staff members of longer
enure
Emphasis on gender equality has muted the male voice and made
men feel underprivileged
The organization’s inadequate facilities, programs, and policies are
sources of difficulties
A disability-friendly physical structure supports employees with
disabilities
Coworkers and supervisors are often unable to coordinate
Religious identity has no connection with fair/unfair treatment
Organizational context and support
New salary grading policy a source of dissatisfaction among
employees
Supervisors’ biased evaluations
Recent lay-off policy leads to low job security and unfair treatment
Regardless of differences, inclusion is the identity of BRAC
employees
Level-based participation in decision-making processes
In-group and out-group problem, communication gap
Employees’ attitudes and perceptions vary between field and
head offices
A friendly workplace environment and cooperation increases
satisfaction, organizational commitment, and job performance
Exclusion and discrimination in workgroups leads to mental and
physical exhaustion, lower job satisfaction, and reduced
organizational commitment
Objective and fair evaluations
Effective communication
Appropriate polices for ethnic and disabled persons
Implement key policies drafted by HRD
Other suggestions

BRAC, Bangladesh Rural Advancement Committee; HR, human resources; HRD, human resources division.

5.1.2 | Diversity according to BRAC

Bangladesh Rural Advancement Committee’s organizational culture depends mainly on its values: innovation, integrity, inclusiveness, and effec-
tiveness. BRAC is considered a monolithic organization that is demographically and culturally homogeneous. Following a human resource para-
digm, BRAC manages its organizational diversity.
Within the organization and its programs, BRAC’s diversity policy focuses mainly on gender equality and empowerment. With
42,826 regular staff members, 75% are men, while 25% are women. Of BRAC’s total employees, 68% are women, while 32% are men. Fur-
ther, diversity exists by position and level, educational qualifications, access to information, and influential power over decision-making
processes.
CHO AND SULTANA | 7

5.1.3 | Diversity management at BRAC

Human resource policies, which influence BRAC’s organizational structure, embrace a sensitive approach to diversity by recognizing the poten-
tial difficulties introduced when combining individuals from diverse backgrounds into the workplace. BRAC attempts to overcome these diffi-
culties through diversity training aimed at sensitizing employees to stereotypes and discrimination, while also promoting communication and
collaboration. BRAC’s regular staff members receive training under this program.
Bangladesh Rural Advancement Committee introduced policies to enhance the retention and effectiveness of female staff at three levels:
adapting the organizational culture to women’s participation to necessitate changes in behavioral norms, increasing women’s presence in the
organization and their participation in decision-making, and facilitating necessary adjustments to workplace demands and women’s organiza-
tional roles. In 1995, BRAC developed and implemented the Gender Quality Action Learning (GOAL) program, and many staff members are
involved in the process of defining necessary gender and organizational changes in three areas: individual attitudes and behavior, program out-
comes, and organizational systems.

5.2 | Question 2: Employee experiences

5.2.1 | Women in the organization
Female employees reportedly feel included because of the organization’s focus on creating a female-friendly environment but are simultane-
ously treated less fairly in regard to salary and promotion. Among the 15 respondents, 10 were women. All respondents (including male
respondents) strongly agreed that BRAC has zero tolerance for gender abuse and violence. BRAC’s gender justice and diversity program
encompasses equality, diversity, and inclusiveness. This program conducts gender training for professional development and amity among male
and female staff by focusing on behavioral change. In addition, specialized gender training for higher management to be delivered by an exter-
nal trainer is presently being organized. From work conditions and interview responses, the researcher observed an overall respectful environ-
ment. The BRAC staff addressed each other as “brother” and “sister,” regardless of their position and no instances of sexual violence in the
workplace were reported.
Bangladesh Rural Advancement Committee appoints female staff to positions that may not be socially acceptable according to traditional
Bangladeshi culture. Although it is unusual for women to become drivers as a result of socially constructed gender roles, there are currently 11
female drivers working in the BRAC head office who receive equal pay, necessary training, and other incentives comparable to those available
to their male coworkers. One of the female drivers explained how management has responded when she has raised problematic issues:

If I face any problem regarding my job, such as feeling difficulties outside the organization during my duty, I can inform my supervisor
and ask her to take care of it. Then the supervisor informed his/her immediate supervisor and later they usually take positive action.

Bangladesh Rural Advancement Committee’s retention support system is substantially resourceful. BRAC has a separate transport depart-
ment for employees, as well as a childcare center for working mothers, and female staff members receive 6 months’ maternity leave. Three
female respondents reported that they used BRAC’s childcare facilities after giving birth. Another female respondent said that although she did
not use the service, the convenient transportation facility and flexible working hours helped her overcome a difficult period following childbirth.
A mid-level female employee who has worked at BRAC for 18 years shared her experiences when asked whether she ever considered quitting
her job:

Yes, I thought about it once when my first baby was born. I had to take care of my baby and at the same time do my job. The situa-
tion became very difficult for me. Eventually my husband asked me to leave the job. At that time, I was really upset and cried a lot
because I didn’t want to leave the job. . . my boss and my coworkers supported me mentally, and the organization’s childcare system
also helped me to change my decision.

Disparity was found between male and female BRAC employees regarding salaries and promotions for those who had been employed at
BRAC for over 18 years. Five respondents (two men and three women) were thus affected. Table 3 illustrates these disparities and the respon-
dents’ explanations for them.

5.2.2 | Men in the organization

Some male BRAC employees reported feeling discriminated against and underprivileged because of the emphasis on gender issues, although
most male employees had a positive attitude toward these initiatives. A male respondent who has worked as a staff researcher for 3 years
described his views regarding this issue:
8 | CHO AND SULTANA

T A B L E 3 Gender disparity in salary and promotion

Perceptions
Years Educational regarding salaries
Gender Position employed qualification and promotions Respondent reasons
Male Top-level Senior Manager, HRD 24 Master Satisfied Salary and promotion matched with
expectations and qualifications
Male Mid-level Management Professional, Staff 20 Bachelor Satisfied Salary and promotion matched with
expectations and qualifications
Female Mid-level HR Officer 22 Master Dissatisfied Frequent change of supervisor, biased
supervisor evaluation, corruption
Female Lower-mid-level Field Operation 22 HSC Dissatisfied Low educational qualifications, maternity
Administration leave, and transfer considered a promotion
Female Mid-level Associate Officer, Transport 18 Bachelor Dissatisfied Lack of information about rules and
regulation-related salary and promotion,
biased supervisor evaluation

HR, human resources; HRD, human resources division;.HSC, Higher Secondary Certificate.

In my positive point of view, in our country, women struggle more than men to reach a certain level, so they get some priority that is
actually lifting them up. On the other hand, as a male, I am getting less priority for being a man and when I get deprived due to this
reason, I might not like it.

A few male employees also reported that some female employees took advantage of their position as women in the organization.

5.2.3 | Ethnic minorities

Respondents of ethnic minority experienced issues regarding communication within workgroups, obtaining access to information, participation
in decision-making processes, and dissatisfaction with salary and promotions as a result of language and cultural barriers. A male respondent
from an ethnic minority who worked in a lower-mid level position for 6 years referred to such issues:

I have a lack of information concerning my rights, promotion, grading, and other benefits. Sometimes I feel that management may be
biased regarding promotions. I came from the Garo community where we have our own language. . . I don’t think I am getting my
expected salary because of the new grading system. I think this is because of my ethnic identity.

5.2.4 | Employees with disabilities

Bangladesh Rural Advancement Committee assesses experience, educational qualifications, and other skills when recruiting employees, regard-
less of disability. Two respondents – male and female physically disabled staff members – confirmed this finding. The head office is a 22
storey building with modern facilities, including those that accommodate physically disabled employees, such as special pathways for blind
persons, elevators, and disability-friendly toilets. A physically disabled female staff member of 13 years described her work experiences at BRAC:

I feel included because my educational major complied with my working sector. Besides, I always wanted to work with able persons as
a disabled person. Our director of this organization valued us. He considered my situation and provided me with all the necessary sup-
port[s] and disabled-friendly working environments so that I can work in comfort.

However, findings suggest that disabled employees face difficulties regarding salary and promotion, organizational support, mistreatment,
and a lack of awareness among other employees and management regarding their needs. A disabled female employee relayed a story illustrat-
ing negative experiences as a disabled person at BRAC:

If there is any disabled employee working in any organization, then the coworkers of that person should have the mentality to help and
cooperate. Many also like to help but they don’t know how. . . In 2013, there was an award ceremony. . . where I achieved one award. I
usually wear a brace on my leg. I move, sit, and stand in my own way according to my comfort level. When I was going to stand and began
walking towards the stage, some of my coworkers wanted to help me to stand by dragging me from my chair. I was almost losing my bal-
ance, which was more inconvenient and that did not help me. Providing training could be an important option for raising awareness.
CHO AND SULTANA | 9

5.2.5 | Religious minorities

Ten of the participants were Muslim and five were from religious minority groups. The latter did not report any unfair treatment or feelings of
exclusion within BRAC. Respondents indicated that the organization honors all holidays, regardless of religion. The HRD senior manager, a
BRAC employee of 24 years, exemplified the religious harmony of the organization:

We have a religious harmony in our organization that you cannot find in any other organization in the way we maintain. For example,
I am Hindu. . . but other religious minorities celebrate Muslim religious festivals with our coworkers within the organization by sharing
food and greetings. . . This has become an organizational social norm, and we consider[ed] it as social capital.

5.3 | Question 3: Issues affecting employee perceptions

5.3.1 | Reasons for perceiving fair treatment
Organizational support has a positive impact on employees’ attitudes toward work, loyalty, and results. Types of organizational support
include direct aid, and emotional, instrumental, and informational support (Kahn & Antonucci, 1980; Kim & Stoner, 2008). BRAC’s organiza-
tional culture generates a working environment in which employees can reach their maximum potential. All 15 respondents confirmed that
the relationships between supervisors, employees, and coworkers were friendly and cooperative. Therefore, emotional support for employ-
ees, their coworkers, and supervisors is necessary and ongoing. A BRAC female administrative officer described the emotional support in
her team:

I have really good relations with my supervisor and coworkers. We [are] work[ing] here like a family and help each other in any mat-
ter. . . like a family member. We have a cooperative mentality towards each other.

Other respondents’ opinions reflected similar attitudes. Salaries, promotions, and other incentives are important indicators for ensuring that
employees are treated fairly. Qualified employees were pleased with BRAC’s goodwill and generous salary structure. BRAC has extensive mod-
ern communication facilities, and all employees have official email addresses. BRAC has developed a strong database information system from
which the employees can get work-related information whenever they need it. BRAC’s head office workers are now connected with their field
offices and abroad through the Internet.

5.3.2 | Reasons for perceiving unfair treatment

New salary policy
Although BRAC generally pays their employees well, employee perceptions of salary revealed some dissatisfaction in this regard. BRAC salaries
vary depending on one’s position, level, supervisor evaluations, organizational programs and projects, and, sometimes, ethnicity, gender, and
disability. In July 2015, BRAC management made a decision to make changes to the salary structure. A female gender specialist at BRAC iden-
tified the problems associated with the new grading system:

. . .the grading system didn’t apply consistently to me as well as to some [of the] other employees. The decision also differs from posi-
tion to position, and even program to program. I think the problem lies in assessing the grading system using the same general method
for all, whereas all the departments, units, workloads, and experiences are not the same. There was a challenge for the top-level man-
agement to assess everything and everyone’s opinions and positions because BRAC is a huge organization. Nonetheless, there is a gap
[in] coordination between program heads/management and director-level management. Another problem is that the management
didn’t inform their employees in advance that they were going to change the system.

Salary gaps are quite disparate between high and low levels compared to the present purchasing power parity in Bangladesh. A disabled
male respondent referred to this issue:

A salary gap occurs because of the grading systems of the organization. Twenty-five percent of the employees with higher authority in
this organization [get] really high salaries. I am comparing this with other organizations with the same positions and salaries. . . within
BRAC there is also a high salary difference for just a one-step-higher position.
10 | CHO AND SULTANA

Supervisors’ biased evaluations

Of the 15 respondents, eight were dissatisfied with their salary grades and promotions. Supervisors’ assessment was identified as another
problem behind this dissatisfaction. Supervisors usually conduct performance evaluations and recommend an employee’s name to a higher
authority for promotion. The higher authority only takes the supervisor’s evaluation and recommendation into consideration. Therefore, if any
rivalry exits between employees and supervisors, or a poor assessment is given for any other reason, employees may face unfair treatment in
terms of opportunities for salary increases and promotion. A disabled male respondent described his experience with regard to his supervisor’s
evaluation:

The organization’s decisions apply equally to every employee based on their position, but the matter differs mostly on promotion. Here,
the supervisor’s role is very important. Human resources will give a promotion to whomever the supervisor will recommend. I think
supervisors’ assessments of their employees are not always fair. I have faced this problem twice in this organization. I didn’t get a pro-
motion as I expected because of a supervisor’s [incorrect] assessment.

A female respondent working as a gender specialist also illustrated issues in gaining recognition for performance:

I usually do some work and submit it to my supervisor. Sometimes he makes some correction or sometimes not. Even though the cor-
rection is not that significant, when he submits that report to the upper level, he actually takes the credit for the work. This makes me
frustrated sometimes. I expect recognition for my work.

New lay-off policy

Recently, BRAC implemented a new lay-off policy allowing the organization to lay off its employees at any time. Many employees have already
been sacked under this new policy, which has led to a perception of job insecurity. This finding reveals that job insecurity is connected to
unfair employee treatment. As a few of the respondents previously mentioned, employee dissatisfaction exists with regard to salary grades and
gaps as well as promotions, even for those with longer tenures and positions. Gender differences, ethnic minorities, disability, low educational
qualifications, and supervisors’ poor assessments are identified as critical factors related to unfair treatment. However, in fear of losing their
jobs, employees are reluctant to report or challenge their supervisors’ evaluations or management’s decisions. Among the respondents, the
employees with disabilities, members of ethnic minorities, and female staff members with long tenure faced greater job insecurity. A female
respondent working in the HR office shared her experience:

If you [wish to] talk about unfair treatment, then I can tell you that I [have been] working here for 22 years, and I expect[ing] that my
position should be better and I should be promoted to a higher position than where I am now. . . Every employee is afraid that at any
time they may lose their job according to the organization’s regulation. . . I am also facing this stress.

5.3.3 | Reasons for perceiving inclusion

There are several factors related to employees’ perceptions of inclusion and exclusion, apart from demographical characteristics.

Inclusion is identity
Bangladesh Rural Advancement Committee recruits qualified employees from diverse backgrounds and their value system includes disabled
people and ethnic minorities. As this organizational culture characterizes the working environment and is adhered to by management and
employees alike, BRAC employees feel included regardless of gender, ethnicity, religion, or disability. A new female employee from an ethnic
and religious minority shared her experience as follows:

I never feel excluded due to my identity, rather I feel more included or like I am getting priority from this organization as BRAC has its
own diversity policy.

Findings also reveal that regardless of position and level, employees feel respected. Two female respondents working as drivers supported
this finding, as one explains:

Even though it’s not natural to be a professional female driver in a conservative society like Bangladesh, I never feel excluded due to
my family background, education, etc. in this organization. My coworkers, supervisor, or other staff members of the BRAC always
respect me as a person.
CHO AND SULTANA | 11

Level-based participation in decision-making processes

For employees in an organization, participation in the decision-making process can occur according to two criteria: first, whether they have
autonomy over their own work and in their workgroups; and second, whether they are permitted to participate in the organization’s critical
processes or top-level decisions. Nearly all respondents reported that they have a sense of autonomy over their work, and all confirmed that
teamwork is an essential part of BRAC’s organizational culture. This reality was reflected during interviews with employees from different units
and departments working at the BRAC head office. A physically disabled male respondent explained his participation in the decision-making
process as follows:

Participation in the decision-making process is different based on different situations and also based on at which level the decision is
going to be [made]. Some decisions are taken [at] the director level where we general employees cannot take a part. But I can take
part in my work-related decision-making process.

This finding suggests that employees in high and mid-level positions have direct access to and influence on decision-making processes
because of their position, experience, longer tenure, expertise, and knowledge. The BRAC management system follows a chain of command.

5.3.4 | Reasons for sensing exclusion

In-group, out-group, and communication gaps
The findings suggest that apart from issues related to diversity, there are other obstacles in the workplace that lead some employees to feel
discriminated against. A disabled male employee working in a lower-mid level position for 12 years referred to some of these obstacles:

Considering the working environment, there are some issues that I observed throughout my working years, such as a common under-
standing between some employees, nepotism, and people with the same religious beliefs helping each other [get] promotions and bene-
fits faster than others. I think the quality assurance of work is not measured equally. There are some people who are holding a big
post and misusing it.

Findings demonstrated that there is a communication gap between management and employees. Further, management does not seem to
take into account low and mid-level employees’ opinions. The gender specialist shared her own experience related to this issue:

Top-level management called for a meeting with different-level employees to know their views about the grading system. The employ-
ees were expecting to share their problems and demands, but the atmosphere was not that friendly and the management was not
ready to hear that. Actually, they had already decided what they want.

Varied employee perceptions among offices

Both sets of employees (field office and head office) must visit each other’s workplaces frequently according to BRAC’s working criteria. How-
ever, at times, field office employees are not cordially accepted or feel excluded by head office employees. A female respondent working as a
gender specialist shared her practical experience:

One day, I had to visit the head office as [part of] my regular work responsibility. There was a party going on during that time. . . I
was not in that group, and most of the employees in that group were from the head office. They distributed food among themselves,
and left me behind without food. I felt so inferior, not because of the food but because of my coworkers’ ignorance. I felt that I was
not well accepted here because of my field level position. As an outsider who works with that group of people on a temporary basis, it
was obvious to show the natural reaction of rejection. This is where we need to develop.

Effects on work behavior

This study found that employees who enjoy a friendly working environment and are treated fairly by their coworkers and supervisors feel
included in their workgroup and workplace, which positively impacts their physical and mental health and overall well being. This also helps
them to pursue good working relationships with coworkers and supervisors, enjoy greater opportunities to participate in decision-making pro-
cesses (which also increases their self-esteem and motivation), and improve their work abilities. This finding also reveals that being included in
the workplace increases commitment toward work responsibilities and the organization, and overall job performance.
12 | CHO AND SULTANA

On the other hand, respondents also reported the impact of exclusion and discrimination within workgroups and the overall workplace
environment. Such behavior negatively affects employees’ mental and physical health as it leads to distress and exhaustion, loss of enthusiasm,
feelings of social alienation, decreased self-esteem, anxiety over job security, and even long-term depression. Negative feelings eventually lead
to a loss of commitment, a gradual decrease in job performance, and, eventually, a desire to leave the organization.

5.4 | Question 4: Suggestions for change

The final series of interview questions asked the respondents to make suggestions for changes to increase employees’ satisfaction, commit-
ment, and performance. Respondents emphasized a number of factors.

5.4.1 | Objective and fair evaluation

In addition to diversity-related issues, other challenges must be considered. Frequent supervisory changes, supervisors’ poor employee assess-
ment, top-level representatives’ lack of accountability, and the practice of rating employees are keys areas that need to be developed.

5.4.2 | Effective communication

Respondents suggested that the organization should develop an effective communication system that would reduce the gap between top-level
management and low-level employees during the formulation of any policy that directly affects employees. Furthermore, an effective communi-
cation system should also be practiced in different organizational departments to exchange information and build relationships among employ-
ees. The organization also needs to be accountable to its employees regarding any decision that is unethically and unjustly taken against
employees, such as the sudden dismissal of employees without appropriate justification and without prior notice.

5.4.3 | Appropriate polices for ethnic and disabled persons

Ethnic minority and disabled employees believe that if a quota system was introduced by BRAC, the organization could be more inclusive to
employees from diverse backgrounds. Additionally, there is a need for periodic assessment in order to understand the real diversity scenario,
and each department should be trained in diversity and disability issues. Employees with disabilities stressed that appointing a disabled person
to top-level management is necessary to bring changes in policy that demonstrate a genuine understanding of the real needs of disabled
people.

5.4.4 | Implement key policies drafted by HRD

Bangladesh Rural Advancement Committee employees also stressed the role of the HRD in managing diversity. As BRAC’s HR policies are key
to influencing its organizational structure and approach, this department should also play a number of key roles. First, the HRD should provide
opportunities to share information with employees on their weaknesses following work assessments so that they may improve; second, super-
visor accountability should be ensured by the HRD; third, knowledge and experiences should be shared with other organizations at home and
abroad; and finally, after completion of an effective assessment, the training and necessary support should be provided to employees who need
to develop skills.

5.4.5 | Other suggestions

Bangladesh Rural Advancement Committee management needs to safeguard job security, and reduce the salary gap at all levels in response to
the increasing organizational commitment and job performance expected of its employees. The organization should introduce an effective pol-
icy or support system for female employees working for BRAC in positions that are socially challenging, such as drivers and security guards, for
the sake of gender equality.

6 | DISCUSSION

As an NGO, BRAC’s organizational culture and values are very inclusive. BRAC employees described their working environment favorably, and
enjoy adequate logistical support, supportive and appropriate supervision, co-operative and helpful coworkers, consideration of personal
CHO AND SULTANA | 13

problems, a gender-sensitive working environment, childcare and transportation facilities, a space to express their opinions to authorities, a bal-
anced power relationship between supervisors and employees, opportunities for skill development, and facilities for physically challenged indi-
viduals.
Although BRAC as an NGO is a gender sensitive and female-friendly organization, qualitative findings demonstrated unfair treatment
between male and female employees with longer organizational tenure, consistent with previous research findings (Alkadry & Tower, 2006;
Cho & Mor Barak, 2008; Cox, 1993; Ely, 1994; French, 2005; Ibarra, 1993; Mor Barak, Findler, & Wind, 2001). Response amplification theory
indicates that individuals’ feelings of aversion or hostility clash with feelings of sympathy or compassion, and this conflict is resolved by
defending one and denying the other, which results in extreme behavior toward the target – in this case a person with a disability (Colella &
Varma, 2001). Consistent with the theoretical point of view, the findings also indicated that employees with disabilities and ethnic minorities
were also discriminated against concerning salary, promotion, and lack of awareness.
Within organizations, diversity management is a process of creating and maintaining a discrimination free workplace. It also plays an impor-
tant role in organizational justice (Kim & Park, 2015), involving employee recruitment, evaluation, or promotion strategies (Kaiser et al., 2013;
Kelly & Dobbin, 1998). The qualitative findings of this study revealed that employees’ unfair treatment and exclusion were related to different
organizational polices (new salary grade, recent lay-off policy, supervisor’s biased evaluation) and employee levels, which referred to the invisi-
ble formation of in-groups and out-groups (field office to head office, same religious beliefs, similarly-minded people, nepotism, and corruption).
This finding also suggested that there is gap between the organization’s policies and specific diversity management policies that lead to organi-
zational injustice among employees.
Religion was one of the variables that signified diversity among employees. Interestingly, religion did not play a significant influence on the
indifferent treatment of employees. Most of the employees from ethnic minorities also belonged to a religious minority; however, respondents
from ethnic minorities did not indicate any connection between belonging to a religious minority and receiving indifferent treatment in the
workplace. In general, the majority people in the society belonged to one religious group in Bangladesh and submerge of religious minorities
are prominent, however, scenario appeared different in the case of organizational setting. This finding provides an interesting aspect for further
investigation into different types of organizations and in different countries.
This study examined whether diversity characteristics cause exclusion and unfair treatment of employees, which eventually leads to
reduced organizational commitment and job performance. Most of the respondents believed that there was no relationship between diversity
characteristics and organizational commitment and job performance. The relationship between diversity and performance may vary depending
on the dimension of diversity and organizational context, including organizational culture (Ely & Thomas, 2001; Jehn & Bezrukova, 2004;
Mathieu & Zajac, 1990; Salami, 2008). Some researchers believe that there is a relationship between these factors.
Employees from disabled and ethnic minority groups believed that diversity characteristics were connected to, or the cause of exclusion
and unfair treatment. This finding is consistent with results of previous studies (Cox, 1993; Ely, 1994; Ibarra, 1993; Milliken & Martins, 1996).
These particular respondents felt such treatment led to reduced organizational commitment and job performance. On the other hand, employ-
ees in management positions, working in the legal department, and gender specialists believed that employees’ diversity characteristics had a
positive correlation with organizational commitment and job performance as the organization’s diversity management policy plays a positive
role in reducing unfair treatment in terms of gender, and has formed a more diverse and inclusive workplace (Luthans, Baack, & Taylor, 1987;
Mathieu & Zajac, 1990; Salancik, 1977).
Future research must continue to explore the definition of diversity in Bangladesh. Diversity characteristics based on pilot studies or focus
groups, defined by the people of Bangladesh, should be included. Possible questions to broach include: What stereotypes exist in this culture?
What factors create potentially harmful or beneficial employment outcomes, such as job opportunities, promotion, pay, and treatment in the
workplace, irrespective of job-related skills and qualifications? What factors influence the perception of female employees and create gender
differentiation within the organization? What outside factors (cultural, social, economic, or religious norms) influence the various perceptions of
employees?
This study has provided an overview of the overall model of a particular type of organization in Bangladesh, and raises many further ques-
tions. This line of work should be tested in subsequent research, especially among different NGOs and other organizations in Bangladesh.

7 | CONCLUSION

Organizational culture, support, and goodwill are very important elements influencing positive and negative employee perceptions and work
attitudes. Organizational support, such as emotional, informational, and instrumental support, and diversity-related policies further enhance cul-
ture and assist to create employee perceptions. The way employees feel about their overall work environment may affect their organizational
commitment, job satisfaction, and, eventually, performance. Therefore, it may be concluded that while the context of diversity and its charac-
teristics differ from one culture to another, individual perceptions of inclusion and fairness are significantly affected by inclusion in the majority
or minority group in the Bangladeshi organization BRAC. The direct effects of diversity characteristics reflect the strong impact of the cultural
14 | CHO AND SULTANA

imperative on people’s perceptions and behavior. The findings of this study have important implications. Implication is needed at policy level
within the organization and also at national level. In the act of organizational setting, employee involvement at policy level is required within
BRAC. First, organizational management should introduce an open communication system among the employees, supervisors, and management
to reduce the communication gap; and second, organizational changes and policies must be consistent with diversity management policies to
reduce unfair treatments and exclusion. Finally, this findings and good examples also needed to consider for implementing a national level pol-
icy for diversity management in different level that the country thus far to go. Government policy for fair treatment of minorities is urgently
needed to develop a more inclusive workforce and national culture. Diversity needs to be understood within a cultural context, as diversity is
defined by the people who live in that particular society.

ACKNOWLEDGEMENTS

This study was supported by a grant from the National Research Foundation of Korea (NRF-2013S1A2A1A01066761).

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How to cite this article: Cho S, Sultana R. Diversity-related employee attitudes and perceptions in Bangladesh: A case study on the
Bangladesh Rural Advancement Committee. Asian Soc Work Pol Rev. 2017;00:1–15. https://doi.org/10.1111/aswp.12121

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