1. What are the causes of weak trade union movement in Bangladesh?

Trade Union Movement in Bangladesh has very long past. The beginning of labor agitation in India
was in Bengal. In 1860 in Bengal a noted dramatics and social reform Dinbandhu Mitra along with some
of his journalist friends protested the inhuman working condition and hardship of cultivation workers.
He wrote a drama title Nil Darpan. A drama about slave like behavior to worker by nil cultivator. Drama
had created a great impact in the mind of people and social elite. People could realize deplorable and
inhuman condition of workers. This was beginning of labor movement.

As the trade union movement in Bangladesh originated in British India and Pakistan, it naturally retained
its old character of working more as a nationalist force against colonial domination than as a class force
vis-a-vis capitalist exploitation. As a result, the trade union movement of the region that had gained
momentum in the hands of political leaders stood divided along the political and/or ideological lines in
independent Bangladesh.

However, there are some major causes of trade union movement in Bangladesh which are shared
below:

 Poor labor Management: A lack of discipline among the members has become very common,
due to poor labor management. As a consequence, management and laborers always stand in
antagonistic relations against each other.
 Absence of proper guidance: Due to the lack of proper guidance, the laborers are becoming
ineffective members. They don’t even bother about the rules and regulations which create
insincere union members.
 Political Reason: One of the most frustrating facts is the political affiliation of trade unions. 98%
of trade unions are interconnected with political parties, for which they are deprived of
becoming strong partners in collective bargaining. The politicization of a trade union causes the
loss of its distinct identity.
 Multiplicity of trade unions: Multiplicity of trade unions hold multiple political and ideological
overtones where one is distinctive from the other.
 Rigidness: Each and every trade union stays rigid in its own philosophy -- not cooperating with
one another -- causing conflict.
 Gap of knowledge & Unity: Again the lack of solidarity among trade unions, provincialism,
patronage of vested interest groups, and internal conflicts are some of the reasons that have led
to the fragmentation of trade unions. Workers who are new to any workplace are unaware of
their rights and duties. Poor members of trade unions having weak union performance are like a
burden.
 Poor follow-up by Government: Unfortunately, in Bangladesh, proper punishment for violating
the labor code is absent. If the proper execution was implemented, workers wouldn’t dare to
break the law. In the end, the union leaders wouldn’t engage in corrupt, dishonest, or unethical
activities.
 Number of trade union vs labor force: Another problem is the inadequate number of trade
unions compared to the total labor force in Bangladesh. The average membership of trade
unions has declined significantly. Trade union density is approximately 1.12% of the total labor
forces.
2. Write in your own words about the measures that you would suggest to prevent Industrial dispute
in Bangladesh.

An Industrial Relations Dispute is a difference of opinion resulting in a dispute between employers or

an association of employers with workers or trade unions. There may be a disagreement on rights,
conflicting interests, a dispute over termination of employment, or a dispute among trade unions within
one enterprise that could be caused by differences in implementation or interpretation concerning the
laws and regulations, work agreements, company regulations, or the collective bargaining agreement.

In general, any dispute mentioned above can be handed to the Industrial Relations Court. However,
before taking the cases to the Court, some preliminary steps or alternative solutions should be taken.
Some of the processes to prevent industrial dispute are shared below:

 Collective Bargaining: Collective bargaining is the procedure by which an employer or

employers and a group of employees agree upon the conditions of work. Collective bargaining is
a method by which management and labor may explore each other’s problems and viewpoints
and develop a framework of employment relations and a spirit of cooperative goodwill for their
mutual benefit. It can be described as a continuous, dynamic process for solving problems
arising directly out of the employer-employee relationship.

 Grievance Redressal: A grievance may be defined as a sort of dissatisfaction to

workman with any aspect of the organization wherein he/she is employed. The same
needs to be redressed for the betterment of the industry. The Bangladesh Labor Law,
2006 and its amendments, Bangladesh Labor Rules, 2015, and the Industrial Relations
Ordinance, 1969 with the purpose to establish an effective tool to resolve industrial
disputes. Chapter 13 and Chapter 14 of the Bangladesh Labor Law Act provides for the
establishment of Grievance Redressal tools.
 Arbitration: Arbitration is a method of settlement of a dispute wherein a neutral third
party (appointed by both parties) apprehends the bargaining situation after listening to
both the parties and studying other information. An award is made on such settlement
that binds the parties. Arbitration is effective as a means of resolving disputes because it
is relatively expeditious as compared to court.
 Conciliation: Conciliation is a process to resolve the dispute where representatives of
workers and employers are brought together before a third party (conciliation officer)
with a view to convince them to arrive at mutual settlement. The conciliation officer
basically acts as a catalyst who deals with parties separately and collectively in order to
provide an effective solution to the dispute. The appropriate government may appoint
one or more conciliation officer, charged with the duty of mediating in and promoting
the settlement of industrial disputes.
 Adjudication: Industrial disputes can be resolved by way of adjudication i.e. settlement
of an industrial dispute by labor court or industrial tribunal. The appropriate
government may refer a dispute to adjudication depending on the failure of conciliation
proceedings. Section 212-231 of the Bangladesh Labor Law, 2006, provides for reference
of a dispute to the court of inquiry or labor court or industrial tribunal. The decision of a
court of inquiry or labor court or tribunals is binding on both the parties. The Act also
provides for rules regarding the composition and powers of the court of inquiry, labor
courts and tribunals.
3. What will be your recommendations to boost up healthy Industrial Relations in Bangladesh?
Some of the major measures for improving employer-employee relations are as follows:

1. Sound Human Resource Policies: Policies and procedures concerning the compensation,
transfer, promotion, etc. of employees should be fair and transparent. All policies and rules
relating to employer-employee relations should be clear to everybody in the enterprise and to the
union leaders. Top management must support them and set an example for other managers.
Practices and procedures should be developed to put human resource policies into practice. Sound
policies and rules are of little help unless they are executed objectively and equitably.

2. Constructive Attitudes: Both management and trade unions should adopt positive
attitudes towards each other. Management must recognize union as the spokesmen of
workers grievances and as custodians of their interests. The employer should accept
workers as equal partners in a joint endeavor. Unions and workers, on their part, must
recognize and accept the rights of employers.

3. Collective Bargaining: Employers’ organizations as well as trade unions should be able

and willing to deal with mutual problems freely and responsibly. Both should accept
collective bargaining as the cornerstone of good employer-employee relations. A genuine
desire on the part of employers to bargain with employees on the basis of equality is
necessary. Government agencies should assist the two sides in public interest. Problem
centered negotiations rather than a legalistic approach is desired. Widespread union
management consultations and information sharing are helpful.

4. Participative Management: Employers should associate workers and unions in the

formulation and implementation of human resource policies and practices. Management
should convince workers of the integrity and sincerity of the company. Management
should not interfere in the internal affairs of the unions. Instead of trying to win workers’
loyalty away from unions, management should encourage right type of union leadership.
A strong union is an asset to the employer.

5. Responsible Unions: Unions should adopt a responsible rather than political approach to
employer-employee relations. Unions should accept private ownership and operations of
industry. They must recognize that the welfare of workers depends on the successful
operation of industry. A strong, democratic and responsible union alone can ensure that
workers honor the agreement with their employer.

6. Employee Welfare: Employers should recognize the need for the welfare of workers.
They must ensure reasonable wages, satisfactory working conditions, opportunities for
training and development, and other necessary facilities for labor. A genuine concern for
the welfare and betterment of working class is necessary.
7. Grievance Procedure: A well-established and properly administered system for the
timely and satisfactory redressal of employees’ grievances can be very helpful in
improving employer-employee relations. It provides an outlet for tensions and
frustrations of workers. Similarly, a suggestions scheme will help satisfy the creative urge
of workers. A code of discipline if properly adhered to by both the parties will help to
avoid unilateral and violent actions on either side.