Topic name: Analysis of Industrial Relations and Employees'

psychological notions regarding well-being of Ha-Meem Group.

Course Title: Human Resource Management

Course Code-HRM502
Section: 02
Submitted by:
Group C

Name Student ID Contribution Part

Promiti Sarker 20364036 Abstract, Introduction, Literature
review, Methodology, Reference,
Appendix
Sabuth Suny Ruthba 20264003 Analysis of data collection

Sumona Islam 21164081 Discussion & Recommendation,

Conclusion

Submitted to:
Dr. Tarnima Warda Andalib
Assistant Professor
BRAC Business School
BRAC University
Date: 05.05.2022
 Abstract
The paper is about the analysis of Industrial Relations and Employees' psychological notions
regarding well-being. We have discussed different factors of Industrial Relations and
employees' psychological well-being and have disused the necessity of the factors of
industrial Relations and psychological well-being. Also analyzed the factors about a
company, how the factors do impact and analyzed them. For analysis, we have chosen Ha-
Meem Group which is a well-known wholesale garment manufacturer in Bangladesh and
around the world. The company has one of Bangladesh's most comprehensive and resourceful
manufacturing facilities, producing some of the country's most popular denim fabrics and
apparel. We have collected data through surveyed questionnaires about industrial Relations
and employees' psychological notions regarding well-being and surveyed some employees of
Ha-Meem Group through the google form. After analyzing the data from the survey, we
found out that, according to employees of Ha-Meem Group, different factors of industrial
relations and psychological well-being has different impact respectively on industrial
relations and employees' psychological well-being. We have discussed about some
recommendations to the company’s HR manager on how to deal with industrial relations and
employees’ psychological well-being.

1
Table of Contents

Pages
1. Introduction 3

1.1 Background of the study 3

1.2 Objective of the study 3

2. Literature Review 3-6

3. Methodology 7

4. Analysis of data collection 7-9

5.Discussion & Recommendation 9-11

6. Conclusion 11

References 12-13

Appendix 14-15

2
1. Introduction
1.1 Background of the Study
We are the student of MBA students of BRAC University. This report is the requirement of
the course HRM502, named Human Resource Management. We have three members in our
Group and each of our members equally participated to make this report. Our report is based
on “Analysis of Industrial Relations and Employees' psychological notions regarding the
well-being of Ha-Meem Group.”
Bangladeshi apparel company Ha-Meem Group is the world's top provider of readymade
clothes and denim fabric. The company is one of Bangladesh's leading garment brands. The
company holds one of Bangladesh's most comprehensive and resourceful manufacturing
facilities and manufactures some of the most popular denim fabrics and garment goods [1].
1.2 Objective of the study
a) To find out factors of industrial relations that how does impact industrial relations.
b) To find out factors of psychological well-being that how does impact employees.
c) To share recommendations to HR manager about improving industrial relations and
psychological well-being during Covid -19 situation.

2. Literature Review
Industrial relations are described as the relationship between an individual or a group of
employees and their employer to maximize productive activities. Industrial relations entail
endeavoring to settle conflicting objectives and values; between the profit motive and social
gain; discipline and freedom; authority and industrial democracy; bargaining and
cooperation; and conflicting the individual, group, and community interests. Industrial
relations are concerned with human behavior and staff management inside a company [2].
The followings are some of the factors that influence the connection between an
organization's administration and its employees and the following necessities of factors in
industrial relations are given below:
Political factors: Political institutions, government systems, political philosophy,
government attitudes, and hostility to labor issues are all political factors. For example,
before the adoption of a new political ideology, the industrial relations environment in
various communist countries was heavily influenced by the government [3].
Labor unions are also now in charge of labor activities, industrial relations, and labor unrest.
Because most trade unions are controlled by political parties, industrial relations are primarily
defined by the degree to which political parties are involved in trade union operations [3].
Economic factors: Economic factors include economic organizations (socialist, communist,
capitalist) type of ownership, the individual, company whether domestic or MNC,
Government, cooperative ownership), nature and composition of the workforce, labor market
relative status, wage disparity between groups, unemployment level, and economic cycle.
These characteristics have a variety of effects on industrial relations [3].
Employees are pleased and have a positive image of management when they are suitably
rewarded and given the ability to meet their physiological demands to the extent that they

3
desire. Workers enable more effective behavioral activities and improve relationships with
their supervisors in this situation by engaging in complementary transactions. As a result, the
form of IRs is influenced by the workers' economic health [3].
Psychological factor: Items connected to industrial relations such as owners' attitudes,
workforce perceptions, workers' attitudes toward work, motivation, morale, interest,
dissatisfaction, and boredom arising from the man-machine interface are all psychological
aspects. The many psychological issues that arise as a result of work have a far-reaching
impact on workers' jobs and personal lives, which influences an enterprise's industrial
relations system directly or indirectly.
Positive psychology employed by an employer can result in improved workplace cooperation,
job satisfaction, and productivity [3].
Leadership style: Even in a formal company, every manager displays particular leadership
attributes and a distinct style. He/she has an impact on the organization's labor relations
through his/her formal or informal methods of instilling team spirit and inspiring personnel
[4].
Employees would work more to repay their leaders if their leaders are sensitive to and adapt
to changes in their demands. As a result, employees who are cared for by their employers are
more willing to engage [18].
Working environments: such as teamwork and assistance also contribute to an engaged
staff. Having a strong job fit also leads to increased levels of engagement. Employee
development through training, skills, and learning can result in employees becoming more
involved in their jobs and organizations. In other words, the more engaged an employee is,
the more likely he or she is to speak positively about the company [20].
Organization structure: The hierarchical structure of an organization promotes more formal
ties between employees at different levels of the hierarchy. Furthermore, the superior's
delegation and execution of decision-making power have an impact on the employer-
employee relationship [4].
An organization's organizational structure aids in the distribution of authority and
responsibility among its employees. It informs concerned individuals about the tasks and
obligations associated with a specific post. It aids in the recognition of each employee's
position and accountability to the company. It also establishes a link between one
organizational member and the others. [19]
Individual behavior: Every person has a unique perspective, history, abilities, knowledge,
experience, and accomplishments, all of which influence their behavior. As a result,
employees respond differently in different settings, affecting the organization's work
environment [4].
Individual behavior has a significant impact on an employee and employer relationship and
employee’s performance. Positive behavior results in increased productivity. Negative
behavior, on the other hand, will cause harm to the corporation and end in significant
losses[4].
Working conditions are fundamental to paid employment and employment relationships.
Working conditions, in general, encompass a wide range of themes and issues, including
working hours (hours of labor, rest times, and work schedules), remuneration, and the
physical and mental demands that exist in the workplace [5].
Changes in working conditions and other aspects of the job relationship may end up during a
significant labor dispute. One issue is that workers may not have accurate information about

4
their working conditions, to start with. Employees may feel demotivated, engage in conflict,
and struggle to perform their tasks. Work-related stress symptoms include poor mental focus,
sleep deprivation, and tiredness. Without the employee's consent, an employer cannot change
the terms and circumstances of employment. So, proper working condition is important for
industrial relations [6].
Administration of wages: A 'wage' is that the remuneration paid to an employee/worker on a
regular basis for the service of labor in manufacturing. "Wages" usually confer with the
hourly or daily pay given to personnel in production and maintenance. Wages that enable
employees to earn a living from their labor. They also create incentives for employees to be
productive and loyal [7].
Employees who are paid do not usually have long-term contracts with their employers.
Instead, their labor is usually on a short-term or open-contract basis, and they are paid as they
go. Employees that are paid can switch occupations considerably more easily as a result of
this [7].
Psychological well-being: Psychological well-being is a key component of overall health
and is linked to physical and mental health, as well as longer lives for individual employees.
People are content when they subjectively believe they are content. Positive vibrations are
more common in psychologically well people than negative vibrations. The hedonic or
pleasantness dimension of individual sentiments is measured by psychological well-being.
Persons with negative vibrations, pessimists, low self-esteem, low motivation, reduced
working capacity, hypertension, or drunkenness, for example, are more likely to be depressed
than people with positive vibrations, optimists, high self-esteem, and good morale, high
productivity, and happier existence [8].
The following are some of the aspects that influence employees’ psychological well-being
and the following necessity of factors in employees’ psychological well-being are given
below:

Workplace stress: Workers' mental health is harmed by workplace stress, with an increased
risk of anxiety, burnout, depression, and drug use disorder. Workers who are stressed at work
are more likely to engage in unhealthy behaviors, such as cigarette smoking, and alcohol and
drug abuse [9].
With these consequent health effects, workplace stress reduces employee productivity,
Increases the number of days taken off work for doctor appointments, as well the amount of
money spent on healthcare by employers. Workplace stress has also been connected to higher
rates of workplace accidents and injuries, as well as higher rates of employee turnover, both
of which increase administrative expenses [9].
Workplace environment: The workplace environment refers to the aspects that make up an
employee's working environment. This is a wide notion that includes the physical
environment, job qualities, organizational elements, and non-organizational aspects including
work-home relationships. When assessing the psychological influence of the workplace,
evaluate how it affects an individual's mood, cognition, and behavior [10]. The psychological
influence of a working environment can be more difficult to compute than the physical
impacts of a working environment, such as back discomfort or injury. Employees' mental
health and stress levels might be influenced by their work environment [10].
Job demands and pressures, degree of autonomy and flexibility, quality of interactions with
supervisors and coworkers, shift work frequency, and workday duration are all work-related
elements that affect worker well-being. Nowadays, the nature of work is changing, and some
of these changes may have a significant impact on employee happiness. The evidence base

5
for the effectiveness of workplace wellness and health-promotion programs is developing,
and novel techniques that enhance employee well-being are being embraced [11].

Job autonomy: The degree of freedom and individuality with which employees handle their
daily tasks is referred to as job autonomy. Explicitly, employees with greater job autonomy
will have more options to complete their work in their preferred manner. Employees who
have a lot of job autonomy are trusted by the company. Employees' psychological well-being
improves as a result of their feeling of being trusted [12].
Employees who have more work autonomy felt that it has a beneficial impact on their overall
well-being. Greater levels of control over work activities and schedules have the potential to
provide significant benefits for employees, as evidenced by reported well-being levels. The
favorable impacts of informal flexibility and working from home add to the argument that
employees who appreciate their jobs find that timetable management is highly desired and
necessary [12].

Good work relations: Employees' general well-being is aided by building relationships at

work. Workplaces can be stressful at times, but developing positive relationships with
coworkers who can offer sympathetic counsel and support through difficult times can help to
alleviate stress. Employees who are suffering from stress or other issues outside of the office
may benefit from positive interactions [13].
This is especially significant in the case of psychological well-being. For someone suffering
from anxiety or depression, having people to talk to at work, whether formally or informally,
can be a lifeline. Employees that have positive work relationships feel respected, involved,
and secure in their jobs, rather than feeling alone in the office [13].
Employees that have a positive relationship with their employer are more productive and
create more income. It's because a great work environment boosts motivation and boosts
morale. Employees that are happy are more motivated to put up their best efforts on the
job[14].

Strong work motivation: Organizations are concerned about their employees' psychological
health and functioning. Organizations must not only hire the best available workers but also
develop ways to assist them to be productive and effective employees to compete in today's
environment, more than ever before. Employees who are the most productive and effective
are likely to be highly motivated and in good health. such personnel work hard, provide high-
quality results, and perform at their best [15].
Employees who are the most productive and effective are highly driven and, most likely, in
good mental health. Such personnel work hard, provide high-quality results, and perform at
their best. In circumstances where the workplace imposes limits on employees, job
motivation must play a moderating function [15].
Organizational culture: The unwritten norms, behaviors, and beliefs that form the 'rules of
the game' for decision-making, structure, and authority make up organizational culture. It is
the organization's implicit, unseen, intrinsic, and informal awareness that directs and results
from employee behavior. The physical environment in which people work is influenced by
organizational culture. Employees prefer a physically demanding environment. This leads to
a clear attitude, which in turn motivates employees to increase their performance [16].
Organizational culture can provide employees with a relaxed working environment and
harmonious interpersonal relationships, allowing them to perform to their full potential.
Employees have a sense of duty and responsibility as a result of the culture, and they work
toward the organization's overarching goal [17].

6
3. Methodology
We have collected data from 25 employees by survey questionnaire through google form
where we have provided a total of 20 questions where most were MCQ-based and with a few
open-ended questions. After data analysis, we collected some qualitative data through open-
ended questions and got quantitative data by using an advanced excel sheet from which based
on MCQ questions.
4. Analysis of Data collection
This survey is based on the employees of Ha-Meem Group, with a total of 25 respondents.
The questionnaire we provided them consisted of 20 questions where most were MCQ-based,
along with a few open-ended questions for authenticity.

Overall Impact
78% 72% 84%
75% 72% 72%
80% 60% 64%
60% 52% 60% 60% 60% 52%
44%
56%
44%
60%
40% 40% 36% 36% 32% 32% 28%
40% 20% 25% 28% 22% 28%
16% 16%
20% 0.04 8% 4% 8% 4% 8%
0%

High Medium Low No

Industrial relations
According to the employees of Ha-Meem Group, industrial relations are the relationships that
arise as a result of an industrial enterprise's "employment connection." it is thus an industry's
employer-employee relationship. According to them, economic systems, work culture,
corporate practices, pay, behavior, industrial relations policy of the organization, working
conditions, trade union and its policy, individual behavior, leadership style and so many
impacts on industrial relations.

Political factor: Scholars have mentioned that political factors negatively impact employer-
employee relations [3].
As we have found from the survey, most of the employees of Ha-Meem Group, believe
political factors to have a medium impact on industrial relations, followed by the smaller
majority which is 20% of respondents agree that it has a high impact which means most of
the employees of Ha-Meem Group agree that political factor really impacts industrial
relations.

7
Economical factor: Scholars mentioned that, employees have basically a positive image of
management when they are properly rewarded and given the ability to meet their
physiological demands to the range that they want [3].
From the survey, found that most of the respondents think that economic factor does high and
medium impact on industrial relations. And only 8% think that economic factor does low
impact on industrial relations

Psychological factor: From scholars w found that many psychological problems that occur
as a result of work have a significant impact on employees' careers and personal lives,
influencing an organization's industrial relations system directly or indirectly [3].
After data analysis found that most employees also agree that psychological well-being does
high impact on industrial relations.

Leadership style: From scholars found that, every manager has a specific leadership style. If
the leaders are responsive to and adjust to changes in employees’ demands through their
style, employees will work more to reward them [18].
The vast majority which is 64%of employee of Ha-Meem Group think that leadership style
does really high impact on industrial relations. The rest of the employee think that leadership
style do medium impact on industrial relations.

Working environment: Employees' performance, satisfaction, social relationships, health,

and also employer-employee relations are all influenced by their working environment [20].
From data analysis found, no respondents who thought that the working environment has low
or no impact on well-being. On the contrary, the huge majority that means 75% of
respondents agree on the high impact of the working environment on industrial relations.

Individual behavior: Scholars said individual behavior has a large impact on the relationship
between an employee and his or her employer, as well as the person's performance; this
behavior can be positive or negative [19].
In Ha-Meem Group, 60% of employees believe individual behavior has a high impact on
industrial relations, but followed by 60% of employees agree that individual behavior does
medium impact and only 4% think it has a low impact. No respondents feel this factor has no
impact.

Working condition: From scholars, we found that, without proper working conditions,
employees may feel demotivated, engage in conflict, and struggle to perform their tasks [6].
From the data analysis, 60% of employees agree working conditions do high impact on
industrial relations, followed by the smaller majority agreeing it has a medium impact with
only 8% thinking it has a low impact.

Administration of wages: From scholars and articles, we have found wages allow workers
to make a survival from their work. They also give staff incentives to be productive and loyal.
The majority of paid employees do not have long-term contracts with their employers.
Instead, they normally work on a temporary or open-contract basis, and they are paid as they
go [7].
From the survey, most of the respondents of the company also think wages do high and
medium impact industrial relations.

Employees’ psychological well-being: Employee psychological well-being, according to

employees, comprises pleasant interpersonal interactions as well as personal growth and

8
development at work. Employee affective commitment and job performance are also
influenced by employee well-being, since employees who are happier are more dedicated to
their jobs. They believe that a workforce's psychological well-being benefits both individual
employees and the organization as a whole. Psychological well-being is a key component of
total happiness and has been connected to physical health, longer lives, and higher levels of
enjoyment among employees. Most employees believe that work-life balance, a welcoming
work atmosphere, transparency, and empathic management can assure the psychological
well-being of service professionals. According to them, work-life balance and work well-
being are linked, which leads to positive overflow in terms of workers' overall well-being,
and work quality and stability are also important factors in work-life balance.

Workplace stress: Scholars have mentioned workplace stress effect employees’ well-being
and also reduces employee productivity. [9]
From the analysis, most of the respondents, mean that 78% of employees agree that
workplace stress do really high impact on psychological employees’ well-being.

Workplace environment: we have found from scholars that the psychological well-being of
a workplace can be more difficult to quantify than the physical ramifications of a workplace.
Work-related factors such as the quality of relationships with supervisors and coworkers,
shift work frequency, and workday duration all have an impact on employee well-being [11].
Respondents of the survey found that 78% of respondents agree that the workplace
environment does a high impact of the environment on employees’ psychological well-being.
But also 28% of respondents think that workplace environment does medium impact.

Job autonomy: Scholars mentioned that the corporation places a lot of trust in employees
who have a lot of job autonomy. The psychological well-being of employees improves as a
result of their sense of being trusted [12].
After the survey, have found that 64% of respondents think that job autonomy does medium
impact on psychological well-being, and but also 44% of respondents think that high impact
on psychological well-being. It means job autonomy really does impact employees’
psychological well-being.

Good work relationship: 84% of respondents believe good workplace relationships to have
high impact on well-being of employees, followed by the rest of 16% agreeing it has medium
impact with no respondents thinking it having low or no impact.

Strong work motivation: 60% of respondents believe strong work motivation has high
impact on employees' psychological well-being, followed by the smaller majority agreeing it
to have medium impact with only 8% thinking it has low impact. No respondents feel this
factor has no impact.

Organizational culture: 72 % of employees believe organizational culture to have high

impact on employees’ well-being, followed by 28% of the rests agreeing it to have medium
impact with no respondents thinking it having low or no impact.

5. Discussion & Recommendation:

In the Covid situation, Ha-Meem Group firstly ensured their employee’s safety after that they
start their work. But when Covid-19 arrived then the company took some decisions for their

9
employee with the help of the company’s HR policies. How the company handle that
situation is given below-
Group Decision making: Firstly, the company called a meeting with the Managing Director,
Deputy Managing Director, Directors & also HR General Manager & Managers. They
discussed how the company can run safely with the safety of their employees as they have a
huge number of employees. But in that situation, there is no way to run the company as our
government declared to lock down the whole of Bangladesh. So, they had to off their
company for 2 weeks.
Job cuts and reduced work hours: In that situation the company had to face widespread job
cuts or see a reduction in working hours and overtime. There is a lot of employees who had to
lose their job during this COVID-19 situation. And in that situation, the employee’s
psychological well-being was not well. As they face job cuts. And also, the company reduced
their work hour also.
Lay-Off: After two weeks of shutting down the company declared lay-off. And the employee
was so depressed as they have a family to maintain.
The recommendation to the HR manager in during COVID -19 situation is given below
Keep communication open: HR manager should be upfront with employees about the
challenges their company is facing, how they have and could impact employees, and how
manager adapt to new ways of working.
He should not sugar-coat things and be honest – open communication is essential for building
trust. To maintain clarity and consistency, he may prefer to limit updates to one person (e.g.,
the CEO of his company). This will also assist to reduce anxiety because employees will be
able to view information at their leisure rather than receiving messages from all corners of the
company. His conversation should be two-way as well. He can Encourage personnel to
communicate with one another on a group and individual basis. If he does an employee
engagement survey on a regular basis, keep it going. Employees will be able to deliver
feedback and feel as though their voices are being heard as a consequence of this.
Embrace responsibility to employees: Some firms have had to let employees go as a result
of the COVID-19 pandemic, which has been a harsh and frequently devastating effect. If the
company he works for is in this awful situation, that doesn't mean he should absolve himself
of duty as soon as the employees leave.
The employee will be better able to understand and accept the difficult decisions that have
been taken if he had stayed true to his principles and kept communication open. The best
thing HR manager can do now is set them up for success by providing them with the
resources they need to locate new employment in this difficult market.
Developing a career transition program is one effective and practical way to do this. Skills
tests, job hunting methods, CV and cover letter writing advice, and interview suggestions are
all part of a standard career transition program.
COVID-19's emotional aspect should be discussed. Employees will react to the situation in
a variety of ways. Be compassionate, concise, and calm when speaking with his team. Giving
employees a strong and caring sense of leadership will go a long way toward making them
feel protected, supported, and understood.
Manager should also express gratitude to his employees. Recognize that employees are
dealing with personal stress, anxiety, conflict, and more responsibilities on a regular basis.
Managers can thank them for their efforts in assisting the organization in navigating changes

10
and maintaining operations. Companies can boost employee productivity and happiness by
showing gratitude.
Change policies and procedures. In response to the epidemic and social upheaval, be as
generous and flexible as possible in changing policies and practices to decrease employee
stress. He may need to check at the rules and conventions governing flexible hours, paid time
off, email and other forms of contact, and paid and unpaid leave, for example.HR manager
Instead of evaluating against tight targets, try to reframe performance reviews as
opportunities for empathetic feedback and growth.
Use available hours to upgrade workforce: Due to the COVID-19 epidemic, the factories
of Ha-Meem Group have been temporarily closed or are functioning at reduced capacity. The
extra time might be used to improve worker abilities, which is something that is sometimes
overlooked due to the pressures of day-to-day operations. Given the labor-intensive nature of
the industry, upskilling employees can significantly cut costs while increasing efficiency,
resulting in higher profits over time. As demand returns and markets stabilize, focusing
available time on improving the factory's staff in an inclusive manner can help companies
become more competitive over time.

6. Conclusion:
Ha-Meem Group is a well-known Bangladeshi and international wholesale garment
company. The company operates one of the most comprehensive and resourceful
manufacturing facilities in Bangladesh, producing some of the country's most popular denim
fabrics and garments. In this study, some factors which are impacted industrial relations and
employees of the Ha-Meem Group are revealed. For these factors, employees think those are
an impact on employee-employer relations and their psychological wellbeing. With some
steps, Ha-Meem Group can improve industrial relations and can improve employees’
psychological well-being during the Covid-19 situation.

11
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Appendix

Questionnaires of Survey on “Industrial Relations and Employees'

psychological well-being”
Name …………… Email ID………………
1. What do you think , what is industrial relationship?
2. According to you, which factors are affecting industrial relations?
3. What do you think, what is psychological well-being in employees?
4. Why psychological well-being is important in the workplace?
5. How can the psychological well-being of service professionals be performed?
6. Can you relate between well being of work and work-life balance?
7. How does political impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
8. How does the economical factor impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
9. How does psychological factor impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
10. How does leadership style impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
11. How does the working environment impact industrial relations?
o High impact
o Medium impact

14
 o Low impact
o No impact
12. How does organizational structure impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
13. How does individual behavior impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
14. How do working conditions impact industrial relationships?
o High impact
o Medium impact
o Low impact
o No impact
15. How does workplace stress impact on employee’s psychological well-being?
o High impact
o Medium impact
o Low impact
o No impact
16. How does workplace environment impact on employee’s psychological well-being?
o High impact
o Medium impact
o Low impact
o No impact
17. How does job autonomy impact on employee’s psychological well-being?
o High impact
o Medium impact
o Low impact
o No impact
18. How do good work relations impact on employee’s psychological well-being?
o High impact
o Medium impact
o Low impact
o No impact
19. How does strong work motivation impact on employee’s psychological well-being?
o High impact
o Medium impact
o Low impact
o No impact
20. How does organizational culture impact employees’ psychological well-being?
o High impact
o Medium impact
o Low impact
o No impact

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