Reality Of Strategic HRM In Bangladesh Case Study

1682 Words 7 Pages
Done By – Irtifa Tazkia Islam
25. Reality of Strategic HRM in Bangladesh Figure: The Reality of Garments Industries’ Workers in Bangladesh Source :

Although in principle SHRM is the best way to go, however the reality in the RMG sector of Bangladesh is quite different and bitter. The Reality of the HRM condition of The Garments Industry is tabulated below:
1) Child labor: still a realism Garments industry employs child workers by ten percent of employee respondents in the clothing commerce. The employment of child human resources is initiated by verbal agreement
2)High work-related risks, low risk information The most general hazard in garments is the pricking of finger by needle followed by cuts
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Group agreement is seen as a significant section of corporate accomplishment (Kono, 1992). Japanese administration theory traces these tendencies to Japanese traditions that values collectivism over individuality (Hatvany & Pucik, 1981).On the other hand, it is also widely accepted that American corporations subscribe to official corporate planning measures (Dunphy, 1987) and American companies are generally more interested in managing decisions that are being implemented (Inohara, 1990). Bangladeshi RMG sector also sort of follows the American form of HRM.

26.2 Explicitness
Japanese organizations are largely casual, clan-like companies (Ouchi, 1981) where policies are unspoken but understood. Ouchi (1981) noted that American mechanisms are largely unambiguous whereas decision making measures in Japanese companies employ mainly unspoken mechanisms. In Japan, there is a need of official job descriptions, extensive errands, and less policy manuals. Bangladeshi RMG sector’s HR policies lines with the Japanese strategy, but more haphazardly.

26.3 Time
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The most significant has been the complexity in building assurance to change amongst investors, employees, and managers.The fundamental obstacles to organisational restructuring within the workplaces have been:
27.1 Lack of support for alteration from investors
The owners of the garments companies have positioned restrictions on the extent and capacity of organisational alteration. They consider that other issues, chiefly operational efficiency and new savings, should be given a elevated precedence.

27.2 Conflict between dissimilar business cultures
There are cultural variations within the corporation.The conventional approach is to emphasise official controls, chain of command, comprehensive job descriptions, and multiple checks on employees. In contrast, the new culture is anticipated to support staff to think for themselves, but as part of a structure which merits

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