Recent Unrest in the Rmg Sector of Bangladesh: Is This an Outcome of Poor Labour Practices?

9658 Words May 15th, 2012 39 Pages
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International Journal of Business and Management

Vol. 7, No. 3; February 2012

Recent Unrest in the RMG Sector of Bangladesh: Is this an Outcome of Poor Labour Practices?
Chowdhury Golam Hossan (Corresponding author) Assistant Professor of Management College of Business Administrations, Abu Dhabi University Abu Dhabi, UAE Tel: 972-501-5710 E-mail: Chowdhury.Hossan@adu.ac.ae

Md. Atiqur Rahman Sarker (Lecturer) Department of Business Administration, East West University 43 Mohakhali, Dhaka 1212, Bangladesh Tel: 88-017-4427-0243 E-mail: mars@ewubd.edu

Rumana Afroze (Lecturer) Department of Business Administration, East West University 43 Mohakhali, Dhaka 1212, Bangladesh Tel: 880-181-888-3767 Received: July
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Although large number of studies on organisational performance and employee attitudes in developed countries, very few studies can be found in the context of developing countries such as Bangladesh (Mahmood 2004). There is a rapid growth of industrialisation in Bangladesh. Most of the manufacturing companies in Bangladesh are labour-intensive, particularly the ready-made garment (RMG) industry (Huda et al. 2007). Therefore, the practice of HRM is mostly required in labour intensive industry like RMG. Moreover, there is a growing concern of labour rights among the garment workers of Bangladesh (Ahmed 2001). As a result, workers in RMG sector of Bangladesh are involving in disputes and getting involved in violent protest (Uddin and Jahed 2007). Consequently, it creates disruption in production process as workers often strike to protest against management (Huda et al. 2007). This study explores the current labour practices and its associated relationship with recent unrest in the garment sector
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ISSN 1833-3850 E-ISSN 1833-8119

E-mail: rua@ewubd.edu Published: February 1, 2012

Accepted: September 13, 2011

URL: http://dx.doi.org/10.5539/ijbm.v7n3p206

www.ccsenet.org/ijbm

International Journal of Business and Management

Vol. 7, No. 3; February 2012

of Bangladesh. Since the lower and mid-level managers are mainly deal with workers; this paper focuses on the manager’s views on

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