Negligence in Bangladesh Garment Industry

Abstract

In 1970s, Bangladesh started developing Ready Made Garments (RMG) as an export oriented. This sector shows rapid growth in the export to through the world. The biggest hub of the RMG factories is in the Dhaka Bangladesh where total production of the 78% belongs to that. Bangladesh is developing country therefore people are not appropriate literate and do not have sufficient knowledge on human rights. There are no appropriate labour laws, which cover the employees and the safety of the employees. Labour law fails to protect the right of the employee from temporary to permanent, increase wages, yearly bonuses scheme, paid holidays during the pregnancy, working conditions, environmental law, child labour etc.

Chapter 1: Introduction

1.0 Background information

The ready-made garment (RMG) sector in Bangladesh has experienced numerous disasters over the years with a recent disaster being the Rana Plaza collapse. The plaza collapsed on 24th April 2013, killing approximately 1100 workers and severely injuring about 2000 workers among who were females working in the RMG sector. According to Berik (2017), there had been warning about the structural integrity of the building influenced by visible cracks but the owner ignored that. Additionally, the owner was only permitted to build three floors on the building but this was also ignored and three more floors had been constructed. Meenakshi (2014) states that the workers in this plaza just like any other workers in the RMG industry in Bangladesh worked extremely long hours and had the lowest incomes in the world. In addition, these workers did not have union representation and as such endured harassment as they hoped to lift themselves and their families out of poverty (Meenakshi 2014). After the collapse of the Rana Plaza, blames were put on the Government of Bangladesh as well as owners of RMG industries in Bangladesh for remaining blind to the needs of employees in this sector. For example, according to a report published by the UN, the Government of Bangladesh failed to address human right disasters that had been experienced in the RMG sector, which promoted persistence of such cases; here, the report indicated the government lacked political will, resources, and technical capacity to promote human rights (Labowitz and Baumann-Pauly 2014). On the other hand, Gomes (2013) writes that the Government of Bangladesh and owners of the RMG firms are guilty of criminal negligence for their inability to ensure the firms are accountable and responsible for the rights of their workers. Influenced by such cases, various researchers among other bodies have raised questions on the recurring safety issues and rights of workers in the RMG sector of Bangladeshi; some scholars have particularly explored the human rights issues in the RMG industry of Bangladesh.

The Tazreen factory fire that resulted in the death of about 117 people is another instance that builds to the questions on safety issues and human rights in the Bangladesh RMG sector. After this incidence, the government of Bangladesh and the International Labour Organisation (ILO) issued a joint statement that sought to ensure every firm in the RMG sector had a collective responsibility towards fire safety. It was only five months later that the Rana Plaza collapsed and this time the government stated it would create a plan of action to improve employees’ occupational safety (Sharma 2015). Up to date, it is still unclear of the government’s readiness in advocating for the rights of employees given actions are only taken when a disaster is experienced. Additionally, it is unclear how committed the owners of firms in the RMG sector are to being responsible for the rights of their employees given issues of harassment continue to be reported. According to a hearing by the Senate Committee on Foreign Relations in 2013, much was promised but little has been accomplished, which implies that workers in the Bangladesh RMG sector continue to endure poor working conditions (HRW 2013). The report adds that Bangladesh has a long way to go in shifting from a culture that favours corruption to a culture that is friendlier to workers and only a collective action can be relevant to the realisation of such a friendlier work environment. The RMG sector significantly contributes to the country’s annual income and therefore workers in this sector are the primary driving force to the realisation of such earnings through exports. According to Ahmed (2013), above 78% of the export earnings in Bangladesh are from the garment industry. To realise such revenue, Nag (2010) states that workers in the RMG sector are mostly illiterate and with minimal knowledge on human rights, labour standards, and working conditions a reason why they continue to be exploited and at times lose their lives at the place of work. On the other hand, Ahmed (2013) posits that these workers are informally recruited with informal appointment and no contract, which implies they have no job security. Further, Hensler and Blasi (2013) write that given the high illiteracy levels of employees in the Bangladesh RMG sector, long working hours and a work environment that is unsafe are normal experiences of the workers. Such issues among others in this sector are a violation of the international Labour Standards and Codes of Conduct that are developed to protect employees at their place of work. This lack of Codes of Conduct has influenced poor working conditions, high job dissatisfaction, and low work productivity among employees in the Bangladesh RMG industry. In an attempt to ensure the sector remains productive, employers harass employees and ensure they work for extremely long hours, which has continued to have its vices.

Following issues of violations on human rights and occupational safety, international groups on labour rights have consistently tried to raise a voice to ensure factories in the Bangladesh RMG sector are responsible for preventing further accidents. In response, the Bangladeshi government has complied with several guidelines and laws in pursuit of preventing further accidents in the RMG sector. For example, the government has ratified the UN guiding principles (UN 2011) seeking to uphold specific human rights. Nonetheless, it is unfortunate that protection of human rights continues not to be part of Bangladeshi government’s list of priorities; this implies that Bangladeshi lacks accountability and governance resulting in appalling records on human rights (HRW 2014). Therefore, despite the government’s statement that it would take action to prevent further disasters taking the lives of employees, there are doubts that the state is willing and has the ability to meet its obligations to protect human rights and create a safe work environment. According to Siddiqui and Uddin (2016), the Bangladeshi government has tried to introduce reforms in the labour market by revising its labour laws but still, it is not able to address the safety of workers in a serious way. Repeatedly, trade unions have highlighted the legal shortcomings of the labour laws, which influenced unsafe working conditions. In 2006, Bangladesh adopted the revised Labour Law that brought changes in areas of safety, hygiene, and labour welfare. Before this adoption, the country used an archaic law that was passed during the colonial rule thus not sensitive to the rights of workers (Al-Mahmood 2013). Under this archaic law, workers were poorly paid, children forced into paid labour, wages paid late, poor maternity benefits, and workers harassed among other vices. It was with the need to align with the ILO requirements that Bangladeshi shifted to the Bangladeshi Labour Law in 2006. The 2006 labour law covered various issues such as the employment condition, hygiene and health, maternity benefit, leave and working hours, welfare, safety, workers’ compensating for injuries suffered at the workplace, trade unions, worker participation in company profits, apprenticeship, and administration among others (French and Martin 2013). Therefore, researchers argue that the revised Bangladesh labour law was a step forward as far as human rights and safety is concerned because in includes labour working in factories. With this law, certain welfare issues have been improved, which is a step to realising a friendlier worker environment.

Despite the realised improvements in workers welfare with the new labour law, researchers indicate that the 2006 labour law has serious shortcomings and therefore invalid in helping Bangladesh promote human rights and occupational safety for workers. According to Sharma (2015), many employers in the Bangladesh RMG sector are hiring temporary workers to avoid paying for the welfare of the workers, which contributes to poor working conditions. The new labour law classifies employees as casual, badly, apprentice, probationer, temporary, and permanent and as a result, many firms prefer to hire non-regular workers. Here, the employer is free to terminate the contract with an employee without providing reasons for the termination or providing a favourable notice period. After the termination, employees go through a cumbersome and lengthy process in order to get financial benefits and as a result, most of them ultimately give up on their financial benefits. Thus, workers are still helpless and lose their right to financial benefits even under the 2006 labour law (Tamanna 2010). Rahman (2014) writes that even if the new labour law prohibits later hours (10 pm to 6 am) employment for women, the same law relaxes the rule by allowing employers to engage women that might be willing to work during such hours. As a result, firms in the RMG sector among other sectors in Bangladesh coerce women to working during late hours, which has continued to contribute to the poor working conditions employers in the RMG sector endure.

The 2006 labour law has also failed to define what the components of a basic salary should be and remains silent on the basis that an employee’s salary should be deducted (Donaghey and Reinecke 2018). As a result, some workers particularly in the RMG sector are paid a fixed piece rate for each unit they produce disregarding the need for special treatment of units produced during overtime. On the other hand, Belal and Cooper (2011) write that although the new labour law differentiates between various types of jobs, there is discrimination as different jobs have different leave entitlements. For example, the law states that for one to qualify to a maternity leave, she must have been with the organisation for at least 6 months, which implies temporary workers are not eligible for maternity leave. This continues to contribute to poor working conditions. The 2006 labour law has also been criticised for failing to promote workers’ occupational safety and health. For example, the law holds that no workroom should be overcrowded such that employees could be injured but at the same time, the law does not provide the optimal number of workers that should be in work rooms of different sizes (Belal and Roberts 2010). Additionally, the new labour law states that there should be enough latrines and urinals at the place of work but fails to mention a number that is adequate for all employees within the building. Further, the new labour law does not specify the weight limit that different employees should move or carry. For these shortcomings among others, employers in the RMG sector in Bangladesh have continued to provide unsafe work environment for their employees. Trade unions and industrial relations are essentially important in ensuring safety for employees as well as observation of human rights (Hafner-Burton 2013). However, the 2006 labour law in Bangladesh bans offices of trade unions within 200 yards of an establishment, which in turn limits the scope of the activities undertaken by trade unions. Additionally, the new labour law holds that no employee should be a member of more than one trade union at the same time thus restricting by measure of support employees enjoy from trade unions (Richards 2013). Moreover, the 2006 labour law strictly holds that no employee should participate in a trade union during office hours, which is an assault on collective bargain. Therefore, the 2006 labour law can be said to be ineffective for promoting the safety of employees as well as advocating for their rights. What seem effective could be the guidelines provided by the ILO but such guidelines are not legally binding and are not intended to replace national laws (Huq, Stevenson and Zorzini 2014). Hence, Bangladesh continues to operate with the ineffective new labour law despite many guidelines that could be essentially important in promoting the working conditions in the Bangladesh RMG sector.

Despite the government’s efforts to sign laws that would promote the welfare of workers in the RMG sector, Rahim (2017) writes that most workers are not aware of their rights while there is poor compliance, which continually contributes to the appalling work condition in this sector. As such, the acceptable human resource practices are not followed in the RMG sector. For example, despite the passing of the new labour law in 2006, appointment letters are not given to workers, which imply they can lose their job at any time: this has resulted to high job insecurity among workers in the Bangladesh RMG sector (Rahman 2014). Additionally, even if the new labour law requires no women to work past 10 pm and before 6 am, this is not fully observed in the garment industry and no overtime pay is given to compensate the employees. Hemphill and Kelley (2016) write that despite the passing of the new labour law in 2006, the incidences of occupational injuries have increased since 2011 and compensation is rarely given to workers even if they sustain severe injuries. The rate at which these incidences occur is an indication that occupational safety and health norms are significantly violated in the Bangladesh RMG sector. Lack of compliance is not only an issue among the owners of RMG firms but also displayed by the government. For example, after the Rana Plaza collapse, the government promised to hire 200 new building and safety inspectors by the end of 2013 but according to a report by the US Senate Committee on Foreign relations, only 4 inspectors had been hired by late November 2013 (Taplin 2014). The report also notes that even if fire and safety standards have been recorded for years, the government does not have the capacity and lacks political will to enforce these standards. The influencing factor to the lack of political will is that most RMG firms in Bangladesh are owned by members of parliament and these members of parliament have close ties with other people that own firms in the RMG sector (Cooper 2018).

1.1 Statement of the Problem

The problem that prompted this study is the fact that the Bangladesh RMG industry has continued to suffer disasters costing workers lives despite numerous regulations intended to promote working conditions (Islam et al. 2018; McCartney 2017; and Meenakshi 2014). These series of accidents and deaths of workers in the RMG sector raise questions of rights of employees and safety in this sector. In response to the ever-increasing concerns on violations of human rights, the Bangladeshi government has revised the labour laws but this has not been effective in realisation of good working conditions. Additionally, the government has followed the guidelines of various organisations that are concerned with the safety of workers and their rights but this has also not yielded to realisation of good working conditions. The ineffectiveness of actions taken to promote the working conditions in the Bangladesh RMG industry underscores the need for s studies exploring the ethical human resource practices that affects the working conditions in this sector. This study therefore seeks to explore the ethical human resource practices in the Bangladesh RMG sector that contribute to poor working conditions.

1.2 Rationale for the study

Over the years, the Bangladeshi ready-made garment sector has suffered disasters that have taken lives of workers and leaving others severely injured. Such losses result to a decline in workforce, which implies that the available workers have to incur more responsibilities for the industry to maintain its profitability (Yunus and Yamagata 2012). Additionally, such losses reduce the number of employed people in the society, which in turn raises the dependency ratio: this result to economic crisis. Therefore, conducting a study on the factors that promote poor working condition in the Bangladesh RMG sector will inform stakeholders and thus help to reduce incidences of death and severe injuries that render employees incapable of working, which will ensure the sector continue to enjoy services from its employees. Additionally, such a study would identify whether there is sufficient labour in the market for hire, which lowers the work load of the employees. Disasters in the Bangladesh RMG sector increase the operational cost of the firms as they will have to recruit and train new personnel to replace the lost ones (Islam, Khan and Islam 2013). Therefore, if these firms are aware of the factors that contribute to poor working conditions, they would be able to curb further occurrences, which will lower their operational cost. This would significantly maintain or increase their profit margin. Therefore, this study is could be a commentate in helping maintain the profit margin of the Bangladesh RMG industry. Violations of human rights and concerns in occupational health and safety lower the productivity of workers (Anisul Huq, Stevenson and Zorzini 2014). For example, if an employee is physically harassed or asked to lift more weight than he/she can handle, it is likely that the employee will not be able to show up for work for a number of days or may not produce the same number of units as before, which results to a low number of units produced. Therefore, this study examines whether employees in the RMG sector work under favourable conditions, which will promote their productivity. Increased worker productivity in turn will influence an increase in organisational performance, which will increase the revenue generated from the RMG sector. Therefore, conducting this study was essential in ensuring the factors that promote a good working environment is realised in the Bangladesh RMG sector. This will in turn increase the profitability and effectiveness of this sector, as fewer resources will be spent in employee trainings as well as compensation for injuries sustained at workplace. Critically informed decision maker would know how to ensure employees would work under favourable conditions, which will promote their effectiveness. Further, the country will realise a stable economic growth, as the dependency ratio on the working will stabilise with fewer worker deaths.

1.3 Aim and Objectives of the Study

The ultimate aim of this study was to determine how ethical human resource practices affect working conditions in the Bangladeshi ready-made garment (RMG) industry. To achieve this aim, the study was guided by the following objectives:

i. To explore the ethical human resource management issues from stakeholders’ pressures affecting the RMG sector.

ii. To determine the effectiveness of efforts of both the workers’ unions and human resource departments in ensuring worker ethical treatment in the RMG industry in Bangladesh.

iii. To find out the workers’ own assessment of ethics in their respective companies in Bangladesh.

iv. To explore the current adoption of ethical human resource practices in the RMG sector in Bangladesh.

v. To evaluate how ethical human resource practices, have and can impact the working conditions in the RMG sector in Bangladesh.

Chapter 2: Literature Review

2.0 Introduction

This literature review chapter focuses primarily on the theories, concepts, hypothesis, findings, and discussion held by existing studies relating to this research topic, objectives, aims, and study problem. Essentially, human rights in not only society but also workplace stemming from mistreatment, huge workload, discrimination, inhuman working conditions, poor pay and benefits, and, but limited to abuse and both psychological and physical injuries is not a new thing. Studies have documented extensively cases of workers mistreatment over time in memorial with most stipulating the negative effects of such treatment to workers and organization output and to the larger social and economic effects. In result, several theories and ideas have been forwarded aimed at rethinking the conditions subjected to workers by business entities and other organization in pursuit of its respective success financially or market share. The focal point to mistreatment in workplace and other poor inhuman working conditions squarely emanate from practices upheld by human resource management and to extension the respective government. As such, this chapter analyses different practices held by HR in different working environments informed by need to uphold human dignity, rights, health, and living as captured by existing literature mould towards organizations and businesses operating ethics. This review seeks to dig into the critical issues underlying the Ready-Made Garments sector of Bangladesh, and identify what scholars have published before in the areas of this research’s objectives.

2.1 Human Resources Practices

As illustrated by Noe et al. (2017), Human Resources (HR) encompasses a formal system structured to help in enabling both employees and other stakeholders to achieve respective goals in a desirable and satisfactory manner. Principally, the HR is tasked with roles and responsibility of recruiting, compensating, and delegating tasks to employees. Nevertheless, importantly, it is answerable to ensuring the optimal outcome by working towards higher productivity from both the workers, teams, and in generality the entire organization (Demo et al., 2012; Kehoe, and Wright, 2013). One of the prominent approaches is setting up structures that include policies, regulations, and laws engrossed on bringing the best out of each employee. According to Markos & Sridevi (2010) and Meyer et al. (2012), employee commitment to the tasks and roles given is subjects to several factors that include job satisfaction, working environment, employee-employer relation, growth opportunities, and involvement to organizational decision-making process. In the study conducted by Robertson and Barling (2013) on employee commitment, it indicates that cultivating an environment that invites employees to commit affectively or normatively demands organizations to rethink their respective strategies and goals by align to individual goals, ambitions, and values. It contended that employees who feel valued, appreciated, and engaged have a long-lasting relationship with an organization and occasionally acts as its ambassadors and feel sense guilt on possibility of leaving. Henri Fayol in his efficiency theories argued that workers perform optimally when the management is more efficient. Basing on this concept of efficiency, Peaucelle (2015) posited that such functions as planning, controlling, organization, and putting in place structured leadership strategies moulds the efficiency of management team. On the other hand, Frederick Taylor theorised that workers do not naturally enjoy working but rather motivated to work by pay. Moreover, he stated through his theory of scientific management that management should supervise and control workers for them to complete given tasks satisfactorily (Schachter, 2010). He perceived the proposed idea of optimization and simplification of jobs, as core to enhancing performance and productivity. These led to production lines and tasks being redesigned to incorporate working conditions with reduced movements and piece-rate pay system. These included breaking down of tasks and production process into a series of small tasks in order to enhance individual and team performance and productivity. According to Taylor, attainment of this efficiency and productivity demanded employees and employers corporate and work together harmoniously (Taylor, 2004). In the time of theorizing these concepts and publication in 1909, the workplace was defined by industrial euphoria with most, if not all, characterised by not only working conditions but also inhumane environment. Caramela (2019) illustrates that most organizations mistreated, forced, and had little concerns of workers welfare. Advancing employee-employer relation was considerably difficult due to broken relation emanating from these factors. Taylor pointed the misalignment of the employer and employees expectations from each other such that the former want low labour cost while the latter foster higher wages in manufacture. In essence, organizations expect workers to have follow obediently the instructions working on the tasks given to them without questioning and doing it quickly. Ultimately, this leads to conflict of interest between the two parties.

Taylor’s theory of scientific management relate closely to the McGregor’s theory X model of management holding that employees are naturally and fundamentally lazy and unmotivated (Rausch, and Russ, 2011). Developed in 1960s by McGregor, the theory is a two-sided idea explaining the managers’ beliefs on the factors that motivates workers. On one side, it hold authoritarian management style, theory X, where employees are expected to follow managers’ directives and instructions strictly while the other hand uphold participative views, theory Y, urging involvement of both parties in goals and objectives formulation as well as ways of achieving them. According to Lawter et al. (2015), the theory X micromanages people emphasising on managers supervision to ensure the tasks allocated are done properly. In contrast, theory Y perceives people takes pride in their work seeing as a challenge and opportunity for growth. McGregor held that managers trust the employees to make constructive decisions and take ownership of their work while upholding work integrity and discipline. Nevertheless, studies have distinguishingly argued in the line of approach take have a considerable influence on the organizations motivation, outcome, and working atmosphere.

2.2 Corporate Social Responsibility (CSR)

Corporate social responsibility (CSR) is a framework modelled to ensure social accountability by business entities. Through the model, the businesses can be self-conscious to itself, stakeholders, and public. As pointed out by (REF), in normal operations, businesses conducts their operations in a manner that contribute positively to society, economy, and environment. In the western business environment, the concept of CSR has increasingly played a core role in managements’ decision making process. According to Weber (2008.), in order for business to shape their image, they have taken unprecedented approach to prioritising workers and consumer involvement and addressing concern that may depict negativity. A robust CSR framework encompassing goodwill towards employees and citizens in general as well as protecting the less fortunate in a society enhances organizations’ social and economic engagement. As indicated by Kumar (2012), employees as well as organizational productivity is subject to working conditions such as engagement and motivating factors as pay and other financial rewards and bonus but not limited to it. Building from Maslow’s hierarchy of needs theory, workers pushed into work by different motivating factors. These factors are categorised into five levels shaped in a pyramid (Udechukwu, 2009; Sadri, and Bowen, 2011). At the bottom of the hierarchy lies the physiological needs, which encompasses necessities that include foods, water, housing, and health. Then followed by Safety, Love and belonging, Self-esteem and Self-actualization in that order. According to Maslow, people strive to meet these needs before thinking of such elements as safety and comfort claiming they mostly going an extra mile including compromising on personal wellbeing to attain these. Thielke et al. (2012) illustrated that under the Maslow’s theory in societies faced with extreme poverties, people will outgo such factor as safety, personal goals, self-esteem and actualization, and feeling of belonging to achieve basic needs. Peterson et al. (2011) argued that in order to optimise employees’ potential, managers should see into satisfaction of employees’ needs in each levels from ensuring basic needs are satisfactorily met to opportunities for reaching personal potential. According to Kjellstrom et al. (2009), in addition to appropriate salaries enough to meet necessities, managers should offer breaks and opportunities to employees. The findings further points that HR should ensure employees have job security, work in safe and humane environment, benefits and bonuses, and pension. In self-esteem perspective, HR can practices rewarding employee based on individual and team performance and accomplishments in relation to expectation. According to Tengland (2012), employers can hand over job titles, promote, or recognition to the deserved employees.

Maslow contended that individuals irrespective of background or status strive to achieve personal potential. He believed that people are motivated to fulfil one’s greatest potential such as values, talents, creativity, or perfecting physical form. Nevertheless, attainment of self-actualization is depended on the availability and attainment of lower needs in Maslow’s hierarchical pyramid. Ruiz-Palomino et al. (2013) asserted that employees cannot reach respective optimal productivity, performing at their best level, and fully committed to organizational goals as well as personal objectives unless basic needs, safety, and feeling of belonging has been met. Studying the relationship between productivity and engagement, Markos and Sridevi (2010) argued that engaged employees feel valued and part of something large resulting in heighten commitment to the organization. Similarly, Truss et al. (2013) pointed bringing together the employee engagement and productivity through a HR practices shows effects on performances of both the employee and organization.

2.3 HRM practices in Workplace

Following the review of seven articles on the role of engagement on HRM practices, the findings indicate the concept of involving employees on organization activities has receives a significant boost over the past 20 years through various disciplines. Truss et al. (2013) found that researchers and scholars from different backgrounds have increasingly questioned the validity and applicability of engagement to the employment relationship. The review indicated that authors challenge the ‘win-win’ perception between the employee and employer in engagement scenario holding it is rather a subject of power relationship, ideological divide, and contextual constraints pushing or pulling one party or the other to engagement table. Albrecht et al. (2015) echoed this observation restating the controversy surrounding the employee engagement as HRM practices despite clear indication of the influence it holds on organizational performance and long-term sustainability. Similarly, the social contract theory argues that human beings are naturally free and uphold individual freedom highlight but occasionally with rational conviction submit to restrictions in order to secure limited benefits and safety (Gosling, and Huang, 2009; Greenwood, 2013; Marescaux et al., 2013). As such, Muldoon (2016) elaborated that in organizations following the authoritarian leadership approach, employees tends to submit willingly transferring their autonomy to the system and authorities to secure their safety, lives, and property. Although Hobbes held contrary views arguing that people are self-centred. Developed by John Rawls in 1971, Theory of Justice also referred to as Justice as Fairness brings into light the issues of distributive justice (Rawls, 2009). Rawls contended an organized group of people can reconcile through equality and liberty. Under this purview, organizations need to conduct themselves guided by principles of treating the employees justly and fairly (Ibid). According to Kooij et al. (2013), business entities should practice fairness that includes formulating structures and procedures towards achieving it. Rawls advocated for practical and verifiable approaches guided by social, economic, and political purviews. Productivity involves bridging the gap between fairness and excellence of a firm. An investigation on the relationships among workplace fairness, job satisfaction, pro-social behaviours, Bettencourt and Brown (1997) found fairness in pay, promotion, treatment, and job supervision by either established rules or management as leading predictors and determinants of employee’s job satisfaction and pro-social services behaviours.

2.4 Ethics and HRM practices

Ardichvili et al. (2009) and Wang (2014) described ethics in constructs of workplace outlines the guide and principles driving behaviours of not only the employee but also the management. From the employees’ perspective, it captures the ways in which they conduct them with upholding professionalism towards respective tasks and duties. Depending on the organizational culture and leadership approach being followed by management, workers ethics embodies moral principles guiding working towards efficiency and higher output while remaining commitment to organization goals (Gotsis and Kortezi, 2013). However, there has been argument on the nature and extent to which workers conducts themselves ethically. Several researchers have contended it is largely depended on the management and strategies as well as culture as outlined driving principles (Dutta, and Banerjee, 2011; Mayer et al., 2010; Wang, 2014). According to Mayer et al. (2010), workers are moulded to behave in a certain ways by the principles and culture adopted by an organization. If a firm professes ideals such as hard work and efficiency instilled in its culture and founding principles driven, workers will uphold such.

Although employees can display unethical traits, those from employers headlines the issues related to unethical practices in workplace. These is largely due to power help by management to fire, terminal, or punish employees deemed not uphold respective ethic obligations (Werbel, and Balkin, 2010; Mayer et al., 2010). However, as pointed out by Guerci et al. (2015), the situation is significantly different in the event that management goes out of their way in practicing ethical conduct in workplace. Causes of unethical practices are multifaceted ranging from employee misconduct to abusive and inhumane treatment by supervisors that include low pay, overworked, aggressive, and hostile practices. To shade a light into the extent of the problem, report on ‘Ethics & Compliance Initiative’s 2018 Global Benchmark on Workplace Ethics’ found US, which is considerably leading in treatment of workers and observation their welfare, observed approximately 30% of the employees were subjected to mistreatment unethically. According to Ofori (2009) and Stouten et al. (2010), leaders can behaviour unethically in different ways such as bullying, manipulating numbers in reports, not adhering to standards stipulated, and abusing leadership authority. Despite high awareness on the principles and need for ethical practices that are fair, humane, and moral in workplace, reports of wide violations of human rights and morality still exist in huge numbers globally. McBarnet (2009) argued that enacting laws is not the best guide on issues related to ethics because something might be legal but not right and vice versa. For instance, dismissing a 41 years old employ who has been with a company for more than 20 without notice may be legal but unethical. One cannot downplay the influence of enacted laws on the enhancing morality, fairness, equality, and humanity. According to Truss et al. (2013), over its development period, human resource management (HRM) theory was shadowed by ways in which managers would enhance the performance outcome of employees. Nevertheless, major downside to this HRM theory is contention of the construct forming around employee engagement. Truss et al. (2013) held that its description is susceptible to “fixing, shrinking, stretching, and bending”. Furthermore, more argument perceive the engagement concept has not undergone critical HRM perspective. More so consideration of its influence on the societal and contextual implications bounding the HRM domain. Conway and Monks (2008) argued that HR practices should evolve to catch up with the changing social and business environments. Before 1980s, the human resources was entire tasked oriented but currently due to changes operating environment, most have integrated a strategy-focused approach.

Ethical Practices in RMG sector in Bangladesh

The Ready-Made Garment sector of Bangladesh has been the lifelong backbone of the country’s economy but also is a sector that has been plunged into myriads of challenges, which this literature review will disclose herein. The advent of Bangladesh’s Ready-Made Garment industry dates back in the 1970s and since then has significantly grown the country’s economy, arising as the country’s biggest export earner (Sobhan and Khundker (2001). Besides, the sector has had a thrilling touch on the country’s socioeconomic prospects, people’s gross domestic product, alongside providing employment opportunities to the plethora number of illiterate men and women in Bangladesh. The industry has thus contributed into the basketry of women empowerment, otherwise who would be languishing in untold miseries and poverty in Bangladesh. Robban (2000) empirically reminisces and postulates that the RMG domain contributes a lion share to the country’s foreign exchange earnings. Rock (2001) traces the advent of RMG industry and maintains that the RMG industry began in the year 1976 with the first garment factory being the Desh Garment in conjunction with Daewoo, a South Korean Company. Rahman (2002) concurs with the premise that the RMG exports have positively reoriented the macroeconomic balances of the country since her conception in the 1970s.

The Bangladesh RMG domain as Chowdhury et al., (2005) reiterate has not been an evergreen subject, but rather an area which has been tested with myriad challenges alongside the spinning wheel of time. The scholars specifically pinpoint the problem of unskilled labour which renders less productivity and increased costs of production. Studies conducted by Berik and Rodgers (2008) portrayed that the RMG owners were reluctant to invest in the development of facilities and training of personnel. Rahman and Anwar (2007) postulated the challenge of poor energy supply, and poorly developed port facilities as typical impediments facing the industry. Skilled labour force and with required expertise is essential in the development of the RMG industry. Since Bangladesh’s garment industry is mainly operated on open market competition, following the alleviation of the quota system in the year 2005; the RMG industry is in a crucial need to upgrade the skills of the operatives and executives. The low presence of skilled personnel especially in middle management is a growth impediment. The industry is presently recruiting more than 4.2 million, whereby women constitute 80% of this number characterized by illiteracy, and unskilled. In comparison with Bangladesh’s competitors including India, Pakistan, and Vietnam, unskilled labour force significantly hamper the expansion and development of the RMG industry. The inadequately trained personnel are construction of different reasons which the government of the day ought to look into. Some of the underlying causes for illiteracy levels include the inadequate presence of house training infrastructures and still the readily available ones are of degraded and lack professional trainers, weak training programs, inadequate teaching facilities unstructured training assessment and evaluation logistics and consequently poor evaluation and monitoring programs (Alam, Mamun, and Islam, 2004 pg. 195). The challenges inscribing the quality of infrastructures have dramatically hampered the art of investing in the RMG industry. Poorly developed infrastructure has been a significant detractor for foreign investment, not only in Bangladesh but also another developing world. The Global Competitiveness Report of the year 2014 and 2015 illuminated the tragedy of poor infrastructure and submitted that an insufficient supply of infrastructural network is the main inhibitor of doing business in Bangladesh. Islam (2013) curiously sought to provide for the actual state of affairs in Bangladesh RMG infrastructural network. He discovered that the settings of the tentative structures he explored were unplanned and lacked quality merits. These structures were subject to collapse; which has historically induced waste of the dwellers of the arrangements. Remarkably, the concept of poorly designed and erected structures are probable contributors to the felonious disasters such as those at Rana Plaza and Tazreen garments which ended the many lives (approximately 2000) alongside injuring other thousands (Azim, 2013).

The element of human safety arouses indelible concerns to those of us who value life. It also knocks the epicentres of international communities, organizations, and consumers of the products who instigate the need for a quality environment for business thrives. Despite being the heartbeat of the Bangladesh economy concerning foreign exchange, infrastructure development has indeed posed a challenge especially considering the safety of the environment here the business operators and workers are housed. In Bangladesh, there is no shortage of frameworks and validation motivating the labour documentation. The essence of complying with the stipulate legislations has been echoed by the government and indeed has been a requirement to business operators. Compliance entails confirming with the laid standards. Contextually, the standards constitute of the related laws in Bangladesh spearheading the RMG business operation, alongside the International Labour Organization agreements concerning the labour rights and standards; fair labour practices; building standards, working conditions, health measures, workers’ safety, environmental protection parameters, and buyers’ code of conduct. The spectrum of compliance, at times, is perceived through the lenses of environmental compliance, social compliance, physical compliance, and occupational compliance (Hamid 2014). The following chart provides a digested overview of issues related to compliance in the RGM domain.

Bangladesh’s RMG industry has been registering excellent returns over the past three decades. However, the situation of social compliance and in particular issues related to workplace security and safety have not reflected on the growth patterns. The industry has yet done well especially in the suspension of child labour, but still, the matter of employees’ personal and environmental safety lags. Plenty of employees are still working under poor physical and social compliance; which have exemplified the many loses of lives that have ensued over the past ten years. The European Union, together with the International Clothing Retailers that obtain clothing items from Bangladesh have all raised eyebrows and are indeed concerned with social compliance. Rahman and Hossain (2010) echo the vitality of the RMG industry in fetching the country foreign exchange, poverty eradication, employment generation, and women empowerment. The scholars expound on a need for concentration on the domain which impacts the health and safety of workers; including social issues, factory working situations, social compliance, and social relations. Morshed (2007) submits that despite the industry providing employment opportunities which improve the economic structures and livelihoods of the people; the aspect of working conditions constitutes the lifelong impact on people’s social wellbeing and health. The adverse working conditions are characterized with an ability to threaten the workers living standards, and Morshed was concerned that the aspect long working hours without a break and enforcement for overtime work are typical challenges characterizing Bangladesh’s RMG industry. The employers of the sector are less responsive to the workers' pertinent issues especially wages, benefits and working conditions and therefore are less committed to solving them. When these aspects are less attended, the employees are less motivated and dissatisfied. It is under this situation that Abraham Maslow and his theory of motion become relevant; that a worker whose fundamental (physiological) needs are not attended to become less productive and dissatisfied with the present job. Whereas low wages is a crucial source of employee dissatisfaction; delayed salaries and overtime payment have potentials to induce anxiety on the part of workers which consequently contributes to low productivity and high job dissatisfaction. Quddus and Uddin (1993) remarked that the working environment in the RMG sector below standards and do not conform to the Codes of Conduct of international buyers. Besides, Dasgupe (2002) takes cognizance of the premise that the RMG sector of Bangladesh lacks an official formality of recruiting the employees, and that in many cases, employers fails to provide official appointment letters or contracts to their employees. Kumar (2006) empirically established that the workers in the sector are afraid of losing their job without prior notifications. In some cases, the workers are demeaned based on gender, extractions and are subjected to long working hours, consecutive shifts, hazardous working environment, and poor working conditions. Ahamed (2014 pg. 7) confirmed that the concept of employee promotion in Bangladesh’s RMG sector is almost extinct. Mariani and Valeno (2014) concurred that the existing wage provisions could not averagely meet the decent living standards of the workers which consequently pushes them to operate under hazardous environment to attain little social security and production quota. The scholars also acknowledged that the workers' exploitation is rampant and the workplace conditions are not in conformity with the International Labor Standards.

Furthermore, Mariani and Valeno (2014) studied the effects of compliance and social relations on the working conditions. The findings demonstrated little practice of dialogue amidst business associations, government, and workers. Elemental law enforcement level was equally found dismal. In this comparative studies of compliant and non-compliant garment industries, Baral (2010) established that the average yearly turnover of compliant firms was equivalent to almost two times higher than the typical annual turnover of con-compliant enterprises. Baral suggested that to have sustainable market competitiveness in global garment market, Bangladesh’s industry ought to deal with issues such as wage discrimination, informal recruitment, irregular wage payments, rented factory buildings, small sanitary structures, and drinking water; low roofs and closed working environment. Additionally, Mukul et al., (2013 pg. 188) unraveled the concept underlying employee motivation and realized that many workers tend to be satisfied upon the provision of job significance, identity, and feedback of their performance. Mukul (2013) also concluded that employees are discontented in getting deprived off their freedom and autonomy to function as responsible people in their workplaces and the ability to autonomously apply their skills to perform their tasks. Concerning Mukul et al., (2013), autocratic sort of management negatively affects job satisfaction, loyalty, mental health, productivity and commitment to achieve set targets. Freedom of work concerning work scheduling job rotation, training for new skills is not eloquently present in Bangladesh’s RMG sector. This absence in impactful especially in the domain of skill development and optimal tapping of employees’ potentials. The shallow application of human resource practices deteriorates the opportunity not only for personal growth but also sublimation of morale to be of productive to the company. This consequently will breed a workplace environment characterized by boredom, job monotony, and less productivity. Morshed (2007) further explored on the labour rights implementation in the RMG enterprise and realized that labour rights contribute positively into the basketry of job satisfaction, labour productivity, and employee retention. Das (2008 pg.9) submitted that the majority of the garment industry owners are unwilling to integrate compliance standards and labour frameworks of the state for the betterment of the working environment and conditions. Chowdhury et al. (2013 pg.269) in their empirical studies concluded that there was a mutual correlation between economic sustainability and social compliance. Out of the fifteen respondents that were interviewed, fourteen support the relationship between compliance and job sustainability. This then gives a vivid impression that supposes the RMG suppliers and manufacturers fail to adhere to social sustainability parameters; they will fail to obtain sales orders from the market buyers who will consequently lower the returns volume. The research moreover, demonstrated that social compliance and operational compliance relationship intrigues are critical in employees’ retention in the workplaces. Employee retention, in the long run, is important because it reduces functional disturbances and guarantees timely delivery of quality products and ensures smooth production.

Many researchers who ventured into the RMG industry of Bangladesh discovered that the working conditions of the employees are below the International Labour Organization standards. Labour rights and standards were found ignored in the RMG firms, with absent eloquence of trade unions availability, informal recruitment, unexpected termination, irregular wage payments, excessive work, wage discrimination, and abusive child labour. Additionally, the workers were found susceptible to health issues due to exposure to unsanitary conditions. Furthermore, research has confirmed losses of lives due to workplace fires, panic stampedes, and accidents. The unavailability of strict frameworks to ensure compliance of laid legislations for workers protection is a huge concern. Considering the vitality and eminence of the RMG sector to the country’s economic wellbeing, there is a need for appropriate changes (Kumar, 2006). Samaddar (2016) studies are critical in providing an overview of relationships therein between occupational health and safety factors. In the 36 company samples which Samaddar (2016) uses; he observes a robust positive correlation between efficiency and standard working space. Additionally, a standard working measure which is a maximum of ten hours inclusive of two overtime hours in a day and other factors such as well ventilate working environment, clean working conditions, dust control system, use of hand gloves, face masks all constitutes a positive correlation. Relentless work schedule, verbal and physical confrontations, and wage penalties are common. The women employees in the sector experience physical abuse and sexual harassment within and without the firm; with the management having less to do to combat the vices. Alam 2004 recommended strict implementation and monitoring of legislative measures by relevant government agencies to contribute to overcoming the challenge.

The work environment is prone to congestions with little space available which in turn compromises on the employees’ safety. The inadequate space has induced reported cases of occupational hazards including contraction of contagious diseases, musculoskeletal disorders, disablement, fatalities, and loss of lives from fire eruptions and building collapse in the RMG factories (Mondal, 2000). The unavailability of a monitoring system for implementation of labour standards, poor building codes, outdated labour law frameworks, and inadequate sensitizations on labour rights among workers are all eloquent in presence; which as well have contributed into the misfortunes the people are going through. Labour unrest is a norm in the RMG sector. Many reported cases convey that employers do not adhere to the physiological needs of their employees, ignore their working rights and ignore the laid International Labour Organization standards (Newhall, 2017). The pursuits to enact trade unions are thwarted by repression. The continued blossoming of illegalities against human personnel working in the industry seems celebrated by employers to keep gaining while compromising on the employers (ILO, 2003). Morshed (2007) advocated the significance of Cambodian labour unions as a mediator between factory owners and workers in settling the elemental disputes surrounding wages and conflicts. Additionally to curb unrests in the sector, Mondal, (2000) supposed for a need to strengthen labour standards and social compliance issues for the betterment of working hours, wages, job security, overtime, social security, occupational health, and trade unions formation. Despite reductions in numbers over the recent past, past studies revealed Bangladesh constituted children labour challenges, especially in the RMG domain. In many cases, children start working in the factories at tender ages which consequently create chances for severe injuries and deaths in the workplaces (Rahman, Khanam, and Nur, 1999).

Enforcing the minimum working age will motivate many children to attend schools and therefore keep off from being exploited by the factory owners. The beginning point should be emancipating parents about the rationales of education, and thus the significance of educating children, instead of exposing them to work at the tender age. The Bangladesh constitution guarantees compulsory school attendance to children aged six to ten years of age, and free for children within six to eighteen years (Rahman, and Hossain, 2010 pg. 75). The investment in education is a lifelong logistic for emancipating the young generation from oppressive work regimes into standing for the limelight of truth. Without quality education, it is hard for them to unchain from the wants of mediocrity; and might not be aware of the prevailing prejudices and oppressions bestowed upon them by the factory owners. Enforcement the present law on the minimum age for work alongside social audits to retain and maintain compliance and awareness sessions in the firms will significantly help the tragedy of child labour in Bangladesh (UNICEF, 2004). Alongside teaching parents and factory workers about the gratifications of children education, and sending them to class, factory workers will also accrue advantages especially on childcare and health services which are readily under the provision by the government. The industry owners can partner with the government agencies related to organizing for clinic visitations periodically to ensure parents have ample time to concentrate on the workplaces. This is the basic unit of motivation which will in long-run impact on productivity and employees’ motivation. Employees’ motivation is vital because it enhances stimulation, motivation, and productivity (Ramesh 2014). Bangladesh exporters have been continually under pressure to conform and comply with the ILO standards. The exporters have been advocating for the strict implementation of social compliance logistics in the garment sector in the desire to ensure quality products which meet the market export demands. In view of this literature review, the government can contribute in the provision of an avenue for negotiations with buyers for unique Codes of Conduct; relative to national legislation and basic labour standards (Newhall, 2017). According to Kumar, (2006), the NGOs, trade unions, civil society, and other related stakeholders ought to partner together towards the adoption of a Code of Conduct to rekindle the spark of viable and competitive RMG sector. The governments of the day, international agencies, NGOs and buyers have therefore not been silent; but continually concerned with the workers' wellbeing and have contributed to the promotion of full compliance with mandatory provisions of law.

This literature review maintains that majority of RMG firms in Bangladesh are characterized by less attention to employee’s labour standards and rights, discourage trade union processes, unsafe working conditions, and environment, discard equitable labour practices, ineffective laws, limited stakeholders ‘roles and limited compliance enforcement. The characteristics mentioned above have triggered unrest in the RMG sector. As a result, many international buyers have been re-awakened by the hues and cries of the workers and have demanded compliance with stipulated laws and Codes of Conduct before the placement of import orders for Bangladesh products. The government in this regard stands at the appropriate pedestal for spearheading the negotiation with buyers for an appropriate Codes of Conduct built on the threshold of fundamental labour standards and national laws. Additionally, there is a need for great reforms in the relevant agencies, such as the creation of awareness of employee’s labour rights, training for skills, in the journey to monitor social compliance (Sharif, Islam, and Kabir, 2015 pg. 214). In late 2012 and early 2013, two different garments firms catastrophes; both as a result of cramped and hazardous working conditions killed over 2100 workers in Bangladesh. These were but a part of similar reported cases in the RMG industry. The incidents aroused boycotts especially from Western brands and elevated pressure upon the RMG sector of Bangladesh from worker organizations, factory workers, human rights activists, global and local governments, ethical labour standards and civil society.

Following the pressures induced by group areas, human rights activists and governments; the sector have recently realized improvements concerning improved building safety, especially following the Accord on Fire and Building Safety in the country; and the Alliance for Bangladesh Worker Safety (Alam, Azim, and Alias, 2017). The Accord is a construction of 200 legally binding consensuses between the Bangladesh garment worker unions and more than 200 apparel brands; whereas the alliance functions differently and was created by various apparel and retail companies including Wal-Mart and Gap but does not offer a role for unions or workers. The fundamental function of the accord and alliance was to inspect RMG factories and hold them accountable towards the creation of the structurally safer working environment. Whereas the Accord obligated firms to contribute towards infrastructural upgrades, Alliance was to help in the provision of low-cost loans to assist in monitoring retail members accountable for not buying from firms which have failed to meet membership standards concerning safe and secure working places. Alvins and Bain (2015) maintain it is ironical that the aspects of low wages and tax regulations which have contributed vastly towards the successfulness of RMG sector are also the factors which have made the industry unstable. Low wages have significantly raised the RMG industry to the year 2013; and so were the lax regulations revolving the workers’ safety. The definition of minimum wage characterizing the sector, the workers have ironically been motivated into venturing into the business to increase their salaries and profit margins.

Lack of adequate ethical factory working conditions continues to increase among consumers who have become more demanding and vocal in the rectification of working environment conditions (Absar, 2001). Many clothing retailers have opted into acquiring new skills and knowledge about the issues affecting them, and this has significantly rekindled emancipation of employees’ needs and rights as provided by the International Labour Organization enactments and domestic legislative models. With the expansion of the market, more employees and retailers, in particular, will shift towards partnering with firms which have guaranteed fair labour practices, and general social compliance provisions (Newhall, 2017). Besides, the looming challenge imposed by in-compliance to labour reforms; effective management of human resources can play a critical role in ensuring social compliance in the RGM industry of Bangladesh. Currently, the concept of human resource management in RGM is deemed counterproductive and limited. The RGM docket would significantly benefit amid the introduction of contemporary industrial relations and human resources activities by the initiation of human resource management personnel in the industry. Additionally, the application of advanced human resource management will inspire re-addressing labour standards, worker discrimination and environmental safety alongside other challenges in the industry. Lack of awareness of employees’ rights and low levels of education are huge impediments for human resource personnel in the implementation of compliance issues in Bangladesh’s RMG industry. Based on the premise that 80% of employees in the sector are women, who are mostly illiterate with the poor background; the garment industry has greatly empowered them to earn a living. In comparison to their lives back in the village, the women find solace by working in the industry. The workers, therefore, tend to care not so much about their working environment and instead find opportunities amidst the suppressive working environment. Upon the face of social security provisions, job security is the women’s primary concerns. The workers thus tend to remain within the bounds of moderation to impress their masters with intents to keep their jobs. In contrast, Aziz et al., (2015) discovered that employee empowerment assists employees become more motivated towards their job and accrue benefits of their satisfaction and performances. The absence of sound unionism equally facilitates dormancy in emancipating the workers of their rights. A general feeling of the people showcases less reception towards unionism, which offers a leeway for the factory owners to continue their operations with less attention to the workplace environment.

Newhall, (2017 p. 3) maintains that Bangladesh’s RMG industry has many strong characterizations. Alam, (2015) notes that amidst the industry lies huge easily trainable labour personnel; and that the industry has had a lifelong relationship with external markets shipping companies which have continued to handle large volumes orders. Bangladesh is in position two after China as the biggest exporter of garments globally; with the minimum wage in Bangladesh being the lowest worldwide, as reflected in the product pricing. The industry according to Greenhouse, (2013) is moving towards the right direction especially following the tightening of the labour laws in the year 2013when the United States threatened to suspend trade privileges for Bangladesh due to safety concerns in the RMG industry. According to Greenhouse, the intrigues of Alliance and Accord are anchored on the threats and have indeed been instrumental to the RMG sector. It is apparent that there is no shortage of literature digging into the Bangladeshi’s RMG industry concerning the matters of compliance challenges and what groups can do for the betterment of the industry. However, quite a large number reflects on the present working conditions and state of compliance in the domain, or rationales behind the agreement. There is a shortage of empirical provisions touching on the challenges the managers of RMG firms encounter with respective human resource managers especially in their pursuits to implement the compliance regimen in the work environment. This review excited a need to bridge the void

Chapter 3: Methodology

3.0 Introduction

The aim of this chapter is to detail the methods and materials used in the research. The chapter considers various research methods and unpeels them in order to help readers clearly understand the techniques that were adopted for the study. Among the methods that are discussed are the research philosophy, research approach, research strategy, research choice, time horizon, and research techniques and procedures (Saunders, Lewis and Thornhill 2009, p.108).

3.1 Research Philosophy

Among the research options of philosophies are positivism, realism, interpretivism, and pragmatism (Saunders 2009, p.108). Of these philosophies, the researcher adopted the interpretivism philosophy. The choice of this philosophy was informed by the need to derive subjective meanings rather than law-like generalization (Sahay 2016, p.67). Therefore, the researcher studied a social phenomenon in its natural environment: the researcher mingled with the phenomenon, reflected on it, and interpreted the results to establish its existence in its environment. The researcher adopted an empathetic stance through which she was able to make sense of the world around her. To achieve this, the researcher entered the social world of the research subjects in order to understand the world from their point of view. The findings in this study are therefore informed by the researcher’s understanding of the responses collected.

3.2 Research Approach

The research approach is composed of two approaches to research namely inductive research and deductive research (Saunders et al. 2009, p.124). In deductive approach, the researcher develops a theory/hypothesis, which is then subjected to rigorous test while in inductive approach, a researcher analyses data in order to develop a theory (Bryman 2016, p.16). In this study, the deductive research approach was adopted. The researcher held that ethical human resource practices have a significant effect on working conditions in the Bangladesh ready-made garment sector and data was collected to test this hypothesis. The deductive research approach was prioritized in this study for it has various important characteristics. First, this approach helps establish the relationship between the study variables (van Wyk 2012, p.74). In this study, the researcher sought to establish the relationship between ethical human resource practices and working conditions in Bangladesh RMG sector. After studying the ethical human resource practices in this sector, the researcher was able to establish the relationship between these practices and working conditions. Second, the deductive approach was adopted in this study as it helps in quantitative measurement of facts (De Vaus 2013, p.123). In this study, the deductive approach helped the researcher establish what constitutes ethical human resource practices in the Bangladesh RMG sector. Additionally, the deductive approach is associated with the ability to generalize the study results (Ormston et al. 2014, p.53). In this study, the researcher collected data from a large sample that promoted generalizability of the results.

Research Strategy

Various strategies to research include experiment, survey, case study, action research, grounded theory, ethnography, and archival research and authorized by (Saunders et al. 2009, p.141). Of these research strategies, the researcher adopted the survey strategy for this study. According to Fowler (2013, p.14), the survey research strategy is always used together with the deductive research approach thus helping the researcher answer various research questions as who, where, what, how much, and how many among others. The researcher adopted the survey research strategy influenced by its characteristics that deemed significant for this study. First, surveys allow researcher to collect large amount of data from a sizeable population and in an economical way (Mukhopadhyay and Gupta 2014, p.112). The researcher aspired to attain generalizability thus had to collect data from a large population and given the academic purpose of this research, the researcher had to ensure it was conducted in an economical way. This influenced the choice of the survey strategy. According to Bell, Bryman and Harley (2018, p.57), the survey strategy often uses a questionnaire to collect data from the study sample: the questionnaire is normally standardized, which allows easy comparison of the results thus saving time. This is another reason the survey researcher design was adopted for the study. On the other hand, Brannen (2017, p.18) writes that surveys allow collection of data that can be used to suggest potential reasons for particular relationships between variables. Given the researcher had a hypothesis to test, the survey strategy was beneficial. Criticizing the survey research strategy, Bryman (2006, p.112) states that the researcher must spend a lot of time in ensuring the sample is representative and a good response rate is attained. In this study, obtaining a representative sample was not a problem because the RMG sector employs people with varied demographics. Additionally, this sector has a large number of employees and seeking consent was not a problem. Therefore, the researcher was able to overcome the above limitations in the survey research strategy. On the other hand, Almalki (2016, p.290) criticises the survey research strategy pointing out that it takes a lot of time to analyse the generated responses. To overcome this limitation, the researcher used a semi-structured questionnaire, which helped simplify the process data analysis.

3.4 Research Choice

The Saunders et al, three choices to research including mono method, mixed methods, and multi-methods (Saunders et al. 2009, p.151-152). In this study, the mixed methods research choice was made. In this research choice, the researcher collects both qualitative and quantitative data and analyse the information using corresponding analysis techniques. However, the researcher must be keen to analyse quantitative data using quantitative analysis techniques and qualitative data using qualitative analysis techniques (Halcomb and Hickman 2015, p.91). In this study, the researcher collected quantitative data using structured questionnaires and the generated information was analysed using SPSS. Additionally, the researcher conducted interviews, which were aimed at collecting qualitative data. The analysis results were then cross-tabulated. The mixed-method design was adopted for this study as it is easy to attain triangulation using it. According to Guest (2013, p.146), mixed methods use two or more independent sources of data as well as different data collection methods, which helps the researcher corroborate the research findings. In this study, the researcher used both questionnaire and interviews to collect data, which enhanced triangulation. The mixed methods are also associated with higher quality results as limitation in one method can be overcome using the other method (Creswell 2014, p.37): this also influenced the use of this method for this study.

3.5 Research Design

In line with the survey strategy and mixed methods picked in the above sections, the research finds the meaningful use of the case study research design in understanding the ethical human resource management issues from stakeholders’ pressures affecting the RMG sector, the effectiveness of efforts of the workers’ unions and human resource departments in ensuring worker ethical treatment in the RMG industry in Bangladesh. The workers’ own assessment of ethics in their respective companies in Bangladesh, the current adoption of ethical human resource practices in the RMG sector in Bangladesh as well as how ethical human resource practices, have and can impact on the working conditions in the RMG sector in Bangladesh. While picking on the RMG sector, case study design attracts the significant use of case study organizations, which are better placed in analyzing given phenomena with an added advantage of exploring significant elements of the study (Yin 2017). In as much as case study design is regarded as less objective, this research opts to select three case study organizations in the RMG industry in Bangladesh. The three organizations, which appear in the case study design, are staged to effect an intensive study which is an advantage that is rarely offered by other research designs. The case study organization will therefore give room for investigation as well as exploration of a phenomenon. This is only possible in the case of subjects which cannot ethically or physically be recreated. On the other hand, the use of case study organization gives room for development of new research as a result of the emerging behavior in the sociological arena. Similar to the study of Nickel and Dimed, which entails poverty in America, the research unlocked more avenues on working poor in America (Sampselle 2007). This can still be adopted in this context where the human factor is measured against the debatable ethical measures put in place in different organizational set up. Besides, the three companies used in the case study can pave way for the new insights associated to particular phenomena, which cannot be learned or identified in any other way. In a study of Sidney Bradford, researchers could easily learn more about perception and motion changes especially the moment he was given sight (Gregory 2004). It was even easier to study how dimensions and colors can affect the entire human process. Such a narrative can still be applied to understand how ethical human resource practices can affect working conditions across Bangladeshi ready-made garment (RMG) industry. However, it is worrying when case studies do not give room for replication and therefore decline chances of generalization (Yin 2017). For instance, the three case study organizations may only yield findings that impact the RMG sector in Bangladesh. In this case, the research is ore contextual and undermines theoretical applications.

3.6 Time Horizon

The research strategy outlines two time horizons over which research studies are conducted namely cross sectional and longitudinal horizons (Saunders et al. 2009, p.155). A cross-sectional study is conducted at a particular time while a longitudinal study is conducted over time. This research study was undertaken for academic course and therefore time constrained, which underscored the need to use the cross-sectional horizon. According to Easterby-Smith, Thorpe and Jackson (2012, p.193), the cross-sectional approach may not allow a researcher enough time to collect enough data to test the hypothesis. To overcome this limitation, the researcher used the survey research strategy, which allows a researcher collect large amount of data from a sizeable population over a short time period. A questionnaire was used and the researcher had control over the interviewing process to ensure more essential information was collected within the allocated time for every session.

3.7 Research Techniques and Procedures

This is concerned with how data is collected and analysed and accordingly the neaxt five sections outline how data is collated and analysed for the research.

3.7.1 Data Collection

In this study, data was collected using questionnaires and interviews. Saunders et al. (2009, p.342) identify two types of interviews including self-administered and interviewer-administered questionnaires. In this study, the self-administered questionnaires were adopted. In this approach, the researcher designs the questionnaire and issues it to respondents for completion. The researcher delivered the questionnaire by hand to the respondents and collected them after completion. The questionnaire was structured into two sections with the first section collecting general information and the second section collecting data on respondents’ perception of ethical practices. Questionnaires have been criticized for their failure to collect in depth and detailed information. To overcome this limitation, the researcher also used interviews to obtain more information about the respondents’ perceptions of ethical practices in the RMG sector. The researcher used a structured guide to ensure only relevant information was collected. Each interview session was scheduled to last 30 minutes. Only the 6-management staffs were interviewed while the remaining respondents completed the questionnaire.

3.7.2 Study Population

This study targeted population was staff in the Bangladesh RMG sector. The researcher identified three companies in this sector from which study sample was selected. The researcher sought approval from these three companies after which the study sample was selected. The research tried to conduct a quick survey of the possible population turn-up for the interview. In the year 2004, the garment is said to have been the leading employer of women in Bangladesh. By the year 2013, statistics have it the industry had 5000 garment factories, which had the capacity of employing 4 million people, with the largest percentage constituting the women. However there have been varying statistical outcomes determined by Private statistics and BGMEA, which asserts that there are only 4000 garment factories in Bangladesh, which have the potential or have already employed 4.2 million people, of which 85% are women. Skilled workers are highly found in large factories within the range of 46-53% compared to the small and medium factories. The unskilled workers are highly dominant in the small and medium enterprises with the range standing at 18-26%. In determining the number of respondents that would turn up for the interview, the research had to make a number of presumptions with regards to the population characteristics. First, all the selected case study organizations have equal number of employees and are of equal size. Secondly, all the employees working in the RMG sector have good knowledge of the industry. Lastly, all the organizations have served almost the same period in the industry. Picking from the BGMEA statistics, Bangladesh has 4000 factories with approximately 4 million employees. This means that every factory has approximately 1000 employees. If the research picks three case study organizations, then it is possible to have a population sample of 3000 people. One of the key reasons as to why the research had to narrow down to three case study organizations is to reduce the number to manageable levels, which can enable the interview to be conducted within the stipulated period of time. With a population of 3000, the research only expects a turn up of 350 employees. The number can still be filtered for the research to at least have 190 respondents with the number evenly distributed across the three case study organizations. While the number may change, the figure may not move far away from the approximate due to the presumptions and other factors that may affect the turnout.

3.7.3 Why Case study

The selection of a case study amid an interview in this research process is equally accompanied by a number of reasons, which have also been stated earlier on. First, case study will support the research process in investigating as well as understanding the principles within real life context. It is evident that the research will interact with people to determine how ethical human resource practices affect working conditions in the Bangladeshi ready-made garment (RMG) industry. This means that, amid the interviews, the case study would offer an element of real-life experience which is important in this research. Secondly, the use of case studies provides the researchers with in-depth investigation of an individual, event or even phenomenon. This means that a case study would offer the contextual sense of the RMG sector in Bangladesh. Other advantages include providing insights as well as attracting new research.

3.7.4 Selection of Case study organization

In satisfying the appropriateness of the study, the research needs to respond to the question of how to sample cases. Notably, purposive sampling strategy was seen to be an appropriate approach in attaining the appropriateness conditions. The case could still be subjected to a three-cluster framework, which constitutes a number of strategies that would suit a more appropriate case study selection.

First, before applying the purposive sampling, it should be understood that this technique is a non-probability sample, which is essentially selected based on the sole characteristics of the entire population (Shakir 2002). Purposive sampling is mainly perceived as selective, subjective and judgmental at the same time. While the research is subjected to around 4000 factories and at least 4 million employees, purposive sampling ensures that the research quickly arrives at the target sample. However, this is only appropriate where proportionality is not counted as part of the main concerns. Therefore, based on purposive sampling, the research aims at engaging organizations which have the following properties.

The organization should have 200-1000 employees in total regardless of whether one is skilled, semi-skilled or unskilled. This can easily be provided through the company data or company profile, which provides the number of employees as part of the introductory details.

The organization should have an established managerial structure with departments assigned significant roles within the company. For instance, a more recommendable organization is that one which has an established human resource department guided by codes of conduct. Such a department may not walk alone if unions do not exist.

The company should have membership with recognizable unions. This means that the organization safeguards the welfare of workers by considering the standards put in place by the unions

The organization ought to have legislative frameworks that serve as guiding tools in protecting the position of workers, establishing the ethical limits and the disciplinary course in case of noticeable misconduct

Employees should belong to quotas that define their capabilities. For instance, employees working in the HR department should have almost equal capabilities and knowledge regarding the welfare of workers, ethical measures and disciplinary actions

While purposive sampling seems to be specific, chances of reaching out to all the 4000 factories are limited. This is supported by a number of reasons. First, the research only needs three case study organizations, which makes it insensitive to assess all the 4000 factories. Secondly, time constraints may not allow assessing such large numbers of organization. Apart from purposive sampling, the research pays attention to the cluster approach (Shakir 2002). Based on this, choices were repeatedly negotiated and assessed against two appropriateness conditions, which ought to satisfy the phenomenon inquiry and the research purpose. First, attention is paid towards typical cases that can be coined around the research question. Secondly, the priori theory determined criterion ensured that the RMG factories under selection meet at least 3/5 of the total conditions. This ensures selection of different cases, which is sometimes hard to achieve.

3.7.5 Sampling Technique

Uprichard (2013, p.9) categorises sampling techniques into two including probability and non-probability sampling. The researcher adopted both probability and non-probability sampling techniques. There are various sampling techniques under this category including purposive, convenience, and snowball sampling among others (Saunders et al. 2009, p. 237). The researcher adopted the purposive sampling technique and it allowed collection of data from the most knowledgeable sources. In this study, data was collected from internal stakeholders including employees, union members, and staff members (personnel in the human resource department) as they were deemed to be more knowledgeable. After a list of the internal stakeholders was obtained, the researcher used stratified random sampling to determine who should be included in the study. The researcher divided the population into employees, union members, managers, and human resource personnel. From each strata, a desired number of persons was selected.

3.7.6 Sample

A sample refers to a subset of the entire population from which data is collected. In this study, the researcher collected data from a sample of 192 respondents. These included 150 employees (50 from each company), 18 union members (6 from every company), 18 HRM and procurement staff (6 from every company), and 6 management staff (2 from each company).

3.7.7 Data analysis

This study used the mixed methods and therefore data was analysed using both qualitative and quantitative techniques. Quantitative data obtained from the questionnaires was coded, edited and fed into a Statistical Package for Social Scientists (SPSS) for analysis. The results were presented using descriptive statistics in which frequency graphs, and measures of central tendency were used. On the other hand, qualitative data was analysed used thematic analysis. The results of the qualitative and quantitative data were cross-tabulated in order to establish and confirm the effect of ethical human resource practices on working conditions.

3.8 Ethical Considerations

According to Walliman (2017, p.13), any study that involves the use of humans and animals should uphold ethics to make sure the subjects are not hurt having participated in the research. In this study, several ethical considerations were made. First, the researcher sought approval from the three companies before conducting the study. Second, the researcher sought respondents’ consent before including them in the study. Third, personal information that could lead to tracing back information to the source was not a salient feature in this study. Additionally, the researcher allowed respondents to only respond to questions they were free to participate. Further, the respondents were given the right to withdraw at will. Finally, confidentiality was upheld and the collected data was only used for the purpose it was collected. The information was also coded before analysis to ensure the respondent could not be identified.

3.9 Conclusion

The study discusses the approaches adopted for the study. The chapter considers all the parts on the research strategy: the interpretivism philosophy, deductive approach, survey strategy, mixed-methods, cross-sectional, and the use of questionnaires and interviews for data collection. The chapter also discusses the data analysis techniques used including descriptive and thematic analysis. Finally, the chapter presents the ethics observed in the study including informed consent, confidentiality, anonymity, withdrawal at will, and organizational approval. Across the methodology, the research process has addressed the sense of case study organization, and how effective it can address the question of how ethical human resource practices affect working conditions in the Bangladeshi ready-made garment (RMG) industry. In this sense, the research has selected three case study organizations with an aim of supporting the interview process that would lead to the most fulfilling findings. Among other concerns that would make the research a success include the study population and mixed methods, which are seen as key elements in addressing the research objectives.

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