A Research proposal on

ADVANCED WORKING REPORT ON EMPLOYEE JOB

SATISFACTION IN THE CONTEXT OF MAHMUD GROUP LTD

Submitted by, MD.TANVIR SADAT

ID: 0831099

An Internship Report Presented in partialFulfillment of the Requirement for the Degree

Bachelor Business Administration

INDEPENDENT UNIVERSITY, BANGLADESHNOVEMBER, 2012

A Research proposal on

ADVANCED WORKING REPORT ON EMPLOYEE JOB SATISFACTION

IN THE CONTEXT OF MAHMUD GROUP LTD

Submitted by, MD. TANVIR SADAT ID # 0831099

Has been approvedNovember, 2012

Mr. Hanif MahatabLecturer,

School of BusinessIndependent University, Bangladesh

November,2012

Hanif Mahatab

Lecturer

School of Business

Independent University, Bangladesh.

Subject: Submission of Advanced Working Report for t he Internship.

Dear Sir,

With due respect, I’m. Tanvir Sadat, would like to inform you that, it is a great pleasure for

me to submit the “Advanced Working Report on EMPLOYEE JOB SATISFACTION IN

CONTEXT OF MAHMUD GROUP LTD as a requirement for BBA program. While

conducting the report, I gathered lots of knowledge about many unknown facts, problems and

prospects of.

Therefore, I firmly believe that, this report will be able to meet your approval. I would

Genuinely appreciate to make further corrections where it seems necessary by you.

Your kind advice will encourage me to conduct more work in future.

Sincerely Yours,

Tanvir Sadat

ID: 0831099

Acknowledgement

I was working on this topic of MAHMUD GROUP LTD Employee job satisfaction

successful completion of this report, I got support from so many persons, and without their

help this report was never possible.

First of all, I would like to thanks Mr.Hanif Mahatab to give me an opportunity to work on

this topic.

Secondly, we would like to convey my sincere gratitude to Mr. Khondokar Towfiq, Manager

in head office, and Mr Md. Jalaluddin Chowdhury, Relationship Manager of the same branch

for their continuous and patient guidance. Without their valuable advice and time, preparation

of this report in its present form would not have been possible.

I like to thank especially to Mr. Mokbul Hussain and Ujjal for always support me to know the

organizational environment.

Lastly, I would like show my heartiest gratitude to all the members of MAHMUD Denims

Ltd (Head office) those have helped us with their valuable advice and relevant articles and

journals for my project throughout the working period.

Table of Contents Executive Summary

1. Introduction

2. Statement of the problem

3. Objective of the study

4. Literature Review

4.1 Job Satisfaction

4.2 Reward & Recognition

4.3 Education & Training

4.4 Working Environment

4.5 Relationship between Working Environment & Job Satisfaction

4.6 Relationship between Rewards & Recognition & Job Satisfaction

4.7 Relationship between Education & Training & Job Satisfaction

5. Conceptual Framework

6. Operational Definition

7. Research question

8. Hypothesis

9. Research Methodology

9.1 Data Collection

9.2 Data Analysis

9.3 Survey Instrument

9.4 Secondary Research

9.5 Primary Research

9.6 Sampling Method

10. Findings & Results from Questionnaire

11. Recommendations

12. Limitations

13. References

14. Appendices

.

Executive Summary

Garment plays a vital role in underpinning the economic development of our country. In the

backdrop of Financial Sector Reform Policy streamlining the country‘s economy, MAHMUD

Group Ltd has achieved great success in all areas of ultimate objective of improving the

socio-economic development of the country. This study attempts to evaluate job satisfaction

of the officers of the MAHMUD Group Ltd. It focuses on the relative importance of job

satisfaction factors and their impacts on the overall job satisfaction of officers. It also

investigates the impacts of Remuneration, Reward and Recognition, Working environment,

and Education and Training on the attitudes toward job Satisfaction. The officers of

MAHMUD Group Ltd have higher levels of job satisfaction and they enjoy better facilities

and supportive work environment. Reward and Recognition is found as the most important

factor affecting job satisfaction.

1.0 Introduction

Mahmud Group of companies came into the textile industry with the establishment of a

yarn dyeing plant a t Chittagong in 1997. In 2006 Relying on its strong past experience

Mahmud Group decided to reshaping it's business by taking s ign i f ican t step towards

leading the denim industry and came up with composite state of the art denim mill.

Consisting of Mahmud Spinning Ltd, Mahmud Denims Ltd, Mahmud Indigo LTD,

Mahmud Jeans Ltd & Mahmud Washing Ltd; Mahmud Group is now one of the leading

denim company of the country and only specialized vertical denim plant.

From then on, The Group has been successfully asserting a n d expanding its position as

a market leader in the upscale fabric, yarn and garments market. Mahmud Group has

been guided by a value system that emphasizes integrity and trust at all levels of the

organization. There are many reasons for the Group's success. A major component is

the professional local and foreign senior management and dedicated workers who possess

extensive knowledge of both markets and customers.

At Mahmud Group, we value individuals for their diverse backgrounds, experiences,

styles, approaches and ideas. We actively promote diversity in whole value chain.

This diversity inspires the innovation that drives our business and helps improves our

competitive advantage. It helps us make decisions that serve customers in the divorced

markets around the world.

MAHMUD JEANS LTD

Type of company Private limited company

Type of garments Woven (Specialist is manufacturing Denim pants, shorts, skirts, jacket) Production capacity 24,000 p i e c e s per day

Factory Space 192, 000 square meters

Expected turn over 50 millions U.S.Dollar

Manpower 1500

Specialization Denim 5 pockets pants

Advantage Having forward and backward linkage denim garments

Bank IBBL, Gulshan Branch

Year of establishment 2009

Web site www.mahmudgroup-bd.com

Contact

info@mahmudgroup-bd.com

www.mahmudgroup-bd.com

Corporate Office

Sector: 06, Road: 10, House: 25

Uttara Model Town, Dhaka-1230

Ph: +88-02·8961594/89616521/8961679

Fax: +88·02·8961508

Factory Address

Hartokitola, Chandra, Kaliakoir,Gazipur Dhaka, Bangladesh.

Ph: +88 0682251244-6

2.0 Statement of the problem

In recent years we have seen many reports regarding lack of job satisfaction among

employees in Bangladesh. To address this issue we need to know what factors may have

relation with employees ‘job satisfaction in context of garments sector in Bangladesh,

particularly in context of MAHMUD Group Ltd. To understand why employees are not

satisfied, the researchers will broaden the previous study of Ooi et al. (2007) by including

education and training as an added variable. Hence, this study will investigate the relationship

between reward and recognition, remuneration, working environment, education and training.

In my internship report I am considering job satisfaction as a dependent variable. And

working environment, education & training, remuneration, rewards& recognition as

independent variable.

3.0 Objective of the Study

The purpose of the study is to take up the issue of reward and recognition, remuneration,,

education and training, working environment are related with job satisfaction in the

workplace, with particular reference to business organizations in Bangladesh.

Employee responses are taken into consideration to determine whether employees in

MAHMUD GROUP LTD are happy with their working conditions or not. In particular, the

study will focus on the diverse personal goals which employees hope to satisfy in the

workplace, determine whether variables like reward and recognition, remuneration, working

environment, education and training will influence their levels of satisfaction and

involvement, locate measures to find out employees with higher or lower levels of

involvement as also the need for an employee to be satisfied and motivated to perform well

and focus on job characteristics that bring out the best in employees. The research will further

attempt to study and analyze whether practical and possible changes can be made in the

working environment.

Research timeline

2012 September Collection of information.

2012 October Research proposal writing.

2012 November Data collection.

2012 November Data analysis.

2012 November Interpretation of findings.

2012 November 22 Draft paper submission.

2012 November 29 Final report submission.

4.0 Literature Review

4.1 Job Satisfaction

Locke's (1969, 1976) said that facet job satisfaction is a function of three basic determinants:

1) face amount, 2) wanted amount and 3) facet importance. Lawler (1973) also explained job

satisfaction in terms of the difference between what people thought they should receive and

what they perceived that they actually did receive. Job satisfaction is the ―results from the

perception that one's job fulfills or allows the fulfillment of one's important job values,

provided that it is to the degree that those values are congruent with one's needs‖ (Locke,

1976). Schneider (1985) defined job satisfaction as ―the psychological disposition of people

toward their work – and this involves a collection of numerous attitudes or feelings‖.

Individual‘s perceptions of the differences between what was expected as a fair return and

what was actually experienced determine the job satisfaction. Job satisfaction, its causal

factors and its effect upon garment are all part of the various factors. Job satisfaction for an

individual can be influenced by a number of factors that include first the job itself, the salary,

the promotion policy of the company, the attitudes of the co-workers, the physical and mental

stress levels involved, the working conditions, the interest and challenge levels. These

various factors are just indicative of the many factors that contribute or take away from job

satisfaction. Moreover, satisfaction creates confidence, loyalty and ultimately improved

quality in the output of the employed. For the purpose of the study the researcher will use the

definition of Locke (1976).

The most frequently used definition of job satisfaction has been given by Locke (1976), who defined it as “ a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. ThereSeems general consensus that job satisfaction has obtained a recognized position in the literature of industrialAnd organizational psychology (Maanen and Katz 1976).Harter, Schmidt and Hayes (2002) mentioned that 7,855 articles having being published between 1976 and2000, on job satisfaction. Cole and Cole (www.teammax.) in their study mentioned that majority of theResearch examining the employee satisfaction-performance relationship has been conducted on the micro levelOf analysis and a handful of studies have explored the relationship between aggregated employee jobsSatisfaction attitudes and organizational (unit level) performance (Ostroff 1992; Ryan, Schmitt and Jonson1996; Harter, et.al 2002; Schnieder, Hanges, Smith and Salvaggio 2003; Bowen and Ostroff 2004; Wright,Dunfold, and Snell 2001; Wright, Gardner, Moynihan and Allen 2005). Cole and Cole mentioned that theCurrent understanding of how aggregated employee attitudes influence and are influenced by importantBusiness outcomes is limited and they based on the evidence to date) concluded that employee satisfaction isRelated to meaningful business outcomes and these relationships generalize across companies (andIndustries). They have also mentioned at their study that there is potential for longitudinal research in the areaOf aggregated employee satisfaction and this longitudinal study would suggest not only some directionalityFrom employee attitudes to business outcomes (as well as the reverse) but a reciprocal relationship in someCases.

Khan (2001) in his study mentioned that there is deliberate feminization of the workforce of the garmentIndustry in Bangladesh and there are three reasons behind this deliberate feminization. These are: (1)Garment factory owners perceived that like the poor women workers of other Asian NICs who had beenSocially and economically oppressed for so long and who have low aspirations wages, teen age girls andYoung women from rural areas of Bangladesh have low aspiration wages. so, they appointed mainly

Unskilled teen age girls or young women mainly from the rural areas; (2) since they are already in aSusceptible socio-economic condition, as compared to their male counter parts, will agree to work for extraHours and if situation demands it will be easier to dismiss them; (3) most garment factory owners perceivedThem as docile, trustworthy and manageable. The author also mentioned in his study that most BangladeshiGarment factory owners have failed to see any causal relationship between labor standards and productivityOutcomes. Therefore, many of them have become cost effective mainly by lowering labor standards andTaking opportunities for low-wage employment due to the profusion of a young female labor force.Delahunt (1998) mentioned that workers of garment factories in Bangladesh frequently suffer from hackingCoughs, severe eye strain due to poor lighting and working hours, respiratory problems, low back and jointPain and urinary tract infections because they are denied access to toilet facilities. The authors alsoMentioned that travel to and from factories are dangerous and women are often sexually harassed.Paul- Majumder and Begum (2000) found (most of the data of this study have been collected from theSurvey of 1990; 1993 and 1997) that male and female workers of garment industry work about 12 hours aDay, there is absence of leave facilities and weekly holiday. They found that although the workers were paidFor overtime work on weekly holiday, no alternative holidays were given to these workers whereas workersIn other export and non export industries enjoy almost all weekly holidays. Prospects of promotion for theWorkers in the garment industry are slandered. Most of the garment factories are overcrowded, congested andPoorly ventilated. The consequences of these sub-standard working conditions garment workers inBangladesh is exposed to toxic substances and dust. The workers, particularly the operation and sewingHelpers, who are mostly female, continuously breathe in these substances. Most of the garment factories doNot have adequate fire protection measures and toilet facilities are very poor. The study found that garmentWorkers in Bangladesh suffer from the absence of lunchroom, lack of pure drinking water and lack of canteenFacilities. and they are not entitled to any fringe benefits including accommodation allowance, health care,Emergency funds and transportation.Absar (2001) in her study mentioned that Bangladesh has the cheapest unit of labor cost in South Asia. It

Costs only 11 cents to manufacture a shirt in Bangladesh whereas it costs 79 cents in Srilanka and 26 in India.Clearly, the comparative advantage of Bangladesh in this case lies in having the cheapest unit labor cost.The author also mentioned that workers of garment factories in Bangladesh are asked to work whole monthsAt a time without a single day off.Rogers (2010) in his writing mentioned that Bangladeshi garment workers are the lowest paid garmentWorkers in the world. Although their minimum wage was supposed to have risen to about $40 a month inNovember 2010, many garment factory owners are still paying the old minimum wage of $24 a month.He also mentioned that most Bangladeshi garment workers do not belong to unions and most of the unionLeaders are working for the interest of the garment Indus Journal of Management & Social Sciences, 5(1):1-9 (Spring 2011) ideas.repec.org/s/iih/journl.htmlEmployee’s View on Job Satisfaction: A Study on Garments Indust. 4 By SSM Sadrul Huda, N.Akhtar and A. AkhtarInformation sharing is significantly related. Task significance and information sharing are positively relatedTo the overall impact. Unfairness in pay, high bureaucracy and higher level of conflicts cause a limitedPositive overall impact on women workers. The positive relationships to technological change includeImprovement of task significance, salary increase, improvement of the quality of supervision, improvedQuality of relation and increase benefits. The negative consequences are unfair pay, work dissatisfaction,Bureaucracy, conflicts between management and workers, decreased promotion for workers.The controlled trade regime on textile and clothing, which was based on the Multi-fiber Agreement (MFA)Made in 1979, was abolished on January 01, 2005. Yamagata (2007) reviewed the impacts of the changes onThe main markets and examined the prospects for the markets for the markets and the source of countries. TheAuthor mentioned that the most critics before the MFA Phase-out declared that the garment industry in theLow-income exporters will fall down because of the low level of technology incorporate into the shallowAccumulation of physical capital, poor physical and institutional infrastructure and distance from the mainMarkets. Among the lowest low-income countries Bangladesh and Cambodia were considered to be the mostSusceptible because they rely on clothing for as much as three quarters of the composition of all exportCommodities. Even inside the countries, exporters widely publicized their distressed situation and asked theirGovernment and international society for assistance. However, Bangladesh and Cambodia knocked over this

Forecast and have come out as tough exporters of garments and maintained rapid growth even during the highTime for China. The author has mentioned that Bangladesh and some other low-income countries mayPenetrate more into the markets of developed countries if there would be the absence of labor disputes, wageIncreases, skilled labor shortages or insufficient physical and insufficient. If they handle those issues cleverly,They would become really competitive.This study is unique in that although many studies have been conducted on the garment workers inBangladesh, not a single study has been conducted to explore the job satisfaction of the workers of garmentIndustry. The hypotheses for this study were developed based on the various studies conducted on theWorkers of garment sector in Bangladesh.

4.2 Rewards and Recognition

Employees are looking for something different in benefits packages. They want to be

engaged. In short, they want to love their job. The rewards of employees loving their jobs

flow directly towards the company (Woolf, 2006). Reward and recognition can be defined as

benefits, such as increased salary, bonuses and promotion resulting from the annual review of

Performance, which is conferred for public acknowledgement of superior Performance with

respect to goals (Juran & Gryna, 1993). Rewards can be implemented in several forms such

as financial rewards and recognition awards. Award and recognition programs, profit-sharing

programs, increase in pay, benefits and incentives, and suggestion programs are some of the

systems that can be used to reward employees for good environmental practices (Atwater &

Bass, 1994; Laabs, 1992; Leitch et al., 1995; Marks, 2001; Patton and Daley, 1998). Rewards

can be a reinforcement to continuously motivate and increase commitment from employees to

be environmentally responsible (Laabs, 1992; Patton & Daley, 1998). Work rewards refer to

the intrinsic and extrinsic benefits that employees receive from their jobs (Herzberg, 1966).

An effective reward and recognition process provides a clear and visible statement to all

employees of the organizational values and the commitment to employee involvement

(Scholtes, 1995). This study illustrate that reward and recognition is a simple process for the

management which offer an understandable and noticeable announcement on the way to

employees that makes more productive, diligent to their job. Reward noted as a dynamic and

motivating target that may develop over time, influenced by management toward employees.

For the purpose of the study the researcher will use the definition of Woolf (2006).

4.3 Education and training

According to Zhang, Waszink, and Wijngaard (2000) Employees should be considered as

valuable and long-term resources worthy of receiving education and training throughout their

career. Deming (1986) stresses the importance of education and training for continual

updating and improvement. Many research results reveal that education and training are one

of the most important elements in a successful garments (e.g. Mann, 1992). The research

confirms what most garments have already realized, namely, that education and training are

an integral and essential for job satisfaction. Investment in education and training is vitally

important for success. Employees should be regarded as valuable, long-term resources

worthy of receiving education and training throughout their career. All management

personnel, supervisors, and employees should accept quality education and training such as

quality awareness education and quality management methods education. For the purpose of

the study the researcher will use the definition of Zhang et al. (2000).

4.4 Working environment

4.5 Relationship between working environment and Job

Satisfaction

Working environment is positively related to job satisfaction (Perry & Mankin, 2007). In

addition, working environment was also found to have a positive contribution towards

employees ‘job satisfaction. This suggests that employees require healthy working

environment, from executives and management teams. It is important that management

ensure healthy working environment and trust their employees ‘capabilities to have control

over their working lives. The results are consistent with previous research, which found that

employees with healthy working environment had better opinions of their managers, and

experienced higher satisfaction, involvement, well-being and commitment (Flaherty &

Pappas, 2000; Norlina & Zainal, 2000; Gilbert & Tang, 1998; Cook & Wall, 1980). Healthy

working environment has been linked to overall employee job satisfaction and perceived

organizational effectiveness (Morley, Shockley-Zalabak, & Cesaria, 1997). Employees also

can benefit from awareness of the importance of organizational trust. Increased job

satisfaction, the ability to innovate, and the ability to identify with a successful bank all are

related to perceptions health working environment (Zalabak, Ellis, & Winograd, 2000).

Gilbert and Tang suggested that individuals who are satisfied with their work environment

are more likely to trust management and be more productive. Other researchers, however,

have reported a positive relationship between work satisfaction and healthy working

environment. The reasoning underlying a possible relationship between work satisfaction and

good working environment is equivocal (Perry & Mankin, 2007). Therefore, it is found that

employees require healthy environment, from executives and management teams and if they

find it then employees was satisfied in their job. Healthy working environment means higher

level of employee job satisfaction.

4.6 Relationship between Rewards and Recognition and Job

Satisfaction

The relationship between job satisfaction and the work value and job rewards associated with

six dimensions of work—intrinsic, convenience, financial, relations with co-workers, career

opportunities and resource adequacy (Kalleberg, 1977). Reward and recognition are not

significantly associated with employees job satisfaction. However, reward and recognition

have provided longer term, infrastructural benefits necessary for the continued improvement

overtime, but with an indirect association towards employees’ job satisfaction (Ooi, Bakar,

Arumugam, 2005). Rewards are positively related to job satisfaction In contrast, there was a

relationship between reward and recognition and employees job satisfaction. Reward and

recognition was found to have significant contributions towards employee’s job satisfaction.

This indicated that both recognition and rewards required motivating effects on people at

work. Further, aspects of emphasis on rewards such as fairness, opportunities for professional

growth, high pay, and praise for good performance does not appear to influence employee’s

job satisfaction in this study. The present results are in contrast with the findings from

previous study conducted by O‘Driscoll and Randall (1999), in which he found that the

rewards offered by a bank have a positive effect on employees‘ satisfaction towards their job

and the organization for which they work (Ooi, Bakar, Arumugam, 2005).

This study illustrate there was a good relationship between employees job satisfaction with

reward and recognition but they have positive relation. Reward and recognition was

established to have insignificant contributions towards employee’s job satisfaction.

4.7 Relationship between Education and Training and Job

Satisfaction

Education and training has relation with job satisfaction. It has been revealed that employees

are satisfied where they are encouraged to learn new things and improve their skills. Study

has examined the relationship between the soft elements of critical success factors are

influenced by soft elements activities such as employment continuity, education and training,

top supervision leadership for quality and continuous improvement (Lau & Idris, 2001).

Upon realizing the importance of education and training, Zhang, Waszink, and Wijngaard

(2000) said that employees should be considered as valuable and long-term resources worthy

of receiving education and training throughout their career. Deming (1986) supports the

importance of education and training for continual updating and improvement. Mann (1992)

also added that many research results reveal that education and training are one of the most

important elements in a successful bank.

5.0 Conceptual framework

To give direction in the investigation, the researcher developed a conceptual framework

based insights gain from different study. While a no of issue theories pertinent to the study

were discussed in the literature review. The following concepts were chosen as the basis of

the analysis of the research problem. These were Employee remuneration, working

environment Education and training. And overall this 3 problem make an effect on employee

job satisfaction level in Bangladesh. According to Ticehurst and veal (2000) a conceptual

framework indicates how researcher views the concepts involved in a study especially the

relationship between concepts. Greater clarity in understanding the concepts addressed in this

study indicated the relationship between the studied variables. (Cooper& Schindler 1998,

Kumar 1997).

Remuneration

Rewards and recognition

Employee job satisfaction

Education and training

Working environment

7.0 Research Question

Is there any significant relationship between rewards and recognition its influence on the

level of job satisfaction in Bangladesh Garments industry?

Is there any significant relationship between lack of good working environment and its

Influence on the level of worker job satisfaction in Bangladesh industry garment?

Is there any significant relationship between importance of remuneration and its influence on

the level of job satisfaction in Bangladesh garments industry?

Is there any significant relationship between education and training and its influence on the

level of worker job satisfaction in Bangladesh?

6.0 Operational Definition

Table 1: Operational definitions of

measured variables

Measured Variable Operational Definition

Reward and Recognition Operationally defined by the Zhang,

Waszink, and Wijngaard (2000) instrument.

Remuneration Operationally defined by the Lau and Idris

(2001) instrument.

Education and Training Operationally defined by the Noorliza and

Zainal (2000) instrument.

Working environment Operationally defined by the Zhang,

Waszink, and Wijngaard (2000) instrument.

Employees‘ Job Satisfaction Operationally defined by the Wright and

Cropanzano (1998) instrument.

8.0Hypothesis

There is a significant relationship between rewards and recognition its influence on the level

of job satisfaction in Bangladesh Garments industry

There is a significant relationship between healthy working environments its influence on

the level of worker job satisfaction in Bangladesh Garments industry.

There is a significant relationship between importance of remuneration and its influence on

the level of job satisfaction in Bangladesh garments industry.

There is a significant relationship between education and training and its influence on the

level of worker job satisfaction in Bangladesh.

9.0 Research Methodology

9.1 Data collection:

Due to the lack of journal and several publications it was required to analyze primary data to

investigate the research questions. The researcher used a structure questionnaire to collect

data from primary resources.

9.2 Data analysis:

The purposed study was a correlation study. As a result after collecting data from the

respondents the researcher used to correlation matrix to identify whether relationship exist

between the measured variable or not. For this

Research SPSS version 12 has been used as the statistical data analysis tool as it offers

greater flexibility in data analysis.

9.3 Survey Instrument:

Due to the lack of secondary data (articles, journals) it was required to investigate the primary

research data for analyzing this problem. To collect data from primary resources, a set of

structured questionnaire was distributed among the buyer, head of operations; worker the

questionnaire was a useful method to collect data from clients for the following reasons.

The researcher has conducted the survey approximately on 30 to 50 respondents. To

interview such a moderate sample of clients, head of operation and other key Employees in

AD firm would have been time consuming and difficult. For this reason the survey was

conducted through a structured questionnaire rather than direct interview.

The postal system of our country is very slow. Hence mail survey would have been too time

consuming and difficult to feasible for this country.

Online survey will also be inappropriate for this study.

In earlier study on the measure variables previous researchers had used questionnaire.

A structured questionnaire has been used in this research to collect data. Each of these

questionnaires had 4 sections. Influence of brand name was measured by using 5 items. (Sec1

question 1-5).Uncontrolled communications was measured by using 7 items. Importances of

human resources are measured by using 6items.

Since the instrument was measuring respondents brand name, importance of human resources

for ad agency, lack of modern technology effect in ad firm and uncontrolled communications.

A 5point likert scale was used to determine how strongly respondents agree or disagree with

each item. (1=strongly disagree and 5=strongly agree)(Zikmund 1997.)

9.4 Secondary research:

Since, the advertising industry of Bangladesh has never been subject to extensive research

there is lack of literature directly related to it. The strength of secondary study as a

contribution towards development of the core of the research is nothing much to talk about.

Before any analysis of this unexplored yet immensely potential market could be made, the

available secondary data regarding the industry should be kept in consideration. I have

studied few book and read report.

Newspaper articles from New Age, The Daily Star were also liked to collected and studied.

From this wide ranging source of data, I am able to manage to achieve valuable insights. This

information helped me set the parameters for our primary research.

9.5Primary research:

Primary Research has been done to get an exhaustive understanding of what are the factors

that might contribute to the success of the telecom companies in Bangladesh and how can it

sustain its success in the long run through incorporating different techniques. Thorough

information was collected from primary qualitative and further secondary research, 1 set of

questionnaire for customers of different companies of Dhaka City was prepared.

But I preferred and liked to use primary research data for my research purpose.

.

9.6 Sampling Method:

Sample design

In comprehending the target population, three sets of target population have been chosen:

Garments factory of Dhaka City (Survey Questionnaire)

Head of operation, Union leader in garments factory of Dhaka City (Survey Questionnaire)

International buyer for garments product in Dhaka City (Survey Questionnaire)

Sample Frame

The sample frames that have been selected are as follows:

Giant garments manufacturing unit in Bangladesh.

Sample Element

Worker, trade union leader, who are currently involve with garments industry Bangladesh.

Here, 10 surveys were conducted to complete the questionnaire survey.

Error Factor: 5%, as we are estimating that 95 out of the 100 interviews will be conclusive for

our research.

SAMPLE TYPE

Non-Probability sampling has been chosen for the research purpose. The objectives of the

research will be determining what sort of sampling would be appropriate. This means it is not

portraying the universe and research findings will be valid when the representatives of the

target population that will be surveyed through questionnaire.

To be more precise, the Convenience Sampling has been chosen as a method of interviewing.

Because, to obtain a large number of completed questionnaire in the shortest time frame

possible, and to complete it in an economical way, it was better to use convenience survey

method. More to add, since a specific list of population was not present in this case, it was

decided to conduct the convenience survey for the customers. Even though it was extensively

used, there was always a risk of bias, since bias and variability of estimates could not be

measured. So the set of respondents were chosen from as diverse background as possible.

Conceptual framework

To give direction in the investigation, the researcher developed a conceptual framework

based insights gain from different study. While a no of issue theories pertinent to the study

were discussed in the literature review. The following concepts were chosen as the basis of

the analysis of the research problem. These were Employee remuneration, rewards and

recognition, working environment and Education and training. And overall this 3 problem

make an effect on employee job satisfaction level in Bangladesh. According to Ticehurst and

veal (2000) a conceptual framework indicates how researcher views the concepts involved in

a study especially the relationship between concepts. Greater clarity in understanding the

concepts addressed in this study indicated the relationship between the studied variables.

(Cooper& Schindler 1998, Kumar 1997).

Questionnaire Generation:

A questionnaire was prepared for the research, for the customers of the garments industry of

Bangladesh. This was developed to prove the hypothesis given below. A pretest has been

done considering 10% of the total sample taken for each category. After pretest, few changes

were made and hence I prepared the final questionnaire. The data collected by the

questionnaire will be analyzed using the MS Excel and SPSS

Significance of the Study

There are approximately 15000 Garments which are operating to serve the whole Garments

industry; as a result the competition has heightened. However Garments industries are facing

no of problem in this business and international market. The significant problems are lack of

rewards and recognition, remuneration, Working environment, education and training with

the level of job satisfaction. This report will be beneficial for the employees, management

practitioners, competitors, industry and the society as a whole –

Trade union leader can observe whether there are getting benefits by working with garments

in this industry or not.

Decision makers can bridge the gap by focusing on human resource training and instituting

new policy in advertising industry.

Management practitioners can gain important insights regarding the areas for improvement or

adequate spheres.

Competitors can also benefit from the outcomes of this study by getting an indication of

where to focus its monetary resources.

10. Findings & Results from questionnaire

The reliability coefficients means, and standard deviations of all the constructs in the current

study is displayed in table 2.the coefficient alphas for the different constructs were computed

using the reliability procedures in spss (version 12.0) the most highly recommended measure

of internal consistency is provided by coefficient alpha or cronbach’salpha (1951) as it

provides a good reliability estimated in most situations. The nearer the value of alpha to 1, the

better reliability. If the value is low, either there are too few items or there is very little

commonality among the items.Nunnaly (1978) suggested that the for early stages of any

research the reliability of .50-.60 is sufficient. The reliabilities of all the constructs in this

study found to be above the standard set by nunnally. (1978).

Descriptive statistics and reliability coefficients of Brand image, uncontrolled

communications, controlled communications, Experience human resources, Modern

technology, no of employees, foreign affiliation, year of incorporation, Branches and return

clients.

Table -1

Scale No. of items alpha mean Std deviation

Remuneration 4 .817 3.3250 .83084

Rewards and recognition

3 .592 3.7111 .76180

Education and training

3 .722 3.7222 .60700

Working environment

3 .910 3.1889 1.03828

Job Satisfaction 4 .898 4.0333 .80605

Mean scores have been computed equally by weighting the mean scores of all items. On a five point likert scale the mean score for Remuneration is 3.3250.(SD=.83084),the mean score for Reward and recognition is3.7111(SD=.76180),mean score for education and

training is 3.7222(SD=.60700).mean score for working environment is 3.1889(SD=1.03828),mean score for job satisfaction is 4.0333(SD=.80605) It indicates that worker job satisfaction is vital and remuneration, rewards and recognition, education and training are linked with job satisfaction level.

Correlation analysis

A correlation analysis was conducted on all the variables to explore the relationship between the measured variables. In interpreting the strength of relationship between variables. The guidelines suggested by row tree (1981) were followed. His classifications of the correlations coefficient (r) are as follows.

0.0 to 0.2 very weak, negligible

0.2 to 0.4 Weak, low

0.4 to 0.7 Moderate

0.7 to 0.9 Strong, high marked

0.9 to 1.0 very strong, very high.

The bivariate correlation procedure was subject to a two tailed test of statistical significance at two different levels highly significant (p<0.01) or (p<05) the result of correlation analysis are shown in the analysis part.

Correlation is significant at the 0.05 level (2 tailed).

Correlation is significant at the 0.01 level (2 tailed).

The result of correlation are found from the data analysis is that, there is a significant correlation ship between the independent variables and dependent variables. It examines among all independent variable with dependent variable. From the analysis we find out that remuneration(r=.479, p<.01), Rewards and recognition(r=..695, p<.01) education and training(r=.718, P<.001) Working environment(r=.480, p<0.01) are significantly correlated with employee level of job satisfaction.

Hypothesis -1

There is a significant relationship between Remuneration and the worker level of job

satisfaction in Bangladesh Garment industry. It is observed that Pearson correlation is found

to be .479, which indicates that remuneration is correlated with the worker level of job

satisfaction. The p value is found to be (0.007).and is less than (p<0.01). This indicates that

the relationship is significant

Hypothesis 2:

There is significant relationship between Rewards and recognition with the level of employee

job satisfaction in Bangladesh garments industry. It is observe that coefficient is found to

be .695, which indicates that relationship is strong between rewards and recognition with the

level of employee job satisfaction in Bangladesh. The p value is found to be .000 (it’s

significant at the 0.01 level) which indicates that the relationship is significant.

Hypothesis 3:

There is no significant relationship between Education and training with the level of

employee job satisfaction in Bangladesh Garments industry. It is observe that coefficient is

found to be .718, which indicates that relationship is highly significant with the education and

training with the level of employee job satisfaction in Bangladesh. The p value is found to

be .000 (it’s less than the 0.01 level) which indicates that the relationship is significant.

Hypothesis 4:

There is no significant relationship between the working environment and with the level of

Garments worker job satisfaction in Bangladesh garments industry. It is observe that

coefficient is found to be .480, which indicates that relationship is week between the working

environment and the level of worker job satisfaction in Bangladesh. The p value is found to

be .007 (it’s greater than the 0.01 level) which indicates that the relationship is insignificant.

11.0 Recommendations:

From the research and through data analysis I find out that in Bangladesh Garments industry

worker are getting insufficient remuneration in their job. As a result it s very difficult to

survive. So they are highly demotivated and creates unrest situation in factory. Garment

owner need to give higher remuneration to their factory worker in order training and with

the level of worker job satisfaction in Bangladesh garments industry. But Top management

need to give more rewards and recognition, education and training to increase job

satisfaction in the workplace. Top management need to ensure safety inside the factory to

stop unwanted accident like (Ashuliya Tajreen Fashion) in Bangladesh garments

12.0 Limitations:

The study was limited by a number of factors. Firstly the research was limited for scare of

information. Secondly small size is very small. And most of my respondent is Garments

worker. So it’s very difficult to get time from them. And finally the knowledge constraint of

the researcher was another limitation for this study.

Conclusions:

At the end of my report I want to say that, due to the shortage of time I work with only 4

variables in my intern project. But Job satisfaction among garments worker is very vital. In

order to increase job satisfaction Top management need to institute new policy for worker

motivation. Top management also needs to arrange other fringe Benefits to increase job

satisfaction in the work place.

At last I want to say that student needs to focus on garments industry and conduct more

research on different issue which is associated with garment industry.

13.0 References

http://www.en.wikipedia.org/wiki/mahmud

Mahmud group intranet.

www.mahmud.com

http://www.bangladesh-garment.org/tp://

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Battacharya, D. and Rahman, M. (1998) ‘Female Employment under Export-Propelled Industrialization: Prospect for Internalizing Global Opportunities in Bangladesh Apparel Sector, Paper prepared under the UNRISED-CPD Study on Technical Cooperation and Women’s Lives: Integrating Gender into Development Policy. Begum, N. (2002), ‘Women Workers’ Status in Bangldash: A case of Garment Workers’ State of Human Rights in Bangladesh: Women’s Perspective, Dhaka: Women for Women Campbell, A. J. (1997), ‘Using Buyer-Supplier Networks to increase Innovation Speed: An exploratory Study of Thai Textile Exporters’, Asia Pacific Journal of Management, Vol. 14, PP. 107-222. Khan, M.S. and Mollah, M.M. (2007), ‘Some Aspects of Occupational Security of Female Garment Workers: Bangladesh Perspective’, Empowerment, Vol. 14, PP. 31-46.

Kibria, N. (2001), ‘Becoming a Garments Worker: The Mobilization of women into the Garment Factories of Bangladesh’, in Sobhan, R. and Khundker, N. (eds.), Globalization and Gender: Changing Patterns of Women’s Employment in Bangladesh, Dhaka: The University Press Limited, PP. 61-90. Mahtab, N. (2003), ‘Female Garment Workers: Economic and Social Security’, in Khan, S. (ed.) Role of NGO in Effective Implementation of PFA and CEDAW in Bangladesh, NGO Coalition on Beijing Plus Five, Bangladesh, PP. 19-34.

Paul-Majumder, P. (2008), ‘Gender Differentiated Impact of Employment in the Manufacturing Sector of Bangladesh on the Mental Health of worker: A Case study of Employment in the Garment Industry’, Empowerment, Vol. 15, PP. 1-22. begum, A. (2000), The Gender Imbalances in the Export Oriented Garment Industry in Bangladesh, Policy Research Report on Gender and Development, Working Paper Series No: 12, the World Bank. Zohir, S. (1995), ‘Empowering Women: Wage Employment in the Garment Industry,’ Empowerment, Vol: 2, PP.83-112. Siddiqui, D.M. (2003), The Sexual Harassment of Industrial Worker: Strategies for Intervention in the Workplace and Beyond, Working Paper, Dhaka: Centre for Policy Dialogue.

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Ahmed, S. (2003). Social justice and the human rights of MSM in Bangladesh. In D. M.Siddiqi (Ed.), Human rights in Bangladesh 2003 (pp. 235-245). Dhaka,Bangladesh: Ain o Salish Kendra (ASK).

Ahmed, S., Koenig, M. A., & Stephenson, R. (2006). Effects of domestic violence onperinatal and early-childhood mortality: evidence from north India. AmericanJournal of Public Health, 96(8), 1423-1428.

Alam, S. Harkin bill and child workers in Bangladesh garments Retrieved November 192009, from http://www.banglarights.net/HTML/garmentsworkers.htm

Amin, S., Diamond, I., Naved, R. T., & Newby, M. (1998). Transition to adulthood offemale garment-factory workers in Bangladesh. Studies in family planning, 29(2),185-200.

Baruah, B. (2004). Earning Their Keep and Keeping What They Earn: A Critique ofOrganizing Strategies for South Asian Women in the Informal Sector. GenderWork and Organization, 11(6), 605-626.

Bates, L. M., Islam, M. K., Al-Kabir, A., & Schuler, S. R. (2003). From home to clinicand family planning to family health: client and community responses to healthsector reforms in Bangladesh. International family planning perspectives, 29(2),88-94.Chowdhury, A. M. R., R, N. S., & K., C. R. (2003). Equity Gains in Bangladesh PrimaryEducation. International Review of Education, 49(6), 19.

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Estivill, J. (2003). Concepts and Strategies for Combating Social Exclusion. AnOverview (pp. 131). Portugal: International Labour Organization/STEP.Journal of International Women’s Studies Vol. 11 #1 November 2009 302Garment workers revolt in Bangladesh (2006). Retrieved November 24, 2008, fromhttp://libcom.org/news/article.php/bangladesh-garment-revolt-140706Gibson, S., Mahmud, S., Toufique, K. A., & Turton, C. (2004). Breaking New Ground:Livelihood Choices, Opportunities and Tradeoffs for Women and Girls in RuralBangladesh.

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14.0 Appendices

Descriptative statistic for remuneration, rewards and recognition, working environment and job satisfaction

Survey questionnaire

Variable Strongly

disagree

Disagree Neither

agree or

disagree

Agree Strongly

agree

Remuneration

1. We are getting higher

remuneration from our

garments manufacturer.

2. We can afford our

family expenditure with

our monthly

remuneration.

3. We are getting over

time for extra work.

4. We are not ready to

demand more

remuneration from our

owner.

Rewards and

recognition

1.our owner reward us

for good performance

2. We are getting yearly

recognition for

exceeding our

management

expectation.

3. We are satisfied for

rewards and recognition.

Education and training

1. Our top management

provide us specialize

training for increasing

job productivity.

2. Training period last

for more than 6 month.

3. Training helps us to

complete work in less

time.

Working environment

1. (For women) We did

not face any sexual

harassment in our

working section.

2. We have modern

amenities and fire

extinguisher system

inside the factory.

3. Top management

ensures proper hygiene

and standard canteen

inside of our factory.

Job satisfaction

1. We are satisfied with

our job.

2.We are satisfied for

our training provide by

garments owner

3. Rewards and

Recognition motivate us

to give extra effort in

our work.

4. We are happy with

our good remuneration.

Reliability test on remuneration

Reliability test on reward and recognition

Reliability test for education and training

Reliability test for working environment

Reliability test on job satisfaction

Correlation analysis on remuneration

Correlation analysis on rewards and recognition

Correlation analysis on education and training

Correlation analysis on working environment