A study on Training and Development in Ready-Made Garments Sectors in

Bangladesh

Prepared By

Shams MD Tasnim

ID- 163-11-5256

Bachelor of Business Administration, HRM

Department of Business Administration,

Faculty of Business & Entrepreneurship,

Daffodil International University

©Daffodil International University i

A study on Training and Development in Ready-Made Garments Sectors in
Bangladesh

Submitted To-

Khadiza Rahman Tanchi, PhD

Assistant Professor (HRM) & Associated Head (MBA Program)

Department of Business Administration

Faculty of Business and Entrepreneurship

Daffodil International University

Submitted By-

Shams MD Tasnim

ID- 163-11-5256

Bachelor of Business Administration, HRM

Department of Business & Administration

Faculty of Business & Entrepreneurship

Daffodil International University

©Daffodil International University ii

 Letter of Transmittal

February 27, 2021

Mrs. Khadiza Rahman Tanchi

Assistant Professor (HRM) & Associate Head (MBA Program)
Department of Business and Administration
Faculty of Business & Entrepreneurship
Daffodil International University

Subject: Submission of Research Report

Honorable ma’am,

Assalamulaikum. I am delighted to submit a research report on ‘Training and Development in

Ready-Made Garments sector in Bangladesh’ successfully as a requirement of our BBA
program. I have completed the research in due time as per your guidance. I have also achieved
topic-related knowledge, enhanced my research skill and developed my working capabilities by
being consistent with this research.

I am grateful to you for you have shared your valuable time to guide me through this research for
a long period of time. I am obliged to answer every query you have regarding this study. I hope
this research report would fulfill your expectation.

Sincerely Yours,

Shams Md Tasnim
ID# 163-11-5256
BBA (HRM)
Faculty of Business & Entrepreneurshjp, Daffodil International University

©Daffodil International University iii

 Approval Certificate

This is to certify that Shams Md Tasnim, ID- 163-11-5256, BBA (HRM), is a regular student of
Business Administration Department, Faculty of Business and Entrepreneurship, Daffodil
International University. He has successfully completed his Thesis paper- “A Study on Training
& Development in Ready-Made Garment Sector in Bangladesh” under my supervision. I am
hopeful that his Thesis paper would fulfill partial requirements of the BBA Program. I also
declare that his Thesis paper has been prepared for academic purposes only. It may not be used
in actual scenario of RMG sector in Bangladesh.

I have gone through his paper and found it well written. I wish him every success in future.

Khadiza Rahman Tanchi, PhD

Assistant Professor (HRM) & Associated Head (MBA Program)

Department of Business Administration

Faculty of Business and Entrepreneurship

Daffodil International University

©Daffodil International University iv

 Acknowledgement

Beginning in the name of Allah, the Merciful and the Subsistent, it would not have been possible
to complete this study without the guidance of individuals who contributed their valuable
assistance in different aspects of this study.

My heartiest gratitude belongs to Mrs Khadiza Rahman Tanchi, PhD, Assistant Professor (HRM)
& Associate Head (MBA Program), Department of Business & Administration, who supervised
me during an extended period to complete this research paper. Her guidance, co-operation and
assistance in the overall study was cherished and appreciated.

I also want to thank every teacher and officials of Daffodil International University for giving me
the opportunity to begin this research paper.

Finally yet importantly I want to give my cordial greetings to everyone inside or outside Daffodil
International University who assisted me throughout the research for this long period of time.

©Daffodil International University v

 Abstract

The development process of financial condition in Bangladesh has attached constructively on the
development of Ready Made Garments sector. The RMG sector is going through a continuous
alteration since the 90’s with the impact of globalization and modification of Human Resource
Management department in industries. The first purpose of this research paper is to study the
present condition of training and development programs organized by management for their
employees. The second purpose is to identify the problems that workers are facing regarding
their training and development in particular industry in accomplishing their duties. Current
research paper is illustrative type, which is based on primary data assembled through a
questionnaire filled by garment workers. This paper came up with some proposals to generate
dynamic training and development strategies and to enhance the endurance of training and
development programs assisted by Human Resource Management by overcoming the existing
challenges in this competitive modern era. The conclusions of this study recommend that training
and development is inescapable and unpreventable in any sector.

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 Table of Contents

Chapters Particulars Pages

Abstract vi
Chapter 1 Introduction 1-5
1.1 Introduction 1
1.2 Background of the Study 1-2
1.3 Rationale of the Study 2-3
1.4 Problems Statement 3-4
1.5 Objectives of the Study 4
1.6 Methodology of the Study 4-5
1.7 Scope of the Study 5
Chapter 2 Literature Review 6-9
2.1 Concept of Training 6-7
2.2 Concept of Development 7
2.3 Training vs Development 7-8
2.4 Training Need Assessment 8
2.5 Evaluation of Training & 8
Development
2.6 Recent Scenario of Ready 9
Made Garment Sector of
Bangladesh
Chapter 3 Data Analysis, 10-20
interpretation &
Findings
3.1 Findings 20
Chapter 4 Recommendations & 21-22
Conclusion
4.1 Recommendation 21-22
4.2 Conclusion 22
References 23-25

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 Chapter 1: Introduction

1.1 Introduction

With the passage of time, our world is encouraging more competitive and challenging profiles to
cope up with the dynamic atmosphere. To possess such efficiency, professionals of private and
public industry sectors have none other thoughts than to arrange proper training sessions for
employees. Training programs focus on day to day development of employee skills, enhancing
their urge to gain competitive advantage for the industries they work in. On the other hand, it
reshapes employees’ behavior, etiquette, professionalism and expertise all together as a vast
employee performance. Training and Development is the part and parcel of industrial initiative
activities. In Bangladesh, such arrangement is available in most of the vital and basic segments
in job market such as Banking sector, Private and Public companies, Multinational companies,
Business Industries and many more. Generally, Training and Development programs are
evaluated, merged, analyzed, prepared and then finally launched by Human Resource experts.
Though, it is also handled by different sectors relevant to management. The procedure could be
both systematically or non-systematic in a way which properly guides employees to enhance
their abilities and efficiency. Moreover, success rate in Training sessions depends mostly on the
relationship between Employee and Management. Jumping to another concept, a balanced ratio
is maintained between Employee Development and Employee Performance to properly utilize
the goal of Training and Development programs. One of the rising segments of Bangladesh is
Ready Made Garments sector, lifting our export ratio at the peak with holding 84.21% of total
exports in 2018-19 (EPB Data) and maintaining beneficial relationship with The US as the most
valuable buyer of the products made in different Garment industries on a day to day basis.
Adequate importance of Training and Development has become the biggest concern nowadays to
enhance the potential of employees, as this sector could contribute a lot more to this country in
near future.

1.2 Background of the Study

Training and development programs gradually increase workers’ efficiency and performance.
Without such initiative, employees might lack expertise skills which would result in lagging
behind in the race of gaining competitive advantage over other industries. The background of

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this research strictly focuses on the lacking of different garment workers. To work efficiently in
the workplace, workers need to have proper understanding about basic skills similar to this
sector. Also, majority of workers Lack behavioral, social and professional skills which remain a
vital obstacle. Training and Development programs work for the improvement of such skills.
Inadequate source of motivation and enthusiasm is another reason why workers nowadays suffer
from workplace monotony. Training programs generate motivation and excitement by
developing understanding between the Trainer and new employees. Due to no previous
experience of working as a team, workers seem to compete with each other and find trouble
while working together. Besides, Managerial and Leadership skills too have importance for the
betterment of company. Trainers not only train employees to improve basic skills but also
focuses on merit-wise additional skill development. Most of the workers fail to understand the
true vision and mission of the company. Thus, it is observed most workers having frustration and
suffering from monotony. Training introduces them to think in a different way which is related to
the missions and visions of the company. Lastly, Inability of workers to think outside the box
and failing to cope up with the dynamic situation is a very common obstacle for them to stay
upright in the competition. Training and development programs work through almost every
criteria and help them to outstrip their limitations.

1.3 Rationale of the study

Ready Made Garments is one of the rising segments of Industrial Revolution in Bangladesh in
the recent years. Majority of the employees are low literate and poor women in this sector,
accompanied by low literate men living in run-down neighborhoods of downtowns and other
parts of different cities. Thus, training and development has become a must in this sector. In
contribution to overall exports of the country, RMG is holding the majority portion standing at
84.21% of exports in the years 2018-2019 (Government Export Promotion Bureau Data). Rock
(2001) inscribed that in association with Daewoo (a South Korean company), Bangladesh started
exporting garments product in 1976. Desh Garment was the first joint venture garment factory in
Bangladesh. Currently, the number of active Garments factories in Bangladesh is approximately
4,621. The United States of America is holding the first spot among the country’s RMG export
destination. Thus, manifesting towards the crucial importance of Employee Training and
Employee Development in this sector as well as it offering the golden opportunities for our

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country ahead, the present study is decided to be on “Training and Development of Employees”
in RMG sector of Bangladesh.

1.4 Problem Statement

Majority of the garment workers are under-aged women. Due to younger age, employees suffer
from lack of experience and move through complexity of workplace behavior and
professionalism. Thus, organizations lack competitiveness and discipline. As low literate, non-
experienced women have consumed the major part of employees, lack of physical strength and
efficiency is noticeable among them. They cannot work efficiently during working hours which
increases burden for company. As a result, company has to put the pressure back to workers
through overtime and rough work schedule. Companies focus on getting manpower rather than
focusing on the quality. So, they randomize experienced and non-experienced workers in
recruitment to get more workers. It results in privation of basic skills. Workers also get agonized
because of gender-biased training programs arranged by companies. Such programs give
preference to male workers and put women workers on the neglected portion. Even in proper
training arrangements employee participation has been decreased by time. The overall quality of
employee performance does not meet with the company standard in recent days.

Problem lies between the company and management also. The infrastructure was never well-
structured. Almost every company has been lacking a healthy management and employee
relationship. Solvency rate of garments factories is decreasing day by day. It is the duty of
management to maintain a balanced ratio between Employee Performance and Employee
Development. Due to corruption in promoted sector, it is not properly evaluated. Organizations
fail to undertake a proper method for employee promotion as majority lack the least skill
required. They cannot bring out the potential of every worker which he has in himself. Suffering
from workplace monotony, employee ego and conscience is violated very often nowadays which
indicates towards management failure.

Though training and development programs have been adopted by some organizations, there is
inadequate number of professional trainers. Also, measurement of training and development
sessions is not appropriate for workers. Training programs required to be up to date and reviewed
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as necessary by the trainer. But lack of professionalism among trainers fails to pursue the true
objective of Training and Development programs. On the other hand, rate of adopting the
Leadership and Managerial skills by employees has been falling day by day. As it is trainers who
have clear thoughts about the effective use of tools and machinery, professionalism and
additional employee skills, experience should be prioritized most while selecting one for the
company.

1.5 Objective of the study

The main objective of this study is to analyze the overall training and development framework in
RMG sector of Bangladesh. Apart from this central objective, other specific objectives are as
follows:

 To give a brief idea of training and development process in RMG sector of Bangladesh
 To investigate the current status of training and development programs RMG sector of
Bangladesh
 To investigate challenges faced by employees regarding their training and development.
 To recommend some workable suggestions for RMG sectors on the basis of the current
scenario.

1.6 Methodology of the Study

Current research paper is of illustrative type and based upon primary data collection through a
questionnaire filled by garment workers. Secondary Data includes journals, research papers,
reference books and sources of internet. A random sampling of 60 respondents from ten different
garment industries like Masco Industries Limited, Standard Group, DBL Group, BITOPI Group
and others.

The current study focuses on analyzing the whole process of training and development in Ready
Made Garments sector of Bangladesh to develop the efficacy of ongoing strategies and policies.
It is a quantitative research which is laid out by survey strategy. Both primary and secondary
data have been used to supervise the research. A well-structured questionnaire was drafted upon
the groundwork of the main objective of the study through which the primary data was collected.
The secondary data have been accumulated from websites, research works and published

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journals about training and development in Ready Made Garment sector of Bangladesh, ideas
and theories of renowned Human Resource Management experts and their suggested problems
with possible solutions. The target population of the present study encloses random male and
female garment workers from different garment factories in Bangladesh. A sample of 60(n=60)
random male and female garment workers from ten different Garment factories in Bangladesh is
selected. Sample size is 60 with 92% completion rate and 98% incidence rate. Simple Random
Sampling method was used as the sampling technique in this research for selecting garment
factories and their workers. The outlook of workers has been collected by a well-structured
questionnaire regarding the factors that alter both their workplace performance and career
development throughout the training and development programs. The questionnaire has been
constituted of 5 points Likert Scale questions (where 1 point indicates highly dissatisfaction and
5 point indicates highly satisfaction) along with some dichotomous and multiple choice
questions.

Including some Frequency Distributions and Factor Analysis, Microsoft Excel and SPSS 16.0
have been used to examine the collected data.

The research paper contains six major chapters, beginning with introduction, chapter two covers
literature review, chapter three outlines the research methodology, chapter four represents the
interpretation and analysis of collected data, chapter five depicts the findings and lastly chapter
six concludes the study.

1.7 Scope of the Study

The study will cover basic areas-

1. The concept of Training and Development in general and in RMG sector

2. Overall method to successfully arrange and launch Training sessions in RMG factories
3. Basic procedure of Garment-based training and development program
4. Analysis of training need among employees
5. Identify the obstacles RMG sector is currently facing in arranging Training sessions for
workers
6. Sought out possible ways to overcome the boundaries

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 Chapter 2: Literature Review

2.1 Concept of Training

Training is preferred to be a specific method rather than a simple one. It should be implied on
employees as a bridge between knowledge gaps. Training is a process of improving the basics of
new employees as well as attaching additional skills with the previous ones and upgrading them
in a day to day work based method.

Employee Training seeks a change in employees’ skills, knowledge, attitudes, or behavior which
is increasingly required to assist the work force in using modern techniques, tools, strategies and
materials in their performing jobs. (Bartel, 1994; Crow, 2002).

According to Cosh, et al, (1998) a firm’s expansion, developing its potentials and enhancing its
profitability can all be achieved by the implementation of training.

Edwin B Flippo said, “Training is the act of increasing knowledge and skills of an employee for
doing a particular job.”

Dale S Beach defined, “Training is usually considered as the organized procedure by which
people gain knowledge and increase skill for a definite purpose”

According to the Michel Armstrong, “Training is systematic development of the knowledge,

skills and attitudes required by an individual to perform adequately a given task or job”.

Mohanty (2011) developed a research about the importance of training on the dynamic business
world. Human Resource development has introduced new opportunities to this sector which are
to be faced by employees with more efficient and effective skills. Such potential requires a
proper training program from the management level of industries. It enriches employee skills as
well as making an ‘all out’ effort behind the success of organizations.

Rao (1982) studied that Training should not be ended only with instructions but also to be
analyzed in an easier way to learn for the employees and apply it with dynamic aspect of global

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business atmosphere. The existing belief and behavior of employees contradict with the
outcomes of training. Thus, importance of a proper training method is utmost necessary in his
view point.

Daudelin and Douglas described training as not an individual, sustainable method itself but
require additional support from management as well as employees to remain sustainable. The
new skills learnt by employees are to be practiced under observation. Besides, it is necessary to
count several psychological factors to boost employee productivity, motivation, effectiveness
and efficiency.

2.2 Concept of Development

Employee development (ED) is a joint initiative of the employee as well as the employer; goes a
long way in training to upgrade the existing skills and knowledge of an individual for performing
job activities. (www.managementstudyguide.com/employeedevelopment.htm)

Also, “Employee training and their development (Evans & Foster, 2000) enable human capital
(Vemić, 2007) to unleash employees‟ dexterity and it helps to ensure that organizational
members possess the knowledge and skills they need to perform their jobs effectively, take on
new responsibilities, and adapt to changing conditions (Gareth, George and Hill, 2000).”

Employee development, including the continuing generation and exchange of knowledge and
experience, is concluded to be the key driver of value growth in any kind of organization (Mayo,
2000).

Adamolekun’s (1983) views about Employee Development are, employee development (ED)
involves training, education and career development of staff members.

The concept of Employee Development by Greenberg & Baron (2003) was described as “The set
of processes that arouse, direct, and maintain human behavior towards attaining some goal.”

2.3 Training vs Development

Training and Development are depended to each other but also indicate towards different
individual meanings. Anthony (1999) studied the difference between Training and Development
process- Training as a short term performance oriented method and Development as a long term

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career, as well as organization oriented method to broaden the perspective of skills by adding
additional ones to employees with a view to prepare them for holding any upcoming future
responsibilities.

2.4 Training Need Assessment

Success of training and development programs depends on assessment of organizational training

needs. Across the past twenty years, need assessment has been emphasized more due to
expensive process of creating introduction, particularly when training is misused (Rossett, 1999).
Training need assessment is determining the range of problem and analyzing the fact whether
training can be a solution to it; in other words, needs assessment is performed through the
comparison of analyzing employee performance and instructional analysis which refers to
training effectivity (Beier, Margaret & Teachout, Mark & Cox, Cody, 2020, Training and
Development of an Aging Workforce).

2.5 Evaluation of Training and Development

Evaluation of training methods will ensure whether trainees are able to implement their learnings
from training program into their day to day work life (Gopal, 2009, Nagar, Topno, 2012). There
are different types of training evaluation models. Kirkpatrick’s four levels of Training
Evaluation model refers to measuring four possible outcomes which should be a result of an
effective program; Warr, Bird and Rackham’s Content, Input, Reaction and Outcome (CIRO)
Model which indicates the impact of training over the organization on the basis of overall result;
Anthony Hamlin’s five levels of Training Evaluation model emphasizes on the employee
feedback about training and development program’s effectivity; Jack Phillip’s Return On
Investment (ROI) Model transforms the caliber of training and development programs in
monetary value; Lastly Content, Input, Process and Production (CIPP) Evaluation Model focuses
on providing a timid response of decision-making and functional improvement information
(Topno, 2012).

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2.6 Recent Scenario of Ready Made Garment Sector in Bangladesh

There are multiple linchpins to which the development of Ready Made Garment sector in
Bangladesh is assigned. Protecting the domestic garments and textile factories of developed
countries in a temporary manner was the plan of GATT (General Agreement on Tariff and
Trade). This initiative was taken in 1974 by GATT. Though, developing countries were
benefitted in a well-ordered manner through this initiative to reach the competitive foreign
market (Aggarwal and Aggarwal, 1985; Dheerasinghe, 2009). Import quota of Bangladesh was
relatively less restrictive than Taiwan, Hong-Kong, South Korea and Singapore which helped the
country to make an approach to foreign market with Ready Made Garment products
(Bhattacharya and Rahman, 2000; Chowdhury and Ullah, 2010). The key to the development of
Ready Made Garment sector of Bangladesh is the huge amount of unskilled and amateurish labor
force consisting of uneducated male and female workers (Feldman, S. 2009). Through gradual
development, RMG products of Bangladesh are now getting duty free access in most of the
developed countries as well as maintaining PTA (Preferential Trade Agreement) with Malaysia,
China, India and Korea (BGMEA, 2019). Since the establishment of RMG industry, Bangladeshi
government came up with different policies to fulfill its requirements. In addition, two unique
policies among those were ‘The Bonded Warehouse’ and ‘Letter of Credit’ which helped the
RMG industry to enlarge its export boundaries over the competitive foreign market (Yunus and
Yamagata, 2014, p. 96).

The women have been contributing so much in the economy of Bangladesh through RMG sector
over the past decade. They are numbered as majority in the current RMG workforce, improving
their recognition in this sector. The women are participating also in decision-making criteria of
RMG sector in an appreciating manner. Though, they have a little income which is insufficient to
expand their social value and recognition. (Ali,2003)

Although there is a possible blockade in front of the expansion of RMG sector of Bangladesh if
the Multi-Fiber Arrangement (MFA) quota is removed due to increase the competition of this
sector in the global market (Mahmud, 2003).

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 Chapter 3: Data Analysis, Interpretation and Findings

1.Gender

43% Male
57% Female

As per the responses of workers from ten different garment factories, the percentage of numbers
of male workers is slightly higher than the percentage of numbers of female workers. We can see
the percentage for male workers is 57% and on the other hand, percentage for female workers is
43%.

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 2. Age

11%0% Less than 15

15 to 20
49% 21 to 25
40% 26 to 30
Above 30

Almost half (49%) of the workers are aged 21 to 25. The rest of the half is split into 40% to 26-
30 years old and 11% to above 30 years old garment workers.

3.Number of training sessions were

enough
25

20 22

15
14 14
10

5
6
4
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

In response to sufficiency of numbers of training sessions arranged, 28 out of 60 workers were

dissatisfied, among them, 6 workers were highly dissatisfied. The numbers of satisfied and
unbiased workers are equal to 14. Remaining 4 workers were highly satisfied with the training
sessions arranged for them.

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 4.Trainers were professional
30

25
26
20

15
14
10

5 8 8
4
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

30 out of 60 workers responded in satisfactory level to the professionalism of trainers, whereas 4

of them were highly satisfied. The number of highly dissatisfied and dissatisfied workers about
this matter is equal to 8. Remaining 14 workers find this matter unobjectionable.

5.Company is solvent enough to bear

training expenses
35
30
30
25
20
20
15
10
5 7
2 1
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

In response to solvency of factories, the number of satisfied workers is higher than number of
dissatisfied workers which is 30 to 20. There are 7 unbiased, 2 highly dissatisfied and 1 highly
satisfied worker remaining in response to this question.

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 6.Training programs were helpful for
both male and female workers
30
25
26
20 22
15
10
5
6 3 3
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

In response to the 6th question, 26 out of 60 respondents were satisfied and 3 were highly
satisfied. From the remaining workers, 22 were dissatisfied with the output of training programs
and 6 were highly dissatisfied in this matter. The remaining 3 chose to remain unbiased.

7.Training sessions do not violate

employee conscience and ego
25

20 22
21
15

10
9
5
4 4
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

In response to violation of conscience and ego of employees, 21 out of 60 workers agreed and
were dissatisfied about it. In addition, 4 workers were highly dissatisfied. Number of neutral

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workers was 9. Remaining 26 workers were satisfied with the terms and behavior in training
sessions, 4 of them were found highly satisfied.

8.Number of machine was enough for

everyone in training sessions
30
25
25
20
21
15
10
5 9
4 1
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

In response to sufficiency of machines provided in training sessions, 25 out 60 respondents were

dissatisfied and 4 were highly dissatisfied. 9 respondents chose to reply neutrally. Remaining 22
were satisfied with 1 being highly satisfied.

9.Employee participation in training

sessions were satisfactory
30
25 27
20 23
15
10
5
2 4 4
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

In response to proper participation of employees in training sessions, majority, numbered in 27

were dissatisfied and do not think employees spontaneously attend training sessions. In addition,

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2 were highly dissatisfied. There are 4 neutral respondents. Remaining 27 are satisfied with the
participation among which 4 are highly satisfied.

10.Training benefits into promotion

30

25
26
20 22

15

10

5
6
4 2
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

Majority of the respondents numbered in 26 remained neutral in replying to promotional benefits

of training sessions. 22 were dissatisfied and 4 were highly dissatisfied with promotional
activities regarding training programs. Remaining 8 were happy with 2 of them being highly
satisfied.

11.Training sessions help employees

to meet company requirements
30
25
25
20
15
10 14 13
5
3 5
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

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In response to question no 11, 25 out of 60 respondents chose to remain unbiased. 17 of the
remaining responded with dissatisfaction with 3 being highly dissatisfied. Rest of the 18 found
training sessions worthy to meet company requirements with 5 of them being highly satisfied.

12.Induction training is properly

arranged by company management
20

18
15 17
14
10

5
6
5
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

Responding to arrangement of induction training in garment factories, 18 out of 60 were

dissatisfied, 5 were highly dissatisfied and 17 chose to be neutral. Remaining 20 workers were
satisfied with 6 of them highly satisfied about it.

13.Training and development

programs are up to date
25

20 23

15 18

10

5 8
6 5
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

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23 out 60 workers think training and development programs are not up to date. 6 are highly
dissatisfied about this matter. 18 are satisfied and 5 are highly satisfied with the renovation of
training sessions. Remaining 8 were unbiased with this question.

14.Training improves employees'

additional skills(such as Leadership,
Management)
25
20 23
15
10 12 11 10
5
4
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

23 out of 60 respondents think training programs helped them to achieve additional skills such as
Management and leadership. In addition, 10 more were highly satisfied. 11 workers remained
neutral in responding. Rest of the 16 didn’t find training sessions worthy to improve such skills
with 4 of them being highly dissatisfied about this matter.

15.Quality of employee service has

developed due to training programs
30
25
25
20
15
15
10 12
5
2 6
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

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Responding to quality measurement of training programs, majority (25 out of 60 employees)
were found satisfied over their factories. 6 employees were highly satisfied with the training
performance. On the other hand, 14 employees were not satisfied with the efforts of training
programs being delivered to them. Remaining 15 employees decided to be neutral about this
matter.

16.Employee feedback are reviewed

carefully
30
25
26
20
15 18
10
5 9
6 1
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

26 out of 60 employees think their feedback on training programs are reviewed carefully by
training management with one being highly satisfied. 18 employees chose to remain unbiased
and the remaining 15 employees were not satisfied with the evaluation techniques of training
management.

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 17.Trainers are co-operative and
friendly
30
25
25
20
15 19

10
11
5
4 1
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

Being asked about the co-operation of trainers, 26 out of 60 respondents replied they were
satisfied with the efforts given by trainers during training and development programs. 15
employees were not satisfied with the behavior of trainers. Remaining 19 employees decided to
be neutral about this matter.

18.Training sessions motivate

employees
30
25 27
20
15 17
10
10
5
3 3
0
Highly Dissatisfied Neutral Satisfied Highly Satisfied
Dissatisfied

Half of the respondents think that training sessions motivates them towards career goals and
remaining focused. Between the other half, 13 employees do not agree with this fact and 17
employees chose to be unbiased.

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3.1 Findings

1. Majority of the employees are currently not satisfied with the numbers of training
sessions arranged for them.
2. It is also found that, insufficient number of machineries is being provided to employees
during training sessions.
3. It is found that induction training was not arranged rigorously which is considered as
basic need for employees.
4. Majority of the employees are dissatisfied with the fact that training programs are not up
to date.
5. A relatively good number employees found that they were not spontaneously attend
training sessions.
6. It is also found that the training program do not brings any benefits to the promotion of
their position.

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 Chapter 4: Recommendations & Conclusion

4.1 Recommendations

To lead a golden future in competitive foreign market, suggestions to the Management of our
RMG sector would be following-

1. It is necessary for the training management and HR experts to set out training sessions as
per employee demand.
2. Factories need to inspect possible employee number first and then set forth with the
budget of machinery requirements.
3. Induction training is a basic and systematic training process. It needs to be disposed as
per employee demand as employees are likely to be more comfortable with this type of
training.
4. Training programs including training materials, methods and techniques should be
updated and trendy.
5. Employee participation should be the main concern of training management of RMG
factories. They need to convince employees without applying any kind of pressure which
might hurt their conscience.
6. It would be highly motivated for the employees if the training program brings benefits to
get promotion in their respective position.
7. To gain competitive advantage in the dynamic foreign market, RMG factories and
employees who are working on this sector are needed to remain up to date with trending
fashions, clothing style, pricing, advertising, branding, promoting, skills and many more
related to this sector.
8. Some of the employees think that training sessions are not co-operating with their
conscience and they are being pushed towards an egoistic approach. Trainers who are
working with these employees need to have a more undemanding understanding to
balance the needs of both sides.

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 9. Since the beginning, one of the biggest concerns for employees had been gender
discrimination in workplace. Though it is getting under control with the progress of time,
training management needs to keep an eye on this matter.
10. Lastly, before setting out with training and development programs for employees,
factories need to analyze the work environment, employee demand, organization demand
more efficiently and then set up a possible budget so that their supplies do not remain low
comparing to employee demand in the end.

4.2 Conclusion

The importance of RMG sector towards the export-led economy of Bangladesh is well narrated
in this research paper. For sustainability in economic development, RMG sector needs to be
parented legitimately as well as the contributors of our country should prefer best possible choice
supporting Bangladesh as the first priority. To ensure such an environment, training and
development programs need to be executed efficiently and effectively favoring the RMG
industry and the employees related to this sector. Regardless of some limitations of the study, it
is expected that the findings and recommendations would benefit the RMG industry of our
country in the long run.

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