Thesis / Internship report on Empowring Employees to increase job satisfacion in the RMG sector of Bangladesh

1. General Information
University of Dhaka
Internship report
on
Empowering Employees to Increase Job Satisfaction in RMG Sector of
Bangladesh
Submitted By:
Md. Asif Raihan
ID: 801827004
Department of International Business
Faculty of Business Studies
University of Dhaka
Submitted to
Department of International Business
University of Dhaka
Date of Submission: 04th March 2022

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Executive Summary
This study “Empowering employees to increase job satisfaction in RMG sector of Bangladesh”
attempted to measure the status of empowerment level of the employees in this sector. It also
investigated the relation between job empowerment & job satisfaction.
In Chapter 1: Introduction, the background of the study has been reviewed. Objectives are set
to determine the research topic.
In Chapter 2: Literature Review, it has reviewed the relevant theories and previous literatures
to find out the overall relations between employee empowerment & job satisfaction. The
literature suggests that a systematic study needs to be conducted more on supply chain & top-
down managerial industries like RMG sectors.
In Chapter 3: Research Method, it is suggested that a systematic study needs to be conducted
on employee empowerment in finding of relation with job satisfaction. To conduct this study, an
open-ended questionnaire is developed. The response on the questionnaire was the basis of the
data analysis. The data gathered through the questionnaires will consist quantitative data. For this
study a set of questionnaires was prepared, and responses were collected online.
In Chapter 4: Findings and Analysis, the findings & analysis is discussed on status of job
satisfaction level based on the current empowerment level of the employees of RMG sector of
Bangladesh & it seems that this industry still has a huge area to focus on job empowerment
based on expectations of the respondents to increase the job satisfaction. Also discussed on the
status of the employees’ participations and satisfactions in various decision-making process of
the RMG sector of Bangladesh, it seems that some industries are allowing to take decision in all
the situations & the rest still have scope to rework on those grey areas.
In Chapter 5: Conclusion, the final chapter appears that “Empowering employees to increase
job satisfaction in RMG sector of Bangladesh” has the ultimate effect of empowering employees
that it will create a friendly working environment and will thus build a motivated and effective,

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workforce which will affect the overall organizational performance & improve satisfaction. It
also suggested for the RMG organizations that they must make empowerment more than just a
management fad and to give the people the authority and associated responsibilities to make
decisions considered to be in the organization’s best interest.

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Contents
Chapter 1 : Introduction .............................................................................................................. 5
1.1 Background of study ........................................................................................................ 5
1.2 Research aim .................................................................................................................... 6
1.3 Objectives of the Study:................................................................................................... 6
1.4 Future Scope of the Study................................................................................................ 6
1.5 Limitations of the study.................................................................................................... 7
Chapter 2 : Literature Review..................................................................................................... 8
2.1 Introduction...................................................................................................................... 8
2.2 Theoretical Framework for the Study .............................................................................. 8
2.3 Review of Previous Studies on job satisfaction ............................................................. 13
2.4 Review of Previous Studies on employee empowerment .............................................. 14
Chapter 3 : Research Method.................................................................................................... 17
3.1 Introduction........................................................................................................................ 17
3.2 Research Design................................................................................................................. 17
3.3 Population........................................................................................................................... 17
3.4 Sample................................................................................................................................ 18
3.4 Sampling Technique and Sample Size............................................................................... 18
3.5. Data ................................................................................................................................... 18
3.5.1. Primary Data .................................................................................................................. 18
3.5.2 Secondary data ................................................................................................................ 19
3.6 Data Collection................................................................................................................... 19
3.7 Data Analysis ..................................................................................................................... 19
Chapter 4 : Findings and Analysis ............................................................................................ 20
4.1 Introduction........................................................................................................................ 20
4.2 Analysis of the status of the employees’ participations and satisfactions of the RMG sector
of Bangladesh in various decision-making process: ................................................................ 20
4.3 Analysis of the status of job satisfaction level of the employees of RMG sector of
Bangladesh based on the current empowerment level: ............................................................ 24
Chapter 5 : Conclusion............................................................................................................... 31
References.................................................................................................................................... 32
Appendix...................................................................................................................................... 33

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List of Figure
Figure 1: Participated organizations of RMG sector of Bangladesh ............................................ 24
Figure 2: Respondents assigned departments ............................................................................... 25
Figure 3: Authority level to correct problems............................................................................... 25
Figure 4: Authorization level in urgent times............................................................................... 26
Figure 5: Recognition for success................................................................................................. 27
Figure 6: New ideation acceptancy status..................................................................................... 27
Figure 7: Improvement suggestion giving authority to boss ........................................................ 28
Figure 8: Feedback giving authority to boss................................................................................. 29
Figure 9: Empowerment status ..................................................................................................... 29
Figure 10: Empowerment expectation.......................................................................................... 30
Figure 11: Job experience of the respondents............................................................................... 20
Figure 12: Management’s distribution in decision making power to employees ......................... 21
Figure 13: Matters to negotiate..................................................................................................... 21
Figure 14: Independent responsibility .......................................................................................... 22
Figure 15: Risk taking freedom ................................................................................................... 23

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Chapter 1 : Introduction
1.1 Background of study
Employees are the core resource of any organization. To make them resource It is necessary to
frequently examine their satisfaction about working in their organizations. Past research shows
that job satisfaction & wellbeing had direct effects on organizational performance & they
consequently lead to greater success opportunities (Singh, 2012). Job satisfaction is the key
ingredient that leads to recognition, income, promotion, and the achievement of other goals that
lead to a feeling of fulfillment (Kaliski,2007). Vroom in his definition on job satisfaction focuses
on the role of the employee in the workplace. Thus, he defines job satisfaction as affective
orientations on the part of individuals toward work roles which they are presently occupying
(Vroom, 1964).
Empowering the employees is one of the ways of job satisfaction as it is a useful management
technique which will benefit the organization from various stand points. Randolph (2011) stated
that transferring power from management to employees is employee empowerment and sharing
of between top management and employees is also employee empowerment, (Khan et. al., 2014).
So, employee empowerment refers to a situation where the employees are allowed to make
decisions without the interruption of the top management and developing the feeling of self-
efficacy through any kind of managerial style is employee empowerment. Scholars have defined
it in many ways. Some scholars defined it as intrinsic task motivation (e.g., Conger & Kanungo,
1988; Thomas & Velthouse, 1990) and/or reflective motivation of the person–environment fit
(Zimmerman, 1990). In other literature, perceptions are another look of empowerment (Parker &
Price, 1994) and as commitment-based designs (Spreitzer, 1996). Researchers have also defined
empowerment as the transfer of power or authority (e.g., Burke, 1986; Kanter, 1977) sharing of
resources and information (e.g., Blau & Alba, 1982; Hardy & Leiba-O’Sullivan, 1998).
Empowerment is dependent on management or leadership actions (e.g., Bennis & Nanus, 1985;
Block, 1991) and human resource practices such as training programs or reward systems (e.g.,
Conger & Kanungo, 1988; Lawler, 1986).

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Empowerment is an idea that tries to change employees’ working arrogances by imparting in
them an honest dedication to reach organizational goals and attain a high-quality service.
Employee empowerment shortens the duration of tasks as it brings decision-makers and
employees closer.
Empowering is now a world-wide well-known practice. It is notified that 70% or more of the
organizations have already implemented few empowerment initiatives for their workforce
(Lawler et al., 2001). Ensuring employee’s empowerment & enthusiastic participation is highly
required for the success of an organization as well as a matter of satisfaction of the employees.
Regarding this, scholar said that fulfilling collective interests of the company without being self-
centered and with the feeling of ownership of the business (O’Toole and Lawler, 2007).
1.2 Research aim
The aim of this is to analyze the overall employee empowerment status in Bangladesh RMG
sector and a link to job satisfaction of the employees and as such research is new for Bangladesh
RMG sector.
1.3 Objectives of the Study:
• To determine the employees’ participations and satisfactions of the RMG sector of
Bangladesh in various decision-making process.
• To assess the job satisfaction level of the employees of the RMG sector of Bangladesh
based on the current empowerment level.
1.4 Future Scope of the Study
• The study can be used as a reference for future research in the same area.
• The study can be used to bring changes in future training provided by employees in the
organization.
• The study can be used by the organization for considering employees perception.
• The study is helpful for the management in understanding the employee’s attitude
towards the employees’ empowerment.

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1.5 Limitations of the study
I. Quantitative research method involves structured questionnaire with close ended
questions. It leads to limited outcomes outlined in the research proposal.
II. Few respondents’ answers were found to be personally biased.

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Chapter 2 : Literature Review
2.1 Introduction
The purpose of this chapter is to review the previous literature & works regarding employee
empowerment & job satisfaction as per the thesis topic. Hence, the chapter has been organized in
5 sections. The analyzes of the theoretical framework is shown in section 2.2. In section 2.3
previous literature on job satisfaction have been explored to support the analysis of objective 1,
accordingly in section 2.4, previous studies on employee empowerment to support research
objective 2. Finally, in the last section the study summarizes the overall previous studies of the
scholars supportive to the job satisfaction by employee empowerment & to analyze the missing
areas on the studies.
2.2 Theoretical Framework for the Study
2.2.1 Definitions of Job Satisfaction
Job satisfaction remains an objectively composite job-related variable. Although job satisfaction
has many definitions, it is the “overall approach of the workers created by their approach to the
wages, working environment, control, promotion connected with the job, social relations in the
work, appreciation of talent and some similar variables, personal behavior and group relations
different from the work life” (Blum and Naylor, 1986). There are other general selections of job
satisfaction facets which are:
➢ Satisfaction with pay
➢ Promotion
➢ Supervisor and
➢ Co-workers
These were certain vital instances amongst others selection of job satisfaction facets discovered
in literatures (Cranny et al., 1992).
Job satisfaction gives a whole positive feeling related to the job. If employees feel fulfilled about
their ideas within the job which gives positive feeling and in return result to job satisfaction
(McCormick and Tiffin, 1974). In the 1970s, Edwin Locke (1976) brought about a highly

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effective explanation where he explains job satisfaction to be “a positive emotional state coming
from the evaluation of one's job or from job experiences”. Due to the appraisal of his empirical
findings, he said the seven work problems connected to job satisfaction and they are:
➢ Mentally stimulating job
➢ Personal interest in the specific job
➢ Work that is not too physically tiring
➢ Perceived equitable rewards
➢ Appropriate working conditions
➢ Employees’ self-esteem
➢ Management assistance (e.g., managing the work setting by minimizing
disagreement)
➢ Making sure that good pay and promotions are available.
Outcomes from some new research gave other features in line to JS. Hackman and Lawler (1971)
research findings show that when there is increase in all four essential scopes (i.e. job variety,
task identity, autonomy and feedback), employees who desire better satisfaction needs through
these dimension are liable to be satisfied and motivated with their jobs unlike others whose four
dimensions are not high. Later research began observing job satisfaction elements like emotional
tendencies, attitudes, and the work environment.
2.2.2 Job Satisfaction theory according to Locke.
Locke's compound theory of job satisfaction brought about many other ideas which were
established through enquiries or studies of related topics such as employee performance and goal
settings. Some answer to Herzberg’s proposal about job satisfaction is in segments therefore,
Locke's disapproval of Herzberg would be discussed. Locke's evaluation of Herzberg's two-
factor theory may be captured about Herzberg's thought as:
➢ Job satisfaction and job dissatisfaction outcomes due to unusual grounds.
➢ Two-factor theory which is similar to dual theory of man's needs, which state physical
need, combined with hygiene factors, growth need including motivators (Locke, 1976).

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These suggestions act as the center for Locke's understanding of Herzberg. The list below is
Locke's criticisms:
➢ Mind-body dichotomy
➢ Unidirectional operation of needs
➢ Lack of parallel between man's needs and the motivation and hygiene factors
➢ Incident classification system
➢ Defensiveness
➢ Use of frequency data
➢ Denial of individual variances.
The initial assessments of Herzberg’s view of man’s desire suggest differences involving the
biological and psychological procedure of man’s nature. Although they are of twofold kind and
not connected to each other but, Locke suggests that body and mind are close and through the
mind people realize the desire of their psychological needs, physical needs and in what way to
satisfy them. He proposed the fundamental need aimed at survival desire and biological need,
which can be achieved through use of the mind. In respect to Herzberg’s’ connection concerning
hygiene's, motivators, physical and psychological needs can all be deduced that the initial set are
not direct, although for this conclusion there is no defense. Giving an instance of physical need
(e.g. hunger) which shows that eating can be used not only to avoiding hunger nevertheless also
as desires for body. The next analysis affecting the prior two is merely the absence of
correspondent among the two groups of needs and factors (Locke, 1976). The relationship may
be blurry and coinciding in numerous cases.

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2.2.3 Employee Empowerment
Although empowerment has been broadly carried out in the corporate environment for some
time, scholars have only recently begun to talk about its nature and its importance (Lee and Koh,
2001; Spreitzer, 1996). According to Carless (2004) and Haas (2010) empowerment entails
giving employees the independence on choices and how they get on with their daily activities.
The concept of empowerment results from industrial democracy, isolation, job enrichment and
participative management 5 (Spreitzer et al., 1999, Eccles, 1993) which became popular
(Bartunek and Spreitzer, 2006).
The word empowerment can be defined in numerous ways. Lee and Koh (2001) stated that there
are two views in the empowerment literature:
➢ The view “behavior of supervisor” that empower employees
➢ The “psychological state of a subordinate” view.
Scholars who agreed on “behavior of supervisor” view says empowerment is the allocation of
authority (Kanter, 1979), participative management (Lawler, 1988), and job enrichment
(Hackman and Oldham, 1980). Scholars who adopt “psychological state of a subordinate” belief
also called psychological empowerment says it is awareness of empowerment (Barnes, 2006)
and therefore “a process of improving feelings of self-efficacy amongst organizational members
through the identification of conditions that raise incapacity and through their exclusion by
formal and informal procedures of offering useful information” (Conger and Kanungo, 1988).
Empowerment brings about spread out of power by including workers in decision making
(Carless, 2004). It takes into consideration employees’ contribution to creativity (Wilkinson,
1998) which leads to how decisions made by employees are stimulated without checking with
supervisors, (Michailova, 2002). Empowerment is defined as an optional concept that
managements undergo as to giving employees the ability to make decision and freewill with their
duties (Hsieh and Chao, 2004). Empowerment also put emphasis on interactions among team
captains, team members (Lee and Koh, 2001) and their intuition of authority on how to handle
their duties, activities, clients and colleagues (Carless, 2004).

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According to Spreitzer (1995, p. 1444), in developing the theory of psychological empowerment
derived from the timeless study on job enrichment, Hackman and Oldham (1980) define
empowerment as “a concept established into four categories:
➢ The benefit of a work objective or drive, base in correspondent to one’s principles or
standards.
➢ Competence as to do with “a person's confidence in their expertise to complete activities.
➢ Self-determination involves individual’s logic having choices, instigating and modifying
actions.
➢ Impact is the level of effect employees have on strategic, administrative, or functional
outcomes at work.
Specifically, empowerment is a multidimensional concept encompassing allotted variance of
these four categories (Spreitzer, 1995).
Spreitzer (1996) debate on psychological empowerment which encompass theory of job
enrichment in various ways. Assumptions have been made that the employees will probably have
a say in their respective establishment. Empowerment remains a thought which accompanies job
traits in a work setting and at level of scrutiny by individuals. Job enrichment has been combined
and should be noted that some researchers use these elements to combine empowerment to team
level (Seibert, Silver and Randolph, 2004; Kirkman, Rosen and Tesluk, 2004). Spreitzer (1995)
study shows that empowerment can be anticipated through a person's self-esteem, control, and
accessibility of reports. However, Foster-Fishman, Salem, Legler, Chibnall and Yapchai (1998)
said that empowerment remains relative. It’s social concept involving how an individual
incorporates insight to a peculiar direction, positive tactic to understanding life and social-
political environment (Zimmerman 1995; Perkins and Zimmerman 1995, Rappaport 1995). It
can also be perceived otherwise throughout different beliefs (Fock, Hui, and Au, 2002; Robert,
Probst, Martocchio, Drasgow and Lawler, 2000) therefore achievement of managerial practice
through empowerment differs from a proper awareness culturally based speculations, standards
also principles presumed by those managed (Hofstede, 1993; Wang, 2008; Robert et al 2000).
Difference among these two may possibly be important in countries with power distance on a
high level in which subordinates obediently takes orders from their superiors (Humborstad et al.,

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2008b; Hui, et al., 2004). Outcomes of the few empowerment studies carried out in cultural
setting with high power distance have provided mixed results (Powpaka, 2008, Hui Au, and
Fock, 2004). Robert, et al, (2000) were unable to attain conclusive results. The connection
between empowerment and job satisfaction resulted in a negative outcome in the Indian sample;
however, in a number of other countries with high power distance the results were positive.
Empowerment indicates that employees with low levels position in organizations occasionally
recognize that a leaders' responsibility should be acting as an instructor or guide so that crucial
decisions making would be in all levels of organizations (Robert et al., 2000). Reassuring
employees to make swift decision by using their findings (Lovelock, 1992; Humborstad et al.,
2008b).
In short, empowerment application may possibly encourage frontline employees to bring
excellent service as an optional objective (Malhotra and Mukherjee, 1999 ; Hancer and George,
2003). Turnover intention is the functional and measured willingness to stay or quit an
organization (Tett and Meyer, 1993). It can also be defined as a mental and emotional reply to
detailed organizational situation where the behaviors varying from physical act of turnover
(Kraut, 1975). Intention to stay or leave, actual turnover and absenteeism has established
significant theoretical and realistic thoughts (Mowday et al., 1982; Chiu, Chien, Lin, and Hsiao
2005; Porter and Steers, 1973).
2.3 Review of Previous Studies on job satisfaction
Previous literature highlights the significance of job satisfaction as one of the key variables that
affect organizational success, and therefore, it is important to regularly study this topic to assess
employees’' perceptions about their jobs. Job satisfaction is a result of employees' evaluations of
job's characteristics. It was defined in prior research as an employee's feeling about his or her
jobs and its related aspects (Hedge & Boman, 2012). According to Saif and Saleh, (2013), job
satisfaction is the degree to which an employee acts positively or negatively toward his or her ob.
It can be assessed based on the perception of an employee about the job in terms of the received

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wage related to job performance and working environment (Black & Steers, 1994) Cranny et al.
(1992) revealed that job Satisfaction can be declined as the affective reactions of an employee
toward his job by comparing the desired outcomes with the perceived ones. Job satisfaction is an
important element that comes from employee's working experience and encompasses several of
factors Such as the nature of job. payment or salary, level of stress, working environment, team
members, Superiors, and workload (Bakotič & Babic, 2013). The significance of job satisfaction
prevails as a critical factor that may influence a number of key organizational Outcomes (Rae,
2013). For example, high levels of job satisfaction have been assOC1ated with increased job
performance (Karatepe, 2012) and organizational commitment (Paille, 2011).
Certain researchers suggested that employer’s benefit when they have high levels of job
satisfaction because it 1s assumed to be necessary for increasing their productivity, enhancing
the creativity, and ensuing their commitment to the organization (Syptak, Marsland, & Ulmer,
1999).
2.4 Review of Previous Studies on employee empowerment
Previous studies reported that employed empowerment had positive effect on job satisfaction
(Chang, Shih, & Lin,2010; Raza, Mahmood, Owais, & Raza, 2015; Wadhwa & Verghese, 2015).
There are several behavior outcomes that come from empowerment practice such as enhanced
organizational commitment, higher job satisfaction, and increased job involvement (Karia &
Asaari, 2006). Employee empowerment emphasizes that employee’s existence in an organization
is highly valued and it can improve organizational commitment and job satisfaction (Ongori,
2008). Mullins and Peacock (1991) demonstrated that empowered employees are perceived to
have a higher degree of job Satisfaction, organizational loyalty, and increased motivation.
Moreover, Kirkman and Rosen (1999) confirmed that empowered employees who obtain high
autonomy to make decisions are usually more satisfied with their works and tend to be
committed to their team members and the organization.
Employee empowerment has appeared in a wide array of literature to be an important factor for
organizations as global competition and high technological changes have urged them to make

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necessary changes in the way they adopt to manage their employees. Employee empowerment
occurs when in employee tends to share his information, enhances his intellectual capability to
gain autonomy while making decisions (Kanm & Rehman, 2012).
Wellins (1991) asserted that an organization which focuses on employee empowerment would be
able to maintain its survival on the long term. Empowerment encompasses the sharing of power
between top management and the lower levels (Khan, Tartq. Hamayoun, & Bhutta, 2014).
Employees who teel empowered are usually those who perceive and gain power to cope with
Situations, events, or individuals using their skills and knowledge (Conger & Kaungo,1988).
Empowerment is an effective strategy whereby an organization Uses it to improve the
capabilities and responsivities ot its employees, because it Is accepted that if an employee is
empowered, he will be more efficient in performing his tasks (Saifulah, Ala, Zafar, & Humayon,
2015).
In highly competitive marketplaces, the 1dea toward employee Empowerment has become very
fundamental to stay competitive, productive, and obtain sustainable competitive advantage over
other industry players. It 1s believed that employees should be given the opportunities to exhibit
empowerment practices because by empowering them, an organization can develop a work
environment that may affect their commitment. This as a result would help such organization to
survive, nurture its business, stand in front of competitors, and face any challenges with
confidence that may appear to economic globalization (Sahoo, Behera, & Tripathy, 20TO). The
main objective of employee empowerment is to reduce the gap between the management and
employees by increasing the authority, responsibility, and building organ1zational commitment
(Handy, 1993, Spreitzer, 1990). In many organizations, empowerment is widely used to enhance
the level or motivation among employees, allow them to take appropriate decisions when
needed, and to use their skills and knowledge to react to Changing market situations (Khan et al.,
2014). Therefore, empowerment as fundamental management practice should be utilized by
managers To Improve organizational performance (Karim & Rehman, 2012).

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Chapter Summary
The purpose of this chapter is to find out the overall relations between employee empowerment
& job satisfaction. The overall findings indicates that Employee empowerment has positive
effete on job satisfaction. Hence, the literature suggests that a systematic study needs to be
conducted more on supply chain & top-down managerial industries like RMG sectors.

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Chapter 3 : Research Method
3.1 Introduction
The purpose of this chapter is to design the research method & data collection structures. Hence,
the chapter has been organized in 8 sections. In section 3.2, the research design has been
discussed, followed by the analyzes of population in section 3.3. In section 3.4 sampling
techniques & sample size has been taken. In section 3.5, data was collected followed by section
3.6 & 3.7 on data collection & data analysis respectively. Finally, in the last section the study
summarizes the exact questionnaire design to get optimum data.
3.2 Research Design
This study followed descriptive research design & quantitative research method because it is
supported by pragmatic approach which means these designs will support the research objectives
of this study. Quantitative research is considered as a systematic investigation of phenomena by
gathering quantifiable data and performing statistical, mathematical, or computational
techniques. It is resulted upon numbers and responses from target audience which lead the
researcher to adopt the emerged results that are unfolded naturally. Moreover, the sample is
aimed, and population and sample does not derive empirical generalization. Moreover,
quantitative research is used by social scientists, including communication researchers, to
observe phenomena or occurrences affecting individuals. So, this research design will help to
understand to employee’s empowerment to increase job satisfaction in RMG sector of
Bangladesh. The previous literatures that were reviewed in previous chapter also support the
research design for the study to have great insights and understanding of the phenomena.
3.3 Population
The targeted population of the study has been selected as the employees of Bangladesh RMG
sector in & near to Dhaka and Chittagong division categorized in knit & woven and working in
different decision-making departments like Merchandising, Quality, production, IE etc.

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3.4 Sample
The sample size was 50 & data represented 36 RMG factories of Bangladesh who are working in
Knit & woven categories.
3.4 Sampling Technique and Sample Size
This research is based on employee empowerment status & it’s supportiveness on job
satisfaction of RMG sector of Bangladesh. So, probability sampling method was followed. The
research population is the employees of selected RMG sector of Bangladesh. Quantitative
method is suitable because based on the analyzed data from the respondents, overall
empowerment status in RMG sector can be figured out along with the relation to job satisfaction
can be measured. Survey questionnaires were circulated to many respondents based on certain
geographical areas. From 36 industries of Bangladesh RMG sector, 50 population was surveyed.
3.5. Data
The data of this study was obtained through survey of respondents on semi-structured
questionnaire through google forms. The questionnaire was divided into several sections in order
to answer the objective of the research. The questionnaire covered two parts. One part was
confined the questions relating to the current empowerment and decision-making status. Another
part was included questions relating to the job satisfaction based on empowerment status.
3.5.1. Primary Data
For the research, researcher has conducted a survey of representative sampling. There will be a
set of questionnaires in the survey so that author can get a range of useful data which will help to
find out the current situation based on objectives. The questionnaire was designed for ease
answering & generated data from the respondents. Answer options of the questionnaires were
designed to suite to answer like “Yes, No”, “Agree, Disagree” and some are designed with
“Every time, some time, disagree”. Authority to take decision, problem solving ownership,

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recognition, new idea acceptances, feedback giving courage etc. all of these questionnaires are
covered under primary data.
3.5.2 Secondary data
Secondary source was gathered from different websites & web links, journals, articles of similar
research and previous case studies.
3.6 Data Collection
To carry out the proposed study, this paper’s main finding, analysis and recommendation’s part
is based on the primary data. It is based on questionnaire design and respondent answer their
perception through online platform.
3.7 Data Analysis
To formulate our analysis, we explored exactly what the previous researchers have found & yet
where yet to explore. If we explore the job satisfactory status based on empowerment, the
industry will be benefited in further basis to re-design the overall key points to look into for
better productivity from existing resource. By qualitative process based on visualization & graph
using simple tools like Microsoft office excel is used for data analysis. Data are represented
through different type of charts & diagrams. Data was analyzed and preceded through frequency
analysis & after analyzing the data we will find out major findings.
Chapter Summary
The purpose of this chapter is to formulate the data to find the theoretical analysis along with the
areas which would benefit in future for the management & human resource developers. The
literature suggests that a systematic study needs to be conducted on employee empowerment in
finding of relation with job satisfaction. To conduct this study, an open-ended questionnaire is
developed. The response on the questionnaire was the basis of the data analysis. The data
gathered through the questionnaires will consist quantitative data. For this study a set of
questionnaires was prepared, and responses were collected online.

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Chapter 4 : Findings and Analysis
4.1 Introduction
The purpose of this chapter is to present the findings followed by analysis of the researcher
objectives. The chapter is organized in three sections. In section 4.2, the first research objective,
which is to analyze & determine the employees’ participations and satisfactions in various
decision-making process of selected companies of RMG sector of Bangladesh. In section 4.3, the
second research which is to analyze the job satisfaction level of the employees of selected
companies of RMG sector of Bangladesh based on the current empowerment level.
4.2 Analysis of the status of the employees’ participations and
satisfactions of the RMG sector of Bangladesh in various decision-making
process:
In difference decision making process, the employees’ participation & scope can be represented
from the survey of 50 respondents from 36 organizations of RMG sector of Bangladesh.
Figure 1: Job experience of the respondents
From the survey it is found that the opinions are varying from experience. 36% are in 4-6 years
range, 32% are 1-3 years’ experience range, 18% belongs to above 10 years of job experience,
12% are in 6-10 years experienced range & 2% reflecting freshers’ opinion on survey.

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➢ Management’s distribution in decision making power to employees:
Figure 2: Management’s distribution in decision making power to employees
From the figure of 12 it is found on survey that 80% of the respondents agreed that their
management distributes the decision-making power to their employees accordingly. 20%
disagreed on the opinion. It reflects that the management have tendency to distribute the
decision-making power as a self-reliance process. A possible reason of 80% respondents agreed
as they are getting assigned on particular department along with the supervision under direct
management as per organogram to report. For having huge supply chain, department wise
decision-making ownership found spread from this chart. Others are still under the direct
supervision where needs the approval from the top management.
Figure 3: Matters to negotiate

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On the other hand, in figure 13 survey found that 48% are in grey zone in negotiating the
applications as per decision though 48% responded that in their organization matters are not rigid
& can be negotiated. The possible reason may be lack of top-down supportiveness. Where in
term of priorities, almost half of the employees are feeling like that not all the things are
negotiable. Another probable reason may be the availability of the replacements.
➢ Independent responsibility at office:
In figure 14, 90% respondents responded “yes”. They age encouragement to take independent
responsibility at their workplace. It means freedom to take ownership at their work. This directly
connects with situational decision making & leadership. On the other hand, 10% feel like they
are not getting freedom to take responsibility independently. Another most likely reason for this
is the experienced are very much verified on decision making in critical situations and so they
are encouraged to take responsibility in similar way on other sites whereas the less experienced
persons are lacking in accepting independent responsibility.
Figure 4: Independent responsibility

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➢ Risk taking freedom & authority:
Figure 5: Risk taking freedom
64% responded that they are allowed to take risk in decision making at their workplace. Figure
15 also reflects that 36% are not authorized to take risky decisions in execution at their
workplace. The most likely reason behind this is authority is not sharing ownership at top risk
areas though they are allowing to make decisions in general situations as per other figures
reviewed before. Another probable reason can be as this sector economy is mapped in every
single area, risk may cause in financial loss and so the management has kept risky decisions to be
verified with the expert at first before going for execution.
4.2.1 Summary
From the above analysis based on the status of the employees’ participations and satisfactions in
various decision-making process of the RMG sector of Bangladesh, it seems that some industries
are allowing to take decision in all the situations & the rest still have scope to rework on those
grey areas as ownership in decision making can reflect faster execution with minimizing the risk
factors.

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4.3 Analysis of the status of job satisfaction level of the employees of
RMG sector of Bangladesh based on the current empowerment level:
➢ Name of the organizations that respondents are working with & assigned departments:
From 36 industries of RMG sector of Bangladesh, 50 responses have been collected to justify the
research topic & objectives.
Figure 6: Participated organizations of RMG sector of Bangladesh
Listed companies are export oriented RMG industries of Bangladesh located on & nearby Dhaka
& Chittagong division. Both knit & woven based RMG organization are selected. According to
figure different organizations & participations are represented.
➢ Name of the department that respondents are assigned at:

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Figure 7: Respondents assigned departments
The respondents are from Major decision making departments covering Merchandising ( 62% ),
Quality (20%) , Production (8%) , Industrial Engineering (1%) , others (8%) covering product
development , compliance department. Here, these departments are treated to be major
departments of RMG industry as placed orders are executed here along with quality, competitive
price & on time delivery.
➢ Respondents’ authority level to correct problems when they occur in general:
Figure 8: Authority level to correct problems

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In figure 3, Here it is found that 50% of the responders have authority to correct the problem &
50% respondents do not have any authority to correct problems when the occur. The most likely
reason might be the top-down dominancy tendency of the organizations that if authority is
distributed the executers may not take the right decision which represent the faith level of the top
management. 50% gets authority means that their management have faith on their decision-
making capability.
➢ Respondents’ authority level to correct problems in urgent times:
Figure 9: Authorization level in urgent times
78% respondents agreed that they can take charge when it is urgent situation and if any problem
arises to solve. 18% responded neutral where most likely reason is in this situation, they are not
authorized to take chare every time. Urgent time accessories booking to meet on time shipment,
the respondents take then & there charge to solve & secure the shipment. Another probable
reason is if it relates with delay shipment, there having possibility to get imposed discount which
is huge loss for the company. For this reason, on urgency, problems are solved with having
ownership.
➢ Status of recognition for individual’s success:

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Figure 10: Recognition for success
40% respondents get appreciation for their success in working which also a good way to be more
reliable in authorization when top management would feel in the work. 42% respondents get
appreciation & recognition sometimes. Most likely reason is that all the success are not bound in
appreciation hence to be allocated as responsibility and the extra efforts & assigned tasks get
appreciated. Another probable reason is not having very expert “Human Resource” team in the
organization who can accelerate the productivity by appreciation.
➢ New ideation acceptancy status:
Figure 11: New ideation acceptancy status
In parallel, regarding new ideation 80% agreed that their new ideas are accepted by authority
which reflects empowerment in idea sharing & improvement for their organization. The rest 20%

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responded that their new ideas are not accepted. The most likely reason may be the
management’s trust level of succession rate of that idea on their employees.
➢ Authority to suggest improvements to boss in workplace:
Figure 12: Improvement suggestion giving authority to boss
There are two parts, one is improvement area which is feed forward and another one is feedback
for done task or activities. 68% agreed that they used to give improvement suggestions to their
boss where 8% does not. 24% are in neutral position & 8% are neutral regarding this issue. Most
likely reason is the culture of the company. It seems varying from management to management.
➢ Authority to give Feedback to boss’s action in workplace:

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Figure 13: Feedback giving authority to boss
On the other hand in feedback giving situation to boss, it decreased to 52%. Among all 52% are
practicing feedback to their boss where 28% are not sharing exact practice & 20% are not giving
the feedback to their boss. The most likely reason is the job security. The field is full of
replacement and so the management feel to make any replacement any time which has created
such thinking in the employee’s mind that if they provide feedback the boss may not take it in
good way. Though the majority are having good practice in their organizations.
➢ Empowerment status in the organizations:
Figure 14: Empowerment status
The most vital information has been found from figure 9, 76% of the respondents feel themselves
to be empowered in their work & organization. It related directly to their expectation to be
empowered more. Most likely reason is the majority porting are getting experienced day by day

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and so the decision making & ownership feeling are growing in support with the management in
the organization.
➢ Expectation from empowerment to increase job satisfaction:
Figure 15: Empowerment expectation
98% respondents feel that they feel happy & encouraged when they are empowered in their
workplace. It directly related to the job satisfaction. It is the vital finding as it can be represented
that the expectation of the employees of these industries would prefer to get empowerment in
their job sector which would make them much satisfied.
4.3.1 summary
From the above analysis based on status of job satisfaction level based on the current
empowerment level of the employees of RMG sector of Bangladesh it seems that this industry
still has a huge area to focus on job empowerment based on expectations of the 98% respondents
to increase the job satisfaction.

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Chapter 5 : Conclusion
The aim of this research is to identify the overall empowerment status of Bangladesh RMG
sector & to relate with the job satisfaction. The first research objective of this study was to assess
the job satisfaction level based on the current empowerment level of the employees of RMG
sector of Bangladesh. The overall findings states that this industry still has a huge area to focus
on job empowerment based on expectations of the 98% respondents to increase the job
satisfaction. The second research objective of this study was to determine the employees’
participations and satisfactions in various decision-making process of the RMG sector of
Bangladesh. The overall findings states that some industries are allowing to take decision in all
the situations & the rest still have scope to rework on those grey areas as ownership in decision
making can reflect faster execution with minimizing the risk factors.
Overall, it appears that “Empowering employees to increase job satisfaction in RMG sector of
Bangladesh” has the ultimate effect of empowering employees that it will create a friendly
working environment and will thus build a motivated and effective, efficient and devoted
workforce which will affect the overall organizational performance & improve satisfaction.
Hence it is important for the RMG organizations that they must make empowerment more than
just a management fad or buzzword. Give the people the authority and associated responsibilities
to make decisions considered to be in the organization’s best interest. But empowerment does
not mean that mangers can abrogate responsibility. The strategies for obtaining those goals
would differ, but as far as the goals themselves –empowerment, self-respect, self-reliance, and
respect for individuals- they would almost speak from the same pages.

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References
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Appendix
1. 1. Name of the RMG organization you are working with *
----------------------------------------------------------------------------------------------
2. Which department you are working with? *
Mark only one oval.
Merchandising / Marketing
Quality
Production
Industrial Engineering
Admin
Other
3. Job experience *
Mark only one oval.
Fresher
1-3 years
4-6 years
6-10 years
Above 10 years
4. I have authority to correct problems when they occur.
Mark only one oval.
Every time
Some time
Disagree
5. I can take charge of the problems that require urgent attention.
Mark only one oval.
Agree
Neutral
Disagree
6. Our management distributes decision making power to employees.
Mark only one oval.
Agree
Disagree
7. My company organizes various functions to recognize and celebrates my success.
Mark only one oval.
Every time
Some time
Disagreed

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8. My new ideas are accepted by authority/management.
Mark only one oval.
Agree
Disagree
9. Everything is not negotiable here & some matters are rigid.
Mark only one oval.
Agree
Neutral
Disagree
10. I am free to suggest improvements to my boss without fear
Mark only one oval.
Agree
Neutral
Disagree
11. I can openly give feed back of my boss’s action.
Mark only one oval.
Yes
Neutral
No
12. I am encouraged to take independent responsibility.
Mark only one oval.
Yes
No
13. Management allows us to take risk.
Mark only one oval.
Yes
No
14. I feel that I am fully empowered in the organization.
Mark only one oval.
Agree
Disagree
15. I feel happy & encouraged when I am empowered in my office.
Mark only one oval.
Agree
Disagree