2. NAMES IDs
Ekramul Haque Shakil 211
Syeda Tayyuba Dewan 212
Nurzahan Hasan Airin 213
Kaifa Akter 214
Sanjida Yasmin 215
Wasi Ur Rahaman Wasik 216
Ummey Sumaiya 217
Shajnin Haider Sara 218
Sudipta Dey Kanta 219
Md Miraz Hossain 220
Seenjoy Saha 221
3. Introduction
ď Workers participation in management refers to the
participation of the workers in the decision-making
process of the organization.
ď It is industrial democracy in action based on the
Principles of equity, equality and voluntarism.
ď The extent and effectiveness of workers' participation
can vary widely, and it often depends on factors such as
local labor laws, the company's culture, and the
industry.
ď Workers' participation in management can take various
forms and approaches, depending on the country,
industry, and specific workplace.
6. WPMCasesin
Bangladesh
Workers protested against the
government's decision to shut
down the mills, demanding job
security and payment of due
wages which garnered public
attention, resulting in negotiations
and the mills were eventually
reopened.
The Jute Mills Workers' Protest (2020):
7. WPMCases in
Bangladesh
Workers at Dhaka's Hazrat
Shahjalal International Airport
went on strike to demand higher
wages and better working
conditions, but it eventually led to
negotiations resulting in fulfilled
demands.
The Dhaka AirportWorkers'
Strike (2018)
8. WPMCases in
Bangladesh
The Rana Plaza Collapse (2013)
The Rana Plaza disaster was a
catastrophic building collapse
in Dhaka, which housed
multiple garment factories,
and this tragedy led to
increased efforts to form
workers' unions and improve
workplace safety and job
conditions.
9. Benefits &
Challenges of
WPM
Mutual understanding
Higher productivity
Industrial harmony
Industrial democracy
Less resistance to change
Creativity and innovation
Reduced industrial conflict
Benefits
10. Benefits &
Challenges of
WPM
Challenges
Lack of trust between workers and management
Lack of time and resources
Resistance from management
Communication barriers
Unequal bargaining power
Implementation issues
Legal and regulatory constraints
11. Case Study of
WPM of RMG
Sector in
Bangladesh
âThis study examines and aims to investigate the
current situation, nature, and types of workers
participation and motivation system in the Ready Made
Garments (RMG) sector of Bangladesh.
âThe sample consisted of 100 workers from five
selected garment factories in Dhaka city and Gazipur
district. Data was collected using a structured
questionnaire and performance-related data from
factory records.
âIt identifies five major causes of poor employee
participation in decision making: the absence of
management's willingness, labor union activities, lack
of workforce diversity, illiteracy of workers, and
political grouping among workers.
12. Case Study of
WPM of RMG
Sector in
Bangladesh
âThe study found a significant positive correlation
between decision making, motivation, and
performance among RMG employees.
âParticipation in workplace decision making increases
capacity for problem-solving and commitment to the
organization's success.
âIn the garments industry, participation tends to
improve motivation, self-esteem, job satisfaction,
cooperation with management, reduce conflict and
stress, more commitment to goals, and better
acceptance of change.
13. Case Study of
WPM of RMG
Sector in
Bangladesh
According to a research conducted on Workerâs
Participation in Management in RMG sectors:
â˘DIRECT PARTICIPATION IN DECISION MAKING BY
THE RMGWORKERS
Note: Here show the 3% workers level participation.
Participation Activities % of respondents
Managerial activities 2%
Goal setting 0.5%
Other activities 0.5%
14. Case Study of
WPM of RMG
Sector in
Bangladesh
â˘CAUSES OF POOR PARTICIPATION IN DECISION
MAKING AS PERCEIVED BYTHE RESPONDENTS OF
THE GARMENT INDUSTRY (N=100)
Note: Percentages add upto 200% as each person made
two choices.
Perceived causes of poor
participation in decision
making
Percentage of the respondents
who hold the views
Rank order
Absence of willingness of the
management
60.50 1
Absence of labor union
activities
45.50 2
Lack of workforce diversity 40.00 3
Illiteracy of the workers 30.00 4
Political grouping among the
workers
24.00 5
15. Analysis
âThe results showed that 60% of the respondents had
more than two years of experience, while 48% were
within the 25-30 age range.
âThe distribution of employees was based on their
service experience, age, educational background, and
skill level.
âThe level of decision making with management was
found to be high, with 70% of respondents holding top-
level decision making.
16. Analysis
âDirect participation in decision making was found to
be low, with only 2% participating in managerial
activities and 0.5% in goal setting and other activities.
âMotivational activities for workers included bonus
systems, transport facilities, canteen facilities, medical
facilities, and profit sharing.
âThe findings have implications for government, policy
makers, and manufacturing industry management in
Bangladesh, suggesting that appropriate measures
should be adopted to reduce poor worker participation
in decision making.
17. TexBengal
Case
âTexBengal is a medium-sized garment factory
located in Dhaka, Bangladesh.The factory primarily
exports to Western countries. Previously, it faced
issues such as high employee turnover, low
productivity, and work-related grievances.
Management decided to involve workers in the decision-
making processes to improve conditions in the following
ways:
ď Formation of Committees
ď Training Programs
ď Feedback Mechanism
ď Profit Sharing
19. Implementati
on ofWPM
Start with a pilot project to test
the waters and build trust between
workers and management.
Develop clear goals and objectives
for workersâ participation in
management, along with a plan for
achieving them.
Establish clear guidelines and
procedures for communication
and decision making.
20. Implementati
on ofWPM
Train workers and
management in the skills
necessary for effective
communication, problem
solving, and decision
making.
Evaluate the effectiveness
of workersâ participation
in management regularly
and make necessary
adjustments.
21. WPM & Job
Satisfaction
Case
This case aims to investigate the relationship
between participative management and job
satisfaction in private organizations in Bangladesh.
It highlights the importance of effective human resource
management practices in boosting employee satisfaction
and enhancing organizational performance.
The study collected data from 290 employees using a
structured questionnaire consisting of 14 items, which was
designed to collect feedback from the respondents on their
job satisfaction level.
22. WPM & Job
Satisfaction
Case
Participative management, participative strategic planning
processes, and effective supervisory communication all
contribute to higher levels of job satisfaction among
employees.
Hence managers should use participative management
styles and evolve organizational culture towards
participative from traditional patterns.
24. WPM
Comparison
Toyota Production System (TPS):
â˘In the TPS, workers are actively engaged in continuous
improvement. They are encouraged to suggest and
implement changes to enhance efficiency and quality.
â˘Workers have the authority to stop the production line
if they detect a quality issue, which fosters a culture of
quality control.
â˘Toyota's management values the knowledge and
experience of its employees on the shop floor, resulting
in innovations such as the Just-In-Time (JIT) production
system.
25. WPM
Comparison
â˘Here, workers' contributions in management are
characterized by increased autonomy, shared decision-
making, and a recognition of employees' expertise.
â˘These approaches have resulted in positive outcomes
such as innovation, higher job satisfaction, and
improved product quality. They showcase how
involving workers in management can be a valuable
strategy for organizational success.
26. Conclusion
Workers participation in management has a significant
influence on industrial relations, hence it should be
encouraged and incorporated in Bangladesh for overall
development of our industries and country.
Thus to compare Bangladesh's condition of workers
participation in management from global perspective,
it can be said that there is still a huge scope of
improvement.
