DBA Research Proposal Evaluate the Effectiveness of Employee Motivation on RMG (GC01381)

Table of Contents

Introduction.

1.0 Introduction.

1.1 Research background.

1.2 Research Problem.

1.3 Rationale of the research.

1.4 Aims and objectives.

1.5 Research questions.

1.6 Research hypotheses.

1.7 Scope of the study.

Literature reviews.

2.0 Introduction.

2.1Employee motivation.

4.3Organisational Effectiveness.

4.4 Factors affecting Employees’ motivation.

2.5 Empowerment and organizational performance.

2.6 Conceptual framework.

3.0 Research Methodology.

3.1 Introduction.

3.2 Research design.

3.3 Research approach.

3.4 Data Collection Method.

3.5 Sample Size and Sampling Method.

3.6 Data analysis and presentation techniques.

3.7 Reliability and Validity.

3.8 Ethical Issues.

3.9 Limitations.

3.10 Alternatives.

4.0 Research structure.

4.1Expected results.

4.2 Research Timetable.

4.3 Research Budget

4.4 Conclusion.

References.

1.0 Introduction

Employee motivation has been an essential element for all kinds of organizations in the current business world. Employee motivation at the workplace is directly related to the productivity and performance of businesses. A motivated employee shows more loyalty, creativity and innovation, and flexibility than a de-motivated worker. An unhappy staff never gives 100% effort in workplaces (Harvard Professional Group, 1998). Therefore, successful businesses evaluate their success by measuring their staff motivation and satisfaction. An employee is motivated when his/her work is interesting, the supervisor is supportive, promotional opportunities are good, the pay is fair, and co-workers are friendly (Brief, 2002). Employee satisfaction and motivation reduce complaints and grievances, termination, turnover, absenteeism that ultimately improve staff productivity, punctuality and morale at workplaces.

Staff motivation is also important in job satisfaction, self-respect, self-development, and self-esteem. Mullins (2015) said high employee motivation improves business performance and productivity significantly. However, it is difficult to gain high employee motivation and satisfaction in the workplace because there is no particular formula for increasing employee motivation. In addition, gaining high staff motivation depends on individual needs and expectations (Torrington et al., 2014). Therefore, gaining high employee satisfaction and motivation has been a challenging issue for the ready-made garments industry of Bangladesh. Therefore, it is now an issue for the ready-made garment industry of Bangladesh to lead its staff toward the organization by improving employee motivation. Thus, this study focuses on employee motivation and its impact on industry performance.

1.1 Research background

Bangladesh Ready-Made Garment (RMG) is a very successful sector with a greater contribution to the national GDP. This industry has also been contributing a lot in creating employment, earning foreign currency, livelihood, and apparel (Hossain et a., 2012). This is the biggest industry in Bangladesh, whereas more than 4 million people are working. Among these workers more than 80% are women and about 50% of workers depend on this sector for their livelihood (BGMEA, 2015). According to Ferdous et al. (2015), the RMG sector in Bangladesh has engaged over 2.8 million women in a new productive role in the community by empowering them. This sector is sharing about 82% of total exports and significant growth (about 15%) from 2009 to 2014 (Tasin Faaria, 2015).

However, the RMG is facing criticism because workers do not get proper rewards and incentives for their performance. In addition, wages/salaries are poor compare to living costs (Ahamed, F. 2012). A study by BGMEA (2014) shows Bangladesh’s ready-made garment industry is performing lower than its compactors. For example, Bangladesh’s ready-made garment industry gained &24.5 billion in 2014 with more than 4 million workers, where its competitor, Vietnam gained &17 billion with nearly 1.3 million workers. The key reason of this poor performance is employee dissatisfaction and de-motivation. In addition, the majority of employers and garment factories do not care about employee rights and health and safety issues that dissatisfy many of the employees. Thus, also RMG sector is playing a significant role in reducing unemployment and poverty alleviation, worker satisfaction has been indispensable for making Bangladesh branded in the global market.

1.2 Research Problem

The Ready-Made Garment (RMG) industry is dominating the industrial sector of Bangladesh, and contributing the most to the national GDP. It has been the main export industry in Bangladesh that has been earning a great share of the country’s foreign exchange currency. Because of its low labor costs, simple technology use, favorable government policies, low capital requirements, and employment opportunities for women Bangladesh RMG is reaching its momentum of competitiveness in the global marketplace (Kabeer, 2014; Rashid, 2013). This sector has also contributed to the nation’s employment providing more than 4 million jobs, where 80% of workers are women (Mahmud, 2012). However, the RMG sector of Bangladesh has been facing poor worker motivation as well as high staff turnover that has been affecting the industry performance significantly. Number reasons have been identified of high staff de-motivation and turnover in the ready-made garment industry of Bangladesh. A study by Berg, Hedrich and Tochtermann (2012) disclosed that one of the key reasons for staff de-motivation and turnover in Bangladesh RMG is skill shortages, where there is a 25% of skilled worker shortage. This is because there is a huge lack of private and public vocational training institutions and skill development programs.

According to Ferdous (2015) study, workers in Bangladesh RMG are deprived of satisfactory salaries, timely payment, medical facilities, hygiene canteen, safe working environment, admissible benefits. A study by Sarker and Rumana (2014) said the RMG workers are provided poor financial and non-financial incentives and rewards that de-motivate them and create labor unrest. Tania and Sultana (2014) said RMG factories have a lack of consciousness about workers’ health and safety issues. Ahmed (2013) stated that RMG factories failed to maintain international labor standards, effective monitoring and surveillance system that weaken social compliance and increase labor unrest. Rubel and Daisy (2013) identified a poor relationship between perceived supports and worker performance in the RMG of Bangladesh. Therefore, many of the garment factories in Bangladesh Ready-Made Garment (RMG) have been suffering lower productivity. Thus, it is now an issue for the Bangladesh RMG industry to conduct a study on the effectiveness of employee motivation on organizational performance………………………………………..