INTRODUCTION

The RMG industry has been the main export industry and the main
source of foreign exchange for the past twenty five years and at
present the industry provides service to about three million
employees of whom ninety percent are female (EPB, 2007; BB
Report, 2008; Ahamed 2014).
Staffing policies are extremely casual compared to western
principles and there are no printed official contracts and selection
letters and therefore they are in danger of losing their jobs.
(Dasgupta, 2002; Ahamed, 2014).
RMG workers are uncomfortable with long working hours,
dangerous occupation surroundings, poor working conditions, wage
and gender discrimination prevailing in Bangladesh(Kumar A., 2006;
Ahamed 2014).
Higher authorities treat the RMG workers as slaves
Recruitment policies in RMG sector are highly informal

INTRODUCTION
Contribution of RMG is very optimistic in Bangladeshi
economy, distributing 13% of the whole GDP (Ahmed
and Hossain, 2006; Morshed, 2007).
Job satisfaction and occupational success are major
factors in personal satisfaction, self- respect, selfesteem, and self-development (quoted in Brown,
1996: p.123; Ahamed 2014).
Workers often try to complement their law wages by
overtime, which in effect is mandatory practice in
Bangladesh RMG factories (Ahamed F., 2011;
Ahamed 2014).

RATIONALITY OF THE STUDY

RMG firms are facing immense pressure from
international buyers for compliance with their codes of
conduct so that it needs to concentrate on improving the
working environment in factories (Haider, 2007).
Labour turnover in garment industry is very high (Sarker
1997).
Factories with lower productivity have workers with low
job satisfaction and poor working condition (Abdullah
2009).
The clashes between garment workers and law enforcers
create serious crisis in this industry (Islam and Ahmad
2010).

RESEARCH GAP
Intrinsic and extrinsic factors
Below standard Working conditions and
ignorance of the ILO standards are the root cause
for labor unrest in Bangladesh while Tahmina, Q.
A. (2006) claimed dissatisfaction to their
compensation system and on a periodical journal
demand for raising workers salary was declared
as The vital reason of labor unrest in the RMG
sector here .(The main reason of the RMG labour
unrest was the demand for raising workers
salary, 2010)

RESEARCH GAP
We are focusing on host and home country effects of labor
unrest in the RMG sector while our fellow workers paid less
attention on the effects
Schuler and Rogovsky (1998) said failure to adapt HRM
practices to a host-country's culture can lead to negative
consequences can be a reason behind labor unrest that inhibit
a subsidiary's performance. However, we feel these effects are
not so acute in terms of labor unrest in Bangladesh particularly.
In some of the research papers, it had been claimed that
authorities in RMG sector of Bangladesh are training their
workers to increase their per hour productivity to reduce extra
work load pressure (Labor unrest in the RMG sector- reasons
and remedies, 2010) but we found that Bangladesh is still
staying behind to conduct training programs to increase
productivity of workers to reduce the workload rather they are
pressurizing their labors to work overtime exceeding the legal
limit with unsatisfactory payments which eventually leads to
labor unrest.

HOME AND HOST COUNTRY EFFECTS ON

HRM PRACTICES
Failure to adapt HRM practices to a host-country's
culture can lead to negative consequences that inhibit a
subsidiary's performance which eventually leads to labor
unrest (Schuler and Rogovsky, 1998; Beechler and Yang
1994; Tayeb, 1998).
Rosenzweig and Nohria (1994) found that generally MNC
subsidiaries tend to adjust to local HRM practices though
most of them are not forced to do so rather they tend to
comply with local practices in order to gain legitimacy
and acceptance which causes a gap between host and
home countries labor unrests.

HOME AND HOST COUNTRY EFFECTS

ON HRM PRACTICES
The level of transfer of HRM practices will be
negatively related to the degree of the subsidiarys
interaction with host country organizations. Each of
the factors affecting HRM transfer has different
degrees of impact on the transfer of individual
practices that are not compatible with local
regulations (Bae et al., 1998).
Cultural factors can have significant effects on
efficiency of applied HRM practices in the lobor
intensive industries (Sims, 2007, 76).