Project Report on Worker Turnover

on KDS Garments
Chapter 1
 Origin of the Report
Project Report is one of the most important topics of our 4th year B.B.A course. Now the
world is competitive. So we have to earn the knowledge about the critical environment of
business. This type of research report helps the student to acquire practical knowledge
about the modern business organization. It will also help the student to be an effective
manager in future. Different organizations take different kind of policies to operate their
business. Worker turnover, or worker turnover rate, is the measurement of the number of
workers who leave an organization during a specified time period, typically one year. While
an organization usually measures the total number of workers who leave, turnover can also
apply to subcategories within an organization like individual departments or demographic
groups. A reputed garment like KDS GARMENTS LTD. takes different kind of modern
system to satisfy their customers & workers.
As a student of 4th year B.B.A (Management) of National University, I have been assigned
to prepare the research report on (Worker Turnover) on KDS Garments Ltd. I have tried
my best with all my ability to complete this report with perfection.
 Objectives of the Study

The main objective of the study is to get practical exposure and to know the Workers
Turnover Management in KDS garments Ltd. and other relevant objectives of the study are:

To know about the Worker Turnover Practically.

To Know the about the recruiting, Selection, Promotion, and discharge of the workers.
To know the recruitment procedure whether it is viable with the present context or not.
To highlight the service of the workforce.
To know the Promotional activities they take to motivate their workers.
To know the wage and salary structure of KDS garments Ltd.
To know the training Procedure of the garments.
To focus on the present service offered by garment toward the clients to satisfy which other
garments cannot render.

Methodology of the Study

To prepare this research paper, I have to collect data from various sources. To do this, data
have been collected from primary sources and secondary sources.

Primary data: have to be collected by direct interviewing the DGM-HR & Compliance
(garments division) and other high officials in this office.

Secondary data: were collected from KDS garments periodic journals, magazine, garments
annual report, Internet, etc.

I have also taken help from newspaper, Central Library of Chittagong University, for
collecting primary data, I prepared questionnaire, which was submitted to the DGM-HR &
Compliance (garments division) and arranged interview.
 Limitation of the study

Limitations:

During fieldwork, we face some problems:

Most of the Respondents did not provide actual answers.

Lack of effective interaction.
While doing these report Time is not adequate enough.
Some of the information can’t be collected due to privacy
issues
Workers are not so concerned about these so they give less
priority.
Chapter 2
 Company Overview

KDS Garments is one of the most renowned business and industrial conglomerates of
Bangladesh, based mainly in the port city of Chittagong but with extensive operations in
Dhaka as well. It has also established offices and agencies in India and Hong Kong and are
currently expanding into Europe and North America, thereby paving the path into becoming
a Bangladeshi based multinational.
The group was founded in 1983, through the establishment of one of the first garments
industries of Bangladesh, and over the last 24 years, through innovation, dynamism,
untiring effort and dedication, the business in terms of assets and revenues have grown
exponentially by sometimes over 500% a year. The fields of business have also extended
from being just apparel exports to a whole array of other industries. Today the total group
can proudly declare over USD 500 million in annual revenues in total, with over 16000
workers, staff and workers strength.
KDS Garments values human capital and is therefore committed to attract, groom and
nurture talent through industry leading compensations and benefit packages apart from
invests in on training its potential workers under local as well as foreign trainers. KDS
Garments has engaged the internationally renowned organizational development
consultants “Ernst & Young” to develop upgraded Human Resource Management
practices such as appraisal through the Balance Score Card method, talent mapping through
the Boston Matrix etc.
The Group adheres to international compliance requirements closely, and has taken many
social initiatives for the betterment of the lives of its workforce going even beyond foreign
requirements.
KDS Garments is always keen on taking new challenges and initiatives supported by the
robust financial appetite it enjoys along with the open support of all major financial
institutions in Bangladesh based on their healthy business track record with each of them.
Industries KDS is involved in

 Apparel
 Textiles
 Apparel Trims & Packaging
 Steel
 Information and Communication Technologies
 Logistics
 Shipping
 IT Training Services
 Banking
 Insurance

KDS Garments is also extensively involved with a large number of corporate social
responsibility and philanthropic initiatives.
KDS Garments
This wing of the group is actually comprised of 6 Apparel manufacturing companies
which are: KDS Garment Industries Limited, KDS Hi-Tec Garments BD Ltd, KDS Apparels
Limited, KDS Fashion Limited, HN Garments Limited and KDS IDR Ltd. Altogether, the
Garments sector of the Group, has earned 11
National Awards ( President Gold Trophy) between 1985 to 1998 for the highest exports of
ready made apparels from Bangladesh. It has also earned the following international awards and
recognitions: VENDOR EXCELLENCE AWARD - 2004 from Charming Shoppes, Inc. USA,
Business Innovative Director, Texas, USA, Award of AMC USA 1998,1999 & 2000, Award of
KMART Apparels Corporation, USA 1998,1999 & 2000, and Award from Trade Leader Club,
Spain
1992, 1993. The Garments division of the group is also among the few selected global strategic
vendors of KMART, Fila, Target, Globe Trotter, Walmart and many other highly prestigious
global brand names and they also have exclusive supply agreements for certain product lines
with some of these global companies as well.
Within this division, there are sub divisions of Knit, Woven, Jackets, Washing, Embroidery,
Quilting and many others, which equips the Group to be the provider of all kinds of apparel
manufacturing solutions to any Apparels company worldwide. They are currently expanding
their facilities and by the middle of 2009, they shall be the largest manufacturer in the Knit sector
across Asia, which will be a matter of national pride as well.
 Corporate body & Management
KDS Garments is managed by a competent board with over 60 years of experience together in
managing wide range of initiatives and operations including international initiatives. The existing Chairman
of the Group founded the organization in 1983 and has steered KDS to rapid growth and diversity.
The participating directors of the group having international education and p r o f e s s i o n a l experiences
have a u g m e n t e d t h i s further to expand the horizon of KDS group. KDS believes in clean and
transparent management of operations and breeds a culture of corporate and independent governance by
professionals. With the team of professionals in the management and the zealous board, KDS now
has the appetite to take on further challenges of growth and diversity to enhance its coverage on
industries and potentials and increase its revenues and overa ll value for the clients, shareholders,
workers and associate.

Mission:

 To be a pioneer in its sector by investing in people and technology and by producing

quality products at low cost.
 To ensure the highest level of customer satisfaction.
 To be at peace with nature by creating and promoting the environmental awareness.
 To fulfill our social responsibility.
 With the principle of "First Human", to be example for other companies

Vision:

 To be a company at international standards which is the most reliable and manufactures

the highest quality in the Textile Weaving industry in Turkey and in the world.
 To create models in the sector with its superior qualified team, its modern infrastructure
and advanced applications, and to be one of the contemporary institutions that are
addressed as reference in its field.
 To be a world brand which is respectful to the environment and human, compatible with
the technology, which is reaching power to set world standards in production and
increasing the competitiveness of our country at the international level.
Value:
 Reliability: To be reputable and honest by standing behind the promises and working
ethically and legally.
 Professionalism: To be aware of our responsibities, to take the necessary measures in time
in order to provide the best service in the name of responding to all the expectations and
needs of internal and external customers in the field of service by being customer-oriented.
 Being Different: Business is basically not only to continue but also to bring new value-
added solutions.
 Innovative: By exhibiting a positive attitude to changing conditions effectively, to be
flexible and have a creative perspective.
 Team Spirit: To achieve the company goals by working consistently and efficiently.
Chapter 3
 Analysis & Evaluation
This chapter explains the processes, techniques and procedures adopted to analyze, present and
interpret data gathered using the questionnaires. The chapter elaborates quantitative data
analysis, cross tabulation tables, percentages and means scores on impacts of workers turnover
on KDS Garments.
Response rate:
To determine the number of the respondents who filled and submitted back the questionnaires, an
analysis of the response rate was conducted. Table 1.1 presents that the response rate was 42
respondents which was 70% of the total sample size. The response rate of 70% was considered
appropriate since according to Mugenda and Mugenda (2003) a response rate of 30-50% of the
total sample size provides enough data that can be used to generalize the characteristics of a
study problem as expressed by the opinions of few respondents in the target population. The
study hence considered the 70% response suitable for analysis of impacts of workers turnover on
organizational productivity.

Table 1.1: Response Rate

Category Frequency Percentage

Response 42 70%

Non response 18 30%

Total 60 100%
Demographic Information:

Age of the respondents

The study aimed to establish the respondent’s age groups and hence asked respondents to
state their age category. The findings were presented in figure 1.2.

Working Experience
The study sought to establish the working experience held by the study respondents and hence
requested the respondents to indicate their working experience. The findings were

Presented figure 1.3

Actual Reasons for Woker Turnover

Cases of worker turnover

The study wanted to find out if the organization experienced organization experience cases
of worker turnover and thus asked the respondents to indicate if the organization experienced
cases of worker turnover. The findings were presented in table 1.4.

Table 1.4: Cases of worker turnover

Response Frequency Percentage

Yes 37 88

No 5 12

Total 52 100

Table shows that majority (88%) of the respondents felt that the organization experienced
cases of worker turnover and only 12% of the respondents who answered disagreed with the
majority and answered no. The majority of the respondents explained that lack of adequate
reward incentives and bonuses lowered the level of workers motivation leading to realization
of increased workers turnover rates.
Impact of Workers’ Turnover on Organization Productivity
Effect of workers’ turnover affect the organization productivity The study sought to determine
on whether workers’ turnover affected the organization productivity and thus asked the
respondents to indicate if the workers’ turnover affected the organization productivity.

Figure shows that majority (82%) of the respondents felt that workers’ turnover affected the
organization productivity and only 18% of the respondents who a disagreed with the
majority and answered no which shows that workers turnover greatly contributed to
organization productivity.
Recommendations
According to my knowledge following activities can be done for further improvement:
● Training: It can be recommended that staffs of business enterprise should be provided with
training facilities in order to ensure that the management supports the staffs in working towards
meeting their goals and thereby receive better understanding with respect to their job activities
within workplace.
● Mentoring: It can also be recommended that management of business enterprise should
introduce mentoring oriented program whereby it aims to develop a structured system for
establishing a strong relationship at workplace so that it enables them to retain the skilled and
competent staffs. In fact, with mentoring program, business enterprise can pair staff members in
such a manner that if one is well experienced with the concerned work and its partner has less
experience they both can work together to meet the group goals and thereby help each other to
develop their career plan within workplace.
● Establish a positive culture: Further, it can also be mentioned that business enterprise should
focus upon establishing a work culture comprising of values such as honesty, positive attitude,
respect, teamwork, excellence so that the staffs adopts such culture and feels comfortable at their
workplace thereby enabling management to retain the skilled stuffs.
● Use communication to build credibility: Further, it can also be recommended that business
enterprise need to focus upon establishing a good communication system irrespective of what
size of enterprise it is in order to maintain credibility. Therefore, there should be the presence of
certain groups at workplace such as staff advisory council who can receive the opinions of the
staff members and thereby can pass them on to higher management of the enterprise. Thus, such
system enables staff members to know that their opinions and concerns are given importance and
responded accordingly thereby enabling them to stay with the enterprise for a longer term.
Findings
This study mainly investigates the effects of job satisfaction on worker turnover as applied to the
chosen organization, the KDS Garments. Main findings revealed that among the main factors
namely the general working conditions, pay and promotion, work relationships, use of skills and
attitudes, and work relations both positive and negative correlations were derived when analyzed
in details the specific variables under these main variables. Main findings revealed that among
the main factors namely the general working conditions, pay and promotion, work relationships,
use of skills and attitudes, and work relations both positive and negative correlations were
derived when analyzed in details the specific variables under these main variables. Generally,
factors such as positive significant correlation on the following factors on job satisfaction: pay
and promotion, work relationships and the use of skills and abilities positively correlated to
worker job satisfaction with r-values 0.451, 0.398, and 0.253 and are significant while negative
correlation for work activities with -0.388 and significant at p=0.004<0.5 level of significance.
But there is no relationship between the general working conditions as perceived by workers in
Oman Air and worker job satisfaction as evidenced by its p-value of 0.080.

Conclusion
For a worker, it is very important to enjoy a certain degree of independence for them to learn
something and for to be explore other things in the workplace. In fact, tracing all other factors
included in the data, it can be said that they are connected with the degree of independence,
autonomy and professional flexibility they get in the workplace. This is discussed by Eaton-
Walley & Lowe (2004) on the need of giving worker the opportunity to grown on their own and
to learn ropes of the business organization without the direct intrusion of the management.