Human Resource Practices in Bangladesh: A Case Study on Asrotex Group

Abstract

This study explores the human resource (HR) practices within the context of Bangladesh’s ready-made garments (RMG) sector, focusing on Asrotex Group as a representative case. The RMG industry plays a vital role in the country’s economy, yet it faces persistent challenges related to workforce management, employee well-being, and organizational sustainability. The purpose of this research is to examine how HR practices namely recruitment, training and development, performance appraisal, compensation, and employee relations namely are implemented at Asrotex Group, and how these practices impact organizational performance and employee satisfaction. A qualitative case study approach was employed, using semi-structured interviews with HR personnel and employees, along with document analysis, to gather in-depth insights. Findings reveal that while Asrotex Group has adopted several structured HR practices aligned with modern management principles, challenges such as skill gaps, high turnover, and limited employee engagement persist. The study provides practical implications for HR managers and policymakers in enhancing HR frameworks tailored to the local industrial context. The novelty of the study lies in offering a comprehensive, context-specific analysis of HR practices in a leading Bangladeshi RMG firm, contributing to the limited empirical literature on HRM in South Asian manufacturing industries. Keywords: Human Resource Management, Bangladesh, Ready-Made Garments (RMG) Sector, Asrotex Group, Employee Satisfaction, HR Practices