CHAPTER ONE
INTRODUCTION
1.1 INTRODUCTION Motivation is very important for the managers & officers to know and understand why people behave differently at workplace and how to manipulate their behavior so that they exert their best efforts to achieve organizational goals. It is the goal of managers at every strategy to have employees motivated so that work can progress at desired rate, pace & time. Many managers in this sub-sector do not try to grasp grandiose amount of work, such as compliance of labor laws, conducting the so-called social audits, compliance of code of conduct etc. now being conducted are aimed at employee motivation. Improvement of workplace, enhancement of working conditions is not the goals themselves. The goal of these activities is increasing productivity by way of lending job satisfaction at workplace & improving the life style & living condition of the working people. Once the employees are hired, trained and remunerated they need to be motivated for better performance. A basic principle is that the performance of an individual depends on his or her ability backed by motivation. Stated algebraically the principle is Performance = (ability X motivation). Ability refers to the skill and competence of the person to complete a given task. However as we see ability alone is not enough. Motivation in simple terms may be understood as the set of forces that cause people to behave in certain ways [1]. The Institute of Manpower Studies has claimed that the word ‘motivations’ is among the six most used words in company documents. It goes on to say that just because it is used, it doesn’t mean to say that it is understood.
1.2 SIGNIFICANCE OF THE STUDY The ready-made garment industry in Bangladesh is not the outgrowth of traditional economic activities but emerged from economic opportunities perceived by the private sector in the late 1970s. Frustrated by quotas imposed by importing nations, such as the United States, entrepreneurs and managers from other Asian countries set up factories in Bangladesh, benefiting from even lower labor costs than in their home countries, which offset the additional costs of importing all materials to Bangladesh. Bangladesh-origin products met quality standards of customers in North America and Western Europe, and prices were satisfactory. Some 85 percent of Bangladeshi production was sold to North American customers, and virtually overnight Bangladesh became become the sixth largest supplier to the North American market [1]. Since the late 1970s, the RMG industry started developing in Bangladesh primarily as an export-oriented industry although; the domestic market for RMG has been increasing fast due to increase in personal disposable income and change in life style. The hundred percent export-oriented RMG industry experienced phenomenal growth during the last 15 or so years. In 1978, there were only 9 export-oriented garment manufacturing units, which generated export earnings of hardly one million dollar. Some of these units were very small and produced garments for both domestic and export markets. Within a short period, Bangladeshi entrepreneurs got familiar with the world apparel markets and marketing. They acquired the expertise of mobilizing resources to export-oriented RMG industries. Foreign buyers found Bangladesh an increasingly attractive sourcing place. To take advantage of this cheap source, foreign buyers extended, in many cases, suppliers' credit under special arrangements. In some cases, local banks provided part of the equity capital. The problem of working capital was greatly solved with the introduction of back-to-back letter of credit, which also facilitated import of quality fabric, the basic raw material of the industry. The government assigned high priority to the development of RMG industry. Some countries had internal problems, for example, Sri Lanka; and some other countries of Southeast Asia experienced rapid increase in labor cost. Buyers looked for alternative sources. Bangladesh was an ideal one as it had both cheap labor and large export quotas. The EU continued to grant Bangladesh quota-free status and GSP privileges. In addition, USA and Canada allocated substantially large quotas to Bangladesh. These privileges guaranteed Bangladesh assured markets for its garments in USA, Canada and EU. The domestic factor that contributed to the growth of RMG industry was the comparative advantage Bangladesh enjoyed in garment production because of low labor cost and availability of almost unlimited number of trainable cheap labor. The domestic policies of the government contributed to the rapid growth of this sector. The government provided various kinds of incentives such as duty-free import of fabrics under back-to-back L/C, bonded warehouse facilities, concessionary rates of interest; cash export incentive, EXPORT PROCESSING ZONE facilities, etc. The government also took a number of pragmatic steps to streamline export-import formalities. After just a few years, the ready-made garment industry employed more than 200,000 people. According to some estimates, about 80 percent were women, never previously in the industrial work force. Many of them were woefully underpaid and worked under harsh conditions. The net benefit to the Bangladeshi economy was only a fraction of export receipts, since virtually all materials used in garment manufacture were imported; practically all the value added in Bangladesh was from labor There are several weaknesses of the RMG industries in the Bangladesh. Productivity in RMG sector in Bangladesh is lower than many of its competitors. Bangladeshi workers are not efficient as those as Hong-Kong, South Korea and china and some other countries and most factories, technologists are used are not latest. If asked to identify a major concern or problem at work, a manager is very likely to cite “motivational” need to do something that will encourage people to work harder to do “what I want.” Formally defined, motivation refers to the individual forces that account for the direction, level, and persistence of a person’s effort expended at work. Direction refers to an individual’s choice when presented with a number of possible alternatives (e.g., whether to exert effort toward product quality or toward product quantity). Level refers to the amount of effort a person puts forth (e.g., a lot or a little). Persistence refers to the length of time a person sticks with a given action (e.g., to try to achieve product quantity and give up when it is found difficult to attain). In addition to the fact that the industry is vulnerable because it is highly dependent on the imported raw materials, the infrastructure in the country is deplorably underdeveloped. Problems in power supply, transportation and communication create serious bottlenecks. Inadequate port facilities result in frequent port congestion, which delays shipment.
1.3 OBJECTIVES OF THE STUDY
Considering the concerns discussed in the previous sections, the objectives of the study can be summarized as below: 1. To find out the potential present condition and problems among the workers motivation. 2. To suggest improvement strategies to optimize the barriers. 1.4 ARRANGEMENT OF THE PAPER
This paper is consists of five chapters. The second chapter contains the review of some relevant literature on productivity and motivation. Chapter three represents the theory on productivity and motivation. The fourth chapter represents the data and the analysis. It includes the mathematical calculation with graphical presentation. The fifth chapter concludes the paper with adding description the effectiveness of the study.
1.5 METHODOLOGY
Methodology includes a collection of theories, concepts or ideas as they relate to a particular discipline or field of inquiry. Methodology refers to more than a simple set of methods rather it refers to the rational and the philosophical assumptions that underlie a particular study relative to the scientific method. This is why scholarly literature often includes a section on the methodology of the researchers. This section does more than outline the researchers’ methods (as in, “We conducted a survey of 50 people over a two-week period and subjected the results to statistical analysis”, etc.); it might explain what the researchers onto logical or epistemological views are. Another key (though arguably imprecise) usage for methodology does not refer to research or to the specific analysis techniques. This often refers to anything and everything that can be encapsulated for a discipline or a series of processes, activities and tasks. Examples of this are found in software development, project management and business process fields. This use of the term is typified by the outline who, what, where, when, and why. In the documentation of the processes that make up the discipline, which is being supported by “this” methodology, that is where we would find the "methods" or processes. The processes themselves are only part of the methodology along with the identification and usage of the standards, policies, rules, etc. Researchers acknowledge the need for rigor, logic, and coherence in their methodologies, which are subject to peer review. So methodology can be defined as: 1. "The analysis of the principles of methods, rules, and postulates employed by a discipline" [23]. 2. "The systematic study of methods that are, can be, or have been applied within a discipline" [23]. 3. "A particular procedure or set of procedures." [23].
1.6 NATURE OF RESEARCH Research can be defined to be search for knowledge or any systematic investigation to establish facts. The primary purpose for applied research is discovering, interpreting and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so. It may be classified as [18]: * Basic research * Applied research * Action research 1. Basic research:
Basic research (also called fundamental or pure research) has as its primary objective the advancement of knowledge and the theoretical understanding of the relations among variables. It is exploratory and often driven by the researcher’s curiosity, interest, and intuition. It is conducted without any practical end in mind, although it may have unexpected results pointing to practical applications [19]. 2. Applied research:
It is also called field research. Kenneth D. Bailey (1982.21) said “applied research is research with findings that can be applied to solve problems of immediate concern” [18]. 3. Action research
Action research is regarded as research that is normally carried out by practitioners (persons that stand in the field of work). It is a method par excel lance for instructors/trainers. It enables the researcher to investigate a specific problem that exists in practice. According to Landman, which is published in 1988, this requires that the researcher should be involved in the actions that take place. A further refinement of this type of research is that the results obtained from the research should be relevant to the practice. In other words it should be applicable immediately. This means that the, researcher, as expert, and the person standing in the practice, jointly decide on the formulation of research procedures, allowing the problem to be solved [15].
Action research is characterized according to Jacobs by the following four features: * Problem-aimed research focuses on a special situation in practice. Seen in research context, action research is aimed at a specific problem recognizable in practice, and of which the outcome problem solving) is immediately applicable in practice. * Collective participation a second characteristic is that all participants (for instance the researchers and persons standing in the practice) form an integral part of action research with the exclusive aim to assist in solving the identified problem. * Empirical research thirdly, action research is characterized as a means to change the practice while the research is going on. * Outcome of research cannot be generalized. Lastly, action research is characterized by the fact that problem solving, seen as renewed corrective actions, cannot be generalized, because it should comply with the criteria set for scientific character. 1.7 RESEARCH METHODS
The goal of the research process is to produce new knowledge, which takes three main forms (although, as previously discussed, the boundaries between them may be fuzzy: * Exploratory research, which structures and identifies new problems * Constructive research, which develops solutions to a problem * Empirical research, which tests the feasibility of a solution using empirical evidence [19].
In other view [18]: * Case study * Survey method * Content analysis * Cross sectional study * Longitudinal study * Ethnographic research * Focused group discussion etc.
Among these types I followed the survey method. In below I will try to define the process of survey method.
1.7.1 SURVEY METHOD Knowing what the client wants is the key factor to success in any type of business. News media, government agencies and political candidates need to know what the public thinks. Associations need to know what their members want. Large companies need to measure the attitudes of their employees. The best way to find this information is to conduct a survey [20].
This chapter is intended primarily for survey research. It discusses options and provides suggestions on how to design and conduct a successful survey project. It does not provide instruction on using specific parts of The Survey System, although it mentions parts of the program that can help you with certain tasks.
The Steps in a Survey Method 1. Establish the goals of the project - What I want to learn 2. Determine the sample - Whom I will interview 3. Choose interviewing methodology - How I will interview 4. Create questionnaire - What I will ask 5. Pre-test the questionnaire, if practical - Test the questions 6. Conduct interviews and enter data - Ask the questions 7. Analyze the data - Produce the reports
This chapter covers the first five steps. The Survey System's Tutorial Chapters 1 and 2 cover entering data and producing reports.
Step-1: Establishing Goals
The first step in any survey is deciding what I want to learn. The goals of the project determine whom I will survey and what I will ask them. If my goals are unclear, the results will probably be unclear. Some typical goals include learning more about: * The potential market for a new product or service * Ratings of current products or services * Employee attitudes * Customer/patient satisfaction levels * Reader/viewer/listener opinions * Association member opinions * Opinions about political candidates or issues * Corporate images
These sample goals represent general areas. The more specific I can make my goals, the easier it will be to get usable answers.
Step-2: Selecting Sample
There are two main components in determining whom I will interview. The first is deciding what kind of people to interview. Researchers often call this group the target population. If I conduct an employee attitude survey or an association membership survey, the population is obvious. If I am trying to determine the likely success of a product, the target population may be less obvious. Correctly determining the target population is critical. If I do not interview the right kinds of people, you will not successfully meet your goals.
The next thing to decide is how many people I need to interview. Statisticians know that a small, representative sample will reflect the group from which it is drawn. The larger the sample, the more precisely it reflects the target group. A biased sample will produce biased results. Totally excluding all bias is almost impossible; however, if I recognize bias exists I can intuitively discount some of the answers. The consequences of a source of bias depend on the nature of the survey.
Step-3: Interviewing Methods
Once I have decided on my sample I must decide on my method of data collection. Each method has advantages and disadvantages.
Personal Interviews An interview is called personal when the Interviewer asks the questions face-to-face with the Interviewee. Personal interviews can take place in the home, at a shopping mall, on the street, outside a movie theater or polling place, and so on. These kinds of interview give the ability to let the Interviewee see, feel and/or taste a product and the ability to find the target population.
Telephone Surveys
Surveying by telephone is the most popular interviewing method in the USA. This is made possible by nearly universal coverage (96% of homes have a telephone). People can usually be contacted faster over the telephone than with other methods.
Mail Surveys
Mail surveys are among the least expensive. This is the only kind of survey I can do if I have the names and addresses of the target population, but not their telephone numbers. The questionnaire can include pictures - something that is not possible over the phone. Mail surveys allow the respondent to answer at their leisure, rather than at the often inconvenient moment they are contacted for a phone or personal interview. For this reason, they are not considered as intrusive as other kinds of interviews.
Email Surveys
Email surveys are both very economical and very fast. More people have email than have full Internet access. This makes email a better choice than a Web page survey for some populations. On the other hand, email surveys are limited to simple questionnaires, whereas Web page surveys can include complex logic. An email questionnaire can gather several thousand responses within a day or two. There is practically no cost involved once the set up has been completed.
Step-4: Questionnaire Design
The first rule is to design the questionnaire to fit the medium. Phone interviews cannot show pictures. People responding to mail or Web surveys cannot easily ask “What exactly do you mean by that?” if they do not understand a question. Intimate, personal questions are sometimes best handled by mail or computer, where anonymity is most assured. KISS - keep it short and simple. If I present a 20-page questionnaire most potential respondents will give up in horror before even starting.
Step-5: Modification of the questionnaire Ahead of the finalizing the primary questionnaire necessary modifications were carried out considering the specific subject area through adding, deleting as well as reformation.
Step-6: Performing the case study and conducting the interview
Study performs mainly based on the final questionnaire as well as basis of our specific subject areas. The diagnostic interview was conducted with in person contact to gather necessary data and information.
Step-7: Analyze the data
This chapter presents the findings from the case study conducted based upon the data gathered and some recommendations.

CHAPTER TWO LITERATURE REVIEW
2.1 INTRODUCTION
The word productivity has become such a buzzword these days that it is almost rare not to find it mentioned in some context or other- in trade magazines , newspapers, management briefs, shareholders reports, political speeches, TV news, consultants, advertisements, conference proceeding, just name a few. In fact the term productivity often appears to be used to promote a product or service, just as though it is a marking tool. All this is not bad, but there seems to be a great deal of confusion and illusiveness about the term. So it is necessary to define the term “productivity” form different corner points and motivation is required for the increase of productivity.
High quality & productivity requires skill & workmanship of the employees. They depend upon the following factors: Education, Training, Experience, Willingness, Efforts and Need to work. The last three factors comprise motivation. An employee knowing how to perform a job does not necessarily imply that he will do it satisfactorily with the best of his ability. He may do the job applying all h skill & exerting full dedication or she may perform it leniently. The first three factors create potential in a person. But for a person to do a job satisfactorily, she must have willingness to do it, must effort & must need to do work.
2.2 REVIEW OF SOME RELAVANT LITERATURE
2.2.1 Literature on productivity Productivity has been the concern of research organization and thesis work for many years. In 1986 a research work under the title Productivity gains from the implementation of employee training programs was conducted. The data on the personnel policies and economic characteristics of the business in the manufacturing sector were utilized to study the relationship between employee training and labor productivity. The major findings of this study is that those businesses that were operating below their expected labor productivity levels in 1983 achieved significant increase in labor productivity between 1983 and 1986 by implementing new employee training programs. This higher rate of productivity growth was sufficient to bring those businesses up to the labor productivity levels of comparable business by 1986 [2]. In 1987 Mehran conducted a case study in four major American manufacturing companies, which have improved substantially the operational productivity [4]. Mehran used the combination of two approaches — automation and just in time. He pointed out that management involvement and education are essential in productivity improvement. In 1987 Linda Dorfmont reports a pilot productivity program for improving productivity of white-collar personals in a mechanical engineering organization [5]. Dehelly and Laredo presented a case study for explaining the European approaches to productivity improvement in a European company of the world’s largest electronics groups in 1987 [6]. In 1993, another study of the existing production system of North Bengal Bicycle Industry was carried under the title “Improvement of productivity of a cycle part manufacturing unit” [5]. That work is a composite of various isolated problem areas in operation management. This study shows that the productivity of the organization could be improved by various improvement techniques. These were workstation development in ergonomic viewpoint, installation of new machines with higher capacity, motivation of human behavior etc. In June 1994 another research work under the title “Evaluating Knowledge Worker Productivity” by Beverly E. Thomas and John P. Baron was conducted to measure the white-collar productivity [7]. In 1996 another case study research was conducted by ITDA on different workshop with three variables man, machine, and safety. It analyzed the damaging effects of small road side metal workshops on the environment as well as the locality where are situated and it recommended a management plan that suggest a series of implement able actions (collection of solid waste in a proper way, developing skilled workers, measurement of pollutions) that would minimized the adverse environmental impact of different activities in the workshop and thereby helping to improve the productivity level of these workshops [7].
2.2.2 LITERATURE ON MOTIVATION The term “motivation” has been derived from the word ‘motive’. Motive may be defined as an inner state of our mind that activates and directs our behavior. It makes us move to act. It is always internal to us and is externalized via our behavior. Motivation is one’s willingness to exert efforts towards the accomplishment of his/her goal. Let us consider a few important definitions of motivation that will help us understand the meaning of motivation more clearly. Fred Luthans defined as a, “process that starts with a physiological deficiency or need that activates behavior or a drive that is aimed at a goal or incentive” [8]. According to Stephen P Robins, “motivation is the willingness to exert high level of efforts toward organizational goal, conditioned by the effort ability to satisfy some individual need” [9] . In the opinion of Gray and Starke, “motivation is the result of processes, internal or external to the individual that arouses enthusiasm and persistence to pursue a certain course of action”[10].
After going through the above definitions, motivation can be defined very simply as the willingness to exert towards the accomplishment of goal or need.
The theories of motivation can be divided into three broad categories- Reinforcement theories, Content theories and Process theories [21].
Reinforcement theories emphasize the linkage between individual behavior and some specific outcomes to show how managers can alter the direction, level, or persistence of individual actions. They focus on the observable rather than what is inside an employee’s head. Thus, reinforcement views place a premium on observing individuals to see which work-related outcomes are highly valued. By altering when, where, how, and why some types of rewards are given, the manager can change the apparent motivation of employees by providing a systematic set of consequences to shape behavior.
Content theories focus primarily on individual needs—the physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate. These theories suggest that the manager’s job is to create a work environment that responds positively to individual needs. They help to explain how poor performance, undesirable behaviors, low satisfaction, and the like can be caused by “blocked” needs or needs that are not satisfied on the job.
Process theories focus on the thought or cognitive processes that take place within the minds of people and that influence their behavior. Whereas a content approach may identify job security as an important need for an individual, a process approach probes further to identify why the person behaves in particular ways relative to available rewards and work opportunities. Ultimately, we use the insights of three sets of theories to offer an integrated view of motivational dynamics that should be useful in any work setting [22].

CHAPTER THREE
CONCEPTS OF PRODUCTIVITY AND MOTIVATION
3.1 DEFINITION OF PRODUCTIVITY
In a formal sense, probably the first time the word “productivity” was mentioned in an article by Quesnay in the year 1766. More than a century later, in 1833, Littre defined productivity as the “faculty to produce,” that is, the desire to produce. It was not until the early twentieth century, however, that the term acquired a more precise meaning as a relationship between output and the means employed to produce this output. In 1950, the Organization for European Economic Corporation offered a more formal definition of productivity as:
“Productivity is the quotient obtained by dividing output by one of the factors of production. In this way it is possible to speak of the productivity of capital, investment or raw materials etc.”
It was also during the fifties that many European and Asian countries established productivity centers and councils expeditiously. Many groups visited United States during this period to learn about the practice in productivity measurement here, particularly those of U.S. Department of Labor, Bureau of Labor Statistics (BLS). The BLS has been publishing labor productivity statistics for nearly 90 years now. Other definitions followed in the 1950s, 1960s and 1970s, but landmark definitions were few. Some of these definitions are stated in table below. Table 3.1: Chronology of some important definition of productivity [2] & [3] Quesnay | [1766] | The word “productivity” appears | Littre | [1883] | “Faculty to produce” | Early | [1900] | “Relationship between output and the means employed to produce this output” | OEEC | [1950] | “Quotient obtained by dividing output by one of the factors of production” | Davis | [1955] | “Change in product obtained for the resources expanded” | Fabricant | [1962] | “Always a ratio of output to input” | Kendrick and Creamer | [1965] | “Functional definition of partial, total factor and total productivity.” | Drucker | [1974] | “Productivity is the balance between all production factors that will give the greatest return for the least effort” | Siegel | [1976] | “A family of ratio of output to input” | Sumanth | [1979] | “Total productivity — the ratio of tangible output to tangible input.” | Sink | [1984] | “Productivity, as mentioned, is strictly a relationship between resources that come into an organizational system over a given period of time and outputs generated with those resources over the same period of time. It is most simply Output divided by Input.” | Jury | [1992] | “Productivity, at the organization level, may be considered a measure of how well the company satisfies the customers’ utility.” |

In 1987, Sadrina and Prem Vrat have compiled 20 definitions of productivity relevant to business [3]. They say:
“A large number of concepts consider productivity as an output input relationship relevant most production system, implying that an organization works as a physical system, implying that an organization works as a physical system with variables and their interrelationships amenable to precise definitions. The basic reliance is on the acceptance of a stimulus response model of causality that an input causes an output”.
This conceptualization apparently creates a bias towards production function or allied activities to the exclusion of other economic as well as non economic performance outputs, such as achieving a share of the markets, new product introduction, completion of schedules, social goals etc. are misleading and inadequate. Firstly, the input factors cannot be studied in isolation to one another. Improvement is one factorial productivity, at the cost of other. Besides an input factor like labor is a present everywhere. Secondly, an important input like managerial resource finds no place as an input factor in such measures.”
Sadrina and Vrat say those who measure productivity should have three objectives: (1) To identify potential improvements, (2) To decide how to reallocate resources; and (3) To determine how well previously established goals have been met. Sardina and Vrat use a broad definition of productivity that tells the observer how the measured organization is doing as a whole. Thus the general definition of productivity is that, “Productivity is the relationship between the output generated by a production or service system and the input provided to create this output”. It is usually stated as- Productivity= From the above definition, it could be stated that the higher productivity means accomplishing more with the same amount of resources or achieving higher output in terms of volume or quantity for the same input. Productivity is a comparative tool for managers, industrial engineers, economics and accountants. It compares production at different levels of economic system (individual and shop floor, organizational, sectoral and national).

3.2 MEASURE OF PRODUCTIVITY The concept of productivity is often vaguely defined and poorly understood, although it is a widely discussed topic. Different meanings, definitions, interpretations and concepts have emerged as experts working in various areas of operation have looked at it from their own perspectives. But a different view is that the terms ‘performance’ and ‘productivity’ are used incorrectly. The term productivity is often in the context of ‘production’. Many people think that the greater the production, the greater the productivity. This is not necessarily true. Production is concerned with the activity of producing goods and\or service whereas productivity is concerned with the effective and efficient utilization of resources (inputs) in producing goods and\or services. If viewed in quantitative term, production is the quantity of output produced, while productivity is the ratio of the output produced to the input used. Productivity may also be enhanced through more competent management or better allocation of existing resources, resulting in a higher rate of conversion (efficiency) or greater use (utilization) of these resources. This is shown schematically in the following figure.

Effectiveness

Manage

Goods and services
Labor materials
Energy
capital

Product and service market
Resource
market Conversion

Utilization Efficiency

Figure 3.1: The Productivity Process Quite often the terms productivity, efficiency and effectiveness are confused with each other. Efficiency is the degree of accomplishment of objective. In other words, how well a set of result is accomplished reflects the effectiveness, whereas how well the resources are utilized to accomplish the results refers to the efficiency. Productivity is a combination of both effectiveness and efficiency. Productivity improvement is brought about in many ways. For instance, producing the “right products and services” will lead to increase in demand, which usually means better utilization of capacity.
Before going into a discussion on productivity levels, it may be helpful to remind the reader that there are many different measures of productivity. The choice between them depends on the purpose of productivity measurement aid, in many instances, on the availability of data. Broadly, productivity measures can be classified into single-factor productivity measures (relating a measure of output to a single measure of input) and multi-factor productivity measures (relating a measure of output to a bundle of inputs). Another distinction is between productivity measures that relate gross output to one or several inputs and those that use a value added concept to capture movements of output. The most used single productivity measure is labor productivity. This is generally defined as an output measure divided by a labor input measure. The labor input measure can be the number of workers, employees or hours worked. The output measure can either be the quantity of goods and services (gross output) (Y) or the quantity of value added (VA). The use of gross output or value added depends on the focus and purpose of the comparison. For comparisons at firm level or at much disaggregated industry levels gross output measures are to be preferred. In addition, comparisons are often more easily made for gross output than for value added. Exact value added measures are in fact quite difficult to obtain at the disaggregated level. But at more aggregate level the value added measure is preferred. Gross output-based measures of labor productivity are much more sensitive to differences in the degree of vertical integration than value added-based measures. When countries differ considerably in their ratio of intermediate inputs to gross output, gross output-based measures of relative labor productivity are difficult to interpret. A gross-output based measure of labor productivity is defined as follows. Let LP(Y) indicate the labor productivity level in country A relative to B, Y output in physical quantities and L a measure of labor input, then;
LPAB(YA/YB) X (LB /LA )------------------------------(1) The formula indicates that comparable physical measures of labor input and output are needed. When labor is measured as the number of workers or total hours worked, the last term at the right-hand side can be calculated as both are in physical comparable units. However, if one wants to take into account differences in labor quality, additional information is needed. Multi factor productivity measures are often used to infer relative levels of efficiency of factor use between countries, or — provided that the measures as controlled for differences in adjustment costs, scale and cyclical effects, etc. — differences in the level of technology. As technological change normally affects all inputs, and not only the primary factor inputs labor and capital, gross output based MFP levels are a better measure of differences in technology than value added based ones. Gross output based measures are less sensitive to differences between countries in the degree of vertical integration of industries. Value added based measure vary with the degree of outsourcing and provide an indication of the importance of the productivity improvement for the economy as a whole. In principle the data requirements for value added and gross output based measures are the same. However in practice, value added is more easily available than output measures; a consistent set of gross output measures requires intra-industry flows of intermediate products, which are difficult to derive empirically. ln 1967, the two-sector growth model of Baumol, the production functions in manufacturing and services are represented by a technologically advanced manufacturing sector and by a stagnant service sector. The model predicts that the stagnant service sector will, over time, absorb more and more workers to satisfy growth in demand because there are fewer opportunities to substitute technological advancements in machinery and equipment for labor. Depending upon who is defining it — whether it is an economist, accountant, manager, or industrial engineer - a slightly different definition of the term ‘productivity’ seems to be arising. If the various definition and interpretations of this term are closely examined, two basic types of productivity appear to be emerging. For the purpose of this study these are defined as — partial productivity and total productivity.
Partial productivity is the ratio of output to one class of input, for example labor productivity (the ratio of output to the labor input) is a partial productivity measure Partial productivity=
Where, output can be expressed in either physical or in value (monetary) arms and labor input can be expressed in ‘man hours” or cost of labor.
Similarly, material productivity is the ratio of output to material input,

i.e. Partial material productivity=
And capital productivity is the ratio of output to capital input, i.e. Partial capital productivity=-
Total productivity is the ratio of total output to the sum of all input factors. Thus the total productivity is given by the following:

Total productivity= where, Total tangible output = value of finished units produced + Value of partial units produced +dividends from securities +interest from bonds +other income.

And, Total tangible input = value of (human + material +machine + energy + other expenses) inputs used

Tangible means those things that are inherently (or directly) measurable. It should be noted that the ‘output’ here refers to all the output produced, and the ‘input’ refers to all the resources consumed or expended to produce this output. The tangible output and the tangible input elements, generally considered in productivity calculation are discussed in the following paragraph.
The tangible outputs elements of a manufacturing organization are normally of the following types. 1. Finished unit produced: Thee units can be expressed either in physical or in value terms. In other words, Value of finished units of a product produced in a period = Number of finished units of this product produced in this period X Base period selling price per unit for this period 2. Partial unit produced: In addition to finished units, partially completed units should also be considered when counting the total tangible output produced during the period of interest. 3. Dividends from securities: This output factor should be included, because using a part of both human and capital inputs produces it.

Figure 3.2: Output elements considered in the productivity calculation 4. Interest from bonds: This factor should also be included as an output factor for the same reason as are the dividends from securities. 5. Other income: Any other income produced by the firm is also included under the ‘output’, since one or more inputs are consumed to obtain and/or maintain other income.
The tangible inputs elements of a manufacturing organization are normally of the following types: 1. Human input: For the most part, only the direct labor has traditionally been considered. We, however, consider all the human resources employed in producing the output.

Figure 3.3: Input elements considered in the productivity calculation 2. Material input: The material’ input consists of raw materials and purchased parts
Doing similar calculation for each material consumed in a period and then adding up these individual values obtain the total value of the raw material. 3. Capital: The monitory value of the consumption of capital resources. It includes both the fixed capital and working capital. 4. Energy: The energy input is the cost of energy incurred by using up one or more of the fuel resources. Such as oil, gas, coal, electricity and water. 5. Other expenses: This input includes travel expenses, professional fees, marketing expenses, administrative cost, distribution cost, packaging cost, etc. The total factor productivity of a firm, industry or group of industries is defined as the real output produced by the firm or industry over a period of time divided by the real input used by the same set of production units over the same time period. However, it turns out to be difficult to provide a meaningful definition of real output or real input due to the heterogeneity of outputs produced and inputs utilized by a typical production unit. On the other hand, it is possible to provide meaningful definitions of output growth and input growth between any two time periods using index number theory. Essentially, any sensible quantity index aggregates up a weighted average of the rates growth of each of its components over the two periods in question, which provides a meaningful aggregate growth rate. The two periods are generally taken to be consecutive periods (the chain principle is used in this case) or the current period and a base period (the fixed base principle is used in this periods can be meaningfully defined as an output quantity index divided by an input quantity index where the quantity indexes utilize the output and input price and quantity data that pertain to the production unit for the two periods. Productivity index may be defined as the ratio of current period productivity to base period productivity. Base period means any normal period in which the production was not different from the average. For example, a period in which a company laid off workers because of unprecedented shortages of raw materials cannot be considered as base period. Thus the productivity index is given by, Productivity index= In the literature on productivity measurement, the Tornqvist index is the changing-weight index that has been most frequently examined and used. The Tornqvist index, which was developed in the 1930s at the Bank of Finland, makes use of logarithms for comparing two entities (e.g., two countries or two firms) or for comparing a variable pertaining to the same entity at two points in time. When used to compare inputs for two time periods, in the context of productivity measurement, it employs an average of cost-share weights for the two periods being considered.
3.3 MOTIVATION THEORY
3.3.1 Frederick Herzberg - Hygiene / Motivation Theory
This is based on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and foremost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. People’s needs are of two types
Unsatisfactory hygiene factors can act as de-motivators, but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has exploded several myths about motivators such as: * shorter working week; * increasing wages; * fringe benefits; * sensitivity / human relations training; * communication.

Fig 3.4: Frederick Herzberg - Hygiene / Motivation Theory As typical examples, saying 'please' to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs but not human needs.
3.3.2 ARCS Motivation Model
Keller (1979, 1983) has developed a four-factor theory to explain motivation. The first is attention (A), the second relevance (R), the third confidence (C), and the fourth satisfaction (S). The model also contains strategies that can help an instructor stimulate or maintain each motivational element [11]. Attention Factor | A student’s attention has to be aroused and sustained. This category also includes things that relate to curiosity and sensation seeking. | Strategies * Perceptual Arousal: Gain and maintain student attention by the use of novel, surprising, incongruous, or uncertain events in instruction. * Inquiry Arousal: Stimulate information seeking behavior by posing, or having the learner generate questions, or a problem to solve. * Variability: Maintain student interest by varying the elements of instruction. |

Relevance Factor | After the student’s attention is gained, a student may wonder how the given material relates to their interests and goals.If the content is perceived to be helpful in accomplishing one’s goals, then they are more likely to be motivated. | | | | Strategies * Familiarity: Use concrete language and use examples/concepts that are related to the learner’s experience and values. * Goal Orientation: Provide statements or examples that present the objectives and utility of the instruction and either present goals for accomplishment or have the learner define them. * Motive Watching: Use teaching strategies that match the motive profiles of the students. | Confidence Factor | Students have to know that they will probably be successful before completing a given task. They have to feel somewhat confident. Success is not guaranteed and people enjoy a challenge. However, the challenge can’t be too difficult. | | | | Strategies * Learning Requirements: Help students estimate the probability of success by presenting performance requirements and evaluative criteria. * Success Opportunities: Provide challenge levels that allow meaningful success experience under both learning and performance conditions. * Personal Control: Provide feedback and opportunities for control that support internal attributions for success | Satisfaction Factor | If the outcomes of a learner’s effort is consistent with their expectations and they feel relatively good about those outcomes, they will remain motivated | | | | Strategies * Natural consequences: Provide opportunities to use newly acquired knowledge or skill in a real or stimulated setting. * Positive consequences: Provide feedback and reinforcements that will sustain the desired behavior. * Equity: Maintain consistent standards and consequences for task accomplishment. |
3.3.3 Maslow’s need hierarchy theory It is probably safe to say that the most well known theory of motivation is Maslow’s need hierarchy theory [12]. Maslow’s theory is based on human needs. Drawing chiefly on this clinical experience, he classified all human needs into a hierarchical manner from the lower to the higher order. In essence, he believed that once a given level of need is satisfied, it no longer serves to motivate man. Then, the next higher level of need has to be activated in order to motivate the man. Maslow’s identified five levels in his need hierarchy as shown in figure below.

Fig 3.5: Maslow’s hierarchy [12].
These are discussed one by one. 1. Physiological needs: These needs are basic human life and, hence, include food, clothing, shelter, air, water, and necessities of life. These needs relate to the survival and maintenance of human life. They extent tremendous influence on human behavior. These needs are to be met first at least partly before higher level needs emerge. Once physiological needs are satisfied, they no longer motivate the man. 2. Safety needs: after satisfying the physiological needs, the next need felt are called safety and security needs. These needs find expression in such desires as economic security and protection from physical dangers. Meeting these needs requires more money and, hence, the individual is prompted to work more. Like physiological needs, these become inactive once they are satisfied. 3. Social needs: Man is a social being. He is, therefore interested in social interaction, companionship, belongingness etc. It is this socializing and belongingness why individuals prefer to work in groups and especially older people go to work. 4. Esteem needs: these needs refer to self-esteem and self-respect. They include such needs which indicate self-confidence, achievement, competence, knowledge and independence. The fulfillment of esteem needs leads to self-confidence, strength and capability of being useful in the organization. However, inability to fulfill these needs results in feeling like inferiority, weakness and helplessness. 5. Self-actualization needs: This level represents the culmination of all the lower, intermediate and higher needs of human being. In other word, the final step under the need hierarchy model is the need for self-actualization. This refers to fulfillment. The term self-actualization was coined by Kurt Goldstein and means to become actualized in what one is potentially good at. In effect, self-actualization is the person’s motivation to transform perception of self into reality [13]. According to Maslow’s, the human needs follow a definite sequence of domination. The second need does not arise until the first is reasonably satisfied and the third need does not emerge until the first two needs have been reasonably satisfied and it goes on. The other side of the need hierarchy is that human needs are unlimited. However, Maslow’s need hierarchy-theory is not without its detractor. The main criticisms of the theory include the following: 1. The needs may or may not follow a definite hierarchical order. So to say, there may be overlapping in need hierarchy. For example, even if safety need is not satisfied, the social need may emerge. 2. The need priority mode may not apply at all times in all places. 3. Researchers show that man’s behavior at any time is mostly guided by multiplicity of behavior. Hence, Maslow’s preposition that one need is satisfied at one time is also of doubtful validity. 4. In case of some people, the level of motivation may be permanently lower. For example, a person suffering from chronic unemployment may remain satisfied for the rest of his life if only he/she can get enough food. Now withstanding, Maslow’s need hierarchy theory has received wide recognition, particularly among practicing managers. This can be attributed to the theory’s intuitive logic and easy to understand. One researcher came to the conclusion that theories that are intuitively strong die hard [14].
CHAPTER FOUR
FINDINGS AND ANALYSIS
4.1 INTRODUCTION This chapter presents the findings from the case study conducted. The study has been conducted EAST-WEST INDUSTRIAL PARK LTD. The objective and concentration of this study has been to search the implementation strategies of workers motivation for productivity improvement. The findings are presented in the following sections.
4.2 COMPANY OVERVIEW EAST-WEST INDUSTRIAL PARK was initiated in 1979. After 5 years, the first garments unit East West Fashion Garments Ltd. in Mirpur, Dhaka. By 1986 another unit, Fashion Trousers Ltd. was started. For better manufacturing capability these two units moved to 186, Tejgaon Industrial Area, Dhaka in 1988. After 8 years, to compete in the global RMG sector, of the 90's lead the company to move further with their quality and manufacturing capacity bought 18.6 bigha of land in 1996 in Chandhana, Gazipur. Their objective was to create and design an international standard manufacturing RMG manufacturing complex with the most latest and ethical infrastructure. By January 1997, first 5- storied building was complete. A new unit, Fashion Skirt & trouser ltd. was initiated in the ground floor of this building few months’ later United Fashion Ltd was put into production. East West Industrial Park at a glance Table 4.1: Summarized information of East West Industrial Park Total no. of machines | 1525 | Total no. of employees | 2390 | Total production per day | Trousers | 1000 | | Jacket | 800 | Sale in 2011 | 25 Million US Dollar | Projection in 2012 | 30 Million US Dollar | Currently, all of their units are running in Gazipur along with a unit of washing plant. Our tejgaon building is the corporate head office and showroom for their brand Fit Elegance, which is the retailer of men’s' and ladies' wear.
Table 4.2: Formal Structured Jacket Line Factory | Item | No. of Employee | No. of Machine | Production per day (pcs) | Rumana Fashion | Blazer & Suits | 445 | Stitch : | 204 | Pressing : | 98 | | | | Jacket : | 800 | | Fashion Suits & Trousers | | | Suits & Trousers | 185 | Stitch : | 170 | Pressing : | 19 | | Jacket : | 1000 | | Table 4.3: Constructed/Tailored Trousers Line Factory | Item | No. of Employee | No. of Machine | Production per day (pcs) | Fashion Trousers | Trousers | 400 | Stitch : | 201 | Pressing : | 45 | | 2000 | | | | | United Fashion Trousers | Trousers | 390 | Stitch : | 190 | Pressing : | 23 | | 2000 | | | | Table 4.4: Constructed Trousers/Casual Line Factory | Item | No. of Employee | No. of Machine | Production per day (pcs) | East West Fashion Garments | Trousers | 285 | Stitch : | 152 | Pressing : | 18 | | 1500 | | | | | Fashion Skirt & Trousers | Trousers & Skirts | 400 | Stitch : | 206 | Pressing : | 30 | | 2000 | | | | Dress Pant | Trousers | 285 | Stitch : | 149 | Pressing : | 20 | | 1500 | 4.3 IDENTIFICATION OF PROBLEM OF WORKERS IN THE FACTORY A Single operator does not crave to work in another machine except his/her respected task. If one operator is absent, supervisor press another operator who is multi-skilled operator to work on the process of the respected work of absent operator. After pressing the operator, he/she agrees to work but they make more re-sewing and sometimes it has seen that they broke the needle of that machine willingly. The reason behind that if the operator broke the needle then supervisor means that he may not do this work or cannot operate this machine and finally transfer this operator to his previous work. For example
Table 4.5: Process description Process name | Machine name | Operator | Label tack | Plane machine | A | Side seam | Over lock | B | Edge cut | Hand work | C | If the operator B is absent, then the operator A can perform this work because he/she is multi-skilled operator. The task of A can perform by C operator, causing this process is little bit easy to perform by any new operator. But it has observed that the operator A does not desire to work of the work of B. But he accedes by hammering, and then he makes re-sewing (alter) of this process. In this situation, production officer agony for running the line. For these undesired mentality of operator to work on two or more process; motivation is able to resolve this problem. The effects of not motivating workers are given below: * Worker agitation * Loosing buyer confidence for the shipment failed. * Company get lost * Compensate company’s goodwill.
For good production planning and control, the planning department should have sufficient information regarding the qualifications, experience, payment rates and skill of each of workman. Such information helps PPC to have mental assessment of the capability of the workman in the processing of different types of jobs. These can be easily showed in a production hourly chart which should attach in front of every machine/worker. But there were no production hourly chart.

Fig 4.1: Hourly production rate
In the above figure, the hourly production rate is shown. It is clearly viewed that production rate was comparatively low during start, middle and at the end. In the start the cause of low rate is only that they have to make plan to work and make the machine ready. So there is small place for improvement. Production rate can be improved in the mid time because in that time the workers were not attentive in their work. 4.4 FACILITY PROVIDED TO THE WORKERS * Give the salary is standard scale in terms of their experience and the expertness on their work. * To provide attendance bonus per month which operator does not absent not a single day. * To provide award to the operator in-group wise who achieve production over their target set thorough whole month and hanging their picture on the notice board as if another operator see. * Play music just before 10 minutes ago of launch. And this music system plays every Thursday just leaving before 30 minutes. * Free lunch provided to all of the workers, employee in the factory.
As the facility or incentives provided to the operators, the company is benefited gradually. Operators are now more conscious about their responsibility, because company satisfy there need and whereas they try to their level best to satisfy the company. After implementing motivation concepts, operators are highly motivated that they never want any kinds of loss of their company. It has seen in the earlier that night work, over time did in order to meet the shipment. But after the implementing motivation theory, an operator is likely working to meet the shipment. Productivity of company has been increased after implementing motivation.

Table 4.6: Section wise reject report for entire chain Day | Cutting section | Sewing section | Washing section | print | Finishing section | | A | B | A | B | A | B | A | B | A | B | 21-Jul | 105 | 86 | 132 | 111 | 59 | 50 | 81 | 75 | 61 | 45 | 22-Jul | 102 | 92 | 128 | 105 | 57 | 49 | 77 | 76 | 57 | 42 | 23-Jul | 98 | 84 | 129 | 101 | 55 | 45 | 78 | 74 | 56 | 40 | 24-Jul | 100 | 82 | 125 | 102 | 55 | 42 | 77 | 70 | 53 | 41 | 26-Jul | 97 | 86 | 121 | 100 | 51 | 42 | 76 | 67 | 52 | 35 | 28-Jul | 95 | 75 | 118 | 98 | 48 | 43 | 75 | 66 | 52 | 30 | 29-Jul | 95 | 70 | 116 | 95 | 48 | 45 | 75 | 68 | 50 | 28 | 30-Jul | 93 | 65 | 111 | 92 | 43 | 38 | 71 | 63 | 47 | 27 | 31-Jul | 90 | 63 | 111 | 90 | 41 | 36 | 72 | 62 | 45 | 26 | 1-Aug | 92 | 55 | 106 | 88 | 44 | 35 | 69 | 55 | 41 | 29 | 2-Aug | 89 | 53 | 104 | 85 | 37 | 34 | 66 | 52 | 37 | 24 | 4-Aug | 89 | 51 | 101 | 84 | 36 | 35 | 66 | 45 | 34 | 22 | 5-Aug | 85 | 49 | 96 | 82 | 35 | 32 | 64 | 48 | 34 | 21 | 6-Aug | 81 | 40 | 96 | 80 | 35 | 30 | 62 | 43 | 32 | 15 | 7-Aug | 78 | 38 | 94 | 74 | 36 | 32 | 60 | 42 | 31 | 15 | 8-Aug | 75 | 38 | 93 | 70 | 34 | 32 | 59 | 42 | 30 | 14 | 9-Aug | 75 | 35 | 90 | 68 | 33 | 30 | 58 | 41 | 26 | 12 | 11-Aug | 71 | 35 | 88 | 65 | 35 | 28 | 58 | 38 | 26 | 11 | 12-Aug | 70 | 32 | 87 | 45 | 32 | 28 | 56 | 37 | 24 | 11 | 13-Aug | 70 | 30 | 83 | 42 | 31 | 26 | 57 | 38 | 22 | 11 | 14-Aug | 65 | 29 | 80 | 40 | 33 | 24 | 55 | 35 | 20 | 08 | 16-Aug | 62 | 29 | 77 | 40 | 32 | 23 | 54 | 32 | 17 | 05 | 18-Aug | 61 | 27 | 73 | 35 | 32 | 21 | 55 | 30 | 16 | 03 |
A = the line without motivating workers.
B = the line with motivating workers. The progresses in the above mention data can be easily visualized by histograms, which are given in below.

Figure 4.2: Cutting section rejection rate

Figure 4.3: Sewing section rejection rate Figure 4.4: Washing section rejection rate

Figure 4.5: Print section rejection rate

Figure 4.6: Finishing section rejection rate

Table 4.7: Detailed critical path for entire chain Day | Fabric | Cutting | Print | Sewing and washing | Finishing section | Shipment | 21-Jul | 550 | 550 | | | | | | | | | | | 22-Jul | 550 | 1100 | | | | | | | | | | | 23-Jul | 550 | 1650 | 1850 | 1850 | | | | | | | | | 24-Jul | 550 | 1836 | 1850 | 3700 | | | | | | | | | 26-Jul | 550 | 2200 | 0 | 3700 | | | | | | | | | 28-Jul | 550 | 2750 | 1850 | 5550 | | | | | | | | | 29-Jul | 550 | 3350 | 1850 | 7400 | | | | | | | | | 30-Jul | | | 1850 | 9250 | | | | | | | | | 31-Jul | | | 1850 | 11100 | 1850 | 1850 | | | | | | | 1-Aug | | | 1850 | 12950 | 1850 | 3700 | | | | | | | 2-Aug | | | | 12950 | 0 | 3700 | | | | | | | 4-Aug | | | | 12950 | 1850 | 5550 | | | | | | | 5-Aug | | | | | 1850 | 7400 | | | | | | | 6-Aug | | | | | 1850 | 9250 | | | | | | | 7-Aug | | | | | 1850 | 1110 | | | | | | | 8-Aug | | | | | 1850 | 12950 | 1050 | 1050 | | | | | 9-Aug | | | | | | | 1050 | 2100 | | | | | 11-Aug | | | | | | | 1050 | 3150 | 1050 | 1050 | | | 12-Aug | | | | | | | | 3150 | | 1050 | | | 13-Aug | | | | | | | 1050 | 4200 | 1050 | 2100 | | | 14-Aug | | | | | | | 1050 | 5250 | 1050 | 3150 | | | 16-Aug | | | | | | | 1050 | 6300 | 1050 | 4200 | | | 18-Aug | | | | | | | | 7350 | | | | Contd. | In the above-mentioned table 4.6, it has seen that rejection rate is reduced day by day. The rejection rate is high in the sewing section, secondly cutting, print, washing & finishing section respectfully. The rejection is higher in the sewing floor. If the factory motivates the operator then the rejection rate will be acceptable level, this is meant that rejection will be 3 or 4 percent. Because of not providing facility or not motivating the operator sometimes they make a reject willingly.
Table 4.8: Comparison between previous and after operation time No. | Process name | M/c type | M/c quantity | Opt. time(prev.) | Opt. time(after) | 01. | Front rise overlock | O/L | 1 | 10 | 10 | 02. | Pkt joint left | S/N | 1 | 16 | 16 | 03. | Pkt joint right | S/N | 1 | 20 | 20 | 04. | Pkt rolling left | S/N | 1 | 15 | 15 | 05. | Pkt rolling right | S/N | 1 | 14 | 14 | 06. | Pkt supporting tack | S/N | 1 | 23 | 21 | 07. | Pkt overlock | O/L | 1 | 20 | 19 | 08. | Pkt tumbling out | H/W | 1 | 15 | 14 | 09. | Pkt ¼ top stitch | S/N | 2 | 34 | 33 | 10. | Front rise | S/N | 1 | 17 | 17 | 11. | Ply top stitch | S/N | 1 | 16 | 16 | 12. | Belt join | S/N | 1 | 17 | 17 | 13. | Match back & front part | H/W | 1 | 25 | 24 | 14. | In seam | O/L | 1 | 23 | 23 | 15. | Back rise | O/L | 1 | 25 | 25 | 16. | Re-stitch at back rise | S/N | 1 | 12 | 11 | 17. | Label tack | S/N | 1 | 20 | 19 | 18. | Front rise top stitch | S/N | 1 | 22 | 22 | 19. | Elastic tack at belt | S/N | 2 | 45 | 44 | 20. | Top stitch at elastic | KAN | 1 | 20 | 20 | 21. | Cut & arrangement | H/W | 1 | 23 | 21 | 22. | Belt side tack | S/N | 2 | 40 | 40 | 23. | Side seam | O/L | 1 | 20 | 20 | 24. | Thread cut | H/W | 1 | 24 | 22 | 25. | Belt top stitch | S/N | 1 | 20 | 20 | 26. | Side tack at belt | S/N | 1 | 18 | 18 | 27. | Leg over lock | O/L | 1 | 21 | 21 | 28. | Bartack at ply | B/T | 1 | 23 | 22 | 29. | Leg hem | BL/S | 1 | 19 | 19 | Average | 21.28 | 20.79 |
In the above table shows that music can make workers more attentive to their work as a result, decreased in operation time. This time saved for one piece. For the particular order we can save up to (12697 pcs X 0.57 sec) 7237 sec or 120 minutes just by playing music.
The operator claims that they get poor salary, and they are deprived of facility like attendance bonus, production bonus, and standard salary level which is satisfied to the all of them. If they get their expected facility from the company, they will be highly motivated by the factory and they work better than that of the present situation. The production will be quality assured. If the operator is staying in a factory for long time then she/he will be skilled or multi-skilled operator, and after certain time company will be highly benefited. Rejection rate will be minimized.

Fig 4.7: Department wise increased efficiency After motivating and trained up to the operator it is viewed from the table 4.6 and in figure 4.2, 4.3, 4.4, 4.5 and 4.6 that the percentage of rejection rate is reduced section wise day by day. Reducing rejection rate means increasing the overall productivity of the company. The company cannot think about how much percentage of benefit receive or productivity will increase by providing a very few percentage of facilities to the operator.
Table 4.6 and 4.7 can give any time-updated information about the proceedings of the style. During that time period if any department does not accomplish its work certainly the overall completion status will be less than 85.04%. Then the shipment cannot meet on time. This achievement is done by motivating the worker. So, in this context motivation is vital for company. Now a days labor turn over is increasing in our countries apparel manufacturing company only by the lacking of motivation or not taken any step to implement motivation. Motivation also increases the productivity of company. It is very much important ones in order to augment the productivity of garments manufacturing company.
4.5 FINDINGS FROM THE STUDY
The most important and promising area of productivity improvement is human. No matter how sophisticated the technology a company has, the human beings working for the company is its greatest assets. High labor productivity is often results in the strong economic performance of the firm. In this section some employee base productivity improvement strategies will be presented which may be beneficial to for the studied organization. 1. To make the total work force more effective a “job card” is required. It is needed for recording the progress of work might be maintained in the studied organization. The “job card” might contain the information such as, identification of the worker, identification of the job to be performed by the worker, target level, times of starting and finishing each job, style number of the job, achieved level etc. From the job card the performance of each worker could be measured and evaluated. Also in the case of any faulty production, the responsible worker or staff could be identified and necessary action could be undertaken. 2. Training programs on the job and on safety issue could be arranged for the workers several times in a year, especially for the unskilled workers. This would improve the utilization of manpower, which in turns improve the material utilization as well as time utilization that have greater impact in productivity. 3. The management should think about increasing the number of worker rather then forced them to overtime and replacing them to other section. Overtime wage rate is double than normal rate. It has been seen that each worker made overtime about 40 hours per month. This is equal to the five working days of normal work hours. Thus it would be better to increase the number of worker and this could save the extra expenditure due to overtime wages. 4. Improvement of working condition, in the studied organization, is another human base productivity improvement technique that might be applied to improve productivity. It has been observe that, the top floor and in the iron area is hotter than others area. To improve this condition proper and sufficient ventilation might be provided in the work area. 5. To motivate the available labor force it is to be ensured that the gains from improved productivity should be shared between all the employees responsible for it. For example workers can share in the gains, through better pay or bonus for achieving target, providing better working condition, a higher standards of living and the job security.

CHAPTER FIVE
RECOMMENDATION AND CONCLUSION 4.1 INTRODUCTION Due to lack of available data and resources especially the relevant information, the study has not reached the specific level which was expected. If the necessary data available in the greater range it would be possible to find out the proper reflection of the objectives that the study hold. 4.2 EFFECTIVENESS OF IMPLEMENTING MOTIVATION IN GARMENTS INDUSTRIES Implementing motivation is greatly depends on the good behave & understand the workers of company. Providing facility to the workers and that facility satisfy them in terms of the hierarchical needs theory which was discussed in the previous chapter. And also, using motivation concepts it was seen that the rejection rate can be minimized. This illustrates the productivity improvement scenario of the company. It is the tremendous percentage of achievement for the company. Before implementing this motivation concepts the company workforce was not conscious sufficient about the value saving times of the company especially cutting, sewing, washing, and finishing departments. It is seen from the study that improving productivity at the 69.68% level by implementing motivation in the company resulting in one day saving means money save whereas in upstream of the chain can reduce pressure over the downstream of the chain. So, it has exigency to implement motivation in the factory. The advantages of implementing motivation concepts are as follow: * It is found to be lower operator’s turnover rate. Now it is 30 out of 100. * Wastage of thread, needle and other accessories are reduced successfully. * The quality of the product increasing day by day. * Re-check/ re-work as well as time can be reduced. * Elastic wastage has been reduced. * Company’s productivity has been much better than previous. * Operators are now willingly works in much process if any operator is being absent. Motivation is one of the vital factors for development of a company. Motivation can change the profit figure of the company such as its improving productivity, reducing rate of rejection, reducing wastage of thread, needle, elastic and other accessories. It is applicable in any kind of enterprise but basically it has tremendous result in the garments industries in Bangladesh. Further work can be done by implementing motivation in order to optimize the wastage of thread, elastic, needle and other valuable accessories in the garments industries in Bangladesh. Wastage reduction is very much vital factor for the apparel manufacturing industry now a day. 4.3 RECOMMENDATION FOR FUTURE STUDY
Above studied industry newly established an IE department. So results of implementing motivation concepts were quite impressive. Based on the thesis work, future study can be performed on productivity improvement by motivation concepts. Some of these are presented below. 1. A study can be done in an apparel industry where Industrial Engineer department will be more matured. 2. A study can be done on the impact of workers motivation for another style or type of product. 3. A further study can be made of the effect of promotion of the employee and increased salary.

REFERENCES 1. BGMEA 2. Productivity Engineering and Management’- By Sunath David J; McGraw Hill Book Company, New York 1984. 3. Evaluating Knowledge Worker Productivity: Literature Review’-By Beverly E Thomas and John P Baron, June 1994 4. Case studies of manufacturing improvement- S. Mehran USA 1987 5. Productivity and quality improvement in engineering- Dorfmont Linda, International Industrial Engineering Conference USA 1987 6. European approaches to productivity improvement: application at Thomson Selnor- Dehelly, C & Laredo. international Industrial Engineering Conference USA 1987 7. Evaluating Knowledge Worker Productivity: Literature Review’ By Beverly E Thomas and John P Baron, June 1994 8. Fred Luthans- Organizational Behavior, McGrew Hill Company, 7th Edition 9. Stephen P Robins- Organizational Behavior, Printce-Hall of India Pvt Ltd 8th Edition 10. J. L. Gray and F. A. Starke-Organizational Behavior: Concepts and Applications, Merrill Publishing Co 11. Keller, J. M., & Suzuki, K. (1988). Use of the ARCS Motivation Model in Courseware Design. In D. H. Jonassen (Ed.), Instructional Designs for Microcomputer Courseware. Hillsdale, NJ: Lawrence Erlbaum 12. Abrahim Maslow: A Theory of Human Motivation, Psychological Review. March-april 1943 13. Strategic Human Resources Planning- S.S. Khanka 14. M. A. Wahba and L.G. Bridwell: Maslow Reconsidered: A Review of research on the Need Hierarchy Theory, Organizational Behavior and Human Performance, April 1976 15. Jacobs, Haasbroek, JB & Theron , SW 1992 Effektiewe Navorsing. Navorsingshandleiding vir tersiêre opleidingsinrigtings. Geesteswetenskaplike komponent. Pretoria: Universiteit van Pretoria . 16. Klopper, CH 1990 Referaat gelewer tydens 'n vergadering van lede van die vereniging van SA Bourekenaars: Komitee van hoofde van bourekenaarsdepartemente by universiteite gehou op 29 September 1989. UP-dosent, 11(2): 43 - 72. 17. Landman, WA 1988 Navorsingsmetodologiese Grondbegrippe. Pretoria: Serva. 18. A.S.M. Atikur Rahman, “Somaj Gobasona Poddhoti”;Third Edition 2002; p.09-30;p.70-72. 19. http://en.wikipedia.org 20. The Survey System's Tutorial, revised May, 2009. It is reproduced here as a service to the research community. Copyright 2009, Creative Research Systems 21. Information from Greg Southam, “Unusual Approach Builds a Winner; Company Owner Rejects Traditional Management Teachings,” The Edmonton Journal (November 30, 1994). 22. John P. Campbell, Marvin D. Dunnette, Edward E. Lawler III, and Karl E. Weick, Jr., Managerial Behavior Performance and Effectiveness (New York: McGraw-Hill, 1970). 23. Methodology- Merriam–Webster

QUESTIONNAIRE

1. How many workers in your industry? 2. Specify the number of the worker based on following bases?
Male= Female=
Skilled= Semi-skilled= 3. Which system of paying wages used in your industry?
Day basis Month basis
Week basis Piece basis 4. What do you regard as the major cause of worker satisfaction? Please specify. 5. Do you have any formal motivational programs in your industry? 6. How do you review the productivity? 7. How do you manage the workers problem? 8. Do you feel that motivation of workers may increase your industry’s productivity? 9. Do you follow any particular method for motivating workers? 10. What is your current wastage rate in various departments? 11. Do you sit with your worker after in a regular period? 12. What are the constraints of your workers performance? * Low employee ability of effort * Outdated equipment * Unpredictable workload * Wrong person in wrong position
13. Do feel comfortable while working in the iron section and in the top floor?