Content’s

Introduction .................................................................................................................................................. 3
What is Employee Involvement? .................................................................................................................. 3
Forms of Employee Involvement .................................................................................................................. 4
Representative Participation .................................................................................................................... 4
Participate in Decision Making ................................................................................................................. 4
Financial Participation............................................................................................................................... 5
Quality Circles ........................................................................................................................................... 5
Management by Objectives ...................................................................................................................... 5
How to Get Employee Involvement .............................................................................................................. 6
Outcomes of Employee Involvement............................................................................................................ 6
Benefits of Practicing Employee Involvement .............................................................................................. 7
Improved Morale ...................................................................................................................................... 7
Increased Productivity .............................................................................................................................. 7
Team Cohesion.......................................................................................................................................... 8
Innovation ................................................................................................................................................. 8
What is Employee Participation? .................................................................................................................. 8
Objectives of Employee Participation ........................................................................................................... 8
To Make Best Use of Human Capital ........................................................................................................ 9
To Meet the Psychological Needs of Employees ...................................................................................... 9
To Retain the Best Talent .......................................................................................................................... 9
To Increase Industrial Productivity ........................................................................................................... 9
To Establish Harmonious Industrial Relationship ................................................................................... 10
To Maintain a Proper Flow of Communication ....................................................................................... 10
Advantages of Employee Participation ....................................................................................................... 10
Forms of Employee Participation ................................................................................................................ 10
1. Direct Forms of Involvement .......................................................................................................... 10
2. Indirect forms of participation ........................................................................................................ 11
Pre-Requisites of Participative Management ............................................................................................. 13
Overview of Bangladesh labor laws ............................................................................................................ 14
Sec: 234. Establishment of participation fund and welfare fund ........................................................... 15

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 Section-235. Management of the Fund .................................................................................................. 16
Section- 239 Delegation of Power .......................................................................................................... 17
Section 240: Investment of Participation Fund ...................................................................................... 17
Section -241. Eligibility to benefits. ........................................................................................................ 19
Section-242 Utilization of Participation Fund. ........................................................................................ 19
Sec 243-Utilization of Welfare Fund ....................................................................................................... 19
Conclusion ................................................................................................................................................... 20
Reference .................................................................................................................................................... 21

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Introduction

When an organization truly wants to create a positive work environment that is based on high
trust, exceptional customer service, collaborative teamwork, operational excellence, and creative
problem solving, then the leadership team must begin to understand, invest in, and be responsive
to the needs of the group that represents the organization’s most valuable assets, and is also one
of its most important customers, the employees. The return on such nominal investments will
come in the form of higher levels of employee motivation, creativity, productivity, and
commitment that will move the organization forward with greater profitability.

Employee involvement and participation have been at the heart of industrial relations since its
inception, although much of the contemporary terminology has moved away from ‘industrial
democracy’ employed by the Webbs in 1898. The labels and terms for employee involvement
and participation have expanded and varied over time, reflecting different disciplinary bases
(industrial relations, human resource management, psychology and political science), changing
socio-economic contexts, competing goals between management, labor and government, and a
variety of practices.

What is Employee Involvement?

Employee involvement is creating an environment in which people have an impact on decisions

and actions that affect their jobs.

Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather,
it is a management and leadership philosophy about how people are most enabled to contribute
to continuous improvement and the ongoing success of their work organization. A solid
recommendation for those organizations that is to involve people as much as possible in all
aspects of work decisions and planning. This involvement increases ownership and commitment,
retains your best employees, and fosters an environment in which people choose to be motivated
and contributing.

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Forms of Employee Involvement

A number of diverse forms of worker involvement practices have been recognized in several
studies conducted by diverse authors and they include:

 Representative participation
 Participate in decision making
 Financial participation
 Quality circles
 Management by objectives

Representative Participation

Representative participation is a form of employee involvement achieved by selecting or electing

employee representatives from the different department and teams to sit on the organization
board. The process is consultative where employees elect representatives who are mandated to
discuss with senior management issues that concern employees. This forum provides employees
a chance to contribute to proposals before they are presented to senior management for
implementation. Further Judge and Generd (2004) contend that representative participation
requires that acceptable solutions to problems be sought through an open communication of
ideas and information.

Participate in Decision Making

Participative decision making is an employee involvement method described as the extent to

which employers engage employees in making key decisions for the organization. The goal of
participative decision making is to enable the organization engage employees through
involvement and consequently achieve higher job performance (Latham, 2010,).

Management employs various strategies and includes sharing of videos, company newsletters,
journals and reports. These materials enable employees to be informed about changes and
development in the organization. Upward problem solving methods include team briefing,
suggestion schemes, employee attitude surveys and regular team meeting are ways to create

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awareness for top management to be aware of the issues faced by the employees about the
organization (Marching ton, 1992).

Financial Participation

According to Judge and Gennard (2005), financial participation enables workers to share in the
financial achievements and failures of the company. This motivates workers to be more
committed to the goals and objectives of the organization, leading to higher job performance. It
is also widely accepted that financial participation boosts the morale and enthusiasm of
employees towards the achievement of organizational goals. By sharing in the financial success
or failure of the company, employees become important shareholders and may even own the
company at some point (Judge and Gennard, 2005).

According to Ankarlo (1992), self-directed work teams are groups of employee’s assigned
specific functions and the members’ teams have to be sufficiently trained on specific skills
related to the function of the group. Self-directed teams are involved in planning, implementing
and controlling all the activities that are part of the assignment for the group and since the team
is self-directed, there is no leader to provide directions and all individuals within the team have
the same level of authority (Ankarlo, 1992).

Quality Circles

Quality circles are a method of employee involvement where the views, ideas and solutions of
every team member are examined when solving work related problems. Quality circles provide
an opportunity for employees to solve problems together. They identify, analyze and implement
solutions to cost reduction. Quality circles have been known to reduce costs, enhance
productivity, enhance employee career development and increase job satisfaction (Kretitner and
Kinicki 2007).

Management by Objectives

Management by objectives is another aspect of employee involvement. It refers to the process of

identifying and defining the specific objectives to be achieved in a company. Management by

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objectives also identifies the most efficient and effective methods on how to achieve each
objective. According to Lambert, Bruce (1992), management by objectives enables employees to
see achievement of objectives one by one as they are achieved. This instills a sense of
achievement in employees and motivates them to accomplish more objectives and also improve
their working environment. Employee involvement in management objectives gives employees
an opportunity to participate in setting the objectives and identify the most efficient method of
accomplishing the objectives (Lambert, Bruce (1992).

How to Get Employee Involvement

In order for an employee involvement process to be effective, three things need to be present:

a. Employees need to be given the authority to participate in substantive decisions

b. Employees need to have training or experience with appropriate decision-making skills
c. Incentives to participate (either implicit or explicit) must be present

Formal interventions usually involve manager and staff training, buy-in and vocal support from
the highest levels, and the application of specific measures to increase employee participation.
Examples of specific measures include: self-directed/self-managed work teams, problem solving
teams, and cross-functional task-forces.

Outcomes of Employee Involvement

Providing opportunities for active participation is beneficial for individuals as well as entire
organizations. Applied organizational researchers have identified a myriad of positive outcomes
of employee involvement initiatives. The list below shows just how much of an impact that
employee participation and voice can have on the performance and well-being of a person, team,
department, or entire organization.

a. Improved organizational decision-making capability (Apostolou, 2000)

b. Improved attitude regarding work (Leana, Ahlbrandt, & Murrell, 1992)
c. Substantially improved employee well-being (Freeman &Kleiner, 2005)

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 d. Reduced costs through elimination of waste and reduced product cycle times (Apostolou,
2000)
e. Empowerment, job satisfaction, creativity, commitment, and motivation, as well as intent
to stay (Apostolou, 2000; Light, 2004)
f. Increased employee productivity across industries (Jones, Kalmi, &Kauhanen, 2010)

Benefits of Practicing Employee Involvement

Benefit of employee involvement is given below:

 Improved Morale
 Increased Productivity
 Team Cohesion
 Innovation

Improved Morale

Involving employees in decisions and policy changes that directly affect their job, while
empowering employees to be more autonomous, greatly improves morale at large. When
employees are treated as an asset and their input is given consideration, confidence increases
among every team member, and the company sees significant gains in different facets such as
productivity and loyalty. Moreover, improved morale can increase an employee’s longevity with
the company. The longer the employee is associated with the company, the more experienced
they become, making them mentors to new employees and indispensable to managerial staff.

Increased Productivity

Employee involvement and empowerment translates directly into increased productivity.

Employees with an investment in the company’s best interest increase their role in the company,
fostering a stronger work ethic. When employees are given independence and expected to be
more self-sufficient, they become more efficient over time, as they learn to navigate their
responsibilities with minimal interference and/or relying less on managerial staff for direction.

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This allows managerial staff more time to attend to responsibilities other than giving assignments
to subordinates and decreases micromanagement, which retards productivity.

Team Cohesion

Although employee empowerment is largely designed to give each employee autonomy, it

likewise fosters better relationships between employees and with their managers, because
employees that are given more independence tend to form better working relationships. Each
sees the other as mutually benefiting from their working relationship.

Innovation

Employee empowerment helps to cultivate innovation. Employees that have a stake in the
company’s growth and sustainability will offer more ideas and problem-solving solutions when
obstacles arise. Moreover, as the employee meets particular challenges or finds improvements in
policies, procedures or products, it will foster growth and more critical and imaginative thinking.
Employees may see a particular issue differently than a manager and be able to think of a
creative solution, which may not be considered in a closed circle of managerial staff.

What is Employee Participation?

When an employee participates in a business activity, it means he shares the activity with others.
These others form one team with the employee and the team is responsible for completion of a
goal or project. The team provides the forum where the employee can suggest ideas to make the
item more efficiently and make decisions about his portion of the team's project. Whether the
level of the employees' involvement is major or minor, all team members are encouraged to
participate

Objectives of Employee Participation

 To Make Best Use of Human Capital

 To Meet the Psychological Needs of Employees

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  To Retain the Best Talent
 To Increase Industrial Productivity
 To Establish Harmonious Industrial Relationship
 To Maintain a Proper Flow of Communication

To Make Best Use of Human Capital

Participative management does not restrict organizations to exploit only physical capital of
employees. Rather it makes the best use of human intellectual and emotional capital. It gives
employees an opportunity to contribute their ideas and suggestions to improve business
processes and create a better working environment.

To Meet the Psychological Needs of Employees

When employees have a say in decision making process, it gives them a psychological
satisfaction. It is a simple force that drives them to improve their performance, create a proper
channel of communication and find practical solutions to design better organizational processes.

To Retain the Best Talent

Participatory management is one of the most effective strategies to retain the best talent in the
industry. It gives employees a sense of pride to have a say in organizational decision making
process. Once they are valued by their seniors, they stick to the organization and become
management’s partners in meeting specific goals and achieving success.

To Increase Industrial Productivity

In today’s competitive world, motivation, job security and high pay packages are not enough to
increase industrial productivity. Leadership, flexibility, delegation of authority, industrial
democracy and employee say in decision making are important to increase annual turnover of
any organization.

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To Establish Harmonious Industrial Relationship

Participatory from of management is an unbeatable tact to establish and maintain cordial

relationships with employees and workers union. The success of an organization depends on its
human resources. Employee empowerment acts as a strong force to bind the employees and
motivate to give them their best to the organization.

To Maintain a Proper Flow of Communication

Two-way communication plays an important role in the success of any organization. Employee
participation in decision making ensures proper flow of communication in the organization.
Everyone contributes their best and tries to strengthen the organization by contributing their best
to improve business processes.

Advantages of Employee Participation

a. Combining both management styles can yield a work force that is more motivated and
employees who enjoy their jobs more as they feel part of the process.
b. It can lead to longer employment periods with the same employees, requiring fewer new
employee hires and reducing company turnaround.
c. The projects can be completed and implemented faster and more efficiently given that the
workers are more aware of the methods to streamline the process than management, as
the employees are responsible for the daily maintenance.

Forms of Employee Participation

There are two forms of employee participation which is listed below:

1. Direct Forms of Involvement

 Team Working
 Quality Circles

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  Attitude Surveys
 Suggestion Scheme

Team Working

Teamwork is the collaborative effort of a team to achieve a common goal or to complete a task in
the most effective and efficient way. This concept is seen within the greater framework of a
team, which is a group of interdependent individuals who work together.

Quality Circles

A quality circle or quality control circle is a group of workers who do the same or similar work,
who meet regularly to identify, analyze and solve work-related problems. Normally small in
size, the group is usually led by a supervisor or manager and presents its solutions to
management; where possible, workers implement the solutions themselves in order to improve
the performance of the organization and motivate employees. Quality circles were at their most
popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker
participation schemes.

Attitude Surveys

An assessment of the feelings of a population toward a particular brand, product, or

company. Attitude surveys can be useful for identifying latent markets, determining what
demographics a company should focus on to maintain or improve sales, and measuring the
market effect of announcements or events.

Suggestion Scheme

A system in which employees or customers are asked to suggest ways in which an organization
can improve its products or services.

2. Indirect forms of participation

 Collective Bargaining
 Works Councils

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  Worker Directors

Collective bargaining

Collective bargaining within a labor union is a process of negotiation between employers and a
group of employees aimed at agreements to regulate working salaries, working conditions,
benefits, and other aspects of workers' compensation and rights for workers to secure full-time
employment. The interests of the employees are commonly presented by representatives of a
trade union to which the employees belong. The collective agreements reached by these
negotiations usually set out wage scales, working hours, training, health and safety, overtime,
grievance mechanisms, and rights to participate in workplace or company affairs.

Works Councils

A works organization representing workers that functions as a local/firm-level complement to

trade unions but is independent of these at least in some countries. Works council members are
elected by the company workforce for a four-year term.

Worker Directors

Worker representation on corporate boards of directors refers to the right of workers to vote for
representatives on a board of directors in corporate law.

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Pre-Requisites of Participative Management

The following are the prerequisites for the success of participative management:

a. There must be a strong democratic and representative unionism for the success of
participative management.
b. There should be closely formulated objective for participation. These should be mutually
agreed upon.
c. There should be a feeling of participation at all levels. Too much emphasis on
hierarchical structure and close supervision is not conductive of participation. The
working environment must be congenial enough to inspire the workers to give their best
to the enterprise.
d. There should be effective consultation of the workers by the management to inculcate
enthusiasm in them it's the formulation of policies that affect them directly. They should
have a say in all the issues affecting them.
e. Both the management and the workers must develop a favorable attitude and outlook and
must have full faith in the soundness of the philosophy underlying the concept of
worker's participation.
f. Employer's trade unions and the government can play a major and meaningful role in
organizing and conducting training program and in developing the necessary skill in the
representatives of workers and employees.

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Overview of Bangladesh labor laws

The labor law system is more than a century old in Bangladesh. The first labor law was enacted
in the Indian sub-continent during the British period, in 1881. Subsequently, the British
Government introduced several laws concerning different labor issues, e.g., working hour,
employment of children, maternity benefit, trade union activities, wage, etc. The Factories Act
(1881), Workmen's Compensation Act (1923), Trade Unions Act (1926), Trade Disputes Act
(1929), Payment of Wages Act (1936), Maternity Benefit Act (1939), and the Employment of
Children Act (1938) were remarkable labor laws enacted during the British period. After the
separation of the Indian sub-continent in 1947, almost all the laws during the Preparation period
were kept in force with some modifications and amendments, in the form of administrative rules,
by the Pakistan Government. After the independence in 1971, the Bangladesh government
retained the previous laws through the Bangladesh Laws Order (President’s Order No. 48). It
also enacted additional laws in response to the changing Circumstances and needs of the working
class and the country. In 2006, the country adopted the Revised Bangladesh Labor Law of 2006
or BLL.

The BLL is fairly comprehensive and progressive. The law is a consolidation and updating other
25 separate acts. The comprehensive nature of the law can immediately be gleaned from its
coverage -- conditions of service and employment, youth employment, maternity benefit, health
and hygiene, safety, welfare, working hours and leave, wages and payment, workers'
compensation for injury, trade unions and industrial relations, disputes, labor court, workers'
participation in companies’ profits, regulation of employment and safety of dock workers,
Provident funds, apprenticeship, penalty and procedure, administration, inspection, etc.

The BLL is also considered an advance because it removes certain ambiguities in the old and
diverse labor acts and aligns the labor law system with the ILO core conventions. On the
removal of ambiguities, the definition of a “worker” is now very specific. Another example: the
Exclusion under the term “wages” of the following items -- expense for housing facilities like
Lighting and water supply, employers’ contribution to the provident fund, traveling allowances
and other sums paid to worker that are needed to cover work-related expenses. The BLL is also
an advance because of its wider coverage, for example, workers and staff of hospitals, nursing

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homes and even non-governmental organizations are now covered by the law. Also, certain
Welfare and social benefits have been improved or instituted, e.g., death benefit (financial
Support to family of deceased worker), application of provident fund benefit to all workers in the
private sector, expansion of maternity benefit from 12 to 16 weeks, adoption of group insurance
for establishments with 200 or more workers, and increased employee compensation for work-
related injury, disability and death. On the ILO core conventions, Bangladesh has Ratified the
following International Labor Conventions (ILCs):6

 ILC 29 (Forced Labor),

 ILC 87 (Freedom of Association and Protection of the Right to Organize),
 ILC 98 (Right to Organize and Collective Bargaining),
 ILC 100 (Equal Remuneration),
 ILC 105 (Abolition of Forced Labor),
 ILC 111 (Discrimination in Employment and Occupation), and
 ILC 182 (Elimination of the Worst Forms of Child Labor).

The only core convention not ratified by Bangladesh is ILC 138 (Minimum Age Convention).
However, the BLA provides that the minimum age to work is 14 (although a special clause states
that children between the ages of 12 and 14 may be employed to do “light work” that does not
endanger their health, development and education).

Sec: 234. Establishment of participation fund and welfare fund

Every company to which this Chapter applies shall-

a. Establish a Workers participation fund and a Workers Welfare fund in accordance with
the provisions of the chapter within one month of the date on which this chapter becomes
applicable to it, and
b. The owner of the company shall, within maximum of nine months from the completion
of a year, contribute 5% from the net profit for the year with a proportion of 80:10:10 to
the participatory fund, welfare fund and workers welfare foundation fund respectively

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 established under Section 14 of the Bangladesh Workers welfare Foundation Act, 2006:
Provided that if any employer has paid one percent of its net profit to the welfare fund
immediately before effectiveness of these provisions, the board of trustees is obligated to
transfer 50% of deposited amount in favor of the Welfare Fund to the Workers Welfare
Foundation Fund.

Section-235. Management of the Fund

1. As soon as may be, after the establishment of the Participation Fund and the Welfare
Fund, there shall be constituted a Board of Trustees consisting of the following members,
namely:
1.1. Two members nominated by the collective bargaining agent of the company and if there
is no collective bargaining agent, 2 (two) members elected by the workers of the
company from amongst themselves;
1.2. Two members nominated by the management of the company, of whom at least one shall
be a person from the accounts section of the company.
2. The members of the Board of Trustees shall elect for every year a person to be the
Chairman of the Board alternatively from amongst the members under sub-section (1) (a)
and (1) (b), but the first Chairman shall be from amongst the members under sub-section
(1) (b).
3. The Board of Trustees shall manage and administer the Funds in accordance with the
provisions of this Chapter and any rules made in this behalf next succeeding year.
4. The Board of Trustees shall, in exercise of its powers and performance of its functions,
be subject to such directions as may be given by the Government from time to time.
5. If the Government is of opinion that the Board of Trustees or a member thereof is
persistently failing in the performance of its or his functions or is generally acting in a
manner inconsistent with the objects and interests of the Funds, the Government may,
after giving the Board or such member an opportunity of showing cause by order (a)
dissolve the Board for such period as may be specified therein or remove such member
from his office; and (b) direct that until the Board of Trustees is reconstituted or until a
new member is nominated or elected to the office of such member, the powers and

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 functions of the Board or such member shall be exercised and performed by a person
specified in the order.
6. Upon the dissolution of the Board of Trustees under sub-section (5), the members of the
Board shall cease to hold office and any reference to the Board of trustees in this Chapter
or any rules shall be construed as reference to the person specified in the order made
under the sub-section.
7. Before the expiry of the period of dissolution, the Board of Trustees shall be re-
constituted in accordance with the provisions of this Chapter so as to enable it to take
over its charge upon the expiry of such period. 1 [(8) If any Board of Trustee is dissolved,
or the Chairman or any member thereof is removed, by the Government under clause (a)
of sub-section (5), the members of such Board or the Chairman or the member concerned
thereof shall not be re-elected or nominated to the Board of Trustee.]

Section- 239 Delegation of Power

The Government may, by notification in the official Gazette, direct that all or any of its powers
or functions under this chapter may, subject to such limitations, restrictions if any, as may be
specified in the notification, be exercised or performed also by any officer or by any authority so
specified.

Section 240: Investment of Participation Fund

1. The amount allocated or deposited in the Participation Fund shall be available to the
company for its business operation.
2. The company may request the Board of Trustees to utilize the amount of the Participation
Fund for investment under sub-section (11), and the Board may decide for such
investment.
3. The company shall pay interest on the amount of the Participation Fund which is used for
its business at the rate of two and a half percent above the bank rate or 75% (seventy five
percent) of the rate at which dividend is declared on its ordinary shares, whichever is
higher.

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 4. In case there is more than one class of ordinary shares of any company, on which
different rates of dividend are declared then, for the purpose of determining the rate of
interest payable under sub-section (3), the weight average of the different rates of
dividend shall be taken into consideration.
5. The interest to the Participation Fund, so payable, shall be deposited to the Fund on and
from the first day of the year next succeeding the year in which the Fund has been used
by the company.
6. Where any company does not want to utilize any amount of the Participation Fund in its
business under sub-section (1), there shall also be payable the aforesaid rate of interest by
the company on the said amount of the Fund for the period between the date of allocation
of any amount to the said Fund and the date of its investment under sub-section (11).
7. If, at any time after the establishment of the Participation Fund, the company raises any
additional capital, otherwise than through the issue of bonus or bonus shares, the
Participation Fund shall have the first option to convert any amount available to the
company under sub-section (1), or any asset of the Participation Fund into ordinary
equity capital; provided that it, shall not, after such conversion, be more than twenty five
percent of the paid-up capital of the company or of 50% (fifty percent) of the additional
capital, whichever is less. Explanation. In this sub-section “additional capital” does not
include any capital offered for payment or offered to a foreign partner of the company.
8. For the purpose of exercising the right of conversion under sub-section (7), the Board of
Trustees shall be given sufficient time to sell assets of the Participation Fund to realize
the amount needed for participation in the additional capital of the company.
9. The shares acquired in the manner set out in sub-section (7) shall participate in future
bonus and right-issues in the same manner as of other shares.
10. The shares acquired in the manner set out in sub-section (7) shall have voting rights in the
same manner as of other shares and such voting rights shall be exercised by the Board of
Trustee on behalf of the Participation Fund. 1 [(11) the money of the Participatory Fund
may be invested in any Government-owned sector which is eligible for investment.]

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Section -241. Eligibility to benefits.

1. All 2[beneficiaries] shall be eligible to get all benefits 3[in equal proportions] under this
Chapter and to participate in the Funds.
2. No 4[beneficiary] without completing 6 (six) months of service in a company during a
year of account shall participate in the Funds in respect of that year.

Section-242 Utilization of Participation Fund.

1. Two-thirds of the total amount deposited in the Participation Fund in every year shall be
distributed in equal proportion to all 1[beneficiaries] in cash, and the remaining one-third
shall be invested in accordance with the provisions of section 240(11), whose profit shall
also be distributed in equal proportion to all 2[beneficiaries.]
2. If a 3[beneficiary] voluntarily leaves the service of a company he shall be entitled to
benefits of both the Funds, if any, admissible to him under this Chapter.
3. If the service of a 4[beneficiary] is terminated, otherwise than by dismissal, he shall be as
per with a 5[beneficiary] who retires from the service of a company.
4. If any 6[beneficiary] is dismissed from service, his share in the Funds shall be forfeited.
5. In the event of transfer of a 7[beneficiary] from one office or unit of a company to
another office or unit of that company, the benefits of the Funds accrued to the
beneficiaries shall be transferred to the Funds of the office or unit to which he is so
transferred, and his service in the previous office or unit shall be counted towards his
entitlement to the benefits of the Funds of the office or unit to which he is so transferred.
6. In the event of retirement of an 8[beneficiary, the beneficiary himself], or in the event of
his death during employment in a company, his nominee, shall receive full benefits under
this Chapter.

Sec 243-Utilization of Welfare Fund

Subject to the compliance of the provisions of this Chapter, the amount deposited in the Welfare
Fund may be utilized for such purposes and in such manner as the Board of Trustee may decide,
and the Board shall inform the Government relating thereto.

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Conclusion

Employee engagement is attracting a great deal of interest from employers across numerous
sectors. In some respects it is a very old aspiration – the desire by employers to find ways to
increase employee motivation and to win more commitment to the job and the organization. In
some ways it is ‘new’ in that the context within which engagement is being sought is different.
One aspect of this difference is the greater penalty to be paid if workers are less engaged than the
employees of competitors, given the state of international competition and the raising of the bar
on efficiency standards. A second aspect is that the whole nature of the meaning of work and the
ground rules for employment relations have shifted and there is an open space concerning the
character of the relationship to work and to organization which employers sense can be filled
with more sophisticated approaches. But there is reason to worry about the lack of rigor that has,
to date, often characterized much work in employee engagement. If we continue to refer to
‘engagement’ without understanding the potential negative consequences, the core requirements
of success, and the processes through which it must be implemented, and if we cannot agree even
to a clear definition of what people are supposed to be engaged in doing differently at work (the
engaged ‘in what’ question), then engagement may just be one more ‘HR thing’ that is only here
for a short time. On a positive note, there is now a wider array of measurement techniques with
which to assess trends in engagement and an associated array of approaches to effect some
change. Thus, aspiration can more feasibly be translated into action.

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Reference

Rahman, M.S. and MD. Abdul Halim. “The Bangladesh Labour Code, 2006”, Bangladesh: CCB
Foundation. PP. 379-380

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&ved=0ahUKEwjumISXjZPaAhWHKo8KHRdRBKwQ_AUICSgA&biw=1266&bih=895&dpr
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https://www.ukessays.com/essays/management/employee-involvement-and-participation-
management-essay.php

Salamon, M. (2000). “Industrial Relations- Theory & practice”, 4th edition, London: British
Library. PP. 369-393

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