“Why do we serve in an organization?”
If I ask you this question, what would your answer be?
The first and most common response, I believe, would be: “money.”
Money is usually the primary goal for any employee taking up a job. Some people might disagree, claiming they work for peace of mind, to utilize their talent, or for personal growth. But I think the lion’s share of service holders would agree: money is the fundamental target.
Now, which aspect of a job do you think a job seeker verifies first?
Is it the work environment, or the salary he or she expects?
I spoke to several officer-level employees, mostly from RMG enterprises. I asked them about their average salaries and how they manage to survive on them. My intention was to understand the practicality and necessity of a living wage for employees.
From what I gathered, most officer-level staff — especially those with 1–2 years of experience — are earning between 10,000 to 15,000 BDT (though this may vary).
I then asked an IT officer how he manages with such a salary. He told me that his wife and two children live in their village home with his parents. Every month, he travels there to visit them. When I asked if his wife stayed in the village to take care of his parents, he replied, “No — it’s not for social obligations, but for financial reality.”
So, the question is:
Is it really possible to survive in today’s Bangladesh while maintaining social and family norms on such salaries?
What should be the standard pay scale for officials?
There was a time when university graduates were reluctant to join garment factories — for various reasons.
Although the situation has changed, has the sector truly succeeded in attracting the most talented minds as their first choice? Despite being the largest employer in the country, the RMG sector still seems to be an optional choice for top talents (correct me if I’m wrong).
Of course, money isn’t the only factor behind job satisfaction. It’s deeply connected to corporate environment, job security, management behavior, working conditions, and modern practices.
Has this sector matured enough to ensure all these?
Some enterprises have made significant progress — but overall, only a few have built a structured career path where employees feel safe, secure, and cared for — in terms of salary, future prospects, grievance handling, and professional culture.
Even today, HR management is often handled directly by the owners, and the sector has yet to establish a durable, trustworthy relationship between enterprise and employee.
Now, to the main point:
Entrepreneurs often wonder if they alone are responsible for ensuring a living wage for their staff. The answer isn’t black and white — it’s a sector-wide challenge.
Moreover, the concept of a “living wage” is still debated, with no universal benchmark. But the employer must take the first step, because their interest is directly tied to retaining qualified employees. No enterprise can thrive if its workforce is underpaid and dissatisfied. Discontented employees are always in “switch mode” — and such a workforce can never help a company grow sustainably.
Job satisfaction is never achieved through one single action.
It requires a comprehensive approach, where a fair and competitive salary sits at the top of the list.
It’s often observed that graduates from the same academic batch join different organizations and end up with huge differences in their initial salaries. This disparity often leads to social imbalance, and the lower-paid individuals naturally drift away from their circles, often by choice.
Good staff, good pay — that’s the perfect combination.
An enterprise can only offer attractive salaries when it knows it has a competent, result-driven team. Likewise, no company wants to invest in underperforming staff.
There should be an HR R&D wing continuously engaged in market surveys — studying salary trends, inflation rates, human needs, budgeting patterns, and salary-expenditure balance. Companies should analyze and update their policies regularly based on these insights.
A static HR system is never healthy for an organization.
HRM is a dynamic concept that demands continuous upgrading and fine-tuning.
Entrepreneurs and HR professionals must prioritize this reality.
(All the above are my personal, scattered thoughts — not intended to reflect any person or group specifically.)
#JobSatisfaction #fairwage #livingwage