Equal Employment Opportunity in Aarong

I. Organization Overview:
Established in 1978, Aarong is a fair trade organization dedicated to bring about positive changes in the lives of disadvantaged artisans and underprivileged rural women by reviving and promoting their skills and craft. Reaching out to weavers, potters, brass workers, jewelers, jute workers, basket weavers, wood carvers, leather workers and more. Aarong embraces and nurtures a diverse representation of 65,000 artisans, 85% of whom are women. Today, Aarong has become the foundation upon which independent cooperative groups and family-based artisans market their craft, in an effort to position the nation’s handicraft industry on a world platform of appreciation and acknowledgement.
Aarong’s product designs has brought consumer attention back to the products and styles that are indigenous to Bangladesh, its designers blending the traditional with the contemporary in a manner that has won instant consumer appeal, starting a revolution in trends that has now been taken up by countless other boutiques and stores. Aarong’s product designs focus on the diverse types and textures of crafts and patterns that have been passed along from generation to generation among weavers and artisans in craft hubs around the country. Aarong also plays the role of protector and promoter of traditional Bangladeshi products and designs.
Aarong began as a cause – a means to an end for a quiet organization fighting to uphold the dignity of the marginalised. In 1976, when BRAC- a Bangladeshi NGO dedicated to alleviating poverty and empowering the poor, first began encouraging sericulture for women in Manikganj, their only buyers were a few scattered retailers in Dhaka. Weeks, even months would pass between supply and payment, until BRAC intervened. Aarong was born out of a need to ensure that the penniless silk farmers of Manikganj were paid for their goods upon delivery, so that they could feed their families.
Today, Aarong's reach has spread beyond Manikganj to the rest of the country. It has grown into a thriving international enterprise showcasing ethnic wear to beautiful crafts from silks, handloom cotton, terracotta, bamboo, jute and much more. From a single shop, Aarong has grown into one of Bangladesh's biggest retail chains, with eight stores spread across the major metropolitan areas of the country - in Dhaka, Chittagong, Khulna and Sylhet and one in London,
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UK. Holding steadfast to its original mission, Aarong today supports the lives and livelihoods of nearly sixty five thousand rural artisans and handicraft producers, 85% of who are women. More than forty thousand of these women work directly for Aarong in its 13 production centres in
Baniachong, Gorpara, Jamalpur, Jessore, Kushtia, Manikganj, Rajbari, Sherpur, and Pabna,
Pollobi, Kurigram, Nilphamary, Jhenaidah and 653 sub-centres spread across Bangladesh.
Twenty five thousand independent cooperative groups and traditional family-based artisans also market their crafts through Aarong. Potters, Brass Workers, Jewellers, Jute workers, Basket
Weavers, Handloom Weavers, Silk Weavers, Wood Carvers, Leather workers and various artisans with specialized skills from all over the country come to Aarong for marketing and support services.

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II. Introduction to the Report/Study:
II.1 Rationale for selection the topic:
Aarong symbolizes fairness in the global village. The organization has identified three basic constraints for gainful employment of the low income and marginalized people in the rural areas lack of working capital, marketing support and opportunity for skills development. In order to bridge these gaps, Aarong provides a wide range of services to its workers and suppliers:


Spot payment on product delivery to encourage efficiency and productivity



Reach out to producers in remote areas to ensure fair value for their efforts



Marketing communication and information for artisans



Advances against purchase orders where necessary



Training & Education in skills development to raise product quality and marketability



Product Design and Support in Product Development



Quality Control to increase producer awareness of the importance of quality.

These values reflect fair trade principles which have been developed by registered Fair Trade
Organizations. Fair Trade is a trading partnership, based on dialogue, transparency and respect, that seeks greater equity in international trade. It contributes to sustainable development by offering better trading conditions to, and securing the rights of, marginalized producers and workers – especially in the South (IFAT).

II.2 Objectives:
During the report examine of existing work/life initiatives. As part of this examination, additional opportunities for workplace flexibility were also explored. Aarong has Workplace
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Flexibility policy, which integrates current work/life initiatives with new opportunities for workplace flexibility.


Stuff attitude survey



Health and wellbeing program



Harassment prevention and management



Working flexibility, including the development of a retirement transition framework



Knowledge transfer- a detailed methodology to capture critical expertise prior to key personnel retiring commenced during the reporting period

II.3 Limitations:
There has some limitation those we are faced on the way of our study to prepare this report. Let’s see which they are:


The topic we have selected is so broadly discussable topic but we think because of time shortage we can’t discuss so much.



The issue is so sensitive that’s why we cannot interact so much with the employees.



The cost is the fact. Because of money availability we face a lot of problem in conducting this research.



Employees were not cooperative because of their business in transaction so we cannot collect our expected data properly.



Most of the responders were not so serious about the questionnaire.



Authorities are not interested to disclose most of their internal information to outsiders.



Sometimes authority did not allow us in their outlets for collecting data.

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III.1 Review of Related Literature:
 SECTION 709(c), TITLE VII, CIVIL RIGHTS ACT OF 1964, AS AMENDED
Every employer, employment agency, and labor organization subject to this title shall (1) make and keep such records relevant to the determinations of whether unlawful employment practices have been or are being committed, (2) preserve such records for such periods, and (3) make such reports there from as the Commission shall prescribe by regulation or order, after public hearing, as reasonable, necessary, or appropriate for the enforcement of this title or the regulations or orders there under. The Commission shall, by regulation, require each employer, labor organization, and joint labor-management committee subject to this title which controls an apprenticeship or other training program to maintain such records as are reasonably necessary to carry out the purposes of this title, including, but not limited to, a list of applicants who wish to participate in such program, including the chronological order in which applications were received, and to furnish to the Commission upon request, a detailed description of the manner in which persons are selected to participate in the apprenticeship or other training program. Any employer, employment agency, labor organization, or joint labor-management committee which believes that the application to it of any regulation or order issued under this section would result in undue hardship may apply to the Commission for an exemption from the application of such regulation or order, and, if such application for an exemption is denied, bring a civil action in the
United States District Court for the district where such records are kept. If the Commission or the court, as the case may be, finds that the application of the regulation or order to the employer, employment agency, or labor organization in question would impose an undue hardship, the
Commission or the court, as the case may be, may grant appropriate relief. If any person required
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to comply with the provisions of this subsection fails or refuses to do so, the United States
District Court for the district in which such person is found, resides, or transacts business, shall, upon application of the Commission, or the Attorney General in a case involving a government, governmental agency or political subdivision, have jurisdiction to issue to such person an order requiring him to comply.
 Suzanne Hammond,
( Review of the Equal Opportunity for Women in the Workplace Act NATIONAL PAY EQUITY
COALITION And WOMEN’S ELECTORAL LOBBY AUSTRALIA Inc)
We have made significant progress in women’s employment since the introduction of the
Affirmative Action Act and the Affirmative Action Agency (the Agency). Progress has varied over time and stalled in some areas. Some changes reflect women’s improved levels of education and workforce experience. Others reflect changes in the regulatory environment – discrimination law, employment relations law, parental leave provisions, flexible work arrangements and so on.
The Agency does not have the resources to meet the objects of the Act or service the number of registered organizations. The Act and the Agency have made significant progress with “light touch” regulation. We now need a wider range of mandates and sanctions. The Government should show its leadership by extending coverage of the Act to its own employees and by using its purchasing and funding to support EEO. The objects of the Act are broadly right but it is time to re-frame them. Gender equality needs to be understood in terms of dynamic and interactive gender relations between women and men within and outside the workplace. The coverage of the
Act is suitable for the existing resourcing/ funding? of the Agency but should be consolidated.
The main priority is to ensure that all organizations that should be registered are registered. This could be done by providing the Agency with tax records and by using the naming sanction on those who do not register. We need a longer-term plan to improve EEO in organizations below the current threshold, including any recommended extensions in coverage. We need to raise the standards for reporting and performance. There should be greater structure and clarity about what

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is required. Pay equity should be specified as an employment matter and organizations should undertake pay equity reviews and implementation plans.
 Equal Employment Opportunity Report 2008-2009
(Management positions: Executive, Administrative Officer 6-8, Facility Managers, Postal
Managers 3-5, Delivery Managers 3-4)
This is Australia Post’s annual Equal Employment Opportunity Report to the Minister for
Broadband, Communications and the Digital Economy for the 2008-2009 reporting period. The report complies with the requirements of the Equal Employment Opportunity (Commonwealth
Authorities) Act, 1987. The Equal Employment Opportunity program is a key result area of the corporate Workforce Diversity Business Strategy. A development framework containing broad corporate goals and key result areas is established at the national level. The framework allows flexibility for the development of annual implementation plans with strategies reflecting local priorities across all business streams. As with all businesses, Australia Post has not been immune to the impact of the Global Financial Crisis (GFC). The combination of the GFC, decreasing mail volumes and a decline in turnover across the business has resulted in fewer employment opportunities, including those for Indigenous Australians and people with a disability. This report details outcomes for the 2008-2009 reporting period.
The number of women in executive positions increased to 47 (45, 2008) and their representation in the executive group increased to 20.5% (19.9%, 2008). The representation of women in management positions1 increased to 32.5% (31.1%, 2008) with the number of women in management positions increasing to 727 (706 in 2008). The overall representation rate of women decreased slightly to 40.1% from 40.3% in 2008. While the number of women employed increased by 27, the decrease in representation rate is due to an overall increase in the workforce of 253. Women were promoted at a higher rate, 34.4% (36.1%, 2008, 39.9%, 2007) in permanent, full time positions than their representation rate, 31.4%, in these positions.

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 Failing The Final Exam In Equal Employment And Opportunity- Journal of Diversity
Management – First Quarter 2009 Volume 4, Number 1
This is a study about communication--or the lack of it. Leaders are now far more willing to recognize the crucial importance of their people power. How organizations deal with their personnel is now considered a fundamental concern and a matter of their highest priority.
Accordingly, this study examines the vastly important set of issues encompassing Equal
Employment and Opportunity. It closely examines the communication of EEO activities to stakeholders external to the organization. A public sector exemplar is adopted with the sample frame used being the very best English-language-based universities in the world. A review of the key literature is first provided. This is followed by an outline of the research design, data set, descriptions of construct measures and analytical techniques. Finally, reflections on the findings are advanced.
Research has also explored gender-based communication items via annual reports. For instance,
Benschop and Meihuizen (2002) look at how representations of gender in texts, figures and photographs in Netherlands‟ corporate financial reports and how they contribute to the gendering of organizations. They apply a four-step score card: 1) to analyze each picture of people; 2) group the pictures into three categories; 3) obtain overview of weighted average score percentages within that category; 4) run logit regressions to find whether there is differences between the sexes. Their study argues that gender-based communication is done as a routine and ongoing accomplishment of the corporate identity. They state that stereotypical images are dominant and the representational practices reinforce the traditional gendered division of labor and conclude that financial reports have a masculine commutation that strengthen the masculine logic of accounting.
The above text provides a broad overview of some of the key EEO research studies conducted.
The next section brings this into a sharper focus by reviewing the key literature of EEO-style communication in the higher education sector.

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III.2 Methodology:
III.2.i Source of data:
We had collected our data from both primary and secondary sources.


Our primary sources were Questionnaire, Observation of Aarong for a certain time, physically visiting some branches, Face to face conversation with existing & potential employees and we were moved for consultancy of experts.



On the other hand, our secondary sources were Website, blog, Books, Journals, Magazine,
Newspaper (Prothom Alo), Television report etc.

III.2.ii Location of Data:
Location of our primary sources was Gulshan & nearest some branches for face to face interview with employees, Faculty of AIUB expert, existing & potential employees of AIUB student’s community. III.2.iii Sample Type, size & Technique:
For our sampling we had distributed 100 questionnaires randomly among both existing and potential employees in Aarong. We had taken 20 face to face interviews of employees in Aarong in random basis and went for consultancy of 2 expert of Equal Employment Opportunity in
AIUB (Faculty) in selective basis. Though we went to experts or other secondary sources but basically our target population was employees specially existing employees those face that directly. III.2.iv Questionnaire/ Interview Characteristics:

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Moreover our questionnaire has been designed very simply so that readers could easily understand, for example multiple choose question, open ended question and our interview questions were very much impersonal, formal and subject related.

III.2.v Data Analyzing:
We have counted the questionnaire result in number than converted it to percentage and shown in pie chart, after that interpret that result in simple language. Quantitative data is described in point and expert’s comments are shown within.
We were collected our data from both primary and secondary sources. Our primary source was
Questionnaire. Observing Aarong for a certain time physically visiting Aarong, Face to face conducting with existing & potential employees and workers. On the other hand, our secondary sources were Website, blog, Books, Journals, Magazine, Newspaper etc.

III.2.vi Time Schedule:
Week

Date

Schedule

1st

10th -16th March

Preparing Questionnaire

2nd

17th -23rd March

Preliminary survey

3rd

24th -30th March

Questionnaire Editing & Survey

4th

31st March-6th April

Qualitative data (interview) collection

5th

7th – 20th April

Data analyzing, using, presenting and preparing Final Report

6th

22nd April

Giving Presentation and report submission

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IV.1 Analysis and Interpretation of the Data:


After our questionnaire survey we have found some results which are given bellow in percentage with the presentation of pie chart.

No Question

Result

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1.

Followings in which age group you belong?
A. 18-25
B. 26-35
C.

36-45

D. 46-55
E. 56 – up

2.

What is your Department Status?
A.
B.
C.
D.

3.

Marketing
Sales
Accounts
Other (Specify)

Is it fair practices in the workplace?
A.
B.
C.
D.
E.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

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4.

Is it recognition and respect for the social and cultural backgrounds of all employees?
A.
B.
C.
D.
E.

5.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

Does refuse to co-operate in, or overlook any behavior that may harass a colleague?
A.
B.
C.
D.
E.

6.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

Does the organization applying the merit principle in all recruitment and selection processes?

A.
B.
C.
D.
E.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

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7.

Does the organization to recognize the skills and talents of other staff members for promotion?
A.
B.
C.
D.
E.

8.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

Does the organization offer same benefit to all staffs & employees? A.
B.
C.
D.
E.

9.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

Does the organization provides proper training and developments programs for better outcomes?
A.
B.
C.
D.
E.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

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10.

Does the organization provide same health & safety policy for all?

A.
B.
C.
D.
E.

11.

Strongly Agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

Does Aarong a good organization for equal employment?

A. Strongly Agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly Disagree

12.

Are you ever seen any difference behavior by your supervisor between male and female?
A. Strongly Agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly Disagree

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13.

Are you feeling comfortable to work with different race and color people?
A. Strongly Agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly Disagree

14.

Is there any glass ceiling?
A. Strongly Agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly Disagree

15.

What hiring process does Aarong follow?
A. Internal Source
B. External Source
C. HR Agent Source
D. Other, Specify

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16.

Is that salary range performance based on?
A. Yes
B. No

IV.2 Findings of Study:
Employee age groups:
In Aarong there have employees of all age ranges. Majority of the employee of Aarong are 18-25 years old. We have found 72% employees are in the age range of 18-25. Rest 28% is distributed among the age groups 26-35, 36-45, 46-55.

Surveyed departments:
There have so many departments in Aarong. But we worked on a few departments where the equal employment opportunity is applicable. We have found in 36% employees are in sales, 21% in supervising, 14% in accounts and 29% in others departments like warehouse in-charge, operation executive, Inventory.

Is it fair practices in the workplace?
Aarong has a fair practice in the workplace. Majority agreed on this question. 80% employees said Aarong has a fair practice. 20% employees neither agreed nor disagreed.

Is it recognition and respect for the social and cultural backgrounds of all employees? Equal Employment Opportunity in Aarong (Eusa)

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In Aarong there have people from different culture and background. Aarong recognizes and respect all social and cultural background of all employees. Almost everyone acknowledges it. In our survey report 86% employee agreed it and 14% employee moderately agreed.

Does refuse to co-operate in, or overlook any behavior that may harass a colleague? Here employees have given mixed opinion. As Aarong has employees from different background their opinion may not be the same. 50% of the employees agreed upon this question. Other 50% disagreed or moderately agreed.

Does the organization applying the merit principle in all recruitment and selection processes?
In recruitment and selection Aarong applies merit principles. Aarong has a specific recruitment and selection policy. Eligible persons are selected for the job in Aarong.

Does the organization to recognize the skills and talents of other staff members for promotion?
Aarong recognizes the skill and talents of employees to promote them. There promotion is based on their skill and performance. 90% employees agreed that they get promotion based on their skill and talent.

Does the organization offer same benefit to all staffs & employees?
Aarong does not offer same benefit to all employees. As Aarong has different departments and duties and responsibilities are not same to all departments, Aarong cannot offer same benefit to all staffs and employees within the organization.

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Does the organization provide proper training and developments programs for better outcomes?
Aarong provides training to employees. Training is compulsory for employees of every department. Aarong provides training to make the employee more efficient. People from every background are provided training.

Does the organization provides same health & safety policy for all?
Aarong has a health and safety policy. And all employees are said to follow the health and safety policy. Anything injurious for employee are said to prohibit.

Are you ever seen any difference behavior by your supervisor between male and female?
In Aarong male and female employees are equally working. 35% employees agreed that they see differences in behavior. 28 % see no differences in behavior of supervisor. Remaining percentage is neither agree or disagree to that question.

Are you feeling comfortable to work with different race and color people?
Aarong has people from different race and color. Most of the employees feel no problem to mix with people from different race and color, at the same time some employee having some discomfort. Almost 75% employees feel comfortable to work with their colleague.

Is there any glass ceiling?
43% employee believes that there has a glass ceiling in Aarong. 43% believes there has no glass ceiling. Remaining percentage is neither agrees nor disagrees to the question.

Is that salary range performance based on?
Salary range is based on performance within their department. 80% employee says they are getting salary based on their performances.
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IV.3 Expert Comment:
“I think in our country companies should create the proper infrastructure for Equal employment
Opportunities so that everyone has a level playing field”- A. K. Nazmul

V. Conclusions:
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Finally, it can be said that Equal Employment Opportunity (EEO) is the equal right of every employee working in an organization. In our survey we choose Aarong & found that the condition of Aarong employee is much better than other organization. Aarong follows the equal rule for all of their employees. They offer same training program for their male & female employees. They provide same compensation and benefit packages for their employees. There is no differentiate or difference among their employees includes race, color, age, origin, gender etc. in the organization. In Aarong both male & female get the same priority in the work place. Same position employees get the same training program that train the employees accurately, getting supervised under expert observation both male and female, get same compensation packages , same benefits, rewards, opportunity etc. And in due time they also get their promotions equally.
There is no glass ceiling or lobbing in terms of getting promotions. All the Employees (Male/
Female) get promotions according to their performance & experience. Females Are also getting some benefits like maternity leave and other benefits with monthly salary. At the end we can say that Aarong is the best place & organization for practicing Equal Employment Opportunity
(EEO) for the employees and a best example for all other organization those compete in this global market.

VI. Suggestions:
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Few suggestions can be drawn for Aarong in the context of equal employment opportunity


Supervisors should be fair to all employees from different race, sex, religion.



HR department should be strict to ensure the fair employment opportunity



Aarong should not have any glass ceiling. All the employees must have the authority to report his/her boss if he/she faces any problem.



Aarong should arrange workshop with their employees from different race, sex, religion to develop the communication among them.



Team or work group within department must contain employee from varied background. It may help to ensure EEO.

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