Assessing Job Satisfaction in the Bangladeshi Readymade Garment Industry: A Study of Shams Styling Wears Limited Using PLS-SEM Modeling

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satisfaction and output. The management style of one's superior, the nature of one's work, the quality of one's working environment, and one's relationships with coworkers all influence an employee's job satisfaction (Kaur & Kang, 2021). When problems at work are resolved, trust, morale, and productivity all increase . Organizational culture can bridge the divide between job satisfaction and ethical direction (Gaviria-Rivera & Lopez-Z, 2019).
Developing countries that export mostly clothes depend on the global garment industry (Jaiswal, Ha-Brookshire, 2020). Most textiles and garments are made in South and Southeast Asia. According to recent research (Gambhir, 2022), many textile enterprises are failing owing to decreased worldwide demand and other difficulties. Labor unrest, non-compliance, poor RMG pricing, dangerous working conditions, and a lack of raw materials in the place of origin are the most common challenges facing this business, according to research (Farhana et al., 2022). Many developing countries struggle to eradicate product faults to fulfill customer expectations. Baidoun et al. (2018) analyze how the clothing business struggles to meet the high expectations of its best customers. Compliance rules make RMG companies more competitive (Talapatra et al., 2019). RMG workers are exploited (Uddin et al., 2023). Arslan (2020) claims that industrial systems abuse employees financially, emotionally, and physically to increase profits. Low pay, child labor, women's rights abuses, lack of trade unions, health and safety problems, and unsafe working conditions intensify worker exploitation (Winter & Lasch, 2016). Workers' rights breaches and production disasters in the garment sector have caused worker deaths, injuries, dissatisfaction, and violence (Haque & Azmat, 2015). Thus, labor unrest and non-compliance are this industry's biggest issues (Haque & Azmat, 2015;Winter & Lasch, 2016). The RMG business has helped the Bangladeshi economy, especially in the previous 30 years ( Farhana et al., 2022). This sector struggles to sustain quality due to diminishing worldwide consumer demand and other issues (Hoque, 2021a). Farhana et al. (2022) found that GDP contribution has dropped 21.17 percent over the previous several years. If the Bangladeshi RMG business is to be socially sustainable, worker unhappiness must be addressed promptly (Farhana et al., 2022). Suppliers may improve production quality by lowering employee unhappiness and absenteeism (Hoque, 2021a). Conflict management solutions in Bangladesh's RMG industry have received little scholarly attention (Hoque, 2021a(Hoque, , 2022Islam, 2013). Therefore, this study aims to help Bangladesh's textile industry resolve internal conflicts and reinvigorate the sector.

Research Questions
The following queries are to achieve the objectives of this study: R.Q.1. In Bangladesh's RMG industry, is there a connection between work satisfaction and conflict management? R.Q.2. Job satisfaction and conflict resolution strategies in Bangladesh's RMG industry: Is there a role for the organizational climate?

Objectives of the Study
The objectives of this study are -1) To investigate how factors like job satisfaction influence conflict management in the RMG sector. 2) To examine the indirect impact of organizational climate on the relationship between employee happiness and conflict management.

Review of Relevant Literature and Hypothesis Formulation Job Satisfaction
Individuals' feelings about superiors, office environment, coworkers, and business future can affect job satisfaction (Kaur & Kang, 2021 (Maslow, 1943). According to Maslow (1943), financial security is one of the "basic needs." According to psychologist Frederick Herzberg, money as a "hygiene variable" (Sachau, 2007) may prevent depression rather than ameliorate its symptoms. According to Alderfer, (1972) monetary requirements, such as compensation, determine satisfaction and motivation. Employees who enjoy their employment are likelier to remain with the company (Kim, 2012). Happiness in the workplace increases productivity. Businesses can save significant amounts of money by minimizing the poor productivity of replacement workers, recruiting and training new employees, health insurance claims, and other expenses. Finally, employee satisfaction surveys can evaluate the effectiveness of management's efforts to enhance productivity and working conditions (Bellou, 2010). Employees who feel like they are part of a problem-solving team are more engaged and satisfied (Noe et al., 2007). De Dreu et al. (2003) state that ineffective conflict resolution can negatively impact employee work satisfaction and productivity. Chan et al. (2008) found in prior research that conflict resolution that prioritizes all parties improves job satisfaction and productivity.

Conflict Management Techniques
The dispute highlights team differences (Todorova et al., 2022). A conflict management strategy or approach is a method for resolving or minimizing conflict (Rahim, 2011;Sibajene, 2022). Few approaches to conflict resolution are effective (Rahim & Katz, 2019). According to Todorova et al. (2022), yielding is "caving in" to another's desires, concerns, or will. Team members engage in imposing behavior when they impose their anxieties and perspectives on one another (Todorova et al., 2022). A compromise technique characterizes the creative process. The compromise aims to reach a swift, amicable resolution that satisfies both parties (Rahim, 2011). Avoidance disregards the dispute and the concerns of the opposing party (Todorova et al., 2022). Avoidance is a passive and obstinate solution to problems. One controls a dispute by ignoring both parties' concerns (Landry & Vandenberghe, 2009). One party pursues its interests at the expense of the other in order to dominate. The integrating style is characterized by strong, cooperative impulses to solve problems and meet the requirements of both parties (Rahim, 2011). Many believe that their environment influences how they resolve conflicts (Roby, 2011;Wilmot & Hocker, 2010). Nonetheless, conflict management practices may affect an employee's social setting, influencing conflict persistence and tension (Chan et al., 2008). According to Rahim, (2011) any dispute resolution method may be effective. Legal disputes are not uniform. This study employed five strategies for conflict resolution: averting, compromising, dominating, integrating, and accommodating (Rahim & Bonomo, 1979). For a win-win agreement, integrative bargainers believe that all parties' interests must be taken into account. The most successful negotiators emphasized the interests of both parties (Ben-Yoav & Pruitt, 1984a; Pruitt et al., 1983). Despite the abundance of conflict models and practical approaches to conflict resolution, the theoretical approach is rarely used (Wilmot Hooker, 1985). The impact of conflict on their identities was profound. After reviewing conflict-management concepts and literature, it would be fascinating to offer Bangladesh's RMG industry effective conflict -management strategies.  Klem and Schlechter, (2008) found that an organization's environment influences development and success. Positive work environments boost job happiness and productivity Griffith, 2006). Organizational climate is how workers see their workplace's official and informal conventions, processes, practices, and routines (Ostroff et al., 2012). The phrase "organizational climate" encompasses both visible features of an organization and the frequently situational, individualistic ideas, feelings, and attitudes of its members (Cameron & Quinn, 2011). Vertical authority structures underpin bureaucratic administration (Gibbs & Cooper, 2011). Rules and authority reduce confusion and pain, while civility promotes workplace happiness (Porath, 2012). Civility also helps resolve conflicts (Porath, 2012). Due to the sorts of affective events and how workers understand them, a positive emotional environment is linked to good conflict management (Hartel & Ashkanasy, 2011).

Organizational Climate
However, if there is excessive discord, the organization may be able to make fast decisions and experience other adverse outcomes. This research aims to gain a deeper understanding of the factors contributing to conflict resolution in the workplace, such as employee satisfaction, organizational environment, and the heeding of employee concerns. Given the RMG industry's labor market volatility, this could be a game-changer. This method has been associated with increased workplace productivity and satisfaction. Consequently, we have developed following hypotheses for this investigation: H1: There is a relationship between job satisfaction and conflict management strategies. H2: There is an impact of organizational climate on this relationship between job satisfaction and conflict management.

MATERIALS AND METHODS:
Quantitative methods are best for studying and forecasting variables (Apuke, 2017). The notion of contingency theory employed in this investigation was first introduced by F. E. Fielder in 1964, it was later developed by Garcia in 1987, and many academic institutions have studied it (da Cruz et al., 2011). New studies on conflict resolution use contingency theory due to its applicability (Rashid et al., 2020).
This quantitative study utilized a simple random sampling technique and survey methodology. Collected data from 384 workers from RMG sector in Bangladesh was analyzed using SPSS and PLS-SEM.  Table 1 displays demographic data about the respondents, including their gender distribution, calculated using the statistical package SPSS version 23 and shows that women made up 60.7% of the sample and men 39.3%. Eighty-six percent of those who participated was under the age of thirty. About 13% of the population was between 31 and 40 years old. There were 1.8% of respondents with a graduate or professional degree, 1.8% with a bachelor's degree, 3.9% with an undergraduate degree, 22.7% with a higher secondary education, 48.4% with a secondary education, and primary education with 22 %. One percent is with no education at all. Operators accounted for 60.7% of the respondents, with others accounting for 28.6%, the supervisor for 8.6%, the loader for 0.5%, the supply man for 0.5%, and the cutting man for 0.5%. There were 71.6% of respondents with less than five years of experience, 19.5% with 6-10 years, and 8.9% with more than ten years.

Assessment of Structural Model Coefficient of Determination (R square)
According to a study by Klarner et al. (2013), the determination coefficient is the most crucial statistic for evaluating the integrity of a structural model. The R2 values for conflict management tactics and organizational climate are both 0.797, as shown in Table 5. Gaur and Gaur, (2006) state that an R2 value greater than 25% denotes robust empirical prediction. Effect size (f 2 ) As suggested by Cohen, (1988) researchers frequently employ the f square to quantify the relative impact of an exogenous (independent) construct on an endogenous (dependent) construct. Small effects are represented by values between 0.00 and 0.15, medium effects by values between 0.15 and 0.35, and substantial effects by values above 0.35 . The f2 data are displayed in Table 6. The impact of employment satisfaction is negligible, with a value of 0.08. Organisational climate influences conflict management strategies by 0.440 (large) and job satisfaction is 3.921 (large).

Predictive Relevance (Q 2 )
Q2 must be greater than zero for a model to have predictive validity Fornell & Cha, 1994). The model acknowledges the data as a statistically significant match because every Q2 value in Table 7 is positive.

Path Coefficient
Using PLS-SEM, conceptual or theoretical model conformance testing is feasible (Hair et al., 2014). Arrows depict the relationships between the numerous constructs (Hair et al., 2014). The primary objectives of path analysis are (1) to accept explanations for the relationship between variables based on a cause-andeffect model and (2) to assess the importance of emotional characteristics for a given feature (Cyprien & Kumar, 2011). If the p value is less than 0.05 and the t value is greater than 1.96, then there is substantial evidence of a relationship or effect, assuming the alpha threshold is 0.05. According to Specific Indirect Effect Table 9 shows that organizational climate mediates the relationship between conflict management strategies and job satisfaction (β=0.575, t=9.813, p=0.000).  Internal or external elements not in the model may be investigated. CB-SEM can forecast the model, measure its effect size, and determine its predictive value as confirmatory factor analysis. Further research may target multifarious industries in different cultural settings.

Novelty of the Study
This study focuses on organizational climate as a mediator because no previous research has specifically addressed conflict management techniques in Bangladesh's RMG industry. There are JS, CMS, and OC as constructs. Fig. 1 and 2 provide a summary of the results and an analysis of the methodologies, demonstrating the originality of this study. The coefficient of determination (R2) demonstrated the fit's authenticity and the study's originality. Table 8 and 9 demonstrate that the research supported the hypotheses.

Contribution
The study's objective was to advance our understanding of conflict management and the RMG industry's managerial effects by developing several contributions. The most significant contribution was drawing attention to job satisfaction's influence on resolving industrial disputes in the RMG industry. The organizational climate also significantly indirectly affected the relationship between job satisfaction and conflict resolution. The current study is one of the few research initiatives focusing on conflict resolution in the RMG sector of Bangladesh.

ACKNOWLEDGMENT:
The authors appreciate the assistance of Standard Group, Bangladesh, with data collection. Special appreciation is extended to Shams Styling Wears Limited employees in Savar, Dhaka, Bangladesh, for their participation in conducting this investigation with great precision. The authors graciously thank Professor Dr. Abdul Awal Khan for his continuous encouragement and kind support throughout the study.