7.World new Trends affect on SUSTAINABLE HRM FOR APPAREL INDUSTRY

 

The apparel industry is a global sector that is heavily influenced by changing global trends, such as economic shifts, technological advancements, globalization, increased competition, and evolving work trends (Gereffi & Frederick, 2010; Taplin, 2014; Shen, 2014).

Global economic trends mainly affect the apparel industry. In the current world of globalization, apparel organizations can easily reach the global market(Gereffi & Frederick, 2010). Depending on global political stability, the economic stability of the global market fluctuates(ILO, 2021). For example, based on political situations, some countries may experience higher economic stability. As a result, the apparel requirements of the global market change according to the societal needs of those countries. For instance, if the global economic trend is biased toward the European market, the requirements will differ from those of other markets. Based on this, the economic sustainability of organizations may change, and accordingly, organizations align their economically sustainable practices for employees(Ehnert et al., 2016).

In the present world, digital technologies like AI are advancing rapidly. People are also adapting to these technologies, and apparel employers can apply those within the industry. As a result, the industry can reduce lead time, transportation costs, material costs, etc. For example, in the initial sample development stage (proto stages), the development team needs to work with the design team (customer) and obtain approval for the style. Using traditional methods, this process can take several days because it involves ordering materials, sewing, and sending the sample to the customer. However, with new technologies, the industry can use software like Browzwear and CLO 3D to create virtual garments and receive feedback within a short timeline(Lamb & Kallal, 1992; Park & Kim, 2020). Another example is that instead of traditional marker-making and fabric-cutting methods, organizations now use auto marker-making systems and automated cutters for cutting large layers of fabric. The accuracy of these methods is higher than that of manual techniques(Zeng et al., 2009).  So, by saving time, the organization can get economic benefits, and similarly, employees can reduce unnecessary pressures and additional working hours, also practicing work-life balancing(Sardar & Rehman, 2023).

Under the globalization and competition trend, apparel organizations are increasingly adopting automation solutions to improve efficiency and reduce the standard minute value (SMV) in production. The application of automation leads to greater accuracy and higher quality, while reducing manual labor involvement, which supports sustainable practices within the organization (Taplin, 2014; Nayak et al., 2015). In addition, companies are innovating fabrics and yarns to provide more comfort and compatibility for consumers, and such technological innovations add value and competitive advantage to the organization (Bhardwaj & Fairhurst, 2010). The use of recycled materials has also become a key trend in the apparel industry, promoting environmental sustainability by reducing waste and minimizing the use of virgin resources (Shen, 2014; Niinimäki et al., 2020)

 

 Also, natural trends are very important for maintaining employee well-being in the apparel industry. For example, in traditional apparel plants, employees used to work while seated. However, in modern setups, employees often sew garments while standing and may use more than one sewing machine during the process. This method is known as the "dancing module," which allows workers to perform their tasks more easily and efficiently. Through such practices, organizations can help ensure a more sustainable and supportive working environment(Goworek et al., 2012)

References

Ehnert, I., Parsa, S., Roper, I., Wagner, M. & Muller-Camen, M. (2016). Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies. The International Journal of Human Resource Management, 27(1), pp.88–108.

Gereffi, G. & Frederick, S. (2010). The global apparel value chain, trade and the crisis: Challenges and opportunities for developing countries. World Bank Policy Research Working Paper, (5281).

International Labour Organization (ILO), (2021). The Future of Work in Textiles, Clothing, Leather and Footwear. Geneva: International Labour Office.

Lamb, J.M. & Kallal, M.J. (1992). A conceptual framework for apparel design. Clothing and Textiles Research Journal, 10(2), pp.42-47.

Park, H. & Kim, Y.K. (2020). The role of digital technology in fashion supply chains. Fashion and Sustainability, 2(1), pp.45-60.

Sardar, S. & Rehman, M. (2023). Impact of artificial intelligence adoption on work-life balance: A study of the garment sector. Journal of Human Resource and Sustainability, 5(2), pp.112–124.

Zeng, X., Bruniaux, P. & Liu, K. (2009). Intelligent and innovative computer-aided garment design. Computers in Industry, 60(8), pp.683–692.

Bhardwaj, V. & Fairhurst, A. (2010). Fast fashion: Response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-173.

Nayak, R., Singh, A., Padhye, R. & Wang, L. (2015). RFID in textile and clothing manufacturing: technology and challenges. Fashion and Textiles, 2(1), pp.1–16.

Niinimäki, K., Peters, G., Dahlbo, H., Perry, P., Rissanen, T. & Gwilt, A. (2020). The environmental price of fast fashion. Nature Reviews Earth & Environment, 1(4), pp.189–200

Taplin, I.M. (2014). Global commodity chains and fast fashion: How the apparel industry continues to re-invent itself. Competition & Change, 18(3), pp.246–264.

Goworek, H., Fisher, T., Cooper, T., Woodward, S. & Hiller, A. (2012). The sustainable clothing market: An evaluation of potential strategies for UK retailers. International Journal of Retail & Distribution Management, 40(12), pp.935–955.

Shen, B. (2014). Sustainable fashion supply chain: Lessons from H&M. Sustainability, 6(9), pp.6236–6249