This study examines the relationship of two important constructs (the belief and attitude constructs) with managers’ proclivity for using Social Dialogue – a tool for managing people at work (patronised by ILO) for maintaining peace and harmony in Bangladeshi textile industries. Managers’ personal belief and attitude within an organisation might affect the managerial responses towards social dialogue. The obtained data from the questionnaires are analysed through the 1st generation statistical packaged software (SPSS) and hypotheses are tested using Smart PLS software package well known as 2nd generation data analysis software. Analyses results strongly supported the relationship of the belief and attitude construct with managers’ proclivity for using social dialogue. The research surveyed three hundred fifty-one managers at 49 textile industries. The findings of this study suggest that the belief and attitude construct have a significant positive relationship with managers’ penchant for supporting social dialogue. The result of the paper provides managers with a credible argument to continually question their employee perceptions and objectively analyse whether their beliefs and attitudes impact their intention to use social dialogue. The selected sample should have been from strategic, tactical, and operational level of management that remains as a research limitation.