Addressing the Double Burden Borne by Working Women 

By
Nipun Dilshan – Undergraduate Department of Human Resource Management
Faculty of Management Studies, Rajarata University of Sri Lanka
dilshannipun567@gmail.com

Rasanjalie Dedunu – Senior Lecturer
Department of Human Resource Management
Faculty of Management Studies, Rajarata University of Sri Lanka
rasanjaliek@mgt.rjt.ac.lk

In Sri Lanka’s manufacturing sector, women are not just contributors to productivity, they are its backbone. From apparel factories to food processing units and carpet manufacturing firms, female non-managerial employees sustain industries that drive regional economies and support thousands of households. Yet, behind this economic contribution lies a daily struggle that remains largely invisible: balancing paid work with unpaid family responsibilities.

A recent empirical study conducted among female non-managerial employees in the carpet manufacturing industry in Negombo highlights a crucial truth, when organizations support employees’ family responsibilities, women are more engaged, motivated, and psychologically resilient at work. Conversely, when such support is absent or poorly designed, disengagement and stress quietly erode both well-being and productivity.

The double burden borne by working women

For many women employed in manufacturing, work does not end when the factory shift is over. Household chores, childcare, elder care, and emotional labour await them at home. Cultural norms in Sri Lanka continue to position women as primary caregivers, even when they are full-time wage earners and, in many cases, the main income providers for their families.  This “double burden” is especially pronounced in labor-intensive sectors such as carpet manufacturing. Long hours, physically demanding tasks, and strict production targets leave little room for recovery. Over time, unresolved work–family conflict leads to exhaustion, declining morale, and eventual withdrawal from the workforce.

When women struggle to balance work and family, the cost is paid not only by employees but also by organizations and the wider economy.

Understanding work–family support policies

Work–family support (WFS) policies refer to organizational practices that help employees manage their professional and personal responsibilities more effectively. These include tangible benefits such as maternity support and welfare facilities, as well as psychological and relational supports such as empathetic supervision and open communication. The Negombo-based study examined six key dimensions of work–family support: Organizational facilities, Smart working arrangements, Parenting and pregnancy support, Communication and psychological support, Flexible time management, Return-to-work management. Data were collected from 234 female non-managerial employees using validated measurement tools, providing one of the few empirical insights into this under-researched sector in Sri Lanka.

Why work engagement matters

Work engagement refers to the extent to which employees feel energetic, dedicated, and absorbed in their work. Engaged employees do more than complete tasks, they bring commitment, focus, and enthusiasm to their roles. International research consistently shows that higher engagement is associated with better performance, lower absenteeism, and stronger organizational loyalty. The study found that women who perceived higher levels of work–family support were significantly more engaged in their work. This confirms that engagement is not simply a personal trait, but a response to how employees are treated and supported by their organizations.

What really works on the ground

Not all policies have equal impact. The research revealed four forms of support that were particularly effective in enhancing engagement. Organizational facilities, such as basic welfare amenities and supportive infrastructure, had a strong positive influence. These facilities reduce daily stress and signal organizational care. Smart working arrangements, even when limited, helped employees manage time and energy more effectively. In rigid production environments, small adjustments can still make a meaningful difference. Parenting and pregnancy support policies emerged as critical. Women who felt secure during pregnancy and early motherhood were more likely to remain engaged and committed to their organizations. Communication and psychological support also played a key role. Supportive supervisors, respectful communication, and access to psychological assistance enhanced confidence and motivation. Interestingly, flexible time management and return-to-work programmes showed limited impact in this sector. This reflects a practical reality: in highly structured manufacturing settings, flexibility often exists in policy documents rather than in daily operations.

The psychological link: self-esteem

One of the most significant insights from the study is the role of self-esteem. Self-esteem reflects how individuals perceive their own worth and capability. In the workplace, it influences confidence, resilience, and the ability to cope with pressure. The findings show that self-esteem partially mediates the relationship between work–family support and work engagement. In other words, supportive policies help women feel valued and capable, and this enhanced self-esteem enables them to engage more fully with their work. Women with higher self-esteem were better able to utilize available support, manage stress, and remain dedicated despite competing demands. This highlights that effective HR practices must address both organizational structures and psychological well-being.

Why this matters for Sri Lanka’s development

Female labour force participation is essential for Sri Lanka’s economic recovery and long-term growth. When women leave employment due to unmanaged work–family pressures, organizations lose trained workers, families lose income, and communities lose stability. The study’s findings suggest that family-friendly workplaces are not a luxury, they are a strategic necessity. Supporting working women improves retention, enhances productivity, and contributes to gender equity and social sustainability. From a policy perspective, the research provides timely evidence for strengthening gender-sensitive labour standards and encouraging family-supportive practices across manufacturing sectors.

A call for action

For employers in the manufacturing sector, the message is clear: supporting working women is not a cost but an investment. Human resource managers should prioritize organizational facilities, psychological support systems, and gender-sensitive policies that recognize the realities of women’s lives. Policymakers, too, have a role to play. Labor regulations and workplace standards must encourage family-friendly practices across industries, particularly in sectors that employ large numbers of women in non-managerial roles. Finally, the study underscores the importance of addressing both organizational structures and personal psychological resources. Building supportive workplaces that enhance self-esteem can create a virtuous cycle of engagement, performance, and well-being.

Future Research

Although this study focuses on carpet manufacturing firms in Negombo, its implications extend to many labour-intensive industries in Sri Lanka. Future research should explore similar dynamics in other sectors and examine long-term outcomes of family-supportive policies. For now, the message is clear: when organizations support families, women thrive, and when women thrive, workplaces, communities, and the national economy benefit.