Women’s work in urban Bangladesh: do types of organizations matter?

Abstract

Purpose

Women’s participation in the formal labour force has increased over the past three decades and continues to do so in Bangladesh. This paper aims to look at trends in that phenomenon and how it has been influenced by privatization in the economy and the social transitions that have occurred during this process.

Design/methodology/approach

The findings are based on a survey of women in large formal sector organizations in Dhaka, Bangladesh. The study focuses on the adjustment of women in various ranks to work in different organizations – public, non-profits, and private – and makes comparisons among these workplaces. Seven individuals were interviewed and filled out questionnaires on work–life balance and job satisfaction.

Findings

Results show that although private organizations pay better, non-governmental institutions evoke a greater sense of employee commitment to organizational mission and public organizations provide women with a greater perception that their work is valued and respected. It is found that stated and implemented policies with respect to family-friendly work environments are variable.

Research limitations/implications

The sample size has some limitations that were addressed through interviews.

Practical implications

Each type of organization has its own set of advantages and setbacks with respect to work-life balance and job satisfaction, pointing to the need for concerted policies that could encourage women to choose and remain in their professions.

Originality/value

Work–life balance is a new concept in developing countries. As they go through the second phase of demographic transition, this is a key factor in stabilizing population growth. A comparison of the three types of organizations as workplaces for women has not been done. The phenomenon is not unique to Bangladesh and has lessons for many developing countries.

Citation

Khan, F.C. (2016), "Women’s work in urban Bangladesh: do types of organizations matter?", Gender in Management, Vol. 31 No. 2, pp. 78-96. https://doi.org/10.1108/GM-04-2015-0026