2. Common Causes of Stress for Garment Workers

 

The garment industry moves fast, and this pace puts a lot of pressure on the people working in it. For many garment workers, the job brings constant stress—from long hours and tight deadlines to physically demanding tasks. Over time, this kind of pressure can wear down both body and mind, making it hard for workers to stay healthy and happy in their roles.

With so much strain, it’s no surprise that retaining skilled workers becomes a challenge. If we want to create a workplace where people feel valued and supported, we first need to understand what’s causing this stress. By digging into the root issues, we get a clearer picture of what garment workers go through daily. And with that understanding, employers can make changes to help ease the load—changes that not only make the job easier but also give workers a reason to stay.

Key Causes of Stress Among Garment Workers

• High Production Targets and Fast Fashion Demands: Fashion changes almost every day, and this speed puts serious pressure on garment workers. They constantly face high production targets and short deadlines. Imagine a retailer placing an order for thousands of pieces, all due by the end of the week. Workers have to push harder, often taking fewer breaks to keep up. This constant rush can wear anyone down, leaving workers feeling like they’re in a race with no finish line.
• Long Working Hours and Overtime Expectations: In many garment factories across Sri Lanka, long hours are the norm, especially during busy seasons. Workers often find themselves doing 10-12 hour shifts, sometimes without a single day off on the weekend. These hours leave people exhausted, with little time or energy for family or personal rest. Over time, this routine takes a toll, leading to burnout and serious health problems.
• Low Wages and Financial Uncertainty: Many garment workers earn minimal wages, often barely enough to cover basic needs like food, shelter, and healthcare. For example, a factory worker may only earn around 40,000 LKR per month, which doesn’t always keep up with the rising cost of living. Without financial security or benefits like healthcare and paid leave, these workers experience constant stress and worry over supporting their families.
• Repetitive and Physically Demanding Work: Garment work is tough on the body. Each day, workers repeat the same motions—sewing, cutting, lifting bundles of fabric. Imagine stitching the same seam hundreds of times in a single shift. After a while, it adds up. Muscles get sore, joints ache, and some workers develop painful conditions. The physical demands of the job make it harder to stay healthy while keeping up with the pace of work.
• Uncertain Employment and Job Security: Many garment jobs are seasonal or project-based, which means they come and go. A worker might be hired to make a new fashion line but let go once it’s done. This lack of job security adds stress, as workers worry about when the next job will come and how they’ll pay their bills in between jobs, especially when work isn’t guaranteed.
• Strict Supervisory Practices: In some garment factories, workers deal with tough managers who watch every move, enforce strict rules, and point out even small mistakes. This creates a tense environment, where workers feel on edge. If someone doesn’t reach their target, they might get scolded or face a pay cut. Over time, this micromanagement wears down motivation and leaves workers feeling unappreciated and unhappy with their jobs.

The stress garment workers deal with doesn’t just go away; it builds up over time, leading to serious problems. Right away, we see things like burnout, where workers feel too tired to keep going. Many people start taking days off to rest. High turnover becomes another issue, as workers eventually leave because the job feels too hard to handle.

Stress also impacts mental health, making it tough for workers to stay focused and motivated. As productivity drops, the chances of accidents or mistakes on the production floor go up, disrupting the whole operation. These problems don’t just hurt workers—they slow down production and create challenges for everyone involved.

The Role of Stress Management in Well-being and Retention

Read More about stress Management

When leaders take the time to understand the stresses that garment workers face, it opens the door to real change. Identifying the root issues is the first step to building a workplace that supports people rather than just pushing them harder. This isn’t just about numbers—it’s about creating an environment where people feel valued enough to stay.

Taking action to reduce stress truly makes a difference. Simple steps, like offering better break policies, give workers a chance to recharge, even if it’s just a few extra minutes each shift. Breaks are essential for physical and mental recovery, and by allowing time for rest, companies show they care about their workers' well-being.

Open feedback channels are another powerful tool. Allowing workers to voice their concerns, suggest improvements, or simply feel heard can ease the daily tension. When employees feel their voices matter, they’re more likely to feel valued and supported, which can boost morale and loyalty.

Recognizing worker contributions is also important. Small initiatives, like monthly recognition awards or appreciation events, go a long way in making workers feel respected. Even a small thank-you for a team meeting a tough deadline can make a big difference. Recognizing hard work reinforces a sense of purpose and belonging, which enhances job satisfaction and retention.

These small but meaningful changes help create a work environment where people feel valued and supported. When workers see that their well-being is considered, they’re more likely to stay committed, strengthening the industry as a whole.

If companies start addressing stress with fair policies, safer working conditions, and a bit of flexibility, it can make a world of difference. Imagine a workplace where schedules allow time for breaks, where safety is a priority, and where rules feel fair. Small changes like these help workers feel respected and motivated, knowing their well-being is a priority. This also means they’re more likely to stick around, which benefits everyone.

Reducing the stress garment workers face isn’t just a “nice-to-have”—it’s essential if we want a strong, lasting workforce. Addressing these issues helps people feel better at work and creates a healthier, more sustainable industry that respects its workers. Imagine the ripple effect of reducing stress. When workers feel supported, it can change their lives, giving them a sense of stability and purpose. For the industry, it means fewer people leaving, stronger teams, and a positive work culture. Small changes can lead to big results for the people at the heart of this industry—and for the industry itself.

Theoretical Connections: Job Characteristics Model (JCM)

The Job Characteristics Model (JCM), developed by Hackman and Oldham, provides valuable insights into how the structure of work impacts employee motivation, satisfaction, and well-being. JCM identifies five core dimensions—skill variety, task identity, task significance, autonomy, and feedback—that, when optimized, lead to a more fulfilling and less stressful work experience.

The stress garment workers experience is closely tied to the structure and demands of their roles. JCM explains that jobs with repetitive tasks, high pressure, and limited control often lead to burnout and dissatisfaction. By adding variety to tasks, increasing worker control, and offering feedback, garment factories can help make the work less exhausting and more supportive. This approach can improve workers' well-being and boost job satisfaction and loyalty.

For garment workers specifically, modifying job characteristics could help alleviate major stressors. For instance, adding task variety or opportunities for skill development can reduce the monotony of repetitive tasks, making the job feel less physically and mentally draining. Allowing more autonomy—such as letting workers adjust the order of tasks or schedule breaks—can empower them to manage their workload sustainably, helping to lower stress levels.

However, it’s important to note that while JCM suggests increasing task variety and autonomy, implementing these changes in the garment industry can be challenging due to the industry's strict production timelines and high output demands. Adapting JCM principles requires careful planning to balance productivity needs with employee well-being

By recognizing how these job dimensions affect workers’ day-to-day experiences, garment companies can create a more supportive environment. Small, meaningful changes aligned with JCM principles—like promoting task significance and offering constructive feedback—can help workers feel more valued and engaged, reducing turnover and fostering a healthier workforce. Moreover, these stressors and potential solutions may vary across countries, as garment industries worldwide face different regulatory, cultural, and economic influences. For globally operating companies, establishing consistent well-being practices tailored to each region’s unique context can further support workers and foster a healthier industry overall.

Reference list

Jayaratne, I., 2019. Factors Causing Stress Among the Employees in the Apparel Factories in Sri Lanka, Its Impact and Possible Interventions. Doctor of Business Administration thesis, University of Liverpool. Available at: https://livrepository.liverpool.ac.uk/3094803 [Accessed 6 November 2024]

Birhan, T.A., Ambissa, M., Delele, T.G., & Dagne, H. (2022). Work-related stress and associated factors among garment workers in Bole Lemi Industrial Park of Addis Ababa, Ethiopia: a multi-center institution-based cross-sectional study. BMC Psychiatry, 22, Article 806. Available at: https://doi.org/10.1186/s12888-022-04460-7 [Accessed 6 Nov. 2024].