3. How Poor Well-being Affects Employee Retention

In the garment industry, pressure is always high, and worker well-being often isn’t considered. But well-being really matters—it often decides whether people stay in their jobs or leave. Long hours, heavy workloads, and barely any breaks wear people down, physically and mentally. It’s no surprise that many start to feel stuck, exhausted, and even invisible. When work feels that rough, people naturally start looking for jobs where they’re respected and valued. For a stable workforce, especially in Sri Lanka’s garment sector, well-being is key. When workers feel healthy, supported, and noticed, they’re far more likely to stay and put their best into the job. Well-being isn’t just about physical health; it’s about feeling safe, respected, and knowing their hard work counts. For Sri Lanka’s garment industry, focusing on well-being builds loyalty and cuts down the endless cycle of hiring and training. Investing in employees’ well-being doesn’t just help them; it makes a stronger, more reliable workforce that benefits everyone.

Physical Health
Imagine spending hours on your feet, doing the same task over and over again. It’s exhausting. The body starts to wear down. For garment workers, long hours, repetitive movements, and workspaces that don’t really fit their needs can lead to constant aches, fatigue, and sometimes even serious health issues. Over time, the strain builds up, pushing people to find jobs where they’re not constantly at risk of injury or chronic pain. When their health is at stake, it’s no wonder so many choose to leave.

Mental Health
Then there’s the mental side of things. The pressure from never-ending tasks, the worry about keeping their job, and the struggle to find any balance between work and life—it all adds up. Many end up feeling burned out, anxious, or even depressed. Without any real support to help them through these tough times, they’re left to deal with it alone, and for a lot of people, that means looking for a job that feels a bit more manageable. When stress keeps piling up with no break, people have no choice but to move on.

Supportive Management and Leadership
A positive shift in the garment industry starts with the leaders. When management prioritizes well-being, workers notice the difference. Leaders who listen, set realistic goals, and offer support create an environment where people feel valued. It’s not just about setting targets but understanding that the well-being of each worker matters just as much. Workers who feel genuinely supported by their supervisors are more likely to stay because they see their value goes beyond just the work they produce. Leadership can make or break the environment—when leaders set the tone for respect and understanding, well-being naturally improves.

Clear Paths to Growth and Development
Feeling stuck in one role with no room to grow drains motivation. Workers need to know they have opportunities to advance and learn. When employees see a future within the company—whether through skills training, workshops, or chances to step up—they’re more likely to invest their energy and stay committed. It’s not about big promotions; it’s about giving everyone a fair chance to develop and grow in their roles. This doesn’t just benefit the workers; it creates a more skilled, adaptable workforce, ready to tackle challenges head-on.

Work-Life Balance

While long hours are common in the garment industry, companies that encourage work-life balance send a powerful message to their employees: “Your life outside of work matters.” Small changes, like flexible schedules or allowing short breaks, can make a big difference. When workers don’t have to sacrifice their personal lives, they come to work more refreshed and ready. Balance isn’t just good for the individual—it’s a foundation for a strong, loyal team.

In short, when workers don’t feel well physically or mentally, it drives them to look for a healthier, more balanced place to work. If the garment industry wants to keep its people, addressing these well-being issues has to be a priority. It’s not just about keeping jobs filled; it’s about creating an environment where people actually want to stay. An unsupportive work environment can make even the simplest tasks feel tough. When employees don’t feel recognized for their hard work or don’t have the support they need for their personal needs, job satisfaction starts to drop. Over time, this lack of support pushes people to look for workplaces that treat them better.

Skipping well-being programs can also take a toll. Without these initiatives, job satisfaction declines, and employees start to feel less connected to their jobs. When workers don’t feel cared for, their loyalty fades, and they’re more likely to move on in search of a place that values them.

The financial cost of high employee turnover is more than just numbers on a page; it’s a real strain that companies feel daily. Each time an employee leaves, the hiring process starts all over again. Recruiting, interviewing, and onboarding aren’t cheap. These steps require both time and resources that could otherwise be spent improving the business. Plus, training new employees takes weeks, sometimes months, during which overall productivity takes a noticeable dip. Teams also often feel the strain of trying to fill in the gaps while new hires get settled, which can lead to even more burnout.

Beyond costs and productivity, high turnover also leaves a mark on a company’s reputation. When people see employees coming and going, it can send a signal to potential hires that the company might not be a good place to work. Skilled workers start to think twice before applying, often opting for companies with a stable track record instead. This creates a cycle where high turnover makes it harder to attract experienced, reliable employees, which then leads to more turnover as under-prepared hires struggle to keep up.

In the end, all these factors make turnover a self-perpetuating problem, driving up costs, reducing productivity, and damaging the company’s reputation in the long term. It’s a cycle that’s hard to break without a serious commitment to employee well-being and retention.

Focusing on well-being is essential. By putting real effort into supporting employees’ health and happiness, companies can build a workplace where people actually want to stay. Investing in well-being doesn’t just help workers feel better; it leads to a stronger, more loyal team. For Sri Lanka’s garment industry, this approach could make all the difference. A healthier, committed workforce is the foundation for a more sustainable future, one where employees and employers both thrive

Theoretical Connection: Maslow’s Hierarchy of Needs

According to Maslow’s Hierarchy of Needs, a person’s motivation and satisfaction are influenced by a series of needs, from basic physical needs up to psychological and self-fulfilment needs. For garment workers, this means that without meeting their essential needs such as physical health, job security, and a safe, supportive environment they are less likely to stay committed to their roles. When companies prioritize well-being by addressing these foundational needs, it builds a sense of safety, belonging, and respect among employees. This ultimately enhances their loyalty and reduces turnover, as workers feel valued and motivated to stay.

 Understanding HRM in Global Contexts

The challenges and strategies discussed here reflect HRM issues specific to Sri Lanka’s garment sector, highlighting how well-being practices can support retention in high-pressure industries worldwide. By focusing on a particular context, we can better understand and address the complexities of HRM in various cultural and economic settings. This approach offers valuable insights that can inform global HRM practices aimed at building healthier and more committed workforces.

Reference list

Gelencsér, M., Szabó-Szentgróti, G., Kőmüves, Z.S. & Hollósy-Vadász, G. (2023). The holistic model of labour retention: The impact of workplace wellbeing factors on employee retention. Administrative Sciences, 13(5), 121. Available at: https://doi.org/10.3390/admsci13050121 [Accessed 7 Nov. 2024].

Corporate Wellness Magazine, n.d. The Connection Between Work-Life Balance and Employee Retention. Available at: https://www.corporatewellnessmagazine.com/article/the-connection-between-work-life-balance-and-employee-retention [Accessed 7 November 2024].