Author(s)

Konara Mudiyanselage Nisansala Senarath Bandara

Homagama, Sri Lanka.

This article presents a study of the employment relations practicing among the interplay between work and non-work life of female employees working in labour-intensive organizations. The main objective of this study is to review how the work-life conflicts of employees are created and to examine the impact of work-life conflict on job dissatisfaction. The research confines to an empirical study using a sample of 310 sewing machine operators (usually females) of an export-oriented Apparel Industry organization. Six hypotheses describing causes for work-life conflicts (independent variables) impacting the dependent variable of job dissatisfaction were established through the literature survey. A Theoretical model was developed linking independent variables and the dependent variable. 25 statements were developed to elaborate on the six (06) independent variables by consultation with the Human Resource Manager and ex-employees. Exploratory factor analysis identified the validity of the thirty-four statements representing independent variables of the model. Pearson Chi-square test was applied to examine the association between the dependent variable and each of six (06) independent variables. This article makes four contributions to the present literature. First, it explores the work-life conflicts encountered by the working class of female employees based on the inter-role conflict theory. Second, it enhances knowledge about establishing hypotheses to develop an association between work-life conflicts and job dissatisfaction. Third, it demonstrates how the model fit is ensured using standard statistical practices. Forth, the statistically validated results of an empirical study add decision supportive information in future studies.

Work-Life Conflict, Employment Relations, Job Dissatisfaction, Female Employees, Labour-Intensive Organizations

Bandara, K. (2022) Work-Life Conflicts of Female Employees: Employment Relations in Labour-Intensive Organizations. Journal of Human Resource and Sustainability Studies, 10, 579-599. doi: 10.4236/jhrss.2022.103035.