Introduction
Balancing work and family life is an important challenge for employees around the world. For
many years, research has mainly focused on the negative relationship between these two
domains, especially work–family conflict and stress. However, work does not always create
problems for family life. In many cases, work can provide skills, confidence, energy, and
positive emotions that improve family relationships. This positive interaction is known as
Work–Family Enrichment (WFE).
Work–Family Enrichment occurs when experiences gained at work help employees perform
better and feel more satisfied in their family roles. For example, confidence developed at work
may improve communication at home, and positive emotions from work may strengthen family
bonds. Despite its importance, Work–Family Enrichment has received less attention compared to
work–family conflict, particularly in developing countries.
In Bangladesh, the readymade garment (RMG) industry plays a major role in the national
economy and employs millions of workers. Employees in this sector often face long working
hours, heavy workloads, job insecurity, and limited organizational support. These conditions
frequently reduce employees’ physical and emotional resources. As a result, work may become a
source of stress rather than a source of positive enrichment for family life.
This study applies Conservation of Resources (COR) theory, which explains that individuals
try to obtain, protect, and build valuable resources. According to this theory, positive outcomes
occur when resource gains exceed resource losses. Psychological and organizational resources
gained at work can improve employees’ motivation, energy, and well-being, which can then spill
over into family life. Therefore, strengthening workplace resources may help increase Work–
Family Enrichment among RMG employees.
Problem Statement
Although international research increasingly recognizes the importance of Work–Family
Enrichment, empirical evidence in Bangladesh remains limited. Most previous studies in the
Bangladeshi context have focused on work–family conflict, job stress, and dissatisfaction. The
positive side of the work–family relationship has been largely ignored, especially in labor-
intensive industries like the RMG sector.
From a theoretical perspective, limited research has integrated psychological resources (such as
psychological capital), organizational resources (such as perceived organizational support), and
growth-related states (such as thriving at work) into a single framework explaining Work–Family
Enrichment. Furthermore, the mediating mechanism through which these resources influence
WFE—particularly the role of work engagement—has not been sufficiently examined in
developing-country contexts.
From a practical perspective, RMG organizations primarily focus on productivity, compliance,
and cost efficiency. Less attention is given to employees’ psychological well-being or family-
related outcomes. As a result, managers lack clear evidence-based guidance on how workplace
resources can improve employees’ family lives.
Therefore, there is a clear need for a theory-driven study that examines how psychological and
organizational resources contribute to Work–Family Enrichment through work engagement
among RMG employees in Bangladesh.
Rationale of the Study
This study is important for several reasons.
First, it contributes to the existing literature by shifting attention from work–family conflict to
Work–Family Enrichment in the Bangladeshi context. By focusing on positive outcomes, this
research expands understanding of how work can improve family life.
Second, the study applies Conservation of Resources (COR) theory to explain how psychological
capital, perceived organizational support, and thriving at work function as important resources.
This strengthens the theoretical foundation of Work–Family Enrichment research.
Third, the study examines the mediating role of work engagement, providing a clearer
explanation of how workplace resources are converted into positive family outcomes.
Fourth, the research focuses on the RMG sector, which employs a large workforce but remains
underrepresented in enrichment-based studies. The findings may help managers design
supportive policies that enhance employee well-being, engagement, and family satisfaction.
Overall, this study provides theoretical, empirical, and practical value by offering context-
specific evidence from Gazipur, Dhaka, Bangladesh.
Objectives of the Study
General Objective
To examine how psychological and organizational factors influence Work–Family Enrichment
among RMG employees in Bangladesh and to investigate the mediating role of work
engagement in this relationship.
Specific Objectives
1. To examine the effect of psychological capital on employees’ Work–Family Enrichment.
2. To assess the influence of perceived organizational support on employees’ Work–Family
Enrichment.
3. To analyze the effect of thriving at work on employees’ Work–Family Enrichment.
4. To examine the effect of work engagement on employees’ Work–Family Enrichment.
5. To investigate whether work engagement mediates the relationship between
psychological capital and Work–Family Enrichment.
6. To examine whether work engagement mediates the relationship between perceived
organizational support and Work–Family Enrichment.
7. To assess whether work engagement mediates the relationship between thriving at work
and Work–Family Enrichment.
Limitations of the Study
This study has several limitations.
First, the research focuses only on employees in the RMG sector in Gazipur, Dhaka. Therefore,
the findings may not be fully generalizable to other industries or regions.
Second, the study uses a cross-sectional research design, which limits the ability to establish
causal relationships between variables.
Third, data are collected using self-reported questionnaires, which may be affected by response
bias or social desirability bias.
Fourth, the study examines selected psychological and organizational factors. Other potential
influences, such as family support, cultural factors, or leadership styles, are not included in this
model.
Despite these limitations, the study provides valuable insights into how workplace resources can
enhance Work–Family Enrichment in a labor-intensive industry.