Article 1 - Inside the Stitch: Daily Stress Triggers in Sri Lanka’s Apparel Sector

 

Introduction

The apparel industry is the backbone of Sri Lanka’s export economy but behind the glitter of global fashion lies a workforce often strained by invisible pressures. From the sewing line to the merchandising desk, stress is sewn into the daily routines of workers and executives alike. This blog explores the everyday stress triggers in Sri Lanka’s apparel sector through the lens of personal management bridging practical realities with HR theory.


Common Stress Triggers in the Apparel Workplace

1. Tight Deadlines & High Production Targets

Line supervisors and operators frequently work under strict timelines. Buyers' delivery dates often leave little room for flexibility.

"Sometimes I skip meals just to finish the day's target,” says a sewing machine operator in our factory."

These targets lead to chronic time pressure, a known stressor linked to burnout (Mullins, 2019).

2. Compliance Audits & Surveillance

Frequent inspections from buyers and internal compliance teams create anxiety—especially among middle managers.

  • Workers report being constantly monitored via CCTV, biometric systems, and real-time dashboards.

  • This creates a culture of fear, especially when errors or delays are publicly exposed.

3. Verbal Pressure from Supervisors

Leadership styles in factories often lean toward authoritarian control rather than supportive guidance.

"Our supervisor shouts if one person slows down. It stresses all of us,” shared a quality checker at a plant."

Toxic leadership like this can lead to emotional exhaustion and reduced morale (Grint, 2005; Northouse, 2021).

4. Limited Decision-Making Power

Most apparel employees especially at the operator level have little control over their work pace, methods, or schedules.

This lack of autonomy is directly linked to workplace stress (Karasek's Demand-Control Model, cited in Hayes, 2022).


How This Links to Personal Management

According to Bloisi et al. (2007), effective personal management involves developing skills and mindsets that help individuals navigate stressful environments even when external conditions are tough.

In Sri Lankan factories:

  • Operators who manage stress through self-regulation techniques (like taking micro-breaks or using calming routines) perform better.

  • Executives who prioritize task planning and time management avoid burnout during peak seasons.

This reflects the growing importance of personal mastery in the HRM field, where employees must balance external demands with internal stability (Covey, 2004).


Organizational Example: MAS Holdings

MAS Holdings a leading apparel company in Sri Lanka has implemented:

  • Digital production planning tools to reduce last-minute pressure,

  • Worker voice platforms to report stress-related concerns,

  • Mindfulness programs in some plants to build emotional resilience.

These steps show how HRM practice and personal management concepts can merge to address stress in a structured way (Hayes, 2022).

Figure 1: Stress-to-Burnout Cycle in Apparel Workplaces (Maslach & Leiter, 1997).



Theoretical Tie-In

TheoryApplication
Mullins (2019) – Organizational BehaviourStress arises from task overload, poor leadership, and lack of support
Karasek's Job Demand-Control Model (cited in Hayes, 2022)High demands with low control = high stress
Covey (2004) – Personal EffectivenessProactive habits can reduce emotional reactivity
Grint (2005) & Northouse (2021)

Leadership style directly affects employee well-being


Conclusion

Stress in Sri Lanka’s apparel sector is not always loud it builds quietly, hour by hour, stitch by stitch. Recognizing the real-life stressors and linking them to personal management theories helps both individuals and HR leaders build healthier, more resilient workplaces.

The next post will explore how time management can serve as a powerful stress-busting tool in this fast-paced industry.


 References

  • Bloisi, W., Cook, C. and Hunsaker, P. (2007) Management and Organisational Behaviour. London: McGraw-Hill.

  • Covey, S. R. (2004) The 7 Habits of Highly Effective People. London: Simon & Schuster.

  • Grint, K. (2005) Leadership: Limits and Possibilities. Basingstoke: Palgrave Macmillan.

  • Hayes, J. (2022) The Theory and Practice of Change Management. 6th edn. London: Palgrave Macmillan.

  • Maslach, C. and Leiter, M.P. (1997) The Truth About Burnout. San Francisco: Jossey-Bass.

  • Mullins, L.J. (2019) Management and Organisational Behaviour. 11th edn. Harlow: Pearson.

  • Northouse, P.G. (2021) Leadership: Theory and Practice. 9th edn. London: Sage Publications.

Comments

  1. Himasha AmarathungaJuly 31, 2025 at 9:51 PM

    Well explained how personal management fits with the daily reality scenarios. And well said about apparel factories stressors. Hayes, J. (2022)
    What do you think about operator level autonomy to reduce stress and make a productive output?

    ReplyDelete
    Replies
    1. Dhanushka SenavirathnaAugust 2, 2025 at 3:14 AM

      Thank you Himansha. I completely agree operator level autonomy plays a crucial role in reducing stress and improving output. According to the Job Demand Control Model by Karasek (cited in Hayes, 2022), when employees have some level of control over their tasks, even in high-demand environments like apparel production, their stress levels decrease, and productivity improves. Simple actions like allowing operators to organize their workflow or take self-managed micro-breaks can empower them and foster resilience. So yes, promoting autonomy at this level is both practical and psychologically beneficial.

      Delete
  2. A. M. S. Saumya AdikariAugust 1, 2025 at 5:42 AM

    This blog gives a clear and compassionate look at the daily stressors that Sri Lanka's garment workers often have to deal with but don't get enough attention. By linking real workplace stressors to well-known HR and personal management theories, it shows both the problems and the useful ways to build resilience. Adding MAS Holdings' programs gives the project a hopeful, action-oriented side that many groups could learn from.These kinds of tips are very important for long-term growth in this important field.

    ReplyDelete
    Replies
    1. Dhanushka SenavirathnaAugust 2, 2025 at 3:16 AM

      It’s great to hear that the real-life lens and theoretical connections resonated with you. Highlighting often-overlooked challenges faced by garment workers was an intentional choice and like you mentioned, pairing those issues with practical, evidence based strategies is key for long-term improvement. Including MAS Holdings' approach was to show how real progress is possible when companies take employee wellbeing seriously. As Bloisi et al. (2007) note, personal management and supportive organizational practices can lead to resilience, motivation, and better performance across all levels.

      Delete

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