From commitment to change: Gender equality in Bangladesh’s workplaces

As gender equality becomes more popular, organizations in Bangladesh are increasingly saying that they promote gender equality, but this doesn’t necessarily translate into actual practice at work. This paper examines the process from making a commitment to witnessing its impact within organizations. It is based on Acker’s theory of gendered organizations and other literature on gender mainstreaming, institutional non-performativity and institutional resistance, and secondary and documentary sources, which are qualitatively explored through reading and writing. Evidence may consist of formal agreements, organizational initiatives, implementation, and evidence of resistance, negotiation, and adaptation. Bangladesh has strengthened the institutional system for gender equality at the workplace. There are still significant differences, however, in terms of participation in the labour market, earnings, progression and opportunities for leadership. The primary conclusion is that implementation of an activity isn’t an administrative standard procedure. The meanings given to equality initiatives, their priorities, and implementation are shaped by the current gendered structures, and the impact of equality initiatives can be transformed by resistance, inertia, negotiation, and adaptation. This process of change from commitment is thus a gendered organizational process. Formal equality does not turn into substantive equality until there are changes in the routine and power history in which opportunity, resources, and authority are distributed.