<p>Factors influencing women’s employee engagement.</p>

Engagement strategies therefore need to be tailored to the organizational setting rather than to the sector. The study extends the Job Demands-Resources model and Social Exchange Theory by specifying a gendered conversion mechanism: workplace resources are associated with engagement only where they are relationally enacted and infrastructurally credible. The findings are relevant to organizations and policymakers, underscoring the need for gender-sensitive leadership practices, flexible scheduling, and equitable access to promotion.

The design is cross-sectional, and the sample is non-probabilistic, so the findings are associational rather than causal. The study informs the design of supportive and inclusive workplaces that sustain women’s engagement in the Bangladeshi formal sector.</p></div>