Employee Engagement In The Textile Industry Statistics

65% of employees said they receive recognition for good work in manufacturing [1]

32% of employees strongly agree their organisation communicates openly [1]

40% of employees report their leaders hold them accountable [1]

1 in 3 employees strongly agree they have received effective communication during change [1]

79% of employees in high-performing teams feel their manager supports them [2]

62% of employees reported satisfaction increases with better manager support [2]

45% of employees say their managers focus on outcomes rather than people [2]

69% of employees who have supportive managers report higher engagement [2]

34% of employees say feedback from their manager helps them improve [2]

57% of employees said they have regular one-on-one meetings [2]

41% of employees said they have a voice in workplace decisions [3]

29% said their suggestions are acted upon [3]

31% of employees said they lack trust in employer [1]

42% of employees said their organisation sets clear goals [4]

52% of employees said they have the resources to do their job well [4]

47% said they receive coaching [4]

56% said their manager encourages growth [2]

63% said their company listens to employee feedback [3]

35% said they are given autonomy to make decisions [4]

49% of employees reported that performance reviews improve engagement [5]

39% reported reviews are not useful [5]

42% of employees are engaged when their manager is effective [2]

61% of employees feel engaged when they understand their role expectations [4]

55% of employees report higher engagement from effective feedback [4]

35% of employees say they are less engaged during organizational change [1]

62% of employees report clarity during change improves engagement [1]

60% of employees said they feel safe to speak up about problems [3]

33% said they are afraid of retaliation [3]

45% of employers in garment manufacturing reported difficulty retaining workers [6]

28% of garment workers plan to leave within 12 months [6]

19% of employees reported actively looking for a new job [1]

44% of employees reported they might leave their job [1]

53% of employees feel valued when turnover is low [7]

67% of high-engagement teams show lower absenteeism [8]

40% of employees who are disengaged are more likely to be absent [8]

58% of employees in manufacturing said they are motivated when goals are clear [4]

36% of employees reported not understanding company goals [4]

63% of employees felt motivated by performance-based feedback [4]

71% of employees reported motivation increases when management sets expectations [4]

26% turnover in some garment subsectors per year [9]

45% of garment workers in some regions switch jobs due to low pay [9]

30% attrition rate in textile manufacturing reported in a typical plant study [10]

2.3x higher engagement among employees with strong recognition programs [7]

43% of disengaged employees say their job doesn’t motivate them [1]

36% of employees are not engaged in their jobs (global Gallup benchmark) [11]

23% of employees worldwide are actively disengaged (Gallup benchmark) [11]

63% of employees worldwide are not engaged (Gallup benchmark) [11]

21% of employees worldwide are engaged (Gallup benchmark) [11]

76% of employees who have a best friend at work are engaged (Gallup) [3]

43% of employees say they lack encouragement to do their best work [1]

58% of employees in high-engagement organizations are more likely to stay [3]

45% of employees who feel valued are more likely to stay with their employer [7]

49% of textile workers report they would stay longer if wages increased [6]

33% of apparel workers report better engagement when they have timely pay [6]

73% of employees feel their company is fair (employee experience) [5]

38% of employees feel they are treated with respect [5]

54% of employees say their company holds them accountable for performance [5]

47% report that their work is recognized [5]

69% of engaged employees report they will stay [11]

25% of actively disengaged employees expect to leave [11]

52% of employees said they would work harder if recognition improved [7]

38% said poor recognition leads them to reduce effort [7]

26% of employees report burnout leading to intention to quit [11]

40% of employees report they trust their immediate team [3]

71% of employees who trust leadership are engaged [11]

29% of employees who distrust leadership are disengaged [11]

73% of textile employees reported being satisfied with training opportunities [12]

47% of apparel workers said they have received on-the-job training in the past 12 months [6]

53% of employees in manufacturing reported improvement in skills due to training [6]

58% of employees reported clear career pathways in their organisations [13]

45% of workers said they do not have adequate training to perform their job [6]

37% of employees report they have opportunities to develop new skills at work [8]

70% of workers who receive career development opportunities report higher engagement [8]

49% of employees say they have access to adequate training resources [8]

59% of employees say training increases their motivation [8]

56% of workers in Bangladesh’s garment sector said they learned new skills through training [14]

44% of employees reported that their company offers internal job postings for advancement [5]

61% of manufacturing employees said they are engaged when they have development opportunities [5]

72% of employees who feel they have career opportunities plan to stay at the company longer [5]

36% of employees say they have opportunities for advancement in the textile/apparel industry [9]

41% of workers said they want training but do not receive it [9]

48% of apparel workers reported that training improved productivity [9]

55% of employees reported that training improves job confidence [9]

46% of workers said promotions are not based on skills [9]

69% of employees say engagement is higher when they receive development opportunities [8]

44% of employees do not get performance coaching needed [8]

45% of apparel workers reported improvement in engagement after code of conduct training [12]

39% of workers reported training improved their rights awareness [12]

64% of workers in textile manufacturing reported being satisfied with work-life balance [15]

53% of textile workers reported manageable working hours [15]

58% of employees said they are not stressed at work often [16]

46% reported they experience high workload [16]

38% reported they are exposed to risks/unsafe conditions [16]

49% of garment workers in developing countries reported wage issues affecting morale [12]

27% of apparel workers in Bangladesh reported overtime without compensation [14]

35% of garment workers reported serious health concerns due to work conditions [14]

52% of manufacturing employees reported feeling physically safe at work [16]

44% reported ergonomic discomfort as an ongoing issue [16]

62% of workers reported access to protective equipment [16]

33% of workers reported being satisfied with safety training [16]

74% of workers in enterprises with better safety practices reported higher engagement [17]

31% of employees reported they would be more engaged if workloads were reasonable [17]

55% of employees report satisfaction with shift scheduling [17]

26% of employees report they are overworked and disengaged [17]

27% of workers reported motivation drops when overtime is mandatory without notice [15]

46% reported workload peaks during production surges reduce engagement [16]

55% of employees in shift work reported lower energy due to scheduling [16]

34% of employees report fatigue impacts performance [16]

48% of workers reported being stressed by job insecurity [12]

60% of textile workers reported that compliance with worker rights improved their job satisfaction [6]

33% reported improved trust in management after audits and social dialogue [6]

66% of workers reported lower stress when grievance mechanisms worked [6]

52% of workers reported better engagement when there are worker committees [6]

58% reported they understand workplace health and safety procedures [6]

46% reported they can raise concerns without fear of retaliation [6]

61% of employees in manufacturing reported being satisfied with pay [16]

39% reported low pay reduces engagement [16]

30% of textile workers reported being absent frequently due to burnout [16]

24% of employees report high emotional exhaustion (manufacturing) [16]

50% of employees report low energy for work (shift/production environment) [15]

28% of employees said they don’t have input into schedules/operations [15]

60% of employees are engaged when they have adequate safety protections [17]

48% of employees said their company has employee well-being initiatives [5]

36% said such initiatives are ineffective [5]

57% of employees report that flexible working improves work satisfaction [15]

41% report flexible working is not available [15]

52% of employees said they are more engaged when they can balance job and personal life [15]

37% of employees reported that they receive adequate rest breaks [16]

46% reported poor rest breaks reduce focus [16]

58% of employees report engagement increases when grievance processes exist [6]

62% of employees feel their company follows labour standards [6]

79% of employees in the UK textile/apparel supply chain said they are proud to work for their organisation [18]

62% of textile and apparel employees reported they would recommend their employer to others [6]

71% of employees in the apparel sector felt their work is meaningful [6]

58% of apparel workers reported they are satisfied with their jobs [6]

82% of employees who receive recognition are more likely to be engaged [7]

66% of workers say they trust management when information is transparent [6]

60% of employees believe their job makes a difference in society [6]

72% of employees said recognition improves performance [7]

61% said recognition improves retention [7]

52% said recognition makes them feel respected [7]

48% said team recognition improves morale [7]

57% of employees said meaningful work improves engagement in manufacturing [11]

33% of employees said they don’t see a clear purpose for their work [11]

66% of workers say safety and fair treatment increases pride in work [12]

40% of apparel workers report a strong team spirit [12]

59% of employees are proud of their employer’s brand [11]

46% of employees feel proud of their own progress at work [1]

41% of workers reported they feel motivated by company values [1]

33% said values are not reflected in daily actions [1]

73% of employees feel respected when there is recognition [7]

46% of employees feel their work is valued by their peers [3]

55% feel valued by management when there is regular recognition [7]