Workplaces like to present themselves as modern, progressive, and merit-driven. Yet, beneath the polished slogans of equity lies a paradox: motherhood often comes with a penalty, while fatherhood brings a bonus.
The same life event — parenthood — is rewarded for men and punished for women. It is one of the clearest illustrations of how gender bias is not only alive but institutionalized.
The Double Standard in Action
Picture this. A woman announces her pregnancy in the office. Whispers begin: Will she still be able to handle projects? Should we start finding her replacement? Suddenly, her once-admired multitasking is reinterpreted as a liability. Contrast this with a man announcing he is about to become a father. The response is often celebratory: He will be more responsible now, more stable, more committed.
This bias is not anecdotal — it is measurable. Research shows mothers face a “wage penalty” that can reduce their lifetime earnings by as much as 30 percent compared to child-free women. In Pakistan, where women already earn less on average, this penalty can push mothers further into economic vulnerability.
Fathers, meanwhile, often enjoy a “wage premium,” rewarded with raises and promotions on the assumption that they are providing for their families. The absurdity is striking: women are punished for the same caregiving responsibilities that men are rewarded for.
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The Ideal Worker Myth
At the heart of this bias lies the myth of the “ideal worker.” This mythical employee has no caregiving duties, no school runs, no family emergencies — in other words, he is male, with a wife handling the unpaid labor at home. Workplaces continue to evaluate employees using this antiquated form, and moms are automatically excluded.
Women who balance work and parenthood frequently gain qualities valued by employers, such as multitasking, time management, resilience, and empathy. However, instead of being recognized, these abilities are ignored in favor of “face time” – extended office hours that punish moms while praising fathers.
Policy versus Practice
Progressive policies exist. Companies now promote parental leave, flexible hours, and hybrid work structures. Unfortunately, policies alone cannot remove bias. Even if a woman has the legal right to maternity leave, her manager may still regard her as “less committed” upon her return, resulting in a penalty.
Former New Zealand Prime Minister Jacinda Ardern set an example when she brought her infant to the United Nations General Assembly, challenging outdated notions of professionalism. Similarly, when male executives take paternity leave, they normalize caregiving as a shared responsibility.
Yet, in Pakistan and much of the Global South, paternity leave is still treated as optional — a luxury rather than a right. This reinforces the stereotype that caregiving is “women’s work.”
To truly close the gap, policies must be accompanied by cultural change. Leaders must model balance, managers must be trained to evaluate outcomes rather than hours, and organizations must create environments where both mothers and fathers can thrive without stigma.
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The Cost of Inaction
This is an economic issue, not just a women’s one. Companies lose out on highly qualified individuals and reduce their talent pool when they penalize mothers. Pakistan has one of the lowest rates of female labor force participation in South Asia, at about 23%, according to the World Bank. One factor contributing to the high rate of educated women leaving the workforce is the maternity penalty.
In the meantime, compensating fathers for merely continuing to work perpetuates current disparities and shifts the full financial burden of parenting on women. The UN Sustainable Development Goals, especially SDG 5 on gender equality and SDG 8 on decent employment and economic growth, are among the national development goals that are jeopardized by this imbalance, which also delays progress on gender equity. Businesses facing talent shortages should see this clearly: the motherhood penalty is not just unfair, it is inefficient.
A Call for Cultural Reset
How might things change? Fathers are encouraged to share caregiving duties through equal parental leave. Performance reviews are centered on outcomes rather than desk hours.
Peer networks and employee resource groups (ERGs) that assist working parents.
Honoring fathers who attend school festivities and mothers who work out flexible schedules, rather than viewing these as professional hazards, is a way to celebrate balance.
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The message must be unambiguous: providing care shouldn’t come at the expense of one’s career, and professional success shouldn’t come at the cost of one’s family.
Rewriting the Social Contract
The motherhood penalty and the fatherhood bonus are decisions made by companies regarding gender roles, time, and value; they are not natural laws. Investing in cultures and policies that enable every parent to thrive is the clear answer as companies around the world grapple with workforce shortages and growing demands for inclusiveness.
This is the cornerstone of resilient, creative organizations, not just an equity project.
Everyone benefits when motherhood is viewed as a source of strength, empathy, and leadership rather than as a barrier to a successful profession.
Whether or not businesses can afford to correct this imbalance is not the question. How much longer can they afford not to? That is the true question.
*The views expressed in this article are the author’s own and do not necessarily reflect the editorial policy of TDI.
Sumyya Rafi
Sumyya Rafi holds a Master’s degree in Peace and Conflict Studies from (CIPS) National University of Sciences and Technology (NUST). Her research focuses on inclusive growth through urban slum upgradation in Pakistan, studied through the lens of the UN Sustainable Development Goals. Beyond academia, she is pursuing a professional transition into Human Resource Management with certifications in People Analytics, Recruiting, and Workforce Development. She can be reached at sumyyarafi176@gmail.com
