Women and Work: How Much Does Measurement Matter?

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  "authors": [
    "Milan Vaishnav"
  ],
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  "centers": [
    "Carnegie Endowment for International Peace"
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  "englishNewsletterAll": "democracy",
  "nonEnglishNewsletterAll": "",
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    "Democracy, Conflict, and Governance",
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In The Media

Women and Work: How Much Does Measurement Matter?

Female labour force participation in India has been on the decline – dropping from an already low 29% in 2004-05 to 17% in 2017-18.

By Milan Vaishnav

Published on May 10, 2021

Program

Democracy, Conflict, and Governance

The Democracy, Conflict, and Governance Program is a leading source of independent policy research, writing, and outreach on global democracy, conflict, and governance. It analyzes and seeks to improve international efforts to reduce democratic backsliding, mitigate conflict and violence, overcome political polarization, promote gender equality, and advance pro-democratic uses of new technologies.

Learn More

Program

South Asia

The South Asia Program informs policy debates relating to the region’s security, economy, and political development. From strategic competition in the Indo-Pacific to India’s internal dynamics and U.S. engagement with the region, the program offers in-depth, rigorous research and analysis on South Asia’s most critical challenges.

Learn More

Ideas For India

About the Author

Milan Vaishnav

Director and Senior Fellow, South Asia Program

Milan Vaishnav is a senior fellow and director of the South Asia Program and the host of the Grand Tamasha podcast at the Carnegie Endowment for International Peace. His primary research focus is the political economy of India, and he examines issues such as corruption and governance, state capacity, federalism, and electoral behavior. He also conducts research on the Indian diaspora.

Recent Work

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Delimitation After Defeat: India’s Unfinished Debate Over Representation
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Political Reform Democracy South Asia India

Carnegie does not take institutional positions on public policy issues; the views represented herein are those of the author(s) and do not necessarily reflect the views of Carnegie, its staff, or its trustees.

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