A relational understanding of work-life balance of Muslim migrant women in the West: Future Research Agenda.

Increasing globalisation and work intensification has led to a blurring of roles and boundaries between work and family. Such influences are more pronounced in migrant workforces who often struggle to balance their work and life in a new national context. The problem of work life balance (WLB) is further compounded in the case of minority migrant groups such as Muslim women living and working in a Western context, as it is unclear how, in the face of discrimination, Islamophobia, family and other socio-cultural and religious pressures and the WLB issues of migrant Muslim women (MMW) are enacted. As most studies of WLB are at a singular level of analysis, this paper contributes to the WLB literature, through the lens of intersectionality, by providing a multi-level relational understanding of WLB issues of MMW working in a Western context. Future research and themes identified in this paper provides a multi-level and relational understanding of WLB of MMW and implications for managers tasked with managing WLB issues for Muslim migrant women in Western contexts are also discussed

Gender Equality and Corporate Social Responsibility in the Middle East

This chapter focuses on corporate social responsibility (CSR) in relation to gender equality in the Arab Middle East. It examines the relationship between CSR and gender in the workplace whilst exploring the link between CSR and human resource management (HRM) policies and practices. The chapter first presents some seminal work on gender equality and diversity management, looking at the business case for gender equality within the CSR and HRM contexts, before engaging with relevant work on gender equality in the Arab Middle East. It concludes by offering recommendations on advancing the equality agenda at the macro- and meso-levels, within a framework which recognises the centrality of agency of women, as well as the potential of positive changes through corporations being seen as ‘agents of change’. The chapter advocates for organisational and governmental policies to promote gender equality in the Arab Middle East

Is Co-Worker Feedback More Important than Supervisor Feedback for Increasing Innovative Behavior?

A growing body of research explores human resource management practices that encourage employees to innovate. In this study, we examine the links between different sources of feedback (supervisor and co-worker) and employees’ innovative behavior. Drawing on social exchange theory and the job demands-resources theory, we first propose that work engagement and psychological contract breach mediate the relationship between supervisor feedback and employees’ innovative behavior. Second, we propose a moderated-mediation model in which co-worker feedback attenuates the relationships between supervisor feedback and employees’ innovative behavior through the mediating mechanisms of both work engagement and psychological contract breach. Using three waves of multi-source data from 300 Chinese employees and their 64 supervisors, we found a dual-mediation pathway by which employees’ work engagement and perceptions of psychological contract breach mediate the influence of supervisor feedback on innovative behavior. Our results also show that co-worker feedback can be used to supplement the lack of supervisor feedback when required. Organizations are advised to ensure that employees obtain regular feedback from multiple sources because such feedback can promote employees’ work engagement and perceptions that the organization is upholding its side of the psychological contract, which fosters employees’ innovative behavior

Hidden inequalities amongst the international workforce

This chapter focuses on low status expatriates who have been largely ‘hidden’ from managerial scholarship. They are ‘hidden’ because they are ignored by the migrant literature which looks at people trying to remain in their new society and gain citizenship; and ignored by the expatriation literature which is mainly concerned with high-status ‘top’ talent. These hidden expatriates are typically maids, drivers, security guards, and construction workers - low status and low paid, unable to obtain citizenship, and liable to be sent home, unemployed, at the whim of their employer. If we, as scholars, are to contribute to the betterment of society by elevating the health and well-being of those who live in it, then we must recognise the existence of and address the management issues and concerns of those at the ‘bottom of the pyramid’. We use Organisational Justice theory and draw on examples from Turkey, Singapore and the Middle East to examine the position, the concerns, and the issues of such workers and their often-unequal place in the workforce