Gender inequality in the academy: microaggressions, work-life conflict, and academic rank

2019 ◽  
Vol 29 (7) ◽  
pp. 751-764 ◽  
Author(s):  
Sarah Jane Blithe ◽  
Marta Elliott
Just Labour ◽  
1969 ◽  
Author(s):  
Mark Thomas

The organization of working time is a central concern in today�s labour market, as it is connected to experiences of work-life conflict, employment insecurity, and broader patterns of gender inequality. This article examines union responses to working time changes using a case study of four large unions, as well as a larger survey of working time provisions in major collective agreements. The article contends that working time re-regulation strategies include not only efforts to reduce hours of work, but also a range of strategies to promote �employee-oriented time flexibility�. These working time strategies provide some means to address growing forms of work-life conflict and working time inequalities; however, these strategies are constrained by a number of factors, including employer resistance and the need for broader-based representational and collective bargaining structures.


2003 ◽  
Author(s):  
Alison S. O'Brien ◽  
Amy V. Beekman ◽  
Gunna Janet Yun
Keyword(s):  

2011 ◽  
Vol 3 (8) ◽  
pp. 11-13
Author(s):  
Kaur, Anmol Preet ◽  
◽  
De K. K De K. K ◽  
Tripathy Manas Ranjan

2021 ◽  
Vol 23 (2) ◽  
pp. 142-152
Author(s):  
Emily Hammer

The Problem Balancing work and life can be difficult. In a new world of work amidst COVID-19, balancing work and life has become even more challenging. Employees are struggling to adjust their work-life obligations while maintaining performance expectations. Providing employee support to reduce stress and minimize adverse effects on performance outcomes requires employer action. The Solution HRD interventions are recommended as organizational support mechanisms. These interventions are designed to reduce stress produced by work life conflict, particularly during stressful organizational events. Through organizational support, employees are offered the opportunity to increase individual performance. The Stakeholders HRD and HRM professionals, scholars, organizational planners, organizational leaders and managers, and all others who have a vested interest in employee well-being.


2021 ◽  
Vol 7 ◽  
pp. 237802312098285 ◽  
Author(s):  
Scott Schieman ◽  
Philip J. Badawy ◽  
Melissa A. Milkie ◽  
Alex Bierman

The coronavirus disease 2019 pandemic upended work, family, and social life. These massive changes may have created shifts in exposure to work-life conflict. Using a national survey that followed Canadian workers from September 2019 into April and June 2020, the authors find that work-life conflict decreased among those with no children at home. In contrast, for those with children at home, the patterns depended on age of youngest child. Among individuals with children younger than 6 or between 6 and 12, no decreases in work-life conflict were observed. In contrast, those with teenagers did not differ from the child-free. Although these patterns did not significantly differ by gender, they were amplified among individuals with high work-home integration. These findings suggest an overall pattern of reduced work-life conflict during the pandemic—but also that these shifts were circumscribed by age of youngest child at home and the degree of work-home integration.


2021 ◽  
Vol 125 ◽  
pp. 103538
Author(s):  
David Cheng ◽  
Xi Wen Chan ◽  
Rajiv K Amarnani ◽  
Farveh Farivar
Keyword(s):  

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