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Contextual emotional labor: an exploratory of Muslim female employees in Pakistan

Jawad Syed (Kent Business School, University of Kent, Kent, UK)
Faiza Ali (Kent Business School, University of Kent, Kent, UK)

Gender in Management

ISSN: 1754-2413

Article publication date: 7 June 2013

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Abstract

Purpose

The aim of this paper is to examine contextual emotional labor, which is a long‐term emotional experience in response to conflicting demands of societal and organizational contexts.

Design/methodology/approach

Drawing on qualitative interviews with Muslim female employees in two textile firms in Lahore, Pakistan, the paper explores the nature and extent of contextual emotional labor associated with these women's decision to step into “the male domain”.

Findings

The study identifies contextual emotional labor as an integral part of Muslim female employees' work in the formal employment sector resulting from an ongoing tension between the display rules of the workplace and Islamic female modesty.

Research limitations/implications

Scholars may wish to investigate the nature and form of contextual emotional labor in diverse geographic, cultural and religious contexts in order to refine the findings and theoretical implications of this study.

Practical implications

Organizations may consider placing Muslim women in those roles in which there is lesser likelihood of conflict between their organizational and societal display rules, while not compromising their career. On a societal level, policy makers and religious scholars may consider findings ways to promote an enlightened interpretation of religious principles and their gender egalitarian practices to alleviate the contextual emotional labor experiences by female employees and other relevant groups.

Originality/value

The paper offers original empirical research on an under‐explored topic and geographical area.

Keywords

Citation

Syed, J. and Ali, F. (2013), "Contextual emotional labor: an exploratory of Muslim female employees in Pakistan", Gender in Management, Vol. 28 No. 4, pp. 228-246. https://doi.org/10.1108/GM-01-2013-0007

Publisher

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Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited

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