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A eudaimonic perspective on prejudice and female workers’ psychological well-being

Tala Abuhussein (Department of Business Administration, University of Petra, Amman, Jordan)
Tamer Koburtay (Department of Business Administration, University of Petra, Amman, Jordan)
Jawad Syed (Suleman Dawood School of Business, Lahore University of Management Sciences, Lahore, Pakistan)

Gender in Management

ISSN: 1754-2413

Article publication date: 31 December 2020

Issue publication date: 3 April 2021

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254

Abstract

Purpose

This paper aims to use Ryff’s (1989) eudaimonic view to examine how prejudice toward female workers affects their psychological well-being.

Design/methodology/approach

Responses were collected through face-to-face semi-structured interviews along with open-ended questions in a paper-based survey. In total, 24 female workers across various organizations in Jordan participated in this study.

Findings

The results show how prejudice against female workers can affect the six dimensions of their eudaimonic psychological well-being (Ryff, 1989). Specifically, the results show that prejudice may push women to work harder to prove they are capable of achieving their goals and, as a result, it may positively enhance their self-acceptance, sense of growth, purpose in life and autonomy. However, the study also shows that prejudice against women negatively affects their environmental mastery and relationships with others.

Practical implications

This study may help create greater sensitivity and awareness about gender prejudice and its effects on female workers’ psychological well-being. It also highlights women’s resilience which may be deemed valuable to develop women in leadership roles in organizations.

Originality/value

This study offers a fresh and nuanced understanding of the impact of gender prejudice on female workers’ psychological well-being.

Keywords

Citation

Abuhussein, T., Koburtay, T. and Syed, J. (2021), "A eudaimonic perspective on prejudice and female workers’ psychological well-being", Gender in Management, Vol. 36 No. 3, pp. 309-328. https://doi.org/10.1108/GM-12-2019-0265

Publisher

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Emerald Publishing Limited

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