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The present chapter attempts to highlight the vulnerabilities of female migrants as compared to non-migrants in the unorganized urban labor market. Informal female migrants working in construction, as domestic workers, tailors/boutiques, and garment workers in the urban unorganized sector of Uttar Pradesh’s selected urban locations, are covered in this chapter. Though the fact prevails that workers in the unorganized labor markets are confronted with various livelihood crunches, still those who are migrants and swelling the urban labor markets are more prone to different vulnerabilities. There is scanty literature on the situation and condition of migrants particularly female migrant workers in India, whereas we know more about the condition of international migrants, mainly migrant workers in the Gulf and other regions. The study is based on interviews with 174 female informal workers who have migrated and 222 non-migrants from various regions of the state to the urban locations of selected cities. Our study also attempts to do an in-depth, qualitative exploration of these vulnerable women’s lives and perceptions and tries to capture layered vulnerabilities, risks, and rewards confronted due to both migration and work in the informal sector. Specifically, the findings reflect upon the fact that how strong societal norms may actually prevent women from acknowledging or articulating the true reasons for their migrations.

Organizational wellbeing is a multidimensional construct that looks at the individual and the totality of the organization. It is a broad and complex concept that has considerable implications on the personal and professional life of the worker and, consequently, on their work performance. This chapter will analyze how these factors influence organizational wellbeing in an organization as large and complex as the University of Bologna (UniBo), with over 3,000 administrative employees and 3,000 researchers and professors. The chapter concludes by arguing that regulatory provisions and consequent actions, although inspired by noble principles, are not enough. On the other hand, cultural and structural factors that lead to new organizational models must also intervene, leading to a rethinking of organizational welfare.

The cruise sector's workforce is highly diverse in terms of nationalities, age, and gender. However, diversity in the workforce does not guarantee business success.

Decades of research on the effects of diversity indicate that it can negatively or positively affect an organization's performance. A more diverse workforce does not automatically perform better financially, feels more committed to their companies, nor experiences higher levels of satisfaction. Indeed, data suggest diversity may produce more conflict, employee turnover, but if well managed can lead to greater creativity and innovation.

This chapter explores the cruise industry's diversity and inclusion challenges and management practices. To examine what cruise companies are doing in this field, we reviewed the public data of the four largest cruise companies. We analyzed how these companies define diversity, their commitment to inclusion, their practices, their metrics, and their primary objectives.

Firstly, there is no theoretical model that includes all variables that affect the management of diversity in the cruise sector. Secondly, companies communicate a commitment to inclusion in their corporate social responsibility (CSR) reports and refer to similar policies implemented by the hospitality industry. Thirdly, the main challenges are the multicultural environment and the limited female representation.

The major limitation of this study is the data source. We recommend further studies supported by nonpublic company data. We encourage cruise industry leaders to support the research to develop an empirically tested model that captures the specific variables that affect diversity management in the industry.

Organizations’ culture and environment create a remarkable influence on the minds of the employees. Employees spend a lot of time at the workplace; hence, it is essential to take care of their happiness. Stressful workplace environment reduces the job satisfaction of employees which eventually leads to mental health issues. The study focuses on mapping the publication trends on happiness of employees at their workplace over the years. The mapping was done with the help of Scopus and VOSviewer. The study takes into consideration the research publication on workplace happiness since 2013 from Scopus database using ‘Employee Happiness at Workplace’ which showed around 104 publications related to happiness till Sept 2022. The database was refined and further analyzed by VOSviewer version 1.6.16. Though much research has been done on employee happiness and lot many scales are developed on the happiness index, but bibliometric analysis is yet to be carried out on workplace happiness, it's development, forms and factors. This analysis will bridge the gap of researchers and provide them directions to carry on the research for future.

During the COVID-19 pandemic, public librarians were asked, and in some cases ordered, to support public health in unprecedented ways. This chapter explores how we got to this situation and how public libraries and library workers can proactively plan for better dynamics in our relationships with entities outside of the library. Based on two studies – (1) a survey of 895 library workers about their work experiences during the pandemic and (2) an interview-based study with 129 library workers and community partners on their experiences collaborating during the pandemic – this chapter focuses on the threats and opportunities associated with public libraries’ operations during periods of crisis and, in particular, one facet of success: The critical importance of library workers and library leaders being seen as active community partners, rather than as passive sites or hosts. The chapter concludes by discussing the work needed to position libraries and library workers as active, critical community partners, and supported as such at all levels – locally, nationally, and internationally.

Discrimination is a widespread problem in organizations and has been linked to a variety of negative personal and organizational outcomes (e.g., Hughes & Dodge, 1997; Jones et al., 2016). Confronting is one way to assuage these harmful outcomes. However, several factors can influence whether these confrontation behaviors take place. First, for individuals to confront, they must recognize the discrimination, interpret it as an emergency, take responsibility, identify a response, and decide to intervene (Ashburn-Nardo et al., 2008). In addition, factors like identity, type of prejudice, confrontation tone, and relationship to the perpetrator can influence decisions to confront, as well as the outcomes associated with these confrontation behaviors. Overall, this chapter reviews the literature on the antecedents, outcomes, and moderators associated with confrontation. Moreover, this chapter provides recommendations for organizations and future researchers based on the reported findings.

Mindfulness-based interventions are on the rise in workplace settings to enhance Well-Being and address work stress. Their popularity is in part due to the fact that they are often assumed to have a net positive impact on both workers’ Well-Being and organizational functioning. However, the majority of workplace mindfulness practice and research focuses on individual-level mindfulness interventions and their associated outcomes, like reduced stress. However, the modern workplace is highly dependent on positive team functioning, and the impact of mindfulness in teams is lesser known. This review differentiates individual mindfulness from team mindfulness and explores how both individual and team mindfulness impact team functioning. The authors review mindfulness and teams’ literature to understand antecedents, correlated mediators, and consequences of mindfulness in team contexts, team processes, and the boundary conditions related to mindfulness outcomes. This review adds to the budding theoretical conversation regarding mindfulness at work and contributes valuable insight into the practical applications of mindfulness in teams.

It has been long understood that there are expectations that leaders support the wellbeing of their followers but when it comes to followers’ support for the wellbeing of leaders, this is less appreciated. This chapter offers insight from the research into wellbeing practices focused on faculty colleagues in the higher education. Using a sample of 254 faculty members with distinguishing administrative and non-administrative roles, as proxies for leaders and followers, the authors conducted a study on how higher education administrative faculty and non-administrative faculty members supported each other in terms of wellbeing. Based on this study, the authors present a chapter that explores the relational aspects of workplace wellbeing, how people feel at work, what worries them, their perceived marginal value from relationship with colleagues, marginal wellbeing issues and their mood state conditions, the minimization of distress, and the optimization of workplace wellbeing. The premise was that colleagues in these two role sets need to support the wellbeing of each other despite their roles and the authors set out to learn from both what this looked like in the lived experiences.