Huma Maqsood, Nor Fatimah Che Sulaiman, S. Muhamad, Nor Aizal Akmal Binti Rohaizad
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引用次数: 0
Abstract
BACKGROUND: Women’s low economic participation in Pakistan and even lower in the formal sector is a perpetual phenomenon leading to their underdevelopment, which has microeconomic and macroeconomic implications. Therefore, the purpose of this study is to investigate the nature of women’s work and the intersection of their non-market and market activities at micro, meso, and macro levels which influences women’s chances and choices of decent economic participation. OBJECTIVE: This study aims to investigate the interdependence of women’s market and non-market work to explore how gender intersects with their economic autonomy. METHODS: Using qualitative approach, in-depth interviews of 30 purposely selected respondents from the informal sector were thematically analysed. RESULTS: Results indicated that the interdependence of women’s non-market and market work is the outcome of the gendered dichotomy that creates work-life conflict to create women’s economic dependence and male hegemony. Moreover, although a common phenomenon, women from underprivileged backgrounds are more likely to bear the brunt of systemic deprivation leading to economic underdevelopment. CONCLUSIONS: Pakistan’s inherently masculinised society and economy mutually benefit from women’s unpaid and informal work. Facilitated through gender norms, the patriarchal social ideology and the capitalist economic system collaborate to exploit women and their work in both domains.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.