Linking Work-Family Conflict (WFC) and Talent Management: Insights from a Developing Country

Mahira Ahmad, Amina Muazzam, Ambreen Anjum, Anna Visvizi and Raheel Nawaz
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Mahira Ahmad: Department of Applied Psychology, Lahore College for Women University, Lahore 54000, Pakistan
Amina Muazzam: Department of Applied Psychology, Lahore College for Women University, Lahore 54000, Pakistan
Ambreen Anjum: Department of Applied Psychology, The Islamia University of Bahawalpur, Bahawalpur 54500, Pakistan
Anna Visvizi: Effat College of Business, Effat University, Jeddah P.O. Box 34689, Saudi Arabia
Raheel Nawaz: Department of Operations, Technology, Events and Hospitality Management, Manchester Metropolitan University, Manchester M15 6BH, UK

Sustainability, 2020, vol. 12, issue 7, 1-17

Abstract: Considering the profound societal change taking place in several developing countries, the objective of this paper is to reflect on work-family conflict (WFC) both as a concept and a social phenomenon. Given that WFC is a concept rooted in academic debate focusing on developments in Western, largely individualistic, societies, this paper reconsiders WFC’s value added as applied in a context of a collectivist society in a developing country. The objective of this paper is thus threefold, i.e., (i) to assess WFC’s applicability in a context of a collectivist society in a developing country, where the position and role of women gradually changes; (ii) to develop a culturally adjusted/sensitive scale to measure the scope of WFC in Pakistan, whereby the latter is treated here as a case study; and (iii) to reflect on the possibility of devising a set of good practices that would allow a smooth inclusion of women in the formal workforce, while at the same time mitigating the scope and scale of WFC. The value added of this paper stems from these three objectives.

Keywords: work family conflict; talent management; sustainability; best practice; developing country; modernization; women in society; women in formal workforce; collectivist societies; Pakistan (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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