Escalating stress and pressures, along with organisational change in universities has led to the increased importance of research in to the impact of perceived job stress, work-life balance and work-life conflict amongst academics. Yet, very few studies have examined academics' ability to balance work and personal life, and overcome work-life conflict. Drawing on Spillover theory (Zedeck, 1992), our study hypothesised that high levels of perceived job pressure stress and job threat stress would predict increased levels of work-life conflict, and decreased levels of work-life balance. Due to the well-documented relationship between stress and health, the influence of job stress on wellbeing was also investigated in this sample of academics (N =139). Perceived job stress (threat and pressure-type stressors) was associated with poorer work-life balance, and increased conflict between academics' work and personal lives. Perceived job threat-type stress made a stronger contribution and was a significant predictor of work-life balance and work-life conflict scores, than perceived job pressure-type stress. Perceived job threattype stress among academics was also a significant predictor and associated with poorer wellbeing and increased ill-being, but perceived job pressure-type stress was not related to academics' wellbeing or ill-being.

No abstract

No abstract

Purpose The purpose of this paper is to explore how highly skilled migrants to Australia integrate into the workplace, focussing on the factors that foster or hinder that integration. Design/methodology/approach An inductive method using an interpretive methodological approach was employed. In-depth interview data were analysed thematically. Findings Informal workplace practices, such as informal peer mentoring and having an “empathetic” supervisor, also assisted with integration, as did migrant self-help strategies. Factors hindering integration included structural barriers outside the organisation and workplace factors such as racism, cultural barriers and individual factors that centred on the migrants themselves. Research limitations/implications While the exploratory qualitative enquiry sheds light on issues of concern regarding workplace integration of skilled migrants, further studies with diverse migrant groups would be required to understand if the findings could be replicated. An industry or sector-wise migrant study would shed more light on the issues. Practical implications Fostering and hindering factors identified through the lens of four workplace integration theories can inform workplace integration strategies and related policy formulation. Originality/value Informed by four theories of integration, the findings shed light on the everyday workplace experiences of linguistically competent, self-initiated, highly skilled migrants from diverse ethnic/cultural backgrounds in Australian workplaces in a range of industries. While previous research has identified problems experienced by migrants at work, this paper explores factors fostering and hindering workplace integration through the lens of the lived experiences of skilled migrant workers.

Australia has been aggressively pursuing skilled migrants to sustain its population and foster economic growth. However, many skilled migrants experience a downward career move upon migration to Australia. Based on a survey of recent skilled migrants, this study investigates how individual (age, years of settlement, qualifications), national/societal (citizenship and settlement), and organization‐level (climate of inclusion) factors influence their career success. Overall, we found that: (1) age at migration matters more than length of settlement in predicting skilled migrant career success; (2) citizenship uptake and living in a neighbourhood with a greater number of families from the same country of origin facilitate post‐migration career success; and (3) perceptions of one's social/informal networks in the workplace – a dimension of perceived organizational climate of inclusion – also have a positive impact on migrant career outcomes.

The purpose of this paper is to explore and categorise, through a systematic research review, the key employability skills identified by researchers across the globe. This paper also aims to identify any similarities and differences present in employability skills demand of different sectors of industry or parts of the world. For the purpose of this study, 43 studies conducted across 17 countries were included and a systematic research review protocol was applied to develop categories. A vote-counting technique was used for the purpose of data analysis. The results revealed a set of employability skills commonly reported worldwide as important by all studies included in the review. These skills were further regrouped under ten different skill sets. The findings of this study point to several implications for educators, employers, graduates and policy makers.

Purpose The purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives sustainable outcomes. Further, the authors argue that justice and fairness should be embedded at the core of DM. Design/methodology/approach A qualitative case study methodology was used to ascertain how four organizations approached critical issues regarding diversity. Justice and fairness principles were used as a framework to evaluate each organization’s DM interventions. Different approaches adopted by the case study organizations were compared using a cross-case analysis. Findings Justice and fairness principles provide a useful framework to evaluate DM interventions. The findings show that justice and fairness principles have an effect across the continuum of DM, including identifying dimensions of diversity, executing DM programs and realizing outcomes of DM. Research limitations/implications The current study is limited to four case studies using qualitative methods. Practical implications The findings demonstrate the importance of integrating justice and fairness benchmarks when implementing DM programs. Originality/value The findings shed light on the link between DM and justice and fairness, an area lacking empirical studies. It also presents a new area for empirical enquiry—the application of social justice principles in evaluating organizational interventions in DM.

No abstract