Eunuchs and members of the transgender community are yet to be recognized as an effective human resource and this diversity in the workforce is still invisible. A tiny portion of the transgender community is employed, and they are tagged as purple collar employees. It is generally claimed that coworkers do not accept members of the transgender community in the workplace and are not willing to work with them due to their different personal, social, and work-related characteristics. This study aimed to investigate coworkers’ attitudes towards transgender colleagues and their willingness to work with them in the workplace. We selected the Punjab province of Pakistan as the context for the study where more than five hundred thousand members of the transgender community live. We collected data from 363 randomly selected respondents working in an organization where transgender people also worked. We applied Structural Equation Modeling (SEM) to analyze the data. Our findings revealed that coworkers do not hesitate to work with transgender people merely based on their biological differences. Coworkers’ willingness was more influenced by social attributes (trust and support) and work attributes (knowledge, ability, and motivation) irrespective of gender differences. The study strongly suggests tapping this invisible human resource and mainstreaming this resource to emancipate transgender people from poverty and to bring a productive diversity in the workforce. Government should frame policies to provide all human rights including national identity, health and educational facilities, and organizations should provide transgender people with jobs to properly utilize this untapped human resource.
Hospitality is at a crossroads. While the growth and developmental indicators in this sector show economic potential, the rising employee burnout rate is a serious challenge to hospitality management. Literature suggests that an ethical leader can reduce employee burnout significantly. Although hospitality employees face a higher risk of burnout than other service segments, shockingly, past leadership studies did not focus on how ethical leaders in a hospitality organization may reduce the risk of burnout. Therefore, we conducted this research to explore ethical leadership-burnout relationships in the hospitality sector with the mediating effects of subjective wellbeing and employee resilience. A questionnaire was provided to employees in different hotel organizations (n = 346). Structural equation modeling was employed for hypothesis testing. The statistical evidence supported the theoretical assumptions that ethical leadership negatively predicts employee burnout, and subjective wellbeing and resilience mediate this relationship. The outcomes of this study suggest different theoretical and social implications. For example, the findings indicate the effectiveness of ethical leadership in reducing employee burnout in the hospitality sector. Several other implications have been discussed in detail.
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