Barriers of organizational inclusion: A study among academics in Egyptian public business schools

Abstract

Prior to this he worked as a teaching assistant at Menoufia university (Egypt), senior research associate at the centre for free economic thought, Estonian Business School (Estonia). Mohamed holds a PhD in management science, MSc in executive leadership and BA (Hons) in commerce. Moreover, he successfully completed his postdoc at both Cardiff school of management, Cardiff Metropolitan University (UK) and Oulu Business School, Oulu University (Finland). Furthermore, He is an associate fellow of higher education. Mohamed does research in responsible leadership, diversity management, organizational inclusion and talent management. 2) Hiba K Massoud Dr. Hiba holds a Ph.D degree in Accounting and Finance and a Master degree in Finance and Investment from the University of Nottingham Business School, and two other degrees in Accounting and Auditing and a professional experience in Auditing, Higher Education, Finance and consultancy. she is interested in a variety of research mainly accounting and finance, higher education management, development issues in public, social responsibility and disclosure, private and NGO sectors, as well as youth and gender issues.

Does Gender Diversity Affect Workplace Happiness for Academics? The Role of Diversity Management and Organizational Inclusion

“…Fisher (2010) considers workplace happiness as an attitudinal construct that involves three dimensions: engagement, job satisfaction and affective organizational commitment. Moreover, Zelenski et al (2008), Fisher (2010, Mousa et al (2020a), Mousa et al (2020b) and Erdogan et al (2012) highlight that workplace happiness comes as an outcome of workplace justice, an open communication policy, inclusive work culture and others. This explains to a large extent how both diversity management, which is concerned with workplace justice, and organizational inclusion, which promotes openness, integration and respect, are perceived as determinants or may even be drivers of workplace happiness.…”

Mental Illness of Management Educators: Does Holding Multiple Academic Jobs Play a Role? A Qualitative Study

“…Moreover, the rapid digital transformation characterising today’s world has made it easier to do jobs remotely, flexibly and independently (Cascio & Montealegre, 2016 ; Arntz et al, 2016 ; Mousa, 2021a , b , c ). This helps employees in fulfilling their job duties (Keith et al, 2019 ; Mousa et al, 2020 ) on the one hand, and fosters an individual’s readiness to find more than one job, on the other. Lastly, some organization-related behaviours, such as loyalty, commitment and workplace engagement among those with more than one job, have not been addressed by management researchers, and considering the digital turn, it seems timely to theoretically and empirically address their work-related behaviour and attitudes (Webster et al, 2019 ).…”

Disability of non-academic employees in public universities: an exploration of daily work experiences

“…Research on disability in the workplace is still in its infancy (Mollow, 2004;Boucher, 2014Boucher, , 2017. Hoque et al (2014), Mousa (2020a, b), Mousa et al (2020) and Shah (2005) highlight that the significant amendments to legislation and the pressure of many global institutions, such as the United Nations, have not improved the status and representation of people with disabilities in the labor market, while Braddock and Bachelder (1994) indicate that the majority of disabled individuals are excluded from senior management and leadership roles. The same has been affirmed by Roulstone and Williams (2014), who elaborate that the disabled employee faces a glass ceiling similar to some other marginalized groups.…”

“…Hoque et al. (2014), Mousa (2020a, b), Mousa et al. (2020) and Shah (2005) highlight that the significant amendments to legislation and the pressure of many global institutions, such as the United Nations, have not improved the status and representation of people with disabilities in the labor market, while Braddock and Bachelder (1994) indicate that the majority of disabled individuals are excluded from senior management and leadership roles.…”