Keywords

5.1 Introduction

Work-life balance is a crucial issue for both genders, although its impact on women is different from that on men. Defining the concept of balance is a challenge in itself, as work-life balance assumes a balance between work and non-work activities, including not only leisure time but also domestic duties (Rao, 2017), which often falls more heavily on working women. To achieve work-life balance, it is essential to create a supportive and motivating work environment that allows individuals to balance their work and personal responsibilities and activities, leading to increased productivity, commitment, and loyalty (Dhas, 2015). In recognition of its impact on employee performance and organizational productivity, progressive workplaces are placing more emphasis on work-life balance (Hobson et al., 2001). The literature suggests that a balanced work-life results in a better family life and career experience (Anderson et al., 2002), while an imbalance can lead to strained family relationships and reduced productivity at work (Doble and Supriya, 2010).

The evolution of workplace settings and employee demographics in recent years has highlighted the need for a deeper understanding of the relationship between work and non-work lives (Hayman, 2005). The concept of work-life balance gained increased attention from top management and human resource management in the 1980s, particularly as more women with dependents entered the workforce (Hamilton et al., 2006). The literature has recognized the link between socio-demographic factors and work-life balance, but the topic remains understudied (Joseph & Sebastian, 2017).

It has been established that men and women have different behaviors, attitudes, choices, and values (Adams & Funk, 2012). Therefore, scholars have emphasized the importance of diversity, which enriches decision-making processes, social capital, and cognitive models, ultimately leading to improved organizational outcomes (Al-Alawi, 2016; Dezso & Ross, 2012; Hillman et al., 2002). In the GCC countries, the public sector is the largest employer (OECD, 2019). Notably, women in public administration in Arab countries are mainly concentrated in the health and education sectors (Nasser, 2018) due to the more flexible working hours and conditions offered in these fields (OECD, 2019). The limited female participation in the workforce in the Arab world can be attributed to formal and informal institutional configurations that regulate gender roles in society and determine female participation in the workforce (Faghih & Zali, 2018). Therefore, it is important to consider the implications of work-life balance and its practices when exploring the various conditions affecting working and non-working women. Socio-cultural, political, and economic factors vary across countries and are known to influence work-life balance.

The literature has primarily focused on work-life balance in developed countries, leaving the Middle Eastern context underrepresented (Kamenou-Aigbekaen & Thory, 2016; Yount et al., 2016). To address this gap, a closer examination of work-life balance in the Middle East is necessary. Our study focuses on Qatar, a diverse country with both traditional and international socio-cultural dynamics that impact work-life balance. We specifically examine the public sector, as it is the main employer of women in Qatar and the GCC countries (OECD, 2019).

This chapter explores the issue of work-life balance in the Middle Eastern context, with a focus on Qatar. It highlights the need for family-friendly policies and practices in the public sector, which is the largest and primary employer of women in Qatar and the GCC countries. The study emphasizes the importance of considering socio-cultural dynamics in shaping policies and practices that promote work-life balance for working women. The chapter presents the evolution of human resource laws in Qatar, based on interviews with working and non-working women, and discusses how the COVID-19 pandemic has affected work-life balance. The study concludes by presenting options for improving work-life balance, including part-time work and flextime.

The chapter is structured as follows: The first section discusses work-life balance for women in Arab countries, followed by an overview of work-life balance challenges in the Middle East, focusing on Qatar. This is followed by a review of international human resource laws and a comparison of human resource laws in Qatar, highlighting the evolution of laws that positively impact work-life balance. The methodology for conducting semi-structured interviews is then presented, along with research findings and implications. The conclusion summarizes the key points discussed in the chapter, including the responses of working and non-working women, experiences of teleworking during the COVID-19 pandemic, and family-friendly options that promote work-life balance such as part-time work and flextime.

5.1.1 Work-Life Balance for Females in Arab Countries: Focus on Qatar

Scholars who study the context of Arab countries have found that women often choose to prioritize family responsibilities over additional work responsibilities or managerial/supervisory positions (Tlaiss & Alwaqif, 2020). In addition, working women in these environments are more concerned about achieving a balance between their careers and marriages, especially in settings where domestic duties are given more importance than career goals (Liloia, 2019). This is due to the strong sense of duty that Arab women feel toward their families and spouses. The imbalance between work and life that women experience highlights the need for family-friendly policies that can help improve work-life balance. It is essential to support women in maintaining and developing their careers while also allowing them to devote appropriate time to their families, which is a fundamental aspect of socio-cultural norms and traditions in Arab countries.

Research highlights the connection between gender and work-life balance (Chandrasekar et al., 2013), showing that women are more likely to consider work-life balance initiatives, including part-time work, sabbaticals for family obligations (Buddeberg-Fischer et al., 2010), and parental leave (Connor & Wright, 2013). Although the public sector is the primary employer of women in Arab countries, especially in the GCC where work-life balance benefits such as flexible work arrangements and hours are available, women tend to work more in certain sectors such as education, healthcare, social work, professional and clerical fields, and agencies (OECD, 2019; Salem & Yount, 2019).

Despite significant progress in Qatar to provide support and opportunities for women and empower them to participate in political, economic, social, and leadership spheres (Qatar National Vision 2030, 2008), women still face challenges in balancing their work with their non-work activities. El-Kassem (2018) notes that female employees place great importance on leave-taking benefits. Due to the unequal distribution of responsibilities between men and women and the heavier burden of family duties that falls on women, achieving a work-life balance is more challenging for women in Qatar.

5.1.1.1 A Contextual Overview of Work-Life Balance Challenges for Females

Achieving work-life balance is an increasingly important issue that requires urgent policy development to ensure that employees can properly balance their work duties with personal responsibilities and activities. The implications of work-life balance on both organizational outcomes and individuals’ quality of life outside work, amidst institutional and environmental dynamics, underscore the importance of multi-level factors in its realization.

In the Middle East, where cultural and regulatory barriers impede the overall employment of women, especially in more conservative societies, scholars have highlighted the macro-level factors that affect work-life balance (Alfarran et al., 2018). Despite notable efforts to support female participation, concerns remain regarding the impact of women working on their marriage, family, and traditional values (Elamin & Omair, 2010). Women in Arab countries face cultural constraints that manifest as concerns within families (Blaydes et al., 2021). Moreover, family-friendly policies that create flexible work conditions and enable employees to manage their work and family responsibilities are lacking, highlighting the need for clear-cut policies on the matter (Belwal et al., 2019; Belwal & Belwal, 2017, 2014).

At the organizational level, Long and inflexible working hours, along with minimal workplace support, are key factors that negatively impact both work-life balance and organizational productivity (Adekoya et al., 2021; Al-Asfour et al., 2017). Despite national commitments and initiatives in Arab countries, particularly in the GCC, to support female employment, development, and growth, women still face significant challenges in balancing their work with personal and domestic activities. These challenges are due to demanding roles and positions that may not fit a woman’s lifestyle and obligations, such as frequent travel and demanding workloads that require time away from familial duties, as well as gender-based challenges related to pregnancy and short maternity leaves (Al-Alawi, 2016; Al-Asfour et al., 2017; Belwal & Belwal, 2017).

Achieving work-life balance is a crucial factor that affects women’s decision to enter and remain in the workforce. However, the features and dynamics that impact work-life balance are not consistent and are dependent on various factors such as institutional settings, personal experiences, and individuals. Work-life balance varies not only based on gender but also across countries, workplaces, and human resource management systems. At the macro-level, socio-cultural, legal, economic, and political factors that differ across countries have significant implications on work-life balance. Similarly, individual (micro-level) and organizational (meso-level) factors are believed to influence work-life balance practices positively or negatively.

5.1.1.2 Work-Life Balance Challenges for Females in Qatar

Women still face challenges in achieving work-life balance despite policymakers and employers addressing the issue (Jabeen et al., 2018). In Qatar, family is a top priority for its citizens, who view success as a balance between their personal and professional lives, ensuring their family’s needs are met (DIFI, 2018). According to Pontefract (2016), workplace actualization occurs when individuals are satisfied with their jobs because their personal purpose and activities align with the organization’s purpose and their work duties. However, challenging jobs that require long hours, frequent travel, and high productivity are difficult without telework, flexible schedules, and family-friendly benefits. In Qatar, where family life is highly valued, work-family conflicts can impact workplace outcomes, individuals’ well-being, and familial happiness and health, which are key aspects of women’s empowerment.

According to a 2018 study by DIFI, almost all working men and women in Qatar struggle to achieve work-life balance, and this challenge is more significant in Qatar than in Western countries due to the country’s cultural differences. In Arabic societies, such as Qatar, family and community life plays a central role, emphasizing the importance of spending time with family, taking care of children, and elderly parents (Allen et al., 2018; Lewis and Guillari, 2005). Despite the traditional gender-based division of roles, both men and women in Qatar view work as a means to meet their family’s financial needs and achieve their desired lifestyle and expenses. However, female empowerment is a relatively new initiative in Qatar compared to Western countries, where older contemporary workforces have paved the way for more developed employment conditions and work-life balance initiatives for working individuals. Achieving work-life balance is crucial for individuals’ health and well-being, as emphasized in the DIFI study.

The Qatari government initiated the Qatar National Vision 2030 in 2008, which prioritizes transforming organizational values and cultures to support economic development and enhance the welfare and quality of life for citizens and residents. This has led to a growing interest among organizations in Qatar to improve work-life balance and create a supportive work environment (El-Kassem, 2018). However, it remains unclear how much progress has been made in translating this interest into actual practices, warranting further investigation.

The integration and implementation of national objectives and corporate strategies are among the main challenges to achieving adequate work-life balance in Arab countries. While the Middle East, especially the GCC countries, has demonstrated a growing commitment to policy dialogue and change toward gender balance in the workforce and corporate leadership (OECD, 2019), increasing female representation in these areas remains a challenge. Women continue to face social biases and unsupportive working conditions that disregard their familial responsibilities and personal activities. Work-life imbalance is believed to be a crucial factor contributing to these challenges. The multi-level barriers that hinder work-life balance for females in Arab countries need to be addressed through policy improvements and recommendations. Understanding the factors that contribute to the current situation is essential in striving for a more equitable and balanced work environment that promotes gender equality.

5.1.1.3 An Overview of International Human Resource Laws

Without workplace policies that support work-life balance, men and women may feel constrained by traditional gender roles. To address this issue, the International Labour Organization (ILO) has developed four conventions that focus on work-life balance and a range of social and labor issues. ILO Convention No. 183 promotes maternity leave for pregnant and nursing women and emphasizes equal treatment for both men and women in the workplace. The convention identifies five key components for pregnancy protection, including maternity leave, job protection, cash and medical benefits, health protection, and breastfeeding support. While most working and non-working mothers aim to breastfeed, many face obstacles due to their working conditions. Offering breaks and private spaces for nursing mothers is in compliance with international conventions such as the Convention on the Rights of the Child (CRC), the UN Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW), and ILO Convention No. 183. In particular, granting breastfeeding breaks to working mothers with newborns should be a priority due to the importance of breastfeeding for infant health, according to UNICEF and the ILO (2013).

ILO Convention No. (183) includes Article No. (4), which states that the duration of maternity leave and postnatal leave should not be less than fourteen weeks and six weeks, respectively. The convention also provides the right to additional leave in case of sickness or complications during pregnancy or childbirth. The convention ensures job security for pregnant mothers and those on maternity leave, as well as those returning to work. It guarantees that working mothers can return to the same or a similar job with the same salary, their breastfeeding breaks are respected, and their overall working hours are reduced. Moreover, the convention prohibits any form of discrimination related to pregnancy, including asking for a pregnancy test as a precondition for employment (ILO, 2000).

5.1.1.4 A Comparative Overview of Human Resource Laws in Qatar

Governments worldwide have been striving to establish a healthy work-life balance through family-friendly policies. Such policies include flexible working hours, telework, maternity/paternity leave, and childcare availability/subsidies. However, policies and policymakers vary across countries, emphasizing the uniqueness of each nation and the significance of considering national institutional conditions and their impact on policies and policy improvements. In this regard, we reviewed family-friendly policies in human resource laws in Qatar and briefly compared them to those in other GCC countries, namely the UAE and KSA (as summarized in Table 5.1).

Table 5.1 Comparative overview of human resource laws in Qatar
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Despite progress made in recent years, some laws in the Gulf Cooperation Council (GCC) countries require further improvements to promote work-life balance. Paternity leave is not available in Qatar or KSA, while the UAE allows for three days of paternal leave during the first month after a child’s birth. Maternity leave in Qatar is limited to two months and can be extended to three months for twin births. However, employees in Qatar are entitled to two hours of daily breastfeeding for two years after maternity leave, a more generous policy than that of the UAE, which only allows for four months of breastfeeding, or KSA, which permits only one hour per day. Unlike the UAE and KSA, Qatari laws do not require nurseries or childcare facilities in the workplace, but they do provide childcare leave for women. Working mothers in Qatar are granted a five-year leave of absence to care for a sick or disabled child. Regarding working hours, full-time employees in Qatar work 48 hours per week, except during Ramadan when the hours are reduced to 36 per week. However, laws in Qatar, like other GCC countries, do not address telework or flex work. Qatar allows for 21 days of annual leave for employees with less than five years of service and 30 days for those with more than five years of service. Job security in Arab countries is generally limited to protecting the jobs and rights of women on maternity leave or during pregnancy and childbirth and is not guaranteed in other situations. In Qatar, a medical authority grants sick leave for a period not exceeding three continuous working days and a total of 10 working days per year.

5.1.1.5 The Evolution of Some Legislative Frameworks from the Human Resource Management Law no. (8) of 2009 to the Civil Human Resource Law no. (15) of 2016 in Qatar

In the quest for achieving a healthy work-life balance, countries worldwide face constant pressures to develop and improve family-friendly policies. For Qatar, being an Arab country, there are additional challenges to empower women to participate in the workforce while preserving traditional family and community values. Despite this, the public sector remains the country’s largest employer, with a significant number of women employees (OECD, 2019). To support and encourage women’s employment and offer them work arrangements that allow them to attend to their families and domestic duties, Qatar has been continuously improving working conditions in the public sector, which it controls and can influence the most (Qatar National Vision 2030, 2008). In 2016, Qatar replaced the Human Resource Management Law No. (8) of 2009 with the Civil Human Resource Law No. (15) of 2016, which focuses on three benefits: leaves, childcare arrangements, and flexible working arrangements (Table 5.2).

Table 5.2 The evolution of legislative frameworks related to human resource laws in Qatar
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Leaves. Both the 2009 and 2016 laws in Qatar provided for a 60-day paid maternity leave, but the latter made an exception for mothers of twins, who are entitled to a 90-day leave instead. The 2009 law allowed for Qatari employees to take leave to care for their children with disabilities, with a maximum of two leaves during their service and a maximum of three years at a time, with the first three years being fully paid and any additional years paid at 50%. However, the 2016 Civil Human Resource Law No. (15) introduced improvements in this regard. Article No. (74) of this law grants a Qatari employee a fully paid leave to care for children with disabilities, as well as those receiving treatment or with illnesses requiring a mother’s attention, for a maximum of five years. The employee must provide a report from a competent medical authority and obtain approval from their supervisor. If the leave exceeds five years, approval from the Prime Minister is required. Additionally, under Article (88) of the Executive Regulation No. (32) of 2016, a Qatari employee is entitled to a fully paid leave to accompany their sick child during their treatment in a public or private hospital in the country. The employee must obtain a report from the hospital and its ratification from a competent medical authority.

Childcare Arrangements. The Human Resource Management Law No. (8) of 2009 required employers to grant employees two-hour breastfeeding sessions per day for one year after the end of her maternity leave, while Article (83) of the Civil Human Resource Law No. (15) of 2016 extended this duration to two years and gave women the freedom to fix their nursing times.

Flexible Working Arrangements. The 2016 Civil Human Resource Law No. (15) introduced flexible working arrangements to empower women in Qatar, including the development of part-time systems based on the positions they hold. The law implemented a decentralized approach to the part-time system, where government agencies such as ministries or public institutions are responsible for filling some available positions using the part-time system. The conditions and regulations for the part-time system are determined by the decision of the Council of Ministers. Article (11) of the 2016 Law states that government agencies have the authority to fill certain part-time positions, while the 2009 Law granted the authority to appoint part-time positions to the Council of Ministers based on proposals from government agencies and the nature of the work.

5.1.1.6 Qatar’s Cabinet Decree No. 13 of 2021

Qatar’s commitment to promoting women’s empowerment is reflected in the recent Cabinet Decree No. 13 of 2021, which outlines the regulations and conditions for part-time work in government agencies. The decree aims to consider and address the interests and needs of employees, particularly women with children. To be eligible for part-time work, an employee must be a Qatari official subject to the provisions of the Civil Human Resources Laws, work for only one government entity, have completed the probation period successfully, and not hold a senior or leadership position.

5.1.2 Work-Life Balance Challenges: An Empirical Evidence

In our research on women’s empowerment in Qatar, work-life balance emerged as a crucial factor that can either encourage or deter women from joining the labor force. In this section, we will present the results of our empirical study on the work-life balance challenges and opportunities highlighted by women participants.

5.1.2.1 Methodology: Qualitative Approach

We utilized in-depth semi-structured interviews to gain a comprehensive understanding of the various factors affecting women’s empowerment from their own perspectives and experiences. Our interviews consisted of 57 questions divided into five themes, including demographic information, the definition of empowerment, promoting/hindering factors of empowerment, work-family balance and the assessment of remote working experience, and the impact of COVID-19. While some of the questions were direct (yes/no) questions, most of them were open-ended, allowing women to express their opinions, share their thoughts, and voice their experiences. The interviews were conducted over a four-month period in 2022, with each interview lasting between 1.5 and 2 hours. Our sample consisted of 26 women, including Qatari (N = 17) and Arab migrant (N = 9) participants, selected through snowball sampling. The sample comprised both currently employed in the public sector (N = 15) and non-working or unemployed (N = 11) women participants (Table 5.3). We conducted 20 interviews in Arabic, which were then translated into English, and 6 interviews were conducted in English. We analyzed the transcripts of the interviews using Nvivo software, employing both a deductive and inductive approach to identify themes.

Table 5.3 Participants’ demographics
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5.1.2.2 Factors Associated with Employment Decisions According to Interviewed Females

When asked about their ability to balance work and family life, 30% of the interviewees reported maintaining a smooth balance, while 16% said they had an excellent balance. However, 23% of the interviewees reported experiencing a significant imbalance between work and family. The data suggests that several factors contribute to this issue, including a lack of part-time or telework options, overwhelming family responsibilities, excessive working hours, limited childcare arrangements, insufficient family-friendly policies, and an unsupportive work environment.

Hussain and Jullandhry (2020) found in their study that unemployed women had higher levels of empowerment than women with salaried employment. Non-working women indicated in qualitative discussions that they chose to avoid the “triple burden” of caring for their children and elderly family members while working (p. 8). We hence differentiate between females who chose to work and those who chose not. Factors impacting either decision were personal/family-related reasons or work conditions. Noticeably, education does not seem to be a determinant factor as both groups achieved a high level of educational attainment (Table 5.4).

Table 5.4 Participants’ education attainment and employment status
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To gain a comprehensive understanding of the factors affecting work-life balance and employment choices of women in Qatar, we present a summary of our interviews with female participants. These interviews provided valuable insights and implications based on the participants’ experiences and perspectives. To make the text more readable, participants’ quotes and key extracts from the interviews are presented in a separate table (Table 5.5) summarizing this section.

Table 5.5 Factors Associated with Employment Decisions According to Interviewed Females
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5.1.2.3 Women Who Chose not to Work

Seven out of eleven who chose not to work mentioned finding a balance between family and work as the primary challenge to having a job. Females who were not working or who quit their jobs explained that their decision was based on the nature of their employment, i.e., the challenging daily work and the long working hours they had to complete as they struggled to commit to their work demands while attending to their home and family. These females were struggling and sometimes were even unable to balance between work and home responsibilities, which felt like two full-time jobs with no rest time for some of them. An important factor that influenced interviewees’ responses is whether they have children and the age of their children. In this regard, two respondents, both Ph.D. holders with a medical background, referred to work-family balance as the key reason that made them resign at some point in their lives particularly when their children were younger. Interviewees accordingly underlined that human resource laws do not necessarily support or empower working mothers.

Females participating in the interviews also explained that they not only struggle to balance their long working hours with their personal and family responsibilities, but their maternity leave was relatively short, and their organization did not provide them with flexible work conditions, breastfeeding facilities (i.e., nursing or pumping rooms), and facilities or allowances for nursery. As daycare is relatively expensive in Qatar, the cheapest option for these working mothers is to leave their child/infant with the grandparents, which is not necessarily a solution either because the grandparents are also working or—in the case of non-Qataris in general—the grandparents live abroad. Respondents accordingly expressed their preference for part-time work, telework, or freelance work which would allow them to have better time management and work-life balance rather than get consumed by work at the expense of their personal, family, and children’s time. They likewise underline that the unavailability of telework and flexible working options is the main obstacle and reason for their exit from the labor market. Working females also felt uncomfortable and were forced to quit their jobs when working in men-dominated organizations where they faced gender-based bias and found it difficult to match their aspirations. Moreover, while some respondents added that they simply chose not to work or to stop working to focus on their family and children instead, others explained that they had no support and faced restrictions from their family and husband that disrupted their career path and employment decision.

In summary, the struggle to balance family and work has been cited as the primary reason for not having a job by two-thirds of non-working women. These women quit their employment due to long and demanding work hours, lack of support for working mothers, and difficulty in balancing work with their personal and family responsibilities. Having young children was also a factor in their decision. The absence of supportive HR laws, short maternity leaves, and limited facilities for childcare and breastfeeding made it difficult for these women to balance work and family. They preferred part-time, telework, or freelance work for better time management and work-life balance, however, the limited availability of telework and flexible work options were a major hindrance. Some women experienced gender-based bias in male-dominated workplaces and faced opposition from their family and husband which impacted their career choices.

5.1.2.4 Women Who Chose to Work

Female participants in the interviews explained that the main reason they chose to work and to stay employed comes from personal reasons rather than work-related factors or conditions. These reasons are their own motivation to work, their desire to have financial autonomy and independence, and the support they receive from their families. Nevertheless, it is worth noting that eight out of fifteen working females felt unsatisfied or struggled to find balance between family and work.

Females participating in the interviews underlined their motivation and enthusiasm to work and develop their careers and spoke with great interest and love about their jobs, careers, and/or fields. Some respondents even stated that they enjoy going to work and engaging with other people. Interviewees also believed that they have an important role to play and expressed their desire to be involved in their community, to participate and serve society, and to make a difference. These respondents even considered that female employment is an added-value and a great contribution to society. Other females highlighted the importance of being self-actualized and self-sufficient from work and of developing and advancing their careers rather than being restricted to their family and children’s duties. Participants likewise explained that an essential motivation for their employment is their wish to be financially independent and have an income for their subsistence, especially in the case of divorced women. Others added that they also work to provide for their family, support their husband with financial expenses, and make sure that their children have everything they need. Lastly, female participants highlighted that an essential motivation for their employment is the understanding and support they have from their families, parents, and husband who encourage and value their education and employment, provide and/or assist with childcare including picking up and dropping off children, and share and help with domestic responsibilities. Females hence highlighted the crucial role of a supportive family and partner in empowering and supporting them, by understanding their workload and work time, by helping when needed, and by being cooperative and dividing tasks rather than burdening women with the entire house- and family-related duties.

Overall, the female participants in the interviews emphasized that their personal motivations and family support were the main reasons they chose to work and stay employed. They spoke with passion about their careers and their desire to contribute to society and be financially independent. However, eight out of fifteen working women expressed difficulty in balancing work and family. The participants also emphasized the importance of supportive HR laws and work environments, including shorter working hours, extended maternity leave, workplace childcare arrangements, and flexible working arrangements after maternity leave. The role of a supportive family and partner was also highlighted as crucial in empowering and supporting women in their careers.

5.1.2.5 Women’s Opinions on Part-Time and/or Flextime Work Options

The implementation and execution of family-friendly policies and practices that enhance work-life balance are vital. An important option that is worth considering by agencies, institutions, or governments who are seeking culturally guided women empowerment in the workplace is providing choices of part-time and/or flexible working hours. As part of the interviews conducted, working women were asked about their opinions on such options in general. Overall, all participants agreed that part-time work and/or flextime options are necessary for women empowerment and help women achieve a better work-life balance. When asked whether they would consider part-time or flexible working hours, nine participants responded positively. Four of them, however, were concerned about the possibility of a decrease in their monthly salary. Five interviewees likewise underlined the financial challenges and burdens they would face because of salary cuts when opting for part-time work. Three interviewees nonetheless stated that they would still go for a part-time option, even if it implies a lower salary or if it affects their career.

In summary, working women in Qatar support the idea of family-friendly policies and flexible working hours as a means of empowering women and promoting work-life balance. Some women may have concerns about a decrease in salary if they opt for part-time work, but a few would still choose it for the benefits it brings to their personal lives.

5.1.2.6 Working Women’s Opinions on Telework During the COVID-19 Pandemic

While working women in Qatar do not yet have the option of telework or flextime work, the COVID-19 pandemic offered them the novel and valuable experience of working from home which granted them more control over their work schedule and the opportunity to be closer to their family and children. We therefore dedicated a section of the interviews that focused on assessing participants’ experiences and opinions on teleworking during the pandemic. While working from home presents several advantages, working females likewise highlighted the considerable challenges they faced.

Overall, around one-third of respondents had a good experience during the pandemic and underlined the positive implications of working from home on their lives, while the rest were almost equally divided between those who had a bad experience and those who had a mix of positive and negative experiences. Table 5.6 summarizes and presents the Pros and Cons of Telework based on Females’ Experiences during the COVID-19 Pandemic.

Table 5.6 Pros and Cons of telework based on females’ experiences during the COVID-19 pandemic
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Respondents with positive experiences underlined the positive implications of working from home on their lives and highlighted the importance of balancing their work with their family life by attending to their children and family needs. Most importantly, they emphasized the benefits of telework in bringing families together and allowing for more family time, which had a positive impact on their personal lives. Interviewees added that they were generally more productive despite being at home and around children and explained that flexibility is an important benefit of telework that significantly enhances their productivity while working from the office is oftentimes distracting and includes a lot of wasted time. Participants likewise said that breaking the mainstream system of rigid and long working hours is an essential step that can lead to new innovative working choices, particularly for women who aspire for career growth and development while managing their family responsibilities. Some explained that the digitalization of their work provided them with a valuable opportunity for self and professional development through their attendance and participation in international conferences and training courses online. They presented the benefits of telework as an innovative initiative to efficiently manage time instead of physically attending unnecessary and time-consuming meetings, to effectively communicate and reach others, to attend online courses, workshops, and meetings that could not have been attended physically, and to avoid workplace, distractions, pressure, and stress.

Despite all the advantages, some working females highlighted several challenges they faced with teleworking. Responses of the interviewed working women emphasized that the concept of remote working was not fully understood by employees, employers, and even family members. Most importantly, they highlighted the difficulties they faced in coordinating their tasks and shared the discomfort they felt while dealing with all the distractions and interruptions around them at home, especially in the presence of children. These challenges were intensified as they encountered numerous technical difficulties while completing their work. They likewise noted that the boundaries between work and family as well as the working timeframe have been blurred during their experience of working from home. Some even struggled to meet their superiors’ expectations of being available and active beyond their working hours. Such challenges are the results of the poor or lack of understanding of telework culture. The traditional working system makes it easier to define the boundaries between work and family, especially regarding time and space. Work is expected to be done at the office during working hours. Family and other life responsibilities should be met outside offices and working timeframe. Therefore, distractions and overlapping tasks were significant challenges that interviewed women had to face with teleworking. Additionally, most of the participants did not have access to an adequate and private logistic set-up, which includes a proper office space, a healthy chair, a desk, and a good internet connection. This caused them a lot of difficulties, distractions, and interruptions, especially by their children who had online schooling during the pandemic. These working mothers accordingly highlighted the emotional distress they felt and the negative impact of their telework experience on their mental health as they struggled to cope and attend to their professional and family responsibilities while working from home.

Furthermore, while teleworking has provided effective digital communication solutions, some participants felt that it does not negate the need for face-to-face interaction. Three respondents expressed that successful teleworking does not mean that in-person communication and interaction at the office can be completely disregarded. They emphasized that direct human communication is critical and that digital communication should not serve as a substitute. Participants stressed the significance of in-person interaction, particularly at senior levels, as they noted that informal discussions at the workplace often play a crucial role in the decision-making process.

In conclusion, the COVID-19 pandemic offered working women in Qatar the opportunity to work from home, which allowed for greater control over their work schedule and proximity to family. A section of interviews focused on their experiences and views on teleworking during the pandemic. One-third of the respondents had a positive experience and saw the benefits of telework in their lives, including increased family time, flexibility, and personal and professional development. However, they also faced challenges such as difficulties in task coordination, blurred boundaries between work and family, poor understanding of telework culture, and distractions and interruptions at home, which affected their mental health. Despite the advantages of digital communication, some participants emphasized the importance of in-person interaction, as direct human communication is crucial for decision-making, particularly at senior levels.

5.1.3 Research Implications

The ongoing gender bias that associates motherhood with primary caregiving and fatherhood with long work hours must be challenged through the implementation of effective family-friendly policies that promote work-life balance (Gatrell & Cooper, 2008). Despite the rising number of women in the workforce, they still face disadvantages compared to men due to the assumption that they will perform caregiver duties and a lack of support from their partners (Arendell, 2000). By adopting family-friendly measures, such as child care subsidies and flexible working hours, employees may experience higher job satisfaction and motivation (Saltzstein et al., 2001; Kim and Wiggins, 2011), ultimately leading to improved organizational performance (Al-Alawi, 2016; Dezso & Ross, 2012; Hillman et al., 2002).

This research provides valuable information for those who wish to promote work-life balance through policy changes and improvements. It focuses specifically on Qatar and examines the effect of cultural norms on work-life balance for working women. The unique cultural context of Qatar, with its strong emphasis on family and recent advances in women’s empowerment, offers a valuable opportunity to understand the obstacles and challenges facing female employees in balancing their personal and professional lives. The findings of this study have important implications for policymakers, organizations, human resource departments, scholars, and other stakeholders seeking to establish a supportive work environment that empowers working women. The study underscores the need to consider cultural norms and the impact of family on the experiences of employees, particularly women when creating policies and programs to promote work-life balance. It sheds light on the difficulties working women face in balancing their work and personal lives due to societal expectations and pressure. It also highlights the impact of individual-level factors, such as family and partner support, on work-life balance for working women. In Arab countries like Qatar, cultural and social norms can pose significant barriers to women’s employment and advancement. To mitigate these norms, which are deeply entrenched in society, it is crucial to provide female role models and networking opportunities, as well as training and support to help women balance their work and personal responsibilities.

This study holds significant implications for human resource departments and organizations to establish a more inclusive and supportive work environment for female employees. Improving work-life balance for working women requires support from superiors and organizational leadership. This can be achieved by offering flexible work options, such as part-time positions, telecommuting, and flexible schedules, that take into account women’s caregiving responsibilities. In a culture that values family duties, providing extended maternity leave and access to on-site child care can help alleviate the strain on working mothers and enhance their work-life balance. The human resource department also plays a crucial role in promoting gender equality through fair hiring, evaluation, and promotion processes and by implementing policies that provide equal pay and opportunities for female employees to succeed in their careers. It is critical to eliminate gender biases and create a family-friendly workplace that supports work-life balance for all employees.

In conclusion, this study highlights the crucial role of policymakers in ensuring that national goals align with organizational policies and are translated into concrete measures and practices. Despite recent advancements in promoting gender equality and work-life balance in the workforce in Qatar, there is still room for improvement. Policymakers must address these gaps through new policies and reforms that enhance female empowerment and work-life balance for working women. Access to education and employment opportunities for women is crucial in this regard. Furthermore, when developing policies, policymakers must consider the impact of cultural and social norms, such as providing extended maternity leave, access to on-site child care, and flexible work arrangements that take into account the personal responsibilities of working women, particularly married women and mothers.

5.2 Conclusion

This chapter emphasizes the critical importance of family-friendly policies and practices in fostering work-life balance for employees, particularly for working women in Qatar and other Arab countries. The progress made in implementing supportive legislation in the public sector in Qatar highlights the importance of considering cultural and societal norms when devising or revising policies. The unique socio-cultural dynamics in these societies must be taken into account to ensure that policies are effective and culturally appropriate.

The study provides important insights into the benefits of offering part-time work and flextime as family-friendly options, as well as the impact of telework on work-life balance during the COVID-19 pandemic. Policymakers and organizations in Qatar and other Arab countries should consider these findings when developing strategies to support work-life balance for their employees. The persistent gender bias linking motherhood to child-rearing and fatherhood to long working hours underscores the need for improved family-friendly policies. Human resource departments have a critical role in ensuring gender equality and promoting a family-friendly work environment, while policymakers must align national objectives with company policies to enhance gender empowerment and work-life balance for working women.

Eliminating gender biases and creating a supportive work environment that empowers working women can be achieved through flexible work arrangements, longer maternity leaves, and on-site daycare facilities. This study calls for action from all stakeholders, including policymakers, organizations, human resource departments, researchers, and others. By creating a more inclusive and female-friendly work environment, organizations can support work-life balance for all employees. To conclude, the chapter presents several policy implications to enhance work-life balance for working women. These include challenging gender biases, offering flexible work options, providing extended maternity leave and on-site child care, promoting fair hiring and evaluation processes, addressing cultural and social norms, encouraging support from superiors and organizational leadership, creating a family-friendly workplace, and aligning national goals with organizational policies.