Job quality through the implementation of HR practices fostering well-being at work: perspectives from women managers in Kazakhstan

Purpose Research on HR practices designed to enhance job quality through workplace well-being often overlooks how these initiatives are experienced by organisational members – particularly women managers in small and medium-sized enterprises (SMEs) in developing, emerging or transitioning countries. Women managers navigate challenges shaped by economic and socio-cultural factors, alongside the gendered nature of managerial work and resource constraints typical of SMEs. Addressing this gap, we apply Guest's (2017) integrative well-being framework to examine whether and how women managers in SMEs in Kazakhstan experience job quality through HR practices aimed at fostering workplace well-being. Design/methodology/approach Using a qualitative research approach, we conducted 20 in-depth, semi-structured interviews with women managers in SMEs in Kazakhstan. This method allowed us to capture rich, firsthand accounts of their experiences, perceptions and challenges related to job quality and workplace well-being within SME environments. Thematic analysis was employed to identify key patterns and insights. Findings Our study highlights barriers to training, development and career progression, unequal access to opportunities based on gender and age biases, bullying, harassment and conflict, silence and a lack of involvement in decision-making, and rigid organisational norms around flexibility. Originality/value This research addresses a critical gap in HRM scholarship by offering insights into the well-being and job quality experiences of women managers in a non-Western SME context, promoting a more inclusive understanding of HR practices.