MA Human Resource Management (University of Leeds)
BBA in Marketing with a Minor in Human Resources (American University of Kuwait)
Peer Tutor (AUK) - Running one to one tutoring sessions on a wide range of modules.
Peer Academic Leader (AUK) - Advising students on a range of issues regarding class choices and registration.
Module Teaching Assistant (UoL) (Current)
Certificate of Achievement: Student Worker Award (Academic Advising Centre) 
Dean's Honour List [2009, 2010, 2013]
President's Honour Roll- American University of Kuwait 
1st Prize Poster Presentation CERIC Doctoral Conference [May 2015]
Workplace stress. Is prevention better than cure? Looking at primary organisational interventions
Work related stress; stress management interventions; evaluation; prevention; organisational interventions; primary interventions; secondary interventions; tertiary interventions.
Work related stress can negatively impact individuals, organisations and society as a whole. Although there is an abundance of literature around the effects and costs of stress, research on how stress is combated in the workplace with stress management interventions (SMIs) and their evaluation and effectiveness is scarce.
The main aim of this study is to address this gap by understanding the process of SMI development and implementation. Furthermore it explores who the main contributors are when it comes to implementing SMIs, determining their role in the process, in order to understand why organisations choose to implement certain interventions over others. This study will potentially serve to be a useful tool to help determine what influences the success or failure of an intervention.
A multiple embedded case-study approach will be adopted by looking at two organisations in the UK and how they manage stress and implement SMIs. The first case study is a 'good practice' award winning housing organisation, which mostly concentrated on implementing primary (preventative) interventions. The second case study is a university which is more focused on implementing secondary and tertiary (reactive) SMIs. For both organisations, qualitative interviews will be performed with the main drivers of the SMIs and important stakeholders such as senior managers, line managers, trade unions and employees. Additionally, secondary research in the form of archival data will take place to enable the evaluation of the SMIs retrospectively over time.
Teaching Assistance Experience
LUBS2885 HRM Research Practice and personal tutorials
LUBS2580 Contemporary Human Resource Management