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Title: Gender, Dirty work and neoliberal exploitation of bodies: the making of corporate prostitution in Nigerian banking
Authors: Grady, Joanne K.
Brook, P.
First Published: 2015
Publisher: Wiley
Citation: Gender, Work & Organization (In press)
Abstract: It is widely reported in the West African media that ‘reputable’ banks in Nigeria systematically coercing women bankers to use sex to gain new customers (PM News, 2013). This practice has become more entrenched since 2008 in response to intense, post - crisis competition. It is claimed that throughout the Nigerian banking sector, employers, hire ‘attractive’ women bankers and set them near unattainable financial targets (Status Target) for new business. Failure to meet these targets leads to termination of employment . Given the high unemployment rates for women in Nigeria, it is argued that employers’ effectively coerce women bankers into using sex to chase unobtainable high targets. This paper offers both a socio-cultural and politico-economic account of the widespread use of institutionalised corporate prostitution in Nigerian banking, and develops the concept of dirty work (Hughes, 1958), as socially necessary work that is publically perceived as unpleasant and/or morally dubious, to account for lucrative, yet highly precarious, commercial - professional work under intense market competition within poverty ridden developing societies. We present a multi - layered account of the contemporary emergence, maintenance and practice of corporate prostitution in Nigerian banking and argue that it is the product of interrelated global and local social, politico - economic factors: severe socio- economic inequality, oppressi on and exploitation in Nigeria. We conclude by assessing the continued opposition to corporate prostitution from women’s rights campaigns, social justice movements and the Nigerian labour movement, and the prospects for its enforced abolition.
ISSN: 1468-0432
Embargo on file until: 1-Jan-10000
Version: Post-print
Status: Peer-reviewed
Type: Journal Article
Rights: Copyright © John Wiley & Sons Ltd. This is the peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article using the DOI]. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
Description: The file associated with this record is under a 24-month embargo from publication in accordance with the publisher's self-archiving policy, available at The full text may be available in the publisher links provided above.
Appears in Collections:Published Articles, School of Management

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