Workplace bullying and gender: an overview of empirical findings

The aim of this chapter is to summarize existing research on workplace bullying and gender and examine the many ways in which gender may impact the bullying process. First, it seeks to provide an overview of empirical findings on gender differences in bullying and, second, theoretical explanations for the differences. In terms of prevalence rates, this summary suggests somewhat higher rates for women, although there are regional differences. The chapter reports complex relationships between gender on the one hand and forms of bullying, perpetrations of bullying, consequences of and responses to bullying and interventions in bullying on the other hand. Gender non-conforming behaviour of both men and women as well as being in the minority are recognized as specific risk factors. Yet gender as a social category does not stand in isolation but may intersect and interact with other social categories, creating unique and different experiences for different employee groups. The chapter recognizes gender as a fundamental ordering principle in society and organizations, although many of the empirical studies surveyed still take a gender-as-variable approach instead of explicitly analysing the gendered contexts in which these encounters take place. The overview shows that relationships between gender and bullying are complex and largely shaped by social power afforded to different groups of men and women and by gendered expectations of appropriate behaviour

Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices

Although CEO commitment is recognized as being crucial to organizational diversity efforts, we know little about how CEOs signal their priorities and mobilize key organizational actors to implement diversity management. We tested an integrative model in which CEO beliefs about diversity were theorized to predict the implementation of organizational diversity practices through two consecutive mediating steps—via greater CEO engagement in pro-diversity behavior, and in turn, higher perceived CEO commitment by their HR manager. In this model, we also proposed a moderating effect such that when CEOs have less positive beliefs about diversity, CEOs espousing higher moral values will display greater pro-diversity behavior. Results supported the proposed model. Taken together, our findings indicate that a CEO’s words and actions alone are not sufficient for the implementation of diversity management practices. HR managers must view their CEOs as being committed to workplace diversity in order for diversity management practices to be implemented

Workplace incivility and work outcomes:Cross-cultural comparison between Australian and Singaporean employees

Workplace incivility is a common issue experienced by employees around the globe. However, research has found cultural variability in how workplace incivility is perceived and interpreted. Studies have shown that employees from high power distance societies tend to be more accepting of workplace mistreatment than employees from low power distance societies. Adopting Conservation of Resources (COR) theory and national culture as theoretical frameworks, we tested a moderated mediation model that linked the experience of workplace incivility, burnout/exhaustion, job satisfaction and work withdrawal between Australian and Singaporean white‐collar employees. Data were collected through an online survey of 301 Australian and 303 Singaporean employees. Results indicated that workplace incivility contributed to burnout/exhaustion, which in turn predicted employees’ job dissatisfaction and work withdrawal. Specifically, Australians were more negatively affected by workplace incivility than Singaporeans. The findings suggest the need to consider employees’ national culture/ethnicity when examining relationships between mistreatment in different workplaces and the outcomes

The roled of grit in human resources theory and research

Introduced into the literature a decade ago, grit originally defined as perseverance and passion for long-term goals has stimulated considerable research on positive effects primarily in the academic and military contexts, as well as attracted widespread media attention. Despite recent criticism regarding grit’s construct and criterion-related validity, research on grit has begun to spill over into the work context as well. In this chapter, the authors provide an overview of the initial theoretical foundations of grit as a motivational driver, and present newer conceptualizations on the mechanisms of grit’s positive effects rooted in goal-setting theory. Furthermore, the authors also draw attention to existing shortcomings of the current definition and measurement of grit, and their implications for its scientific and practical application. After establishing a theoretical understanding, the authors discuss the potential utility of grit for human resource management, related to staffing and recruitment, development and training, and performance management systems as well as performance evaluations. The authors conclude this chapter with a discussion of necessary and potential future research, and consider the practical implications of grit in its current state