You need to prepare for the tricky moment when someone resigns from your team

It's important to maintain a good relationship with departing employees, argue Carol T. Kulik and Sanjeewa Perer

How to ensure success in environmental, social, and governance efforts

Businesses want to address environmental, social, and governance (ESG) challenges but often fail. While organisations’ policies may be well-meaning, they often become decoupled from actual practices. Organisational efforts at change continue to focus on crafting “new and better” policies, but without commensurate attention to the rest of the organisational landscape, which includes internal and external stakeholders. Sukhbir Sandhu, Carol T Kulik, Sanjeewa S Perera, and Sarah A Jarvis developed a framework that works as a roadmap to ensure that ESG change efforts succeed

How to ensure success in environmental, social, and governance efforts

Businesses want to address environmental, social, and governance (ESG) challenges but often fail. While organisations’ policies may be well-meaning, they often become decoupled from actual practices. Organisational efforts at change continue to focus on crafting “new and better” policies, but without commensurate attention to the rest of the organisational landscape, which includes internal and external stakeholders. Sukhbir Sandhu, Carol T Kulik, Sanjeewa S Perera, and Sarah A Jarvis developed a framework that works as a roadmap to ensure that ESG change efforts succeed

Rental Insights A COVID-19 Collection

This Collection offers insights from twenty of Australia’s leader academics and thinkers into the survey results of 15,000 Australian rental households. The Collection draws on data from The Australian Rental Housing Conditions Dataset funded by the Australian Research Council in partnership with six Australian universities as well an additional AHURI funded COVID-19 module

The stigma turbine:A theoretical framework for conceptualizing and contextualizing marketplace stigma

Stigmas, or discredited personal attributes, emanate from social perceptions of physical characteristics, aspects of character, and “tribal” associations (e.g., race; Goffman 1963). Extant research emphasizes the perspective of the stigma target, with some scholars exploring how social institutions shape stigma. Yet the ways stakeholders within the socio-commercial sphere create, perpetuate, or resist stigma remain overlooked. We introduce and define marketplace stigma as the labeling, stereotyping, and devaluation by and of commercial stakeholders (consumers, companies and their employees, stockholders, institutions) and their offerings (products, services, experiences). We offer the Stigma Turbine (ST) as a unifying conceptual framework that locates marketplace stigma within the broader sociocultural context, and illuminates its relationship to forces that exacerbate or blunt stigma. In unpacking the ST, we reveal the critical role market stakeholders can play in (de)stigmatization, explore implications for marketing practice and public policy, and offer a research agenda to further our understanding of marketplace stigma and stakeholder welfare

Negotiating The Gender Divide: Lessons From The Negotiation And Organizational Behavior Literatures

Employment relationships are increasingly personalized, with more employment conditions open to negotiation. Although the intended goal of this personalization is a better and more satisfying employment relationship, personalization may systematically disadvantage members of some demographic groups. This disadvantage is evident for women, who routinely negotiate less desirable employment terms than men. This gender-based gap in outcomes is frequently attributed to differences in the ways that men and women negotiate. We review the negotiation research demonstrating that women are systematically disadvantaged in negotiations and the organizational behavior research examining the backlash experienced by agentic women. We use the Stereotype Content Model (SCM) and Expectancy Violation Theory (EVT) to explain why traditional “best practice” negotiation behaviors benefit male negotiators but backfire for female negotiators. Gender counter-normative behaviors create negative expectancy violations for women, generating cognitive and emotional backlash and negatively affecting women’s economic and social outcomes. We use this integration to explain how individuals and their organizations can successfully negotiate employment terms that benefit both the female employee and her employer. Our SCM-EVT integration suggests two distinct avenues for enhancing women’s economic and social outcomes. The first strategy set ensures that agentic negotiation behaviors stay below a negotiation partner’s threshold for perceiving negative violations; the second strategy set ensures that behaviors signaling warmth and likeability exceed a partner’s threshold for perceiving positive violations. In addition to identifying individual-level tactics within each strategy set, our integration suggests organizational policies and practices that can minimize negative violations or maximize positive ones

Safeguarding access and safeguarding meaning as strategies for achieving confidentiality

We propose that two of the professional practice guidelines proposed by Saari and Scherbaum—develop policies and protect identity—are the most relevant to managing confidentiality. These guidelines connect to two distinct strategies used to achieve confidentiality: safeguarding access and safeguarding meaning. We further suggest several important criteria for judging when to apply these strategies, which include the number of individuals who have access to identified data, the length of time the data

Old Friends, New Faces: Motivation Research In The 1990S

This article reports the principal findings of over 200 studies of work motivation published between January 1990 and December 1997. We examined research relevant to seven traditional motivational theories (Motives and Needs, Expectancy Theory, Equity Theory, Goal-Setting, Cognitive Evaluation Theory, Work Design, and Reinforcement Theory) and three emerging topic areas (Creativity, Groups, and Culture). For each area, we summarize the research, identify trends and discuss issues that deserve further research attention. We conclude by examining trends in research in the field overall and considering the implications of these trends for the future role of motivation in organizational behavior research. © 1999 Elsevier Science Inc. All rights reserved