Too many firms ignore their abusive boss problem

Some think that abuse and employee fear and silence are recipes for success, argue Christian Kiewitz, Simon Lloyd D. Restubog, Mindy Shoss, Patrick Raymund James M. Garcia and Robert L. Tan

Promises from afar: A model of international student psychological contract in business education

Despite their significant presence in western business schools, the needs and experiences of international students have not been adequately reflected in the business education literature. We draw upon psychological contract theory - used to understand e

Measuring Ward-Based Multidisciplinary Healthcare Team Functioning: A Validation Study of the Team Functioning Assessment Tool (TFAT)

The team functioning assessment tool (TFAT) has been shown to be a reliable behavioral marker tool for assessing nontechnical skills that are critical to the success of ward-based healthcare teams. This paper aims to refine and shorten the length of the TFAT to improve usability, and establish its reliability and construct validity. Psychometric testing based on 110 multidisciplinary healthcare teams demonstrated that the TFAT is a reliable and valid tool for measuring team members' nontechnical skills in regards to Clinical Planning, Executive Tasks, and Team Functioning. Providing support for concurrent validity, high TFAT ratings were predicted by low levels of organizational constraints and high levels of group potency. There was also partial support for the negative relationships between time pressure, leadership ambiguity, and TFAT ratings. The paper provides a discussion on the applicability of the tool for assessing multidisciplinary healthcare team functioning in the context of improving team effectiveness and patient safety for ward-based hospital teams

Breaking psychological contracts with the burden of workload: a weekly study of job resources as moderators

This intra-individual study examined relationships over time of job demands and resources with employee perceptions of psychological contract breach and violation, or the emotional impact of breach. Based on Conservation of Resources Theory, we expected job demands to increase the susceptibility of experiencing contract breach and violation over time, and we expected this relationship to be moderated by available job resources. In particular, autonomy and social support were expected to buffer relationships of job demands with breach, while development was expected to intensify relationships between job demands and breach. For violation, we expected job resources to intensify the relationships between job demands and breach, in line with the betrayal hypothesis. Analyses on weekly diary data showed that weekly job demands were related to higher contract breach perceptions in the following week when autonomy and social support were low and when development was high. Moreover, weekly job demands were related to higher violation in the next week, especially when social support was high. The study shows that job demands may be related to higher odds of experiencing a breach and higher violation, and job resources may play opposite roles in moderating the relationships of job demands with breach and violation

The adoption of human resource practices to support employees affected by intimate partner violence: Women representation in leadership matters

Intimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the extent to which organizations adopt human resource (HR) practices to support employees affected by IPV. Specifically, we argue that organizations are more likely to adopt IPV-related HR practices when they are led by female Chief Executive Officers (CEOs) and Top Management Teams (TMTs) with more female members. Furthermore, we argue that when women's representation reaches a critical mass plateau, appointing more women in TMTs has no incremental impact, and this non-linear relationship moderates the CEO gender effect. Overall, we found support for our hypotheses based on a survey study of HR professionals from 414 Australian organizations (Study 1) and an archival study using 2 years of the Workplace Gender Equality Agency data from 4186 Australian organizations (Study 2). Theoretical and practical implications on the influence of gender configurations in leadership positions on the adoption of diversity, equity, and inclusion-related HR practices are discussed

A multilevel review of artificial intelligence in organizations: Implications for organizational behavior research and practice

The rising use of artificially intelligent (AI) technologies, including generative AI tools, in organizations is undeniable. As these systems become increasingly integrated into organizational practices and processes, understanding their impact on workers' experiences and job designs is critical. However, the ongoing discourse surrounding AI use in the workplace remains divided. Proponents of the technology extol its benefits for enhancing efficiency and productivity, while others voice concerns about the potential harm to human workers. To provide greater clarity on this pressing issue, this article presents a systematic review of empirical research that sheds light on the implications of AI use at work. Organized under five inductively generated themes within a multilevel framework, we uncover individual, group, and organizational factors that shape the interplay between humans and AI. Specifically, the themes are: (1) human–AI collaboration; (2) perceptions of algorithmic and human capabilities; (3) worker attitudes towards AI; (4) AI as a control mechanism in algorithmic management of platform-based work; and (5) labor market implications of AI use. Our review offers insights into these themes and identifies five pathways for future research. Finally, we provide practical recommendations for organizational leaders seeking to implement AI technologies while prioritizing their employees' well-being.info:eu-repo/semantics/publishedVersio

Navigating career stages in the age of artificial intelligence: A systematic interdisciplinary review and agenda for future research

As artificial intelligence (AI) use expands within organizations, its influence is increasingly permeating careers and vocational domains. However, there is a notable lack of structured insights regarding AI's role in shaping individual career paths across career stages. To address this gap, we undertook a systematic literature review of 104 empirical articles, aiming to synthesize the scholarship on AI in the context of careers. Drawing upon career stage theory, we examine the implications of AI on careers, identify key barriers and enablers of AI use in this area, and reveal how the utilization of AI impacts individuals' career competencies. In doing so, we illustrate how AI actively shapes individuals' career trajectories and we dissect these effects both within and across various career stages to situate AI within the broader context of careers research. Adopting a sustainable career lens, we conclude by outlining a future research agenda that advocates for the design and adoption of AI systems that promote sustainable and equitable careers.info:eu-repo/semantics/publishedVersio

Does anger expression help or harm leader effectiveness? The role of competence-based versus integrity-based violations and abusive supervision

The question of how leaders’ expressions of anger influence their effectiveness has long intrigued researchers and practitioners. Drawing on emotions as social information theory, we suggest the effects of leaders’ expressions of anger depend on both the type of violation about which anger is expressed and the type of leader who expresses it. We test this in a series of studies using experimental and field methods. Study 1 shows that a leader’s anger expression in response to followers’ integrity-based violations enhances observers’ perceptions of leader effectiveness, whereas anger in response to followers’ competence-based violations diminishes observers’ perceptions of leader effectiveness. Study 2 shows that these divergent effects occur because anger in response to integrity-based violations elicits beneficial inferential reactions among followers who observed the anger, whereas anger in response to competence-based violations provokes harmful affective reactions. Study 3 demonstrates that the negative effects of anger expressed toward competence-based violations are exacerbated, and positive effects of anger expressed toward integrity-based violations weakened, when a leader is perceived as abusive. These findings help reconcile divergent perspectives on the effects of leader anger expression, suggesting that anger can enhance perceived leader effectiveness when expressed in the right situation and by the right person

Research into employee trust:epistemological foundations and paradigmatic boundaries

This article explores the epistemological roots and paradigmatic boundaries of research into employee trust, a growing field in human resource management. Drawing on Burrell and Morgan's well-known sociological paradigms and their epistemological foundations, we identify the dominant approaches to employee trust research to examine its strengths and limitations. Our review of the literature on employee trust revealed that the majority of the most cited papers were written from a psychological perspective, characterised by positivistic methodologies, variance theory explanations and quantitative data collection methods. We also found that most of the studies can be located in the functionalist paradigm, and while accepting that functionalism and psychological positivism have their merits, we argue that research in these traditions sometimes constrains our understanding of employee trust in their organisations. We conclude that trust researchers would benefit from a better understanding of the ontological, epistemological and axiological assumptions underlying of HRM research and should embrace greater epistemic reflexivity