38 research outputs found

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

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    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 neo-institutional perspective on ethical decision-making

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    Drawing on neo-institutional theory, this study aims to discern the poorly understood ethical challenges confronted by senior executives in Indian multinational corporations and identify the strategies that they utilize to overcome them. We conducted in-depth interviews with 40 senior executives in Indian multinational corporations to illustrate these challenges and strategies. By embedding our research in contextually relevant characteristics that embody the Indian environment, we identify several institutional- and managerial-level challenges faced by executives. The institutional-level challenges are interpreted as regulative, normative and cognitive shortcomings. We recommend a concerted effort at the institutional and managerial levels by identifying relevant strategies for ethical decision-making. Moreover, we proffer a multi-level model of ethical decision-making and discuss our theoretical contributions and practical implications

    The Role of Positive Emotion Expression on Perceived Warmth and Competence of Women and Men at Work

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    Despite the fact that women represent half of global labor force, they occupy less than a quarter of senior roles in organizations. Extending research on gender bias related to womenā€™s emotion expression, this paper proposes that smiling has the potential to reduce womenā€™s career progression by lowering their perceived competence. We theorize that this is because observers tend to interpret menā€™s smile as ā€œsmile of pleasureā€, whereas womenā€™s smile as ā€œsmile to pleaseā€. Results from two experiments supported our key hypothesis. Experiment 1 found that while men who smile are perceived to be more competent than men who do not smile, women who smile are perceived to be less competent than women who do not smile. Experiment 2 found that the negative impact of smiling on womenā€™s perceived competence is only present in masculine professions. Both theoretical and practical implications are discussed

    How Does Religion Matter and Why? Religion and the Organizational Sciences

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    Religion is becoming increasingly salient in and around, but not confined to, the American workplace. The rise of openly faith-based organizations and discourse surrounding the role and importance of spirituality are just a couple of the indicators that religion, in its various guises, is playing a role in organizational life. With few exceptions, however, scholarly research has sidestepped the issue of religion, and, perhaps unwittingly, discourse surrounding spirituality seems to imply that religion is a benign and positive force. Rather than implicitly or explicitly assuming that religion is a benign, positive force in organizations, in this paper, we suggest that organizational scholars need to rigorously address the potential consequences of religion at work in a dispassionate manner that acknowledges both the benefits/adaptive outcomes and the challenges/maladaptive outcomes. Specifically, adopting primarily a psychological approach, we theorize about two fundamental tensions produced by contemplations about religion and the concept of God at work and the conditions under which benefits versus challenges may prevail. These exemplary tensions, virtuousness versus ā€œmore-virtuous-than-thouā€ and prosociality and ethicality versus egocentrism, highlight the fact that religion has the potential to result in both adaptive and maladaptive outcomes for organizations and their members. Importantly, for each tension, we theorize about the initial conditions under which beneficial/adaptive or challenging/maladaptive outcomes will prevail. We also explore the critical role that the wider context plays in understanding these tensions and how religion affects organizational life

    The perils of dating your boss: The role of hierarchical workplace romance and sex on evaluatorsā€™ career advancement decisions for lower status romance participants

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    Engaging in romantic relationships at work, especially with oneā€™s superiors (i.e., hierarchical workplace romance; [HWR]), has generally been shown to negatively impact the participants involved. However, less attention has focused on its impact on the career advancement of lower status romance participants and when such an impact is exacerbated. Two experiments show that third-party evaluators were less likely to promote (Study 1) and select lower status HWR participants for training opportunities (Study 2) than their counterparts not in an HWR. Moreover, the negative career ramification of an HWR was stronger for men romantically involved with their female superiors than women with their male superiors (Study 2). This research highlights the need for organizational members to be aware of biases associated with HWR and gender roleā€“based status expectations because past achievements may be discounted for lower status HWR participants, especially men
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