This paper reports results from two meta-analyses of the potential individual-level outcomes of exposure to workplace bullying. After introducing a theoretical framework for the possible ...relationships between bullying and outcomes, Study 1 summarizes 137 cross-sectional effect sizes from 66 independent samples (N=77,721). The findings show that exposure to bullying is associated with both job-related and health- and well-being-related outcomes, such as mental and physical health problems, symptoms of post-traumatic stress, burnout, increased intentions to leave, and reduced job satisfaction and organizational commitment. Non-significant or weak associations were established for absenteeism, performance, self-perceptions, and sleep. Study 2 examines longitudinal relationships between bullying and mental health and absenteeism, respectively. Based on prospective associations from 13 samples (N=62,916), workplace bullying influenced mental health problems over time, while baseline mental health problems were associated with a similar increased risk of subsequent reports of exposure to bullying. The long-term effect of exposure to bullying on absenteeism was rather weak. To summarize, the two meta-analyses provide robust evidence for the detrimental effects of workplace bullying that are in line with the theoretical framework presented. The findings have implications for the development of strategies against bullying. Directions for future research are discussed.
There is widespread recognition that workplace stress can have profound negative impacts on nurses’ well‐being and practice. Resilience is a process of positive adaptation to stress and adversity. ...This study aimed to describe mental health nurses’ most challenging workplace stressors, and their psychological well‐being, workplace resilience, and level of caring behaviours, explore the relationships between these factors, and describe differences in workplace resilience for sociodemographic characteristics. In a descriptive correlational study using convenience sampling, data were collected from N = 498 nurses working in mental health roles or settings in Victoria Australia via an online cross‐sectional survey. Key findings included weak to strong (r = 0.301 to r = 0.750) positive relationships between workplace resilience with psychological well‐being across all stressor categories (consumer/carer; colleague; organizational role; and organizational service). Psychological well‐being was moderately high, but lower for nurses indicating consumer/carer‐related stressors as their most stressful challenge. There were weak to moderate (r = 0.306 to r = 0.549) positive relationships between workplace resilience and psychological well‐being, and no relationship between resilience and caring behaviours. Workplace resilience was lower (P < 0.05) for less experienced nurses compared with those with >5 years’ experience, and lower for younger nurses compared with those aged ≥40 years. To improve their resilience and prevent psychological distress, there is prime opportunity to support nursing students with well‐being and resilience‐building strategies during their undergraduate education, and to support new graduates with similar programmes when they enter the workforce.
Two decades ago, the Supreme Court vetted the workplace harassment programs popular at the time: sexual harassment grievance procedures and training. However, harassment at work remains common. Do ...these programs reduce harassment? Program effects have been difficult to measure, but, because women frequently quit their jobs after being harassed, programs that reduce harassment should help firms retain current and aspiring women managers. Thus, effective programs should be followed by increases in women managers. We analyze data from 805 companies over 32 y to explore how new sexual harassment programs affect the representation of white, black, Hispanic, and Asian-American women in management. We find support for several propositions. First, sexual harassment grievance procedures, shown in surveys to incite retaliation without satisfying complainants, are followed by decreases in women managers. Second, training for managers, which encourages managers to look for signs of trouble and intervene, is followed by increases in women managers. Third, employee training, which proscribes specific behaviors and signals that male trainees are potential perpetrators, is followed by decreases in women managers. Two propositions specify how management composition moderates program effects. One, because women are more likely to believe harassment complaints and less likely to respond negatively to training, in firms with more women managers, programs work better. Two, in firms with more women managers, harassment programs may activate group threat and backlash against some groups of women. Positive and negative program effects are found in different sorts of workplaces.
Neurodiversity in the Workplace presents a timely and needed perspective on the role and responsibility of employers and those working to increase the effectiveness of workplace practices to examine ...the many ways we preclude large segments of the population from employment; minimizing opportunities for building a truly inclusive work environment.This collection provides an opportunity to look at how discrimination can occur across the employment process and what can be done to minimize the exclusionary practices that prevent neurodiverse individuals from getting into the workplace, advancing, thriving, and contributing as each of us desires to do. With expertise from leading professionals, this book provides a holistic look at the application of leadership theories in a neurodiverse context and how the workplace can be adapted to accommodate for neurodiverse employees. This book also explores effective recruitment strategies by looking into applicant screening as well as interviewing and selection, adapting internal organizational resources to a neurodiverse workforce, and legal and regulatory environment considerations for autism hiring programs. Each chapter provides an overview of existing knowledge on effective workplace inclusion practices across the employment process, specific implications of research to date for a more neurodiversity-inclusive workplace, and what future research is needed to further inform these practices.This volume is intended to increase awareness about the challenges and opportunities in making the workplace more neurodiversity-inclusive, making it instrumental for I/O and other psychologists. This book is also crucial for management and business consultants; employers; diversity, equity, and inclusion specialists; human resource professionals; and others interested in neurodiversity inclusion more broadly.
ObjectiveTo describe the lifetime prevalence of workplace harassment, physical violence and sexual assault against transgender and non-binary workers targeted due to their gender identity and to ...identify correlates of this workplace violence.MethodsThis descriptive cross-sectional study used data from 4597 transgender or non-binary respondents from the 2008–2009 National Transgender Discrimination Survey. Respondents reported if they had ever experienced harassment, physical violence or sexual assault at work specifically because of their gender identity. We estimated the prevalence of each type of violence stratified by gender identity, race/ethnicity, age, educational attainment, history of working in the street economy (eg, sex industry, drug sales) and if people at work knew their gender identity.ResultsWorkplace violence was prevalent, with 50% of transgender and non-binary workers having ever experienced harassment, 7% physical violence and 6% sexual assault at work because of their gender identity. Harassment was common among all of these workers, but physical violence and sexual assault were more than twice as common among transfeminine and non-binary workers assigned male at birth, workers of colour, workers with low educational attainment and those who had ever worked in the street economy.ConclusionsTransgender and non-binary workers commonly face violence at work because of their gender identity. Workplace violence prevention programmes should incorporate ways to prevent gender identity-based violence and facilitate channels for workers to report the occurrence of discrimination and violence.
Older adults may suddenly exhibit behaviors that are viewed as noncompliant, noncooperative, and threatening. They may even lash out verbally and physically causing injury to health care staff. In ...addition to taking actions that prevent harm to the staff and the patient, determining what caused this behavior (dementia vs delirium or other cases) will be critical, as well as debriefing the staff after the incident.
Effective team work is essential if innovation projects are to succeed. How to create high-performing innovation teams provides practical guidance and advice on how to create high-performing teams ...regardless of type or size of company, organization, or public institution. It offers the reader pivotal tools and insights to use in practice. Both the theory and practice for creating high-performing innovation teams are discussed and new tools and insights are provided for managers, consultants, and academics. It answers the call for rapid innovation to respond to the increasingly changing market and to shorter product life cycles. How to create high-performing innovation teams addresses specifically the factors that enable innovation work from the perspective of the organization, the innovation team, and its members. In addition to co-located innovation teams, the book also discusses the differences among global organizations and what to consider in the creation of global high-performing innovation teams.
Harnessing demographic differences in organizations GUILLAUME, YVES R.F.; DAWSON, JEREMY F.; OTAYE-EBEDE, LILIAN ...
Journal of organizational behavior,
February 2017, Letnik:
38, Številka:
2
Journal Article
Recenzirano
Odprti dostop
To account for the double-edged nature of demographic workplace diversity (i.e,. relational demography, work group diversity, and organizational diversity) effects on social integration, performance, ...and well-being-related variables, research has moved away from simple main effect approaches and started examining variables that moderate these effects. While there is no shortage of primary studies of the conditions under which diversity leads to positive or negative outcomes, it remains unclear which contingency factors make it work. Using the Categorization-Elaboration Model as our theoretical lens, we review variables moderating the effects of workplace diversity on social integration, performance, and well-being outcomes, focusing on factors that organizations and managers have control over (i.e., strategy, unit design, human resource, leadership, climate/culture, and individual differences). We point out avenues for future research and conclude with practical implications.
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