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.
To 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.
This 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.
Workplace 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.
Transgender 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.
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.
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.
Harnessing demographic differences in organizations GUILLAUME, YVES R.F.; DAWSON, JEREMY F.; OTAYE-EBEDE, LILIAN ...
Journal of organizational behavior,
February 2017, Volume:
38, Issue:
2
Journal Article
Peer reviewed
Open access
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.
Aims
To explore associations between specific violence prevention strategies and nurses’ perceptions of workplace safety in medical‐surgical and mental health settings.
Background
Workplace violence ...is on the rise globally. Nurses have the highest risk of violence due to the nature of their work. Violence rates are particularly high among USA and Canadian nurses. Although multiple violence prevention strategies are currently in place in public healthcare organizations in British Columbia, Canada, it is unknown whether these approaches are associated with nurses’ perceptions of workplace safety.
Design
This is an exploratory correlational design using secondary data.
Methods
Using data obtained from a province‐wide survey of nurses between March 2017 ‐ January 2018, this study included 771 nurses from medical‐surgical and 189 nurses from mental health settings. Data were analysed using ordinal logistic regressions.
Results
For medical‐surgical and mental health nurses, greater perceptions of workplace safety were related to employers listening to them with respect to violence prevention strategies. Nurses in both settings were more likely to feel safe when they were not expected to physically intervene during a code white situation. Medical‐surgical nurses were more likely to feel safe when code white incident reviews were conducted and fixed alarms were used. Mental health nurses were more likely to report feeling safe when they had enough properly trained code white responders on their unit.
Conclusion
Nurse‐employer engagement is critical to nurses’ perceptions of feeling safe at work. Engagement opportunities include nurses’ involvement in discussions about appropriate violence prevention strategies, collaborative debriefing after violent incidents and co‐development and updates of patients’ behavioural care plans.
目的
探讨特定暴力预防策略与护士对内科、外科和心理健康环境中工作场所安全的认知之间的关系。
背景
工作场所暴力在全球范围内呈上升趋势。由于护士的工作性质,她们遭受暴力的风险最高。美国和加拿大护士的暴力发生率特别高。尽管加拿大不列颠哥伦比亚省的公共医疗保健机构目前已经制定了多种暴力预防策略,但尚不清楚这些方法是否与护士对工作场所安全的认知相关联。
设计
这是一个使用次级数据的探索性相关设计。
方法
通过采用2017年3月至2018年1月期间的全省护士调查数据,本研究包括771名内外科护士和189名心理健康护理人员。使用了有序逻辑回归法来分析数据。
结果
对于内外科护士和心理健康护理人员来说,对工作场所安全的进一步认知与雇主在暴力预防策略听取他们的意见有关。因为在代码为白色的情况下,不需要他们采取身体上的干预措施,所以这两种情况下的护士更有可能感到安全。当进行白色代码事件审查和使用固定警报时,内外科护士才更有可能感到安全。当心理健康护理人员所在单位里有足够多训练有素的代码白色急救人员时,他们才更有可能报告感到安全。
结论
护士与雇主之间的接触对护士对工作安全的认知至关重要。接触机会包括,护士参与讨论适当的暴力预防策略、暴力事件后的协作任务报告以及共同制定和更新患者的行为护理计划。
The Coronavirus Disease 2019 (COVID-19) pandemic has deeply altered social and working environments in several ways. Social distancing policies, mandatory lockdowns, isolation periods, and anxiety of ...getting sick, along with the suspension of productive activity, loss of income, and fear of the future, jointly influence the mental health of citizens and workers. Workplace aspects can play a crucial role on moderating or worsening mental health of people facing this pandemic scenario. The purpose of this literature review is to deepen the psychological aspects linked to workplace factors, following the epidemic rise of COVID-19, in order to address upcoming psychological critical issues in the workplaces. We performed a literature search using Google Scholar, PubMed, and Scopus, selecting papers focusing on workers' psychological problems that can be related to the workplace during the pandemic. Thirty-five articles were included. Mental issues related to the health emergency, such as anxiety, depression, post-traumatic stress disorder (PTSD), and sleep disorders are more likely to affect healthcare workers, especially those on the frontline, migrant workers, and workers in contact with the public. Job insecurity, long periods of isolation, and uncertainty of the future worsen the psychological condition, especially in younger people and in those with a higher educational background. Multiple organizational and work-related interventions can mitigate this scenario, such as the improvement of workplace infrastructures, the adoption of correct and shared anti-contagion measures, including regular personal protective equipment (PPE) supply, and the implementation of resilience training programs. This review sets the basis for a better understanding of the psychological conditions of workers during the pandemic, integrating individual and social perspectives, and providing insight into possible individual, social, and occupational approaches to this "psychological pandemic".
The current study sought to develop a practical scale to measure 3 facets of workplace health climate from the employee perspective as an important component of a healthy organization. The goal was ...to create a short, usable yet comprehensive scale that organizations and occupational health professionals could use to determine if workplace health interventions were needed. The proposed Multi-faceted Organizational Health Climate Assessment (MOHCA) scale assesses facets that correspond to 3 organizational levels: (a) workgroup, (b) supervisor, and (c) organization. Ten items were developed and tested on 2 distinct samples, 1 cross-organization and 1 within-organization. Exploratory and confirmatory factor analyses yielded a 9-item, hierarchical 3-factor structure. Tests confirmed MOHCA has convergent validity with related constructs, such as perceived organizational support and supervisor support, as well as discriminant validity with safety climate. Lastly, criterion-related validity was found between MOHCA and health-related outcomes. The multi-faceted nature of MOHCA provides a scale that has face validity and can be easily translated into practice, offering a means for diagnosing the shortcomings of an organization or workgroup's health climate to better plan health and well-being interventions.
We compared COVID-19 risk management, fear of infection and fear of transmission of infection among frontline employees working within eldercare, hospital/rehabilitation, psychiatry, childcare and ...ambulance service and explored if group differences in fear of infection and transmission could be explained by differences in risk management. We also investigated the association of risk management with fear of infection and fear of transmission of infection among eldercare personnel.
We used cross-sectional questionnaire data collected by the Danish labour union, FOA . Data were collected 5½ weeks after the first case of COVID-19 was registered in Denmark. Data for the first aim included 2623 participants. Data for the second aim included 1680 participants. All independent variables were mutually adjusted and also adjusted for sex, age, job title and region.
Fear of infection (49%) and fear of transmitting infection from work to the private sphere (68%) was most frequent in ambulance service. Fear of transmitting infection during work was most frequent in the eldercare (55%). Not all differences in fear of infection and transmission between the five areas of work were explained by differences in risk management. Among eldercare personnel, self-reported exposure to infection and lack of access to test was most consistently associated with fear of infection and fear of transmission, whereas lack of access to personal protective equipment was solely associated with fear of transmission.
We have illustrated differences and similarities in COVID-19 risk management within five areas of work and provide new insights into factors associated with eldercare workers' fear of infection and fear of transmission of infection.
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