Coworking spaces: Understanding,using, and managing sociomateriality

Companies increasingly embrace the new types of work associated with coworking spaces. Coworking spaces started with the idea of a melting pot of open social interaction, collaboration, entrepreneurship, and innovation for freelancers, new ventures, or solo entrepreneurs. Companies may use coworking spaces to invigorate targets and further motivate and inspire their employees. Fundamental to achieving those targets is the coworking space’s interior design and architecture that incorporates emotional and social values that may benefit companies. Our sociomateriality perspective helps to analyze conditions in coworking spaces and guides suggestions on how companies revitalize by using coworking spaces. The purposeful design of the different social and work areas in coworking spaces can improve communication, collaboration, and innovation in companies.     

Why do good employees stay in bad organizations?

Family and work are two of society's most important institutions. It is understandable, then, that some similarities would exist between the two. One unfortunate aspect of such relationships is that families and organizations may be abusive to members. When this occurs in familial relationships, research has identified dynamics that keep people in the abusive situation. We consider here how those same dynamics can occur in abusive organizations to identify factors that keep employees in unhealthy work environments. We then examine intervention techniques and concepts that can be used to enable people to recognize an abusive organization, the long-term damage such organizations can inflict on employees, and ways to assist individuals in exiting an abusive organization setting. Our intention is to create awareness of the harm that can be caused by abusive organizations and provide a framework that will enable people caught in a pattern of organizational abuse to understand their choices and behaviors.     

Jean-Charles Shalom Chebat, (1945–2019) z’’l: An intimate perspective into his life

Professor Jean-Charles Chebat's successful career was widely recognized. He was respected by his peers and loved by his students. Numerous awards and recognitions highlighted his career. Hailed for his teaching skills both at home and abroad, an innovator and extremely versatile and prolific author, his work has impacted the academic world in many significant and exceptional ways. He has published more than 160 refereed journal articles, serving on the board of multiple top journals, and is still one of the top-cited researchers in his field. Jean-Charles trained more than one hundred Ph.D. students over the course of his career. Born in 1945 of a Jewish family in the city of Algiers, Jean-Charles was also a loving father, devoted husband and son, who lived by his principles and values. A leader in his Canadian-Jewish community, he was deeply involved with this Jewish concept of tikkum olam, which translated into societal action and research as a means of social change. In 2013, he moved to Israel and continued teaching at the Technion University in Haifa. Jean-Charles Chebat, Professor Emeritus of HEC Montréal, passed away on May 21, 2019 in Israel at the age of 74. This chapter is an intimate perspective into Professor Chebat's life, research, career achievements, the broad span of his research fields, his teaching philosophy, and his legacy.     

Major EEO issues relating to personnel selection decisions

This paper examines recent EEO (Equal Employment Opportunity) case law precedents relating to personnel selection, most notably hiring, training, promotion and downsizing. The statutes referenced include Title VII of the Civil Rights Act of 1964, the Age Discrimination in Employment Act (ADEA) of 1967, the Americans with Disabilities Act (ADA) of 1990 as amended by the ADA Amendments Act of 2008 (ADAAA), Constitutional claims, the Civil Rights Act of 1991 (CRA-91), and Executive Order 11246 on Affirmative action. Seven topics are featured, including: (I) disparate treatment theory, (II) adverse impact theory in the ADEA, (III) adverse impact theory in Title VII, (IV) affirmative action based on operational needs, (V) key ADA rulings and the ADA amendments Act of 2008 (ADAAA), (VI) retaliation, and (VII) mandatory binding arbitration agreements. The case law surveyed reveals costly mistakes employers and HR managers can make, but which can be avoided with proper methods and policies. Some issues may require professional help (e.g., developing and validating selection tests), whereas others (e.g. retaliation), can be addressed in-house with knowledge of policies and procedures recommended by the EEOC to prevent problems from occurring, and to quickly correct them if they occur.     

职场小说的三个关键词

中国职场时代的到来，催生出职场小说这一新的小说类型。职场小说以传达“职场成功术”为己任，成为职场人士读取“真经”和年轻人励志的“职场胜经”；小说中“杜拉拉”们等新一代的平民“英雄”形象，则成为中国职场时代的大众偶像。尽管数量众多种类繁杂，“职场”、“职场胜经”、平民“英雄”，是职场小说的三大关键词。     

Workplace Deviant Behavior and Its Demographic Relationship Among Taiwan's Flight Attendants

ABSTRACT

Employees' workplace deviant behaviors prevail in organizations, yet relevant studies are insufficient. The purpose of the study is to identify the pattern and extent of workplace deviant behavior among flight attendants and examine the relationship between demographic characteristics and this behavior. Survey data collected from 303 flight attendants in Taiwan shows that workplace deviant behavior can be categorized into three dimensions: organizational deviance toward organization, organizational deviance toward work and interpersonal deviance. In particular, gender and airlines make a significant difference in organizational deviance toward organizations. Implications of these findings and suggestions for future research are also discussed.     

Sino-India Friendship Cemented,Trade Expanded

It is a frequent-exchanging period recently, when we embraced the coming of 2008 New Year. From January 13 to 15, China welcomed guests from its giant Asian neighbor. Indian Prime Minister Manmohan Singh paid a three-day visit to China to boost bilateral relations. China and India, the world＇s two biggest developing countries, reinforced their confidence to further develop ties, vowing to promote their relations to a higher level.     

The relationship of personality to counterproductive work behavior (CWB): An integration of perspectives

The workplace literature relating personality to CWB is integrated with complimentary literatures from other disciplines including developmental and social psychology. The literature is reviewed showing how both broad-based personality dimensions reflected in integrity tests and measures of the five factor model, and specific personality traits relate to counterproductive work behavior (CWB). A model is developed showing how different personality variables shown to relate to aggression and/or (CWB) might affect different steps in the process linking behavior to precipitating environmental conditions or events. Specifically Hostile Attribution Bias and Narcissism are most relevant to appraisal and attributions, Negative Affectivity and Trait Anger connect to negative emotions, and Locus of Control and Self-Control are thought to play a CWB inhibiting role. Distinctions among reactive, proactive, and relational aggression are extended to CWB.     

The effect of retaliation costs on employee whistleblowing

We use large increases in unemployment insurance (UI) benefits to study the effects of expected retaliation costs on employee whistleblowing. Increases in UI benefits reduce the costs that arise from a job loss, one of the costliest forms of retaliation. We find that increases in UI benefits increase the number of facility-level employee workplace safety complaints filed with the regulator. Furthermore, UI benefit increases also result in more violations and more penalties. The effects are concentrated in firms where retaliation is more likely as measured by weaker employee relations, internal controls, and monitoring. Our findings show the importance of reducing retaliation costs to tap into employees’ knowledge of misconduct.     

The era of #MeToo and what managers should do about it

#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo.