Decision Making in Employment and Labor Arbitration

This experimental study examined the labor and employment arbitration decisions of four groups of arbitrators: (1) employment arbitrators who resolve disputes involving nonunion employees, (2) labor arbitrators who arbitrate cases in which an employee is represented by a union, (3) arbitrators in the National Academy of Arbitrators (NAA), and (4) students as a comparison of nonarbitrator decision makers with experienced arbitrators. A 2 ×2 ×4 factorial design was used, crossing arbitrator group with discipline standard and sex of the grievant. Results indicate that employment artibrators reinstate the grievant significantly less frequently than other arbitrators; however, the findings also reveal that all arbitrators make more favorable decisions under a just‐cause standard than under the newer META standard of discipline.     

The separation of law and justice: Managing impressions of corporate ethics programs

This article is based on the study of two companies that differ in their definition of thics, one with a narrower definition than the other. The one with the narrower definition invited skepticism about its commitment to the spirit of ethics but was better to claims made against their own standards and language. The implications of these findings for corporate ethics programs are discussed.     

A decade of neglect: reflecting on gender and IS

This paper presents the case that research on gender and information systems (IS), from both quantitative and qualitative traditions, is problematic as the concept of gender continues to remain under-theorised. This will be elaborated upon with a critique of some recent qualitative and quantitative research papers that have been published in key IS journals within a ten-year period.     

Transforming teachers’ temporalities: Futures in an Australian classroom

There is much rhetoric in education about the ways in which students are prepared for ‘the future’. The notion of the future in Australian education is dominantly singular, vague and abstract. This paper describes research which investigates changes which occur within teacher practices, enacted curriculum and student learning. The case study at the centre of this research focuses on a primary school south-east of Melbourne, Australia, which is internationally acknowledged as ‘innovative and leading’ in ‘educating for the future’. Initially, it was apparent that this notion of the future was assumed, and these specific teachers had given little thought to what that future looked like, or how that related to students’ learning requirements. As a result of professional learning, the teachers underwent temporal transformation, in integrating explicit futures dimensions within their curriculum. Arising from this research were significant key findings which highlight the need for a reconceptualisation of the ways in which curriculum and pedagogy are enacted in regards to notions of multiple futures. Furthermore, it generates renewed calls for futures perspectives to be addressed explicitly within education. Importantly it highlights a deficit in current teacher thinking about their roles in ‘educating for the future’.     

Company support for employee volunteerism: Does size matter?

This article examines the relationship between company size and support for employee volunteering. Based on organizational ecology and organizational stages theory, the study hypothesizes that larger versus smaller companies demonstrate greater formalization and codification of their support for employee volunteering. Similarly, larger versus smaller companies use employee volunteering efforts more strategically; this finding is consistent with a need to justify decisions. These outcomes in turn impact the nature of volunteering and the organizations benefiting from such programs. Survey data from a size-stratified sample of 990 randomly selected Canadian businesses indicates that large companies support employee volunteerism in a more formalized and strategic manner than small companies. This behavior includes having formal policies and programs, as well as exercising greater influence over the causes which benefit from employee volunteering. Additionally, large companies are more likely to tie other forms of charitable support to employee volunteering. The article discusses how the more formalized approach of large companies may impact society.     

Using the PET Assessment Instrument to Help Students Identify Factors that Could Impede Moral Behavior

We present an instrument developed to explain to students the concept of the personal ethical threshold (PET). The PET represents an individual’s susceptibility to situational pressure in his or her organization that makes moral behavior more personally difficult. Further, the PET varies according to the moral intensity of the issue at hand, such that individuals are less vulnerable to situational pressure for issues of high moral intensity, i.e., those with greater consequences for others. A higher PET reflects an individual’s greater likelihood of adhering to the morally correct path, even in the face of high situational pressures (personal costs) and low moral intensity (collective importance). PET questionnaires were completed by 506 students representing eight business schools throughout the United States. Relationships between respondents’ PET and their gender, age, and major field of study, as well as the geographical location of their school, are explored. Results indicate that older students have higher PETs and that students attending schools in the northeastern part of the United States have lower PETs. These findings are discussed. It is argued that the PET instrument can be used to help students identify organizational pressures and intrapersonal processes that can impede their moral behavior in organizations.     

Rethinking political correctness

Legal and cultural changes over the past 40 years ushered unprecedented numbers of women and people of color into companies' professional ranks. Laws now protect these traditionally underrepresented groups from blatant forms of discrimination in hiring and promotion. Meanwhile, political correctness has reset the standards for civility and respect in people's day-to-day interactions. Despite this obvious progress, the authors' research has shown that political correctness is a double-edged sword. While it has helped many employees feel unlimited by their race, gender, or religion,the PC rule book can hinder people's ability to develop effective relationships across race, gender, and religious lines. Companies need to equip workers with skills--not rules--for building these relationships. The authors offer the following five principles for healthy resolution of the tensions that commonly arise over difference: Pause to short-circuit the emotion and reflect; connect with others, affirming the importance of relationships; question yourself to identify blind spots and discover what makes you defensive; get genuine support that helps you gain a broader perspective; and shift your mind-set from one that says, "You need to change," to one that asks, "What can I change?" When people treat their cultural differences--and related conflicts and tensions--as opportunities to gain a more accurate view of themselves, one another, and the situation, trust builds and relationships become stronger. Leaders should put aside the PC rule book and instead model and encourage risk taking in the service of building the organization's relational capacity. The benefits will reverberate through every dimension of the company's work.