‘My People’: the potential of LGBT employee networks in reducing stigmatization and providing voice

Abstract

This paper explores the separation and isolation from the mainstream workforce that lesbian, gay, and bisexual employees can experience due to their sexual orientation, and how this can affect their voice and silence in the workplace. In response to perceived threats and actual experience of stigma in the workplace, we highlight the need for Lesbian, Gay, Bisexual, and Transgender (LGBT) voice in organizations, while unpacking the complexities and concerns for LGBT employees in publicly voicing their sexual orientation at work. We explore how LGBT employee networks help mitigate LGBT isolation at work, and can directly and indirectly provide them with voice in the organization. Semi-structured interviews were conducted with LGBT employees across organizations in Ireland. The findings confirm that LGBT employees can experience isolation at work, affecting their voice, and that workplace networks may moderate this loneliness and stigma. However, the findings question the value of LGBT employee networks in providing voice for all sexual minority employees. Our research considers the individual-level responses of LGBT employees to participation in, and the value of, employee networks, and the perceived role of these networks in giving them visibility and voice.     

Voices unspoken? Understanding how gay employees co-construct a climate of voice/silence in organisations

Abstract

This study aimed to understand how the individual actions of gay employees influence the development of a climate of voice/silence in the workplace. We conducted a qualitative study using semi-structured interviews with male and female homosexuals. The results reveal two types of boundary tactics (micro-level and structural) that our research participants used to promote their ideal level of separation or integration of their personal and professional identities. Our grounded theory demonstrates that whereas structural boundary tactics promote respect and a climate of voice, micro-level boundary tactics soften conflicts in the short term but solidify a climate of silence from a long-term perspective. We also propose that the insufficiency of institutional mechanisms to support gay people’s right to have a voice at work reduce the likelihood that these workers will risk confronting those who attempt to silence them. The originality of this study is based on the fact that it focuses on actions that gay employees can perform to co-construct a climate of voice that positions them as active social actors and not merely passive recipients of organisational and institutional conditions.     

Varieties of workplace dualisation: a study of agency work in the German automotive industry

This article investigates the variation in workplace arrangements on agency work across four German automotive plants. The plants differ in terms of the proportion of agency workers, the length of their assignment, their function and their wage level compared with the permanent workforce. The article explores how the interaction between national‐level deregulation, workplace power resources and the local political and economic context affects the bargaining outcomes achieved by works councils. Findings rely on interviews with human resource managers and labour representatives at workplace and sectoral level.     

Work intensification and employee involvement in lean production: new light on a classic dilemma

Abstract

This paper contributes to the literature on lean production by exploring whether and how the involvement of employees in continuous improvement and their work outcomes are jeopardized by the intensification in the work pace that stems from the elimination of non-value added activities. The research setting is the application of a lean production system, World Class Manufacturing, to 24 Italian plants of a global carmaker. The research has found that work intensification limits employee involvement in continuous improvement, and plays a crucial role in enabling employees to experience higher personal efficacy, better work performance and higher employee satisfaction. However, worker intensification does not have a direct negative impact on employees’ satisfaction about their working condition. A supportive team environment and a mature implementation of lean production at a plant level mitigate the tension between employee involvement and intensification of the work pace. Two main implications of these findings have emerged. Ambivalence in lean production is a temporary response of the workforce that can gradually diminish when the plant reaches a systemic level of application of lean organization principles. In order to diminish the coercive function of lean production, managers should apply tools and practices that require more employee involvement and a supportive team environment.     

Gender,social salience,and social performance: how women pursue and perform in social ventures

Abstract

We investigate how women that start organizations contribute to the creation of social value in communities and society. We draw on theory from gender self-schemas and social identity theory to explain how women with a female gender-self schema have a natural inclination to create organizations with social goals and intentions in mind. We label these social goals and intentions as social salience and draw on goal theory and existing understandings on intentions to explain how the presence of a social salience in an organization is related to the social performance of their organization. Utilizing structural equation modeling, we show that gender positively influences social salience that subsequently has a positive relationship with the social performance of the organization. We also show that social salience fully mediates the relationship between gender and social performance implying that gender alone is not enough to explain the social performance of an organization. We conclude by highlighting the implications, contributions, and future research that result from our findings.     

Thriving of employees with disabilities: The roles of job self‐efficacy,inclusion, and team‐learning climate

With the growing global emphasis on welfare‐to‐work policies, an increasing number of people with disabilities (PWD) have entered the workforce. However, studies on PWD have focused primarily on company practices to accommodate PWD, with a limited understanding of factors affecting psychological integration of PWD into the workplace. This scarcity in research makes it difficult for managers to utilize the full work potential of PWD. To fill this research gap, the current study focuses on the job self‐efficacy of PWD and investigates how employee disability interacts with inclusion and team‐learning climate to affect job self‐efficacy, and in turn thriving at work. Using a sample of 485 employees in 114 teams, surveys found job self‐efficacy was a key intervening mechanism linking employee disability to thriving at work. These results suggest high workplace inclusion can buffer potential negative effects of disability at the individual level, strengthened further by a high team‐learning climate. The data supported a three‐way cross‐level interaction effect of disability, inclusion, and team‐learning climate on the thriving of employees with disabilities, through job self‐efficacy. Our results demonstrate the importance of inclusion and team‐learning climate to foster employee thriving in a diverse workforce.     

Learning organization and work engagement: the mediating role of employee resilience

Abstract

As automation and structural transformations mark the new digital realities of the twenty first century, contemporary organizations demand a highly resilient and engaged workforce to sustain their competitive edge. Despite an eminent literature revolving around learning organization in the management discourse, there is a lack of research investigating the effect of learning organization on employee resilience and work engagement. With this precept in mind, this study developed and tested a mediation model linking learning organization to employee resilience and work engagement. The present study draws on the tenets of Fredrickson’s broaden-and-build theory and conservation of resource theory for supporting the study results. This study used cross sectional surveys of 300 IT professionals in India. Structural equation modeling was used for empirically testing the study hypotheses. Additionally, the study utilized Preacher and Hayes mediation analyses to investigate the mediating effect of employee resilience on the relationship between learning organization and work engagement. The results revealed significant relationship between variables of the study and shows that learning organization positively effect employee resilience and work engagement. The findings suggest that employee resilience partially mediate the effect of learning organization on work engagement. This study offers concrete insights to HR managers for fostering employee resilience which in turn can play a key role in building a highly engaged workforce. Future implications for theory and HRM practitioners are discussed.     

Linking turnover to organizational performance: the role of process conformance

ABSTRACT

Despite substantial evidence for the negative effect of turnover on performance, several studies also note offsetting positive effects hereby recognizing an optimal rate of turnover. These mixed results stress the need to examine under which conditions turnover is more harmful or beneficial to the organization. Using panel data from 30 divisions of the same agency, this study examines the impact of process conformance – the extent to which there are prescribed standards and rules related to the task. Results support a non-linear, inverted U-shaped relationship for those tasks with a high process conformance.     

Exploring the effect of gender diversity in MFIs during turbulent periods

Abstract

Gender diversity is generally recognized as relevant in microfinance, and the relationship between gender diversity and firms’ performance has received attention in academic literature. The above-mentioned relationship has not been addressed until now in the microfinance industry specifically. This study seeks to explain the role played by gender diversity in the workforce of microfinance institutions (MFIs) during turbulent periods in the firms’ performance. The study analyses data from 555 ratings of 185 MFIs from MicroFinanza Rating, a leading microfinance rating agency. The analysis shows that the number of women on the staff of MFIs is significantly and positively associated with both the Return on Equity and Operational Self-Sufficiency of MFIs, indicating a positive impact of gender diversity on firms’ performance.     

Working sick and out of sorts: a cross-cultural approach on presenteeism climate,organizational justice and work–family conflict*

Abstract

A climate of presenteeism has important effects on employee well-being and the organization itself. Our study, based on surveys of health sector employees in six different countries (Brazil, Ecuador, Lebanon, Portugal, Russia and Spain) examines whether organizational justice plays a mediating role in the relationship between a presenteeism climate in the organization and work–family conflict (WFC). Our results indicate that the perception of organizational justice and the presenteeism climate do influence WFC. Moreover, higher levels of WFC were found in non-Latin countries. This study contributes to the work attendance and life balance field by providing cross-cultural empirical evidence corroborating the effect of justice and presenteeism climate on the WFC.     

How to foster collaborative performance management? Key factors in the US federal agencies

ABSTRACT

Public employees are urged to be tireless collaborators and skilled performance managers, but can they be both at the same time? We describe two approaches to collaborative performance management observed in the US federal performance system: interagency collaboration to achieve cross-agency goals, and intra-agency collaboration to achieve agency goals. We find that some factors that reinforce intra-agency collaboration – accountability to agency goals, investment in the agency performance system – fail to support, or even undercut, interagency collaboration. However, other factors – seniority, participation in goal-setting, and goal salience – can encourage both types of collaborative performance management.     

HR practices for enhancing sustainable employability: implementation,use, and outcomes

Abstract

With the aging of the workforce, organizations need to maintain or improve the sustainable employability of their workforce throughout their working life. This raises the question which HR practices increase workers’ sustainable employability at work. The aim of this study is to investigate the extent to which organizations implement HR practices for enhancing sustainable employability in terms of workers’ health, motivation, and skills and knowledge from the employer’s perspective. In total, 312 owners/directors or HR managers (response rate 13%) filled out the questionnaire. The findings showed that most organizations implemented a range of HR practices to improve the health, motivation, and skills and knowledge of their employees. Perceived effectiveness of these practices were dependent on the number of HR practices that were implemented, employees’ use of and participation in designing these practices. Implementation of HR practices was also related to higher satisfaction with the current employability of employees, and to increased productivity of the organization. Implications for practice and examples of HR practices to enhance sustainable employability are given.     

Five Steps to Leading Your Team in the Virtual COVID-19 Workplace

The emergence of COVID-19 has presented employees and employers new challenges as many employees and managers were forced to work in a remote environment for the first time. For many reasons, managing virtual teams is different than managing employees in a traditional face-to-face office environment. Although many managers have been learning how to lead their virtual teams over the last several months, we offer five steps for leaders to follow for how to maximize the effectiveness of a remote workplace. By taking specific actions and ensuring the organization has a culture to support their virtual workforce, leaders can improve the performance output and engagement of their teams. The five steps are: first establish and explain the new reality; second, establish and maintain a culture of trust; third, upgrade leadership communication tools and techniques to better inform virtual employees; fourth, encourage shared leadership among team members; and fifth, to create and periodically perform alignment audits to ensure virtual employees are aligned with the organization’s cultural values including its commitment to mission. All these steps start with the realization that managing a team is going to be different when the members are dispersed, and new leadership strategies, communication routines and tools are required.     

Employee isolation and support for change in the public sector: a study of the internal audit profession

ABSTRACT

We investigate the preferences of public sector internal auditors for changes in their work practices. Informed by the literature, we posit that feelings of trust in the workplace and/or frustrations arising from perceived organizational ‘isolation’—a dimension of work alienation—motivate support and acceptance of change. We also argue that professional bodies directly and indirectly influence these relationships. These conjectures are tested using structural equation modelling and a survey of Canadian public sector internal auditors. The findings provide valuable insights into the process of adaptation and transformation in public sector settings across countries, jurisdictions, and accountability functions.     

Global Competition for Work

Abstract

This paper argues that a global paradigm shift is underway involving work; that the trend of people migrating to find life-sustaining/enhancing work is evolving to a future state where work will migrate to find a workforce capable of adding value. The transition in Wales after the loss of its steel and coal industries is used to highlight the processes involved in building an infrastructure to attract inward investment and create jobs. The paper concludes with a call for research to help us understand the dynamics involved in successfully competing for work.     

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

Abstract

HR managers have different beliefs about the nature, value, and instrumentality of talent—referred to as ‘talent philosophies’. In line with cognitive psychology, we reason that talent philosophies are similar to mental models that influence how HR managers interpret and use talent management (TM) practices within their organizations. In this article, we explore the prevalence of four different talent philosophies (exclusive/stable; exclusive/developable; inclusive/stable; inclusive/developable) in a sample of 321?HR managers. We then explore how talent philosophies relate to organizational context (i.e. size, ownership form, multinational orientation) as well as to HR managers’ perceptions of their organization’s TM practices. Cluster analysis corroborated the presence of the four talent philosophies in our dataset. All four talent philosophies were represented almost equally often in the overall dataset. Organizational size was found to be related to talent philosophies, such that HR managers who worked in smaller organizations were more likely to hold an inclusive talent philosophy. We also found support for the relationship between talent philosophies and perceptions of the exclusiveness or inclusiveness of the organization’s definition of talent, and its degree of workforce differentiation. Contrary to expectations, results did not support a link between talent philosophies and perceived talent identification criteria.     

Social welfare,corruption and credibility

Abstract

Economic development requires that investments by entrepreneurs are not subject to expropriation by government. Unfortunately, public agencies often serve as the instruments by which political elites engage in corruption and extracting rents from the economy. The question is how to design institutions that credibly commit to a stable system of guarantees of property rights and contract enforcement.

Principal agent theory and the new public management favor greater accountability of public managers to elected officials or eliminating public agencies through privatization. We argue for institutional designs that provide a degree of public agency autonomy. We show that public agency autonomy is a by-product of the competition between elites in democracies with multiple veto players. We show that transparency, professionalism, and legality help ensure that public managers do not engage in rent-extraction. The institutional design problem is how to induce public managers to serve the public interest without being fully responsive to elected political officials.     

Industrial relations and the management of flexibility: factors shaping developments in Spain and the United Kingdom

Any analysis of workforce flexibility within particular countries needs to take account not only of the character of industrial relations and union organization at workplace and company levels, but also of how actions at those levels are influenced by broader regulatory arrangements covering employment and work practices. In other words, to avoid the over-simplifications and over-generalizations which much of the flexibility debate has in the past been (correctly) accused of and to expand the analysis offered by the relatively broad-brush, multi-country studies, it is necessary to locate issues of flexibility more securely within both existing national regulatory and institutional frameworks, and also to take account of patterns of union organization and job regulation at the local level, and the ways unions and workforces have responded to (and at times even shaped) different flexibility initiatives by employers. By analysing different types of enterprise in Spain and the United Kingdom, this article seeks to illustrate the role and significance of these factors for the particular development of workforce flexibility in the two countries.     

Stuck at a workplace: What’s work control,demands and learning got to do with it? A longitudinal multilevel study on Swedish permanent employees in situations of ‘workplace locked-in’

Abstract

Whilst health consequences of being locked-in at the workplace have been documented in several research studies, it is largely unknown how work characteristics and their changes over time relate to risks for becoming locked-in at a certain workplace. Accordingly, this paper studied how perceived control, learning opportunities and quantitative demands at work associate with workplace-locked-in (WPLI). The study included permanent employees who participated in the Swedish Longitudinal Occupational Survey of Health (SLOSH) study in wave 3 through 5 (n = 2918 individuals; n = 7460 observations). Results from multi-level analysis show that there was significant individual variation in WPLI changes over time, even though on average, WPLI decreased slightly. Differences in work characteristics between individuals (L2) and across time (L1) associated significantly with WPLI: higher levels of job control and learning opportunities related to lower odds ratios for WPLI, whereas higher quantitative job demands associated with higher odds ratios of WPLI. Moreover, differences in quantitative job demands, number of job changes and educational achievements explained the individual variations of WPLI developments over time. The result shows that WPLI can – to some extent – be prevented or reduced through good work design, and implications for HR managers and organizations are discussed.     

Workplace Performance,Worker Commitment,and Loyalty

Using matched employer–employee level data drawn from the 2004 UK Workplace and Employee Relations Survey, we explore the determinants of a measure of worker commitment and loyalty (CLI) and whether CLI influences workplace performance. Factors influencing employee commitment and loyalty include age and gender, whilst workplace level characteristics of importance include human resource (HR) practices. With respect to the effects of employee commitment and loyalty upon the workplace, higher CLI is associated with enhanced workplace performance. Our findings that workplace HRs influence CLI suggest that employers may be able to exert some influence over the commitment and loyalty of its workforce, which, in turn, may affect workplace performance.