Corporate Social Responsibility,Product Differentiation Strategy and Export Performance

This article examines why an organization might wish to manage workplace romance, and describes a number of alternative approaches to managing dating. At first sight the ethics of dating bans balances the need to protect female employees from harassment against employee rights to privacy and freedom of association – a rights versus rights issue. However, dating bans seem not to be directed at protecting female employees from harm, but rather protect employers from sexual harassment liability claims – an employer self-interest versus employee rights issue. This article advocates a consequentialist approach to the problem, via the factoring in of other harms caused by prohibiting workplace romance. Given that most workplace romances end up in marriage or long-term partnerships, a ban on workplace romance is argued to be antisocial. The incidence of sexual harassment is very low in comparison to the number of long-term relationships initiated in the workplace. This article concludes by citing examples of firms that encourage romance, showing that is feasible to manage any resulting problems within these firms’ existing conflict of interest and sexual harassment rules.     

On the Persistence of Sexual Harassment in the Workplace

The persistence of sexual harassment in the workplace, despite the general abhorrence for the behavior and programs designed to eradicate it, is puzzling. This paper proposes that gender differences in perceptions of sexual harassment and power differentials in the workplace which permit men to legitimize and institutionalize their perspective are implicated. These two phenomena combine to result in blaming the victim of sexual harassment for her own plight. Shifting attention to the target of sexual harassment facilitates the persistence of sexual harassment because the institutionalized responses to the problem remain unquestioned.     

Examining the impetus for internal CSR Practices with digitalization strategy in the service industry during COVID-19 pandemic

The year 2020 began with a glimpse into the darkness with the onset of the worldwide COVID-19 pandemic. An invisible, threatening virus has forced many countries to practice restricted movement and impose lockdowns for the sake of their citizens’ safety and well-being. In response, many business organizations have implemented various remote-work arrangements. These arrangements have spurred the use of digitalization strategies and have landed many employees in the vulnerable virtual workplace. With employees facing all these uncertainties and vulnerabilities, their commitment to their workplace could come into question. At the same time, organizations facing tremendous challenges are searching for committed employees to navigate through this turbulent time. From a strategic management perspective, organizations could revisit their internal core competencies to prevail through internal corporate social responsibility (CSR) practices. Meanwhile, the rapidly growing pace of digitalization could further augment organizations’ survival and resilience. This research paper showcases the empirical outcomes of the promising match between internal CSR practices and digitalization strategy; and employees’ organizational commitment during times of crisis. The results reveal that internal CSR practices positively stimulate employees’ organizational commitment, while digitalization strategy intercedes in the nexus between internal CSR practices and affective commitment. The empirical outcomes shed light on business organizations and their ability to take a frugal approach in turbulent times.     

Sticks and Stones may Break Your Bones, but Words can Break Your Spirit: Bullying in the Workplace

Workplace bullying has a well-established body of research internationally, but the United States has lagged behind the rest of the world in the identification and investigation of this phenomenon. This paper presents a managerial perspective on bullying in organizations. The lack of attention to the concept of workplace dignity in American organizational structures has supported and even encouraged both casual and more severe forms of harassment that our workplace laws do not currently cover. The demoralization victims suffer can create toxic working environments and impair organizational productivity. Some methods of protecting your organization from this blight of bullying are proposed. Bullying has always been part of the human condition; history is rife with references to abuse of power and unnecessary or excessive force. The classic bully story is of Joseph and his brothers, a tale of envy and hostility. The refinement of bullying to include various forms of legally defined social harassment is a relatively late phenomenon, however, dating to the Civil Rights Act of 1964. In the United States, bullying is not illegal, whereas it is illegal in many other countries. Bullying is not about benign teasing, nor does it include the off-color jokes, racial slurs, or unwelcome advances that are the hallmarks of legally defined harassment. Workplace bullying is the pattern of destructive and generally deliberate demeaning of co-workers or subordinates that reminds us of the activities of the schoolyard bully. Unlike the schoolyard bully, however, the workplace bully is an adult, usually (but not always) aware of the impact of his or her behavior on others. Bullying in the workplace, often tacitly accepted by the organizational leadership, can create an environment of psychological threat that diminishes corporate productivity and inhibits individual and group commitment. The two examples that follow will help to clarify the difference between harassment and bullying.     

Nurturing the Whole Person: The Ethics of Workplace Spirituality in a Society of Organizations

In a world which can be increasingly described as a “society of organizations,” it is incumbent upon organizational researchers to account for the role of organizations in determining the well-being of societies and the individuals that comprise them. Workplace spirituality is a young area of inquiry with potentially strong relevance to the well-being of individuals, organizations, and societies. Previous literature has not examined ethical dilemmas related to workplace spirituality that organizations might expect based upon the co-existence of multiple ethical work climates, nor has previous literature accounted for the relevance of the cosmopolitan (external, societal) source of moral reasoning in the ethical treatment of workplace spirituality. The purpose of this paper is to address these gaps by articulating two such ethical dilemmas related to workplace spirituality: the “quiet desperation” dilemma and the instrumentality dilemma. Moreover, I propose two theoretical contexts that foster “both-and” rather than “either-or” thinking, thereby mitigating (moderating) the relationships between climate combinations and conflictual aspects of the ethical dilemmas. For the “quiet desperation” dilemma, I propose a person–organization fit perspective to emphasize diversity of individual preferences instead of a managerially prescribed uniformity of spirituality. For the instrumentality dilemma, I propose a multiparadigm approach to workplace spirituality research to avoid the privileging of one research interest over another (e.g., instrumentality, individual fulfillment, societal good). I conclude with suggestions for future research.     

Labour Arbitration of Co‐Worker Sexual Harassment Cases in Canada

Women have the right to a workplace free from sexual harassment under Canadian provincial and federal human rights legislation. Canadian labour laws incorporate the right to a grievance procedure including binding arbitration where arbitrators must interpret and apply human rights legislation. This paper analyzes co‐worker sexual harassment cases in order to assess how well arbitrations protect the right of unionized women to a harassment free workplace. Results indicate that women complainants were often subjected to aggressive gendered cross‐examinations and the application of gendered jurisprudence that largely ignored the impact of gendered power relations in the workplace. The conclusion is that women's experiences in arbitrations are likely a deterrent to filing formal complaints, effectively undermining rather than protecting their rights. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

Delivering training strategies: the balanced scorecard at work

Aligning the value of training to organizational goals is an emerging need in human resource management. This study, aiming at expanding the research on training evaluation from a strategic management perspective, examines whether the use of the Balanced Scorecard approach can enable an effective delivery of training strategies, thus strengthening the link between training and organizational goals. The research was based on action research methodology. Researchers worked for about 12 months with three healthcare organizations. The research findings indicate that the balanced scorecard: (1) allows visualization of a clearly focused and internally consistent map of cause‐and‐effect relationships, turning the functional training efforts into strategic results; (2) effectively supports the training function both in managing training processes and in delivering targeted organizational outcomes; (3) offers a specific set of critical measures for evaluating the training function's performance; and (4) permits the fostering of a sound alignment between training programme objectives and functional goals. Various theoretical and practical implications are discussed.     

A Change in Business Ethics: The Impact on Employer–Employee Relations

This research explores the historical perspective of business ethics from the viewpoint of the employer–employee relationship by outlining the impact of the changing social contract between employer and employee relations from the end of World War II to the current day; provides the basic definition of the key elements of the organizational social contract and outlines the social contract in employment relations. It also provides what the author believes to be the key drivers in employer–employee relations and the benefits to good employer–employee relations for each individual within the employment relationship. The results of this research indicate a significant shift in business ethics as it relates to the employers relationship to the employee within a work environment. It further shows the state of the employment relationship prior to World War II. Written contracts were unheard of, but rather, the employment agreement was steeped in a tradition that carried the promise sealed with nothing but a handshake. Now employees have little or no rights; and the ones they are given are provided not by the employer, but by government regulation and court precedent. Issues such as time off for illness, sexual harassment, and workers’ compensation are all handled through legal or regulatory means rather than ethical considerations. The research further shows that the distinct lack of leadership within organizations play a significant role in the disintegration of employer–employee relationships. Specifically, how the lack of leadership relates to the emotional intelligence of the leader. Areas such as empathy and social skills are under trained and under developed by organizations. This research shows that the employer who is willing to give employees what they want and need are far more likely to have success, but more importantly, the organizations will be doing the right thing.     

Justice,sexual harassment,and the reasonable victim standard

In determining when sexual behavior in the workplace creates a hostile working environment, some courts have asked, ‘Would a reasonableperson view this as a hostile environment?’ Two recent court decisions, recognizing male-female differences in the perception of social sexual behavior at work, modified this standard to ask, “Would a reasonablevictim view this as a hostile environment?” As yet, there is no consensus in the legal community regarding which of these standards is just. We propose that moral theory provides the framework from which business people can construct just procedures regarding sexually hostile environments. We argue that the natural duty of mutual respect of persons and the natural duty not to harm the innocent compels business people to identify sexually hostile work environments from the perspective of the reasonable victim, usually from the woman's perspective. Within the context of this moral framework, a training approach designed to reduce the incidence of sexually harassing behaviors in the workplace is proposed.     

Workplace Romance 2.0: Developing a Communication Ethics Model to Address Potential Sexual Harassment from Inappropriate Social Media Contacts Between Coworkers

This article examines ethical implications from workplace romances that may subsequently turn into sexual harassment through the use of social media technologies, such as YouTube, Facebook, LinkedIn, Twitter, text messaging, IMing, and other forms of digital communication between office colleagues. We examine common ethical models such as Jones (Acad Manag Rev 16:366–395, 1991) issue-contingent decision-making model, Rest’s (Moral development: Advances in research and theory, 1986) Stages of Ethical Decision-Making model, and Pierce and Aguinis’s (J Org Behav 26(6):727–732,2005) review of workplace romance versus sexual harassment issues. The article makes a contribution by developing a new communication ethics model that includes response positive and response negative contingencies to guide decision-making about inappropriate social media contacts that spillover into the workplace. In addition, we recommend that human resource personnel take a more active role in communicating appropriate ethical rules of conduct concerning the use of social media technologies inside and outside the office.     

Envisioning a community‐centric approach to impact assessments in subsistence marketplaces

What does a community‐centric approach to impact assessment look like? That is the central question addressed in this article. Our community‐centric perspective provides an alternative to discipline‐centric approaches to impact assessment that emphasize specific methodological gold‐standards (e.g., randomized controlled trials [RCTs] in development economics). Disciplinary approaches to impact assessment owe their principal allegiance to the discipline's knowledge‐creation norms. Consequently, the concerns, interests, and voices of community members are not fully captured in the impact assessment process. In this article, we flip the conventional perspective to offer a community‐centric view of impact assessment that places the concerns, interests and voices of community members front and center. We present the case for why we need a community‐centric approach to impact assessment and clarify its axiological content, theoretical perspective, and methodological stance. Specifically, we advocate for a relational axiology, a system‐theoretic perspective, and a phenomenological methodology.     

Self‐regulated learning and training effectiveness

In recent years, training has shifted towards a more learner‐centred perspective. At the same time, rapidly changing workplaces emphasize the importance of self‐regulatory processes in the workplace. In the light of these trends, this research investigates the role of self‐regulated learning in training effectiveness. A theoretical model in which self‐regulated learning plays a central role in training evaluation was developed and validated using the structural equation method with a sample of 137 individuals. The results indicate that self‐regulated learning mediates the relationship between training climate and both transfer motivation and training evaluation. These findings indicate that the concept of self‐regulated learning plays a key role in the relationship between training context variables and organizational outcomes and offer new insights into the way organizations can improve training effectiveness.     

Implementing business ethics: Sexual harassment

Sexual harassment is a problem for many organizations. Organizations must understand that sexual harassment lies within the broader context of sex discrimination and inequality of opportunity in the workplace. Sexual harassment is both an illegal and unethical practice. Companies need to implement a policy which respects the rights of individual employees by prohibiting sexual harassment. This policy need to be clearly stated in the company Code of Ethics and enforced rigorously.Karen A. Crain is a Territory Representative for Wyeth-Ayerst Laboratories pharmaceutical company. She has published in a recent Proceeding of the International Conference of theAcademy of Business Administration.Kenneth A. Heischmidt is a Professor of Marketing at Southeast Missouri State University and has published in various professional journals and conferences includingJournal of Advertising, Journal of Professional Services Marketing, Journal of Hospital Marketing, Health Marketing Quarterly andJournal of Education for Business. He has received best paper awards at both the American Marketing Association and the Academy of Business Administration conferences.     

Sexual Harassment: A Matter of Individual Ethics, Legal Definitions, or Organizational Policy?

Although interest in business ethics has rapidly increased, little attention has been drawn to the relationship between ethics and sexual harassment. While most companies have addressed the problem of sexual harassment at the organizational level with corporate codes of ethics or sexual harassment policies, no research has examined the ethical ideology of individual employees. This study investigates the relationship between the ethical ideology of individual employees and their ability to identify social-sexual behaviors in superior-subordinate interactions. The results indicate that ethical ideology does have an effect on employees' ability to identify verbal sexually harassing behaviors. This effect, however, is not demonstrated on nonverbal sexually harassing behaviors.     

Training evaluation based on cases of Taiwanese benchmarked high‐tech companies

Although the influence of workplace practices and employees’ experiences with training effectiveness has received considerable attention, less is known of the influence of workplace practices on training evaluation methods. The purposes of this study were to: (1) explore and understand the training evaluation methods used by seven Taiwanese companies benchmarked for their excellence; and (2) compare Kirkpatrick’s and Swanson’s training evaluation models with practices used by the benchmarked Taiwanese organizations from a cross‐cultural perspective. Five themes emerged from in‐depth interviews, extending our understanding of training evaluation in the benchmarked Taiwanese organizations.     

Promoting employee’s self‐change skills: The role of job characteristics,goal clarity and learning goals

Personal growth initiative (PGI), i.e., self‐change skills, is necessary for employees to adapt to changing environments, but research examining the antecedents of PGI in an organizational context is limited. The present research investigated the antecedents of PGI in the workplace. Using a two‐wave questionnaire survey, data were collected from 204 employees, including nurses, medical technicians and administrative staff, at six healthcare organizations in Japan. The results of hierarchical regression analyses showed that goal clarity and learning goal orientation were positively related to PGI, whereas autonomy, skill variety and job complexity were not significantly related to PGI. The results also showed that goal clarity positively moderated the effect of skill variety on PGI, yet, negatively moderated the effect of job complexity on PGI. This study contributes to the existing literature by demonstrating how personal and situational factors influence employees’ self‐change skills in the workplace.     

How does workplace harassment influence the employees’ response in a deluxe hotel?

Recently, workplace harassment in the form of superiors abusing their power over subordinates has emerged as a social problem. In the deluxe hotel work environment, dealing with this issue starts by asking whether harassment by a superior has taken place – and if so, how it has influenced subordinates’ responses. The purpose of this study was to measure the perception of workplace harassment among employees and to explain the relationships between workplace harassment and employee engagement, satisfaction, burnout, and turnover intent in deluxe hotels in South Korea. The results showed that verbal aggression had a significant negative effect on employee engagement, while isolation, disrespectful behavior, and physical aggression exacerbated employee burnout. In addition, employee engagement significantly enhanced job satisfaction, while burnout increased employees’ turnover intent. Limitations and future research directions are also discussed.     

Discrimination, Harassment, and the Glass Ceiling: Women Executives as Change Agents

In this article, we discuss the relationships between discrimination, harassment, and the glass ceiling, arguing that many of the factors that preclude women from occupying executive and managerial positions also foster sexual harassment. We suggest that measures designed to increase numbers of women in higher level positions will reduce sexual harassment. We first define and discuss discrimination, harassment, and the glass ceiling, relationships between each, and relevant legislation. We next discuss the relationships between gender and sexual harassment, emphasizing the influence of gender inequality on sexual harassment. We then present recommendations for organizations seeking to reduce sexual harassment, emphasizing the role that women executives may play in such efforts and, importantly, the recursive effects of such efforts on increasing the numbers of women in higher level positions in organizations.     

Organizational characteristics and HRM policies on rights: Exploring the patterns of connections

The protection of employee rights in the workplace is one of the fundamental ethical questions facing organizations today. Organizations differ in the extent to which they protect the rights of both employees and themselves as employers, yet little research has examined the types of organizations that have rights protection policies. Instead of the classic normative approach to ethical issues, this study took a contextual approach to the management of rights in the workplace through human resource policies. Associations were found between the organizational characteristics of size, industry, unionization, business condition, and the existence of employee and employer rights policies. Additional analyses revealed underlying dimensions in right policies and the relationship of organizational characteristics to these aspects of rights management were examined. The results are discussed in terms of understanding human resource rights management within an organizational context.Catherine E. Schwoerer is an Assistant Professor in the School of Business at the University of Kansas. Her research interests include work place rights and responsibilities, training and development, self-efficacy, and aging and work.Douglas R. May is an Assistant Professor in the Department of Management at the University of Nebraska. His research interests include social issues management and the impact of the physical environment on employees' attitudes and health.Benson Rosen is Hanes Professor of Management and Chairman of Management Area at the Kenan-Flagler Business School, The University of North Carolina. He is a Fellow of the American Psychological Association and a member of the Academy of Management.     

Downward Workplace Mobbing: A Sign of the Times?

This paper offers a speculative elaboration on downward workplace mobbing – the intentional and repeated inflictions of physical or psychological harm by superiors on subordinates within an organization. The authors cite research showing that workplace mobbing is not a marginal fact in today's organizations and that downward workplace mobbing is the most prevalent form. The authors also show that causes of and facilitating circumstances for downward workplace mobbing, mentioned by previous research, match current organizational shifts taking place within a context of globalisation. This paper argues that it is not the organizational shifts themselves which are to "blame", but an inadequate transformation of leadership and power in reaction to those shifts. Using Foucault's power-knowledge-rules of right triad, the authors offer an explanation for downward workplace mobbing beyond the organizational changes themselves. More precisely, as the organizational changes can be characterized by a new power/knowledge bond calling forth new rules of right, downward workplace mobbing could be seen as manifestations of power outside of the delineations drawn by these new rules of right. In other words, downward workplace mobbing is pathology of current organizational shifts, resulting from not acting out the full ethical potential of the discourse of excellence, adventure, creativity and responsibility, which characterizes these shifts.