The last taboo?: surfacing and supporting Emotional Labour in HR work

The emotional challenges Human Resource Professionals (HRPs) face, and the work they do in managing emotion in day to day HR practice, have largely gone unacknowledged and unsupported and yet is arguably HR’s most value-added activity. Through in-depth interviews and diary study, we uncover the emotion handling aspect of HR work. Specifically we explore Emotional Labour (EL) which, despite its centrality to HR work, remains under-researched in the HR context. By asking our participants to recount and reflect on emotive interactions, we examine HRPs’ use of EL in their relational work; how they come to learn the emotion display rules of their role; the strategies they use to cope with such emotional demands and the factors that help/hinder this process. Our contribution is to ‘surface’ emotion in HR work and identify how organisations can prepare HRPs for, and support them in, their emotion handling efforts.     

The case for educated UK consumers: the National Consumer Council's consultation on consumer education

Consumer education is an integral part of the consumer empowerment mix. Over recent years the importance of consumer education as a vital tool for protecting consumers and making them better informed has been increasingly recognized in the UK. As part of the developing policy debate in the UK, the National Consumer Council (NCC), one of the key consumer champion bodies, has been arguing the case for a national strategy for consumer education. In order to establish whether a national strategy was needed and, if so, how a strategy could be structured and introduced, the NCC carried out a national consultation. In excess of 100 responses were obtained from a very broad range of organizations. This paper provides a review of the secondary data gathered for the NCC research. It was found that although there are many organizations and networks involved in consumer education in the UK, it lacks focus, is fragmented and is not efficient or coordinated. The research highlighted a need for a strategic approach to place educated and empowered consumers at the heart of the marketplace.     

Reviews

“URBAN ECONOMIC CHANGE” Victor A. Hausner and members of the ESRC Inner Cities Research Programme, 1987: Urban Economic Change: Five City Studies. Clarendon Press, Oxford, £25.00.

“ECONOMIC DEVELOPMENT POLICY” Robinson, F., Wren, C. and Goddard, J., 1987: Economic Development Policies-An Evaluative Study of the Newcastle Metropolitan Region. Oxford: Clarendon Press, £8.95 paper.

'URBAN REGENERATION ISSUES” London Strategic Policy Unit, 1987: Land for Industry: The need for industrial land in London until 1990. London: LSPU, no price stated.

Department of the Environment, 1987: Re-using Redundant Buildings: Case Studies of Good Practice in Urban Regeneration. HMSO £11.95.

Department of the Environment, 1987: Managing Workspaces: Case Studies of Good Practice in Urban Regeneration. HMSO £11.95.

Department of the Environment, 1987: Greening Crty Sites: Case Studies in Good Practice in Urban Re-generation. HMSO £11.95.

“VIEWS FROM THE DISTRICTS” Association of District Councils, 1987: A Blueprint for Urban Areas, Volumes 1 and 2. London: £12.00.

Association of District Councils, 1987: Economic Development Initiatives and Innovations: Best Practice Paper No. 6 (Revised). London: £4.00.     

The Fourth International Symposium on Intelligent Systems in Accounting,Finance and Management

The Fourth International Symposium on Intelligent Systems in Accounting, Finance and Management ranks as the oldest, on-going meeting on the use of artificial intelligence (AI) in business. The conference spotlights a wide range of issues with both theoretical/practical and behavioral/technological dimensions.     

Risk Shifts Following Sarbanes‐Oxley: Influences of Disclosure and Governance

The Sarbanes‐Oxley Act of 2002 (SOX) aimed to improve financial reporting by enhancing corporate disclosure and governance. We find statistically significant increases, from before to after the passage of SOX, in total return variance, market risk and idiosyncratic risk. The risk increases are consistent with predictions that the legislation would cause firms to disclose more negative information, resulting in increased investment risk. However, in cross‐sectional tests, post‐SOX improvements in information certainty, board independence and monitoring are associated with smaller increases or greater decreases in risk. If SOX is responsible for these improvements, its effects are consistent with its purpose.     

User voice and complaints as drivers of innovation in public services

User voice and complaints can serve as important inputs to innovation in public services. User knowledge can be harnessed to provide insights and ideas that prompt more effective service responses and add value to service delivery. However, the mechanisms for harnessing user voice and complaints are often not fully understood, and their potential is often underdeveloped. This paper elaborates a conceptual framework which maps the processes by which user voice and complaints might prompt effective public service innovation. Six practical real-world examples are then presented and analysed to illuminate discussion of some critical success factors for consumer-knowledge-enabled innovation.     

Understanding the Change–Cynicism Cycle: The Role of HR

Employee change cynicism is an unintended consequence of organizational change, which can undermine the effectiveness of change initiatives. Based on social information processing theory, we examine the impact of two human resource roles (administrative expert and strategic change agent) on the relationship between the quantity of organizational change and employee change cynicism. Using multilevel data from 1,831 employees in 70 organizations, we find employees who are exposed to more organizational change report higher levels of change cynicism. However, the strength of the organizational change–cynicism relationship is affected by the role of HR in the employees’ organizations. When HR undertakes an administrative expert role, change is more likely to generate change cynicism. When HR undertakes a strategic change agent role, change is less likely to generate change cynicism. Our results suggest that organizations need to think carefully about the role of HR during organizational change and encourage HR to adopt a strategic change agent role. © 2015 Wiley Periodicals, Inc.