Putting sport into organizations: The role of the accountant

This paper examines how organizations can promote in their employees similarly high levels of interest, motivation, and fun that participants in sports commonly experience. Particular emphasis is placed on the role accountants can play in using what this paper terms hygiene and elevating factors. Hygiene factors ensure the fair and transparent recording of financial events; without them, the sport of work cannot occur. Elevating factors allow employees to experience their work as fun and enjoyable, and ultimately provide the basis for a high-quality game of work. In helping to put sport into work, accountants will find themselves creating systems that go well beyond what they have done in the past, and dismantling some of the systems they once worked so hard to construct and oversee.     

Voices of abused workers: Implications for mitigating worker mistreatment

In the contemporary business reality, marked by unemployment and loose labor markets, workplace abuse is likely to climb as organizations and managers wield increased leverage in the employment relationship. We explore the organizational phenomenon of worker abuse and examine workplace blog accounts from abused workers to uncover shared insights. Based on these findings, we offer research-based suggestions, implications for practice, and resources for organizations, managers, and workers. Specifically, we advance an ABUSE mitigation model as a holistic management system for identifying and dealing with workplace abuse.     

Will AI ever sit at the C-suite table? The future of senior leadership

As the sophistication of artificial intelligence (AI) systems develop and AI becomes a key element of organizational strategy across a wide spectrum of industries, new demands are being placed on senior leaders. To understand the growing challenges leaders will face in the age of AI, we conducted interviews with 33 senior leaders in several countries across a wide range of industries. Our research highlights key capabilities and skills that leaders will require. Underlying these capabilities is a mindset oriented toward continuous learning and self-development, which will enable ongoing and rapid adaptation to change. Our findings identified the following key capabilities: digital know-how, data-driven focus, networking, ethics, and agility. To successfully navigate the coming era, senior leaders will need to focus on reskilling the workforce, recruiting and retaining highly skilled talent, building an intrapreneurial culture, and managing unprecedented changes in technologies and the nature of work.     

Finding the fit: Why compliance and ethics programs should seek to match individual and corporate values

Job seekers would like guidance on how to find a job with a firm whose values reinforce their own, a place that would be a good personal fit. At the same time, because of legal compliance requirements, it is crucial that employers find employees that fit the company’s value system so that the company can maintain an effective ethics and compliance program. This article looks at the legal, regulatory structure in both the U.S. and E.U. with an emphasis on reflexive corporate governance. It also reports the findings of a survey of E.U. and U.S. executives with a reputation for nurturing ethical business culture to discover what virtues and factors are most important and, thus, something a job seeker might look for in finding a strong, ethical company. Finally, the article raises the cognitive issues of the importance for job seekers to examine their own psychological biases so they are evaluating a position based on what really fits their values.     

Wearables in the workplace: The brave new world of employee engagement

Organizations increasingly introduce wearable devices, hoping to improve organizational performance. Wearables provide new and unique opportunities for engaging employees with their work and their organizational environment. The performance-related feedback these devices provide is supposed to help both employees and managers navigate the work environment more effectively. Despite the compelling benefits of wearables, they may prove to be detrimental to organizational performance unless a number of ethical issues are addressed. This article provides an overview of the benefits that certain wearable technologies can provide employees and managers, as well as the challenges they may create for organizations.     

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.     

On preferences for being self-employed

The concept of procedural utility assumes that agents not only receive utility from outcomes but also attach an independent value to the procedures that lead to these outcomes. This paper analyzes whether the preferences that underlie procedural utility are homogeneous using the case of independence at the workplace. I exploit the event of German reunification to assign preferences for independence to respondents without using data on occupational choice or directly reported procedural preferences. I find that the self-employed report higher job satisfaction than the employed, even after controlling for income and hours worked. However, there is a significant amount of heterogeneity in this effect: while “independent types” experience a large increase in job satisfaction from being self-employed, the most “hierarchical types” could even experience a decrease.     

Effect of hotel employees’ workplace friendship on workplace deviance behaviour: Moderating role of organisational identification

This study aims to explore the effect of friendships at workplaces (including friendship opportunities and friendship prevalence) on the workplace deviance behaviour (including production deviance, political deviance, property deviance, and personal aggression). This study included an examination of organisational identification for moderating relationships. The surveyees were employees and supervisors in five-star hotels in Taiwan who were willing to cooperate with the survey; each supervisor managed ten employees. A purposive sampling method, a non-probability sampling method, was employed. A total of 600 employee questionnaires were distributed, and the number of valid questionnaires was 357. The results reveal the following: (1) the friendship opportunities and friendship prevalence of hotel employees negatively influenced production deviance and (2) friendship prevalence of hotel employees negatively influenced political deviance, property deviance, and personal aggression. Moreover, organisational identification moderates the relationship between hotel employees’ workplace friendship and deviance behaviour. Management implications and follow-up suggestions are proposed based on the study results.     

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.