“We do not hire smokers”: May employers discriminate against smokers?

Smoking employees are less healthy than nonsmokers, are absent more, make more and more expensive claims for health and disability benefits, and endanger co-workers who breathe smoky air. Employers may establish smoke-free workplaces, but—beyond that—employers may absolutely discriminate against smokers. Absent some common-law or statutory prohibition, employers are free to hire whomever they wish. The Americans with Disability Act prohibits discrimination against “disabled” applicants or employees, but smokers are not “disabled,” nor “regarded as” being disabled. Moreover, statutory construction does not lead to the conclusion that smokers are “disabled.” Since the policy of government is to discourage smoking, and discrimination against smokers promotes nonsmoking, such discrimination is not only not illegal, it is good social policy.     

Managing workplace bullying experiences in nursing: the impact of the work environment

To progress our understanding of good practice in the management of workplace bullying, the authors explored the influence of work environment factors on bullying intervention. Analysis of focus group data from public hospitals in New Zealand revealed factors at multiple levels in the work environment system that influenced intervention. Many of these factors have previously been identified as antecedents to bullying, suggesting that the work environment hypothesis can also be applied to the management of workplace bullying experiences.     

工作场所暴力问题的产生及预防

对工作场所暴力的探究及预防是一项新的研究领域,国外在这方面的研究开展得较早,近年来也获得了广泛的成果。文章从对工作场所暴力研究的提出、范围界定、多角度分类以及发生工作场所暴力事件的原因等方面对已有研究进行了综述,同时,总结各专业机构及企业组织提出的多种预防措     

Effects of customer incivility on frontline employees and the moderating role of supervisor leadership style

Customer incivility toward frontline employees (FLEs) is a widespread phenomenon within tourism and hospitality industries, severely depleting the psychological resources of FLEs and delivered customer service. Drawing on the job demands-resources and conservation of resources frameworks, the current research compares the effects of the two most common forms of customer incivility on FLEs' psychological responses and behavioral intentions (study 1). Moreover, this work explores the degree to which supervisor leadership style can mitigate the depleting effects of these two forms of customer incivility on FLEs (study 2). Findings demonstrate that FLEs' responses to customer incivility episodes remain contingent upon supervisor's leadership style and acknowledge that an empowering (vs. laissez-faire) leadership style can better mitigate the depleting effects of both customer incivility forms on FLEs' role stress, rumination, retaliation and withdrawal intentions. The implications of these findings for tourism and hospitality theory and practicing managers are discussed.     

When and why organizational dehumanization leads to deviant work behaviors in hospitality industry

This study investigates when and why organizational dehumanization leads to deviant work behavior. Accordingly, aims to investigate the impacts of organizational dehumanization on perceived incivility and deviant work behavior. In addition to this, also investigates the psychological capital as moderator between organizational dehumanization and perceived incivility, while perceived incivility as a mediator between organizational dehumanization and deviant work behaviors (employee time theft and knowledge hiding). A time lag approach: with three-time intervals T1, T2 and T3 respectively was used to collect the data from hotel employees. Results indicate that organizational dehumanization leads to perceived incivility and thereof, perceived incivility propels deviant work behaviors amongst employees. Moreover, employee’s psychological capital played a protective role of reducing the detrimental effects of organizational dehumanization on perceived incivility. This research contributes to literature by considering behavioral outcomes of organizational dehumanization. For managers this study provides insights to minimize organizational stressors to buffer employee deviant behaviors. This study also provides new research avenues in hospitality industry.     

Controlling space,controlling labour? Contested space in food delivery gig work

The article investigates the control of the platform labour process by means of the digital production of space and how workers resist it. The segment of German platform‐mediated food delivery is examined via qualitative interviews and auto‐ethnography. It is shown how the platforms create different spaces to efficiently coordinate and control mobile delivery gig work. Steered by geolocalisation and geofencing, the couriers operate autonomously in spatial corridors defined by the platforms. The agency of the riders is thus limited, but they are occasionally able to undermine the platforms’ spatial control and reinterpret it. The article shows that space is a central but contested instrument for controlling labour.     

General ethical judgments,perceived organizational support,interactional justice,and workplace deviance

This study focused on the relationships between individual differences in ethical judgments and workplace deviance. In addition, the moderating roles of perceived organizational support (POS) and interactional justice (IJ) on the relationships were investigated. The results indicated that the judgments of actively benefiting from illegal activities and passively benefiting at the expense of others were positively related to interpersonal and organizational deviance. The judgments of actively benefiting from questionable actions were positively related to interpersonal deviance only. For the moderating effects, the higher the POS, the weaker the influence of the judgments of actively benefiting from questionable actions on interpersonal deviance; the higher the IJ that an employee perceived, the weaker the influence of the judgments of passively benefiting at the expense of others on interpersonal deviance. Some managerial implications were also discussed.     

An examination of anti-violence human resource management practices in the context of health care and aged care

Although accumulated research has demonstrated the negative impacts of workplace violence and called for effective solutions from a human resource management (HRM) perspective, a valid measure of anti-violence HRM practices is missing. In this paper, we develop a scale of anti-violence HRM practices that is critical for both theoretical advancement and managerial practices in health care and aged care contexts. Through an inductive approach in Study 1, we generated items for the scale to be used in health care and aged care contexts, which we then subjected to a content validity test in Study 2. Using the newly developed scale, we further demonstrated in Study 3 that anti-violence HRM practices that are implemented in aged care facilities reduce workers' experienced violence, improve workers' emotional wellbeing, and enhance workers' organisational and career commitment.