共查询到20条相似文献,搜索用时 62 毫秒
1.
Purpose
Gender differences in counterproductive work behavior (CWB: behavior that harms organizations or people) have been understudied. We explored gender mean differences, and the moderating effect of gender on the relationship of personality (agreeableness, conscientiousness, emotional stability, trait anger, and hostile attribution bias) and stressors (interpersonal conflict and organizational constraints) with three forms of CWB (directed toward organizations, directed toward persons, and relational aggression which are acts that damage relationships with other employees).Design/methodology/approach
A survey was conducted of 915 employed individuals recruited from university classes. All worked at least 20 h per week (mean 26.3 h), and held a variety of jobs in many industries.Findings
Men reported more CWB with correlations ranging from 0.12 to 0.18. Gender was found to moderate the relationship of job stressors and personality with CWB. The tendency for males to report engaging in more CWB was greater at high as opposed to low levels of interpersonal conflict, organizational constraints, trait anger and HAB and at low as opposed to high levels of agreeableness, conscientiousness, and emotional stability.Implications
These results suggest that gender differences in overall CWB are rather small, with men engaging in more than women only when they have certain personality characteristics or perceive high levels of job stressors. In other words men may be more reactive than women.Originality/value
This study shows that gender serves a moderator role, and is the first to adapt the construct of relational aggression to the workplace. 相似文献2.
Abdul Karim Khan Samina Quratulain Jonathan R. Crawshaw 《Journal of business and psychology》2013,28(1):49-61
Purpose
Our study explores the mediating role of discrete emotions in the relationships between employee perceptions of distributive and procedural injustice, regarding an annual salary raise, and counterproductive work behaviors (CWBs).Design/Methodology/Approach
Survey data were provided by 508 individuals from telecom and IT companies in Pakistan. Confirmatory factor analysis, structural equation modeling, and bootstrapping were used to test our hypothesized model.Findings
We found a good fit between the data and our tested model. As predicted, anger (and not sadness) was positively related to aggressive CWBs (abuse against others and production deviance) and fully mediated the relationship between perceived distributive injustice and these CWBs. Against predictions, however, neither sadness nor anger was significantly related to employee withdrawal.Implications
Our findings provide organizations with an insight into the emotional consequences of unfair HR policies, and the potential implications for CWBs. Such knowledge may help employers to develop training and counseling interventions that support the effective management of emotions at work. Our findings are particularly salient for national and multinational organizations in Pakistan.Originality/Value
This is one of the first studies to provide empirical support for the relationships between in/justice, discrete emotions and CWBs in a non-Western (Pakistani) context. Our study also provides new evidence for the differential effects of outward/inward emotions on aggressive/passive CWBs. 相似文献3.
Elisabetta Crocetti Lorenzo Avanzi Skyler T. Hawk Franco Fraccaroli Wim Meeus 《Journal of business and psychology》2014,29(2):281-300
Purpose
The purpose of this study was to examine ego-identity (Erikson, Psychol Issues 1:1–171, 1959; Identity, youth and crisis, Norton, New York, 1968; Marcia, J Pers Soc Psychol 3:551–558, 1966) and social identity (Tajfel and Turner, In: Austin WG, Worchel S (Eds.) The social psychology of intergroup relations. Brooks/Cole, Monterey, pp 33–47 1979; Turner et al., Rediscovering the social group: A self-categorization theory. Blackwell, Oxford, 1987) theories within the organizational literature. We adopted a person-centered approach to analyze whether employees classified in various identity statuses and identification profiles exhibited differences in job outcomes (i.e., burnout, job satisfaction, and organizational citizenship behaviors). We also analyzed interconnections among identity statuses and identification profiles.Design/methodology/approach
Participants were 515 employees (85.4 % women) between 24 and 64 years old. They completed self-reported questionnaires assessing personal identity, social identity, and job outcomes.Findings
Cluster analysis indicated that participants could be classified into four identity statuses (i.e., achievement, early closure, moratorium, and searching moratorium) and into four identification profiles (i.e., orthogonal combinations of high vs. low organizational and group identification, respectively). Employees classified in the various identity statuses and identification profiles reported meaningful differences on job outcomes. Further, findings highlighted significant associations between identity statuses and identification profiles, giving rise to various identity configurations associated with job outcomes.Implications
This study highlights the importance of integrating different facets of job identity. These findings have relevant implications in terms of suggesting which dimensions of identity should be promoted in order to reduce workers’ burnout, and enhance their satisfaction and organizational citizenship behaviors.Originality/value
This study provides evidence for integrating ego-identity and social identity theories. In doing so, it bridges developmental psychology literature on personal identity with social and organizational psychology literature on social identity, setting the basis for a comprehensive line of research. 相似文献4.
Gary N. Burns Megan B. Morris Corinne P. Wright 《Journal of business and psychology》2014,29(1):47-60
Purpose
The purpose of this study was to compare the criterion validity of conceptual interactions between the Big Five traits of agreeableness, conscientiousness, and emotional stability to the statistical interactions between these traits. For illustration purposes we focus on linking these interactions to counterproductive work behaviors (CWBs).Design/Methodology/Approach
Data for Study 1 was obtained from 196 employed students and focuses on the interaction between agreeableness and conscientiousness. Data for Study 2 was obtained from 220 employees and expanded the interaction space examined to include emotional stability.Findings
All of the circumplex traits representing conceptual interactions were related to CWBs but only the traits most closely associated with conscientiousness showed incremental validity beyond their associated Big Five traits. Dominance analysis highlights increased concurrent validity of the circumplex traits compared to the Big Five statistical interactions in relation to CWBs.Implications
Understanding the unique circumplex blends of the Big Five traits offers opportunities to enhance the criterion validity of Big Five measures. Results question the similarity between the AB5C circumplex traits and Big Five interactions, with their contributions appearing to be unique but their justification drastically different.Originality/Value
The validity of the AB5C circumplex traits are relatively unknown. The current results expand this knowledge and directly compare the circumplex traits to interaction terms between agreeableness, conscientiousness, and emotional stability. 相似文献5.
Purpose
This study examined the mediating role of perceived organizational support (POS) in the relationship between group-incentive participation and organizational commitment. The study also investigated the moderating role of innovation in the relationship between group-incentive participation and POS and the relationship between group-incentive participation and organizational commitment.Design/Methodology/Approach
The proposed hypotheses were tested by hierarchical linear modeling by means of survey data that were collected in South Korea in 2008.Findings
The results showed that the relationship between group-incentive participation and organizational commitment was fully mediated by POS. Cross-level analyses revealed that group-incentive participation had stronger relationships with POS and organizational commitment in more innovative companies than in less innovative companies.Implications
These findings contribute to the literature by identifying the characteristics of organizations in which group-incentive participation is more effective. In particular, innovative companies could benefit from adopting group-incentive practices because these practices are more strongly related to POS and organizational commitment in more innovative companies.Originality/Value
Whereas previous studies on group incentives have mainly focused on the effects of group incentives at the organizational level, this study bridged the gap between macro- and microapproaches through multilevel analyses. This study is unique in that it examined the vertical fit between group incentives and organizational characteristics while focusing on individual employees’ perceptions and attitudes. 相似文献6.
Jocelyn Wiltshire Joshua S. Bourdage Kibeom Lee 《Journal of business and psychology》2014,29(2):235-251
Purpose
The present study sought to examine whether a personality dimension named Honesty-Humility influences the relationship between employees’ perceptions of organizational politics (POP) and workplace outcomes, both attitudinal and behavioral.Design/Methodology/Approach
Data were collected online and cross-nationally from 268 full-time employees from various organizations and occupational backgrounds.Findings
Results indicate that the adverse effect of POP in the workplace is exacerbated for employees who are lower (rather than higher) in Honesty-Humility. Specifically, when perceiving their workplace as political, low Honesty-Humility individuals were more likely to engage in counterproductive work behavior and impression management behavior and to experience greater job stress and decreased job satisfaction.Implications
Examining the role of individual differences in POP helps to advance our understanding of the mechanisms that employees use to interpret and react within a perceived politically charged workplace. This study provides further evidence of the deleterious effects of POP in the workplace, especially among low Honesty-Humility individuals. Practical implications of this research focus on reducing the likelihood of hiring low Honesty-Humility individuals as well as on reducing the opportunity for undesirable behaviors among currently employed individuals.Originality/Value
There is a paucity of research exploring the possibility that individuals may react differently from one another to POP within their workplace and, in turn, experience varying outcomes. The present study helps to fill this gap in the literature by providing novel insights as to the role of personality in predicting perceptions of, and reactions to, organizational politics. 相似文献7.
Benjamin E. Baran Linda Rhoades Shanock Lindsay R. Miller 《Journal of business and psychology》2012,27(2):123-147
Purpose
This review focuses and aids the development of organizational support theory, which explains relationships between employers and employees based on social exchange. Many studies have explored the theory??s central construct, perceived organizational support (POS), or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000, the occupational landscape has shifted, increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends.Design/Methodology/Approach
This review focused on how themes in the POS research since 2000 have enhanced organizational support theory as relevant to the twenty-first century world of work.Findings
Four important theoretical themes have developed since 2000 that enhance organizational support theory: considerations of employee well-being, nontraditional workers, international and cross-cultural issues, and developments tied to the use of multilevel modeling.Implications
Giving both researchers and practitioners a synthesized view of the current status of POS research, this review serves as a springboard for new developments. It also integrates the multitude of recent studies into organizational support theory, focusing theoretical progress.Originality/Value
This is the first review and theoretical integration of the POS literature since 2002. It is a valuable resource for all interested in the field, with theoretical insights, useful tables, explanatory figures, and references. 相似文献8.
Purpose
We aimed at testing transformational leadership’s (TFL’s) capacity to enhance followers’ willingness to engage in selfless pro-organizational behavior (SPB), that is, behavior for the benefit of the company that is inapt to be instrumentally used for self-serving purposes and carried out despite salient personal costs. Furthermore, we aimed at demonstrating organizational identification to mediate this relation.Design/Methodology/Approach
In this study with three time points of data collection, 321 employees completed questionnaires measuring TFL, organizational identification, and—to control for dispositional effects—honesty/humility. SPB was captured applying a distribution task where participants had to make trade-off decisions between pro-self and pro-company distribution alternatives. In addition, participants’ general willingness to engage in SPB was measured using a self-report questionnaire.Findings
We found TFL to predict followers’ (willingness to engage in) selfless pro-organizational behavior and organizational identification to fully mediate this relation.Implications
Among other things, our findings challenge the negative assumptions regarding human motivation and behavior (e.g., people invariably driven by self-interest) inherent in some influential management-related theories (e.g., agency theory).Originality/Value
Getting followers to transcend their self-interest for company benefits is a core element of TFL theory. However, this core idea is difficult to test by means of questionnaires that measure citizenship behavior in field study research because three motives remain intertwined: pro-social values or orientation, organizational concern, and impression management motive. By disentangling company interest from employees’ self-interest and controlling for honesty/humility as an indicator for pro-social orientation, our study represents a more rigorous attempt to empirically confirm this assumption. 相似文献9.
Purpose
This field study investigated the moderating influence of role definitions on the association between safety climate and employees’ organizational citizenship behavior (OCB).Design/Methodology
Data were obtained from 94 hospital nurse dyads. Focal nurses and their peers completed paper surveys. All predictor measures were self-reported; whereas the OCB ratings were provided by nurses’ peers.Findings
Nurses’ perceptions of job requirements regarding OCB (i.e., OCB-specific role definitions) moderated the relationship between psychological safety climate and peer-rated OCB. The correlation between psychological safety climate and OCB was significant when nurses’ role definitions were narrow but non-existent when role definitions were broad.Implications
This study links managerial commitment to safety to nurses’ pro-social behavior and identifies an important boundary condition.Originality-Value
The link between safety climate and safety compliance has been firmly established. We investigated a less well-researched association between safety and OCB and proposed a theoretical foundation for this positive association. 相似文献10.
Khaldoun I. Ababneh Rick D. Hackett Aaron C. H. Schat 《Journal of business and psychology》2014,29(1):111-129
Purpose
Drawing mainly upon Applicant Attribution-Reaction Theory (AART), we clarify and underscore the role of attribution dimensions (personal control, external control, and stability) in forming applicant fairness perceptions, attitudes, and behavioral reactions.Design/Methodology/Approach
Students seeking (or about to seek) jobs (N = 264) participated in an experimental study in which procedural justice rules and outcome favorability (selected or rejected) were manipulated. Participants reported their attributions, fairness perceptions, and behavioral intentions. Hypotheses were tested through SEM and bootstrapping.Findings
Applicant attributions were predicted by outcome favorability and the extent to which the interview process satisfied/violated procedural justice rules. In line with AART, process fairness perceptions mediated relationships between applicant attribution dimensions and both organizational perceptions and behavioral intentions.Implications
Organizations should satisfy justice rules in employee selection processes because such rules affect applicant attributions, which in turn predict perceptions and behavioral intentions. In addition to identifying antecedents and consequences of fairness perceptions, antecedents and consequences of applicant attributions should be investigated, as both relate to important organizational outcomes.Originality/Value
This study is one of a very few to test propositions from AART. Through an experimental design of high internal validity, we show that outcome favorability and the satisfaction/violation of justice rules predict job applicant attributions (personal control, external control, and stability). We further show that applicants’ attributions explain unique variance in their perceptions of the employing organization and in their behavioral intentions (e.g., recommend organization to others; litigate) beyond that explained by selection outcome and fairness perceptions. 相似文献11.
Purpose
The aim of the present study is to examine transformational leadership (TFL) from an emotion-based perspective. We apply susceptibility to positive emotions (STPE) as the moderator and follower positive emotions (PE) as the mediator in the relationship between follower perceptions of TFL and follower task performance (TP).Design/Methodology/Approach
Survey data were collected from multiple sources, comprising 304 supervisor-subordinate dyads in 42 functional units of the Taiwanese military. Hierarchical linear analysis (HLM) was performed to examine our proposed model.Findings
The HLM results confirmed that follower perceptions of TFL were positively related to follower PE. Further, individual differences in STPE moderated the relationship between follower perceptions of TFL and follower PE. Finally, follower PE mediated the moderated relationship among TFL, STPE, and follower TP.Implications
This study advances understanding of when, how, and why TFL can enhance follower TP. The findings also address the complex role of STPE and follower PE in the relationship between follower perceptions of TFL and follower TP.Originality/Value
Emotions have attracted increasing attention in the leadership literature recently, particularly with regard to the transformational leader–follower relationship. This study enhances understanding of how TFL functions by accounting for followers’ STPE. In addition, we respond to Avolio et al.’s (Ann Rev Psychol 60:421–449, 2009) call to test the mediated-moderation effect that links TFL to follower outcomes. 相似文献12.
Debra A. Major Valerie J. Morganson Heather M. Bolen 《Journal of business and psychology》2013,28(3):301-314
Purpose
Despite growing demand, the information technology (IT) field suffers from a labor shortage compounded by the underrepresentation of women in the IT field. This study examined predictors of occupational and organizational commitment outcomes among IT professionals and explored gender differences and similarities in the relative importance of predictors.Design/Methodology/Approach
1,229 IT professionals provided web-based survey data, which were analyzed using hierarchical linear modeling and relative weight analysis.Findings
Satisfaction with growth opportunities, job security, job stress, and work–family culture generally were related to commitment outcomes as expected, accounting for the greatest variance in organizational commitment. Relative weights for men and women differed in the prediction of occupational commitment, where growth satisfaction and work–family culture were weighted more strongly by women and job stress was more strongly weighted by men. For organizational commitment, the relative weights among predictors were similar for men and women, except that men weighted job security more strongly than women.Implications
Findings suggest that garnering commitment to the IT field requires a gender-specific approach, highlighting growth and work–family support for women and addressing job stress for men. Increasing organizational commitment for both men and women calls for an emphasis on opportunities for growth and development.Originality/Value
This is the first study to simultaneously examine predictors for organizational and occupational commitment among IT professionals and to assess the relative importance of predictors discussed in the extant literature. Results inform efforts to increase retention in the IT field and provide guidance for improving the representation of women in IT. 相似文献13.
Larry R. Martinez Enrica N. Ruggs Isaac E. Sabat Michelle R. Hebl Steve Binggeli 《Journal of business and psychology》2013,28(4):455-466
Purpose
This article expands the discourse of the impact of the passage of the Civil Rights Act (CRA) of 1964 to sexual orientation minorities (SOM).Design/Methodology/Approach
We first discuss the challenges faced by SOM in the workplace. We then present a model adapted from Edelman’s “Handbook of employment discrimination research (pp. 337–352). Dordrecht, The Netherlands: Springer (2005)” theory of endogeneity of law to discuss the impact that such leaders and their supportive organizational SOM policies can have on the passage of nationwide SOM legislation. Finally, we discuss how organizational leaders’ beliefs and actions can play a major role in affecting organizational SOM policies.Findings
We argue that the presence of organizational protective policies can facilitate the passage of federal SOM legislation by establishing and legitimizing social norms. We also highlight how beliefs about religion, morality, controllability, and occupational stereotypes contribute to prejudice and lack of support for SOM-protective organizational policies.Implications
We discuss the importance that organizational SOM policies have on larger societal legislative issues, and outline how specific individual-level beliefs can impact organizational-level support for SOM.Originality/Value
We take a novel approach by focusing on what organizational leaders can do to enact SOM policies that may further influence protective laws. We also draw upon neo-institutional theory to show specifically how organizations can affect legislation; a topic often ignored in organizational psychology. 相似文献14.
Karsten Mueller Tammo Straatmann Kate Hattrup Marco Jochum 《Journal of business and psychology》2014,29(2):169-181
Purpose
In the present study, we sought to investigate the effects of online survey implementation strategies on perceived anonymity and employee response behavior in organizational surveys.Design/Methodology/Approach
A field experiment was conducted to compare two commonly used online survey implementation strategies (N = 815). One group of employees received a personalized invitation to the survey and a log-in password, while the other group received a general invitation and did not have to provide a password.Findings
The results showed that the applied implementation strategies had no substantial effects on perceived anonymity. Moreover, there were no significant effects on nonresponse or the responses of survey participants to closed-ended and open-ended survey questions.Implications
The present study supposes that online surveys are not a uniform phenomenon and that differences in the implementation of online surveys need to be considered. However, the findings indicate that the use of specified-personalized implementation strategies does not necessarily lead to a substantial decrease in perceived anonymity or automatically result in reduced data quality. Thus, in many cases, the investigated online survey implementation strategies are unlikely to cause serious reductions in perceptions of anonymity and quality of responses to organizational online surveys.Originality/Value
In spite of the frequent use of online surveys in organizations, little is known about the consequences of online implementation strategies for perceptions of anonymity and response behavior. This study is one of the few empirical examinations of the psychological consequences of different online implementation strategies frequently used in organizational surveying. 相似文献15.
Kristin L. Cullen Bryan D. Edwards Wm. Camron Casper Kevin R. Gue 《Journal of business and psychology》2014,29(2):269-280
Purpose
The literature on organizational change has increasingly recognized that characteristics of change recipients influence their reactions to workplace change. Yet little is known about the influence of employees’ adaptability and change-related uncertainty on their interpretation of organizational actions. We examined these antecedents and the mediating role of perceived organizational support as explanations for employees’ job satisfaction and performance.Design/Methodology/Approach
A survey was administered to material handling employees from two organizations. Employees completed measures of individual adaptability, uncertainty experienced regarding changes in the workplace, support received from the organization, and job satisfaction. Performance data were collected from the records of one organization.Findings
Results from both samples support the role of perceived organizational support as a mediator of the relationship between employees’ adaptability and perceptions of change-related uncertainty and employees’ satisfaction and performance.Implications
Change is a frequent occurrence in today’s workplace; thus, improving employee satisfaction and performance requires the consideration of change-related perceptions and individuals’ dispositions relevant to change. The present study offers insights regarding how organizations may help improve perceptions of organizational support by reducing perceived uncertainty as well as identifying employees who may need assistance to adapt to workplace changes.Originality/Value
Despite practitioners’ expressed interest, there is scant research examining employees’ adaptability and change-related uncertainty. We provide the first evidence explaining how and why these variables impact important workplace outcomes and extend existing theory by identifying appraisals of the organization (and not the self) as a mechanism explaining stressor–strain relationships. 相似文献16.
Sewon Kim Toby M. Egan Woosung Kim Jaekyum Kim 《Journal of business and psychology》2013,28(3):315-330
Purpose
The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee work-related outcomes.Design/Methodology/Approach
Data were collected from 482 employees in a Korean public organization. The collected data were analyzed by structural equation modeling with a two-step approach.Findings
The hypothesized conceptual model was adequately supported by the sample data. Further investigations suggested managerial coaching, which had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, organization commitment, and job performance.Implications
Findings provide empirical support to the hypothesized conceptual model of managerial coaching outcomes in organizations. Study findings offer evidence regarding prospective, but unexamined, benefits of managerial coaching. Such knowledge can be also used by practitioners for selecting and developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.Originality/Value
This article is one of the first studies to provide evidence for the influence of managerial coaching behavior on employee role cognition, work attitudes, and performance. Since there is no commonly acknowledged theory or conceptual model for managerial coaching outcomes, this finding of the current hypothesized model can notably contribute to the research on managerial coaching. Furthermore, to date, no study of managerial coaching in Asian cultural contexts has been identified. 相似文献17.
Thomas J. Zagenczyk Kevin S. Cruz Angela M. Woodard J. Craig Walker W. Timothy Few Kohyar Kiazad Mohammed Raja 《Journal of business and psychology》2013,28(3):287-299
Purpose
We explore whether Machiavellianism—a personality trait which describes the extent to which individuals ignore values and ethical considerations when the ends justify the means—will influence their responses to their employing organizations’ failure to fulfil promised obligations (psychological contracts). Specifically, we draw on psychological contracts theory and the group value model to argue that Machiavellianism will moderate the relationships between psychological contract breach and (1) organizational identification; and (2) organizational disidentification.Design/Methodology/Approach
We tested our hypotheses in a study of 262 employees from various organizations at two points in time.Findings
We found that psychological contract breach was negatively related to organizational identification and positively related to organizational disidentification. Furthermore, employees with higher levels of Machiavellianism tended to disidentify with their organizations to a greater extent (at Time 2) in response to psychological contract breach (at Time 1) than did employees with low levels of Machiavellianism. Machiavellianism did not moderate the relationship between psychological contract breach and organizational identification.Implications
Our study contributes to extant research exploring the importance of Machiavellianism in the workplace. Specifically, we show that employees with high levels of Machiavellianism are more likely to disidentify in response to psychological contract breach but do not tend to identify to a lesser degree.Originality/Value
This study builds on the extant research exploring individual differences in the psychological contract dynamics by considering Machiavellianism as a moderator of the breach–outcome relationship. 相似文献18.
Purpose
The purpose of this study was to extend the personality and work-related outcomes literature by examining: (1) the effects of narcissism on job satisfaction, organizational commitment, and counterproductive work behaviors and (2) the moderating effects of dispositional aggression on the narcissism–counterproductive work behaviors relationship.Design/Methodology/Approach
Multi-wave data were collected from 381 workers employed in a variety of work settings within the United States.Findings
Narcissism had consistent main effects on job satisfaction, organizational commitment, and counterproductive work behaviors after controlling for the personality characteristics agreeableness, conscientiousness, neuroticism, and aggression. Aggression moderated the relationship between narcissism and counterproductive work behaviors, such that the positive relationship between narcissism and counterproductive work behaviors was stronger when dispositional aggression was high.Implications
This study provides greater clarity regarding the role of narcissism within job attitudes and behaviors, shows that dispositional aggression strengthens or amplifies the narcissistic response for counterproductive work behaviors, and provides a platform to further explore narcissism and aggression within the workplace.Originality/Value
This study found that narcissism consistently predicted unique variance in work-related criteria after the effects of agreeableness, conscientiousness, neuroticism, and aggression were controlled. It also found evidence that aggression moderates the effects of narcissism on counterproductive work behaviors. This study is the first to directly examine these effects. 相似文献19.
Purpose
In recognition of the 50th anniversary of the Civil Rights Act of 1964, this paper reviews contradictory perspectives of the status of employment discrimination.Design/Methodology/Approach
Arguments are derived from psychology, management, law, and political science to contrast perspectives that civil rights legislation has (a) done its job, (b) gone too far, and (c) not gone far enough.Findings
We determine that disagreement is inevitable and that no unified conclusion can be drawn. Recognition of the viewpoints embedded in opposing perspectives, however, offers direction for the future of organizational science and practice.Implications
Consideration of these disparate views of civil rights legislation enables thoughtful reflection on the past, present, and future of civil rights legislation.Originality/Value
This paper offers a variety of lenses through which to consider employment discrimination in the organizational sciences and underscores the value of the papers collected in the special issue. 相似文献20.
Prof. Dr. Matthias Franz Lonja Weihrauch Tanja Buddenberg Ralf Schäfer 《Psychotherapeut》2009,54(5):357-369