Observers’ reactions to workplace incivility in the masculine domain: How does role congruency explain gender bias in future workers?

Based on Role Congruity Theory, we tested the hypothesis of gender bias by examining gender differences in observers’ evaluations of the awareness and acceptability of workplace incivility gender‐dyad interaction. Three hundred and ninety‐six Spanish high school students (55.3% female) read one scenario of overt incivility (publicly humiliates and openly doubts the employee's judgment) or covert (omits and pays little attention) from a leader (female vs. male) toward a subordinate (female vs. male) in engineering. Results indicated gender differences among observers. From the leader actor of incivility, males were more aware and accepted less the incivility when performed by a female leader in a male domain; whereas females were more aware and accepted less incivility than males in all cases. Regarding the subordinate target of incivility, only females were more aware and accepted less incivility, and both males and females were more aware and accepted less covert incivility. Our results reveal practical implications for interventions from a gender perspective.     

恶意报复还是认同驱动?新员工的角色社会化程度对其职场排斥行为的作用机制

以往关于职场排斥形成机制的研究, 主要是基于冲突-报复的视角, 验证了人际冲突对职场排斥具有稳定的预测作用, 而这个解释逻辑很可能对新员工并不适用。本文基于角色认同理论, 考察新员工的角色社会化程度对其职场排斥行为的作用机制。通过对多阶段收集的249对新员工上下级匹配问卷分析发现, 在控制了经典的冲突报复机制之后, 角色认同机制能够解释新员工的职场排斥行为。具体来说, 结果显示：(1)新员工的角色社会化程度负向影响其职场排斥行为; (2)工作疏离感在新员工的角色社会化程度与职场排斥行为之间起中介作用; (3)发展性反馈在新员工的角色社会化程度与工作疏离感的关系中起调节作用; 进一步, (4)发展性反馈调节了工作疏离感对角色社会化程度-职场排斥行为关系的中介作用。本研究结果不仅从理论上拓展了职场排斥行为的研究视角, 为以后的进一步研究提供新的理论框架, 而且从角色认同的视角为组织管理新员工的职场排斥行为提供新思路。     

工作场所不文明行为受害者向实施者反转的机制

梳理和归纳了导致工作场所不文明行为的受害者反转为实施者的组织事件, 包括团队层次的不作为领导行为和领导不文明行为以及个体层次的同事不文明行为。借助事件系统理论对受害者反转为实施者的认知过程进行了说明, 如果组织事件的强度足够引起受害者的控制化信息加工, 则其可能改变自己的原有行为进而实施工作场所不文明行为; 根据社会信息加工理论, 受害者的控制化信息加工可以通过三条路径实现, 即学习过程, 归因过程和道德判断过程。建议未来研究进一步探讨情绪和认知两者在不文明行为受害者角色反转中的作用, 以及工作领域之外的因素在其中的作用, 并且能够使用日记研究法进行验证; 未来研究还可以探讨工作场所不文明行为的旁观者反转为实施者的机制。     

Nonparametric Estimation of Standard Errors in Covariance Analysis Using the Infinitesimal Jackknife

The infinitesimal jackknife provides a simple general method for estimating standard errors in covariance structure analysis. Beyond its simplicity and generality what makes the infinitesimal jackknife method attractive is that essentially no assumptions are required to produce consistent standard error estimates, not even the requirement that the population sampled has the covariance structure assumed. Commonly used covariance structure analysis software uses parametric methods for estimating parameters and standard errors. When the population sampled has the covariance structure assumed, but fails to have the distributional form assumed, the parameter estimates usually remain consistent, but the standard error estimates do not. This has motivated the introduction of a variety of nonparametric standard error estimates that are consistent when the population sampled fails to have the distributional form assumed. The only distributional assumption these require is that the covariance structure be correctly specified. As noted, even this assumption is not required for the infinitesimal jackknife. The relation between the infinitesimal jackknife and other nonparametric standard error estimators is discussed. An advantage of the infinitesimal jackknife over the jackknife and the bootstrap is that it requires only one analysis to produce standard error estimates rather than one for every jackknife or bootstrap sample.     

Exploration of the attitudes of employees towards the provision of counselling within a profit‐making organisation

The provision of workplace counselling has risen significantly over the last 20 years in response to the increase in stress‐related illness amongst employees in UK profit‐making organisations. Despite this expansion there is very little exploration of employee attitudes towards this provision. This paper describes a case study of employee attitudes towards counselling in a UK profit‐making organisation utilising an Employee Assistant Programme (EAP) for staff counselling. The method used for the research was a quantitative approach administered using a short questionnaire distributed to employees by e‐mail. The responses to the questionnaire illustrated that most employees were highly aware of the service and believed stress to be the highest presenting issue to the EAP counsellors. However, stress was actually the lowest presenting issue. The results from this study also suggested that managers had a more negative attitude towards counselling than non‐managers. Men and women were found to have the same highly positive attitude towards counselling. Respondents felt that wider, constant and regular positive promotion of counselling, by the employer as well as the EAP, was needed to increase utilisation of the EAP counselling service. Concerns over confidentiality for those using, or contemplating using, the service were also found — as in other studies — but this study found concerns particularly in relation to managers finding out that an employee had attended counselling. The implications of these findings are discussed.     

Derogating black sheep: Individual or group protection?

What motivates people to derogate unfavorable ingroup members more harshly than comparably unfavorable outgroup members? Researchers investigating the black sheep effect maintain that this differential derogation is a means of group protection. In contrast, we argue that derogating unfavorable ingroup members may be an individual protection strategy whereby target devaluation distances an unfavorable other from the self as a means of limiting the threat of being associatively miscast. Participants read an article describing an unfavorable ingroup or outgroup target, and then received two means of responding to the target: target devaluation and group disidentification. Importantly, group disidentification was considered to be a uniquely individualistic distancing strategy. We found that both response options substituted for one another, depending on the order of presentation. Substitutability, we argue, suggests that the primary motive behind ingroup derogation in our study was distance augmentation, an individual protection strategy.     

Psychologie du criminel en col blanc: À la recherche de sa personnalité

The aim of this present conceptual analysis is to define the main analytical approaches of the particular form of organizational deviance: white-collar crime. Within the scope of the dispositional heuristic approach, the analysis explores the explanatory potential of a certain idiosyncratic factor: the narcissistic personality. The analysis proposes future avenues of research concerning the identification of personal dispositions underlying white-collar crime.     

How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective

Based on uncertainty management theory [Lind, E. A., & Van den Bos, K., (2002). When fairness works: Toward a general theory of uncertainty management. In Staw, B. M., & Kramer, R. M. (Eds.), Research in organizational behavior (Vol. 24, pp. 181–223). Greenwich, CT: JAI Press.], two studies tested whether a management style depicting situational uncertainty moderates the relationship between abusive supervision and workplace deviance. Study 1, using survey data from 379 subordinates of various industries, found that the positive relationship between abusive supervision and organizational deviance was stronger when authoritarian management style was low (high situational uncertainty) rather than high (low situational uncertainty). No significant interaction effect was found on interpersonal deviance. Study 2, using survey data from 1477 subordinates of various industries, found that the positive relationship between abusive supervision and supervisor-directed and organizational deviance was stronger when employees’ perceptions of their organization’s management style reflected high rather than low situational uncertainty.     

A Psychoanalytic Dialectical Model for Sexual and Other Forms of Workplace Harassment

Beginning with a brief literature review, the present paper outlines a dialectical model for sexual and other forms of workplace harassment in which the role dependent models of bully, victim and bystander are seen to complexly interact and facilitate each other. An organization which has a bully always has the other two roles represented according to the model. It is suggested that for a workplace to function harmoniously all three roles must be addressed, and the power struggle resolved. The theory is illustrated with a series of case studies drawn from a forensic psychiatry practice. These include some more unusual forms of harassment such as the harassment of a Mexican American woman by an African American woman, the harassment of a middle-aged conservative man by two young women, the harassment of a man by several male employees together with traditional patterns of an older male employer harassing a younger female employee. Psychoanalytic processes which explain the pathological patterns are illustrated with material drawn from a psychoanalysis of a harassed woman. The paper concludes with some brief suggestions for a plan for workplace intervention.