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The authors discuss the implications of the recent United States Supreme Court decision in Dobbs v. Jackson and its impact on employees and employers. Although several employers issued public statements regarding the provision of abortion-related benefits, the authors highlight some of the obstacles to their implementation.

With a focus on employee wellbeing, the authors discuss the obstacles in implementing abortion care benefits.

While it is encouraging to see many organizations make public statements in support of abortion rights, the authors temper their enthusiam with questions about practicality.

Based on the research on hidden stigmas and the job demands-resources model, the authors argue that employees who need to use abortion-related benefits may be unlikely to seek them.

The authors highlight some unanswered questions relating to the requesting and granting of abortion healthcare benefits.

The Dobbs decision takes away rights. While the authors applaud organizations’ efforts to restore them, facilitating access to an abortion in other states is quite complicated.

Although abortions are very common, very little organizational research has addressed the topic. In light of the Dobbs v. Jackson decision, the paper raises some timely questions about employer-sponsored abortion healthcare.

This paper aims to appraise the effectiveness of gender quotas in breaking the glass ceiling for women on boards (WoBs) in companies that are legally obliged to comply with quotas (listed companies and state-owned companies, LP) and in those that are not (unlisted companies and nonstate-owned companies, NLNP). Furthermore, it investigates the glass cliff phenomenon, according to which women are more likely to be appointed to apical positions in underperforming companies.

A balanced panel data of the top 116 Italian companies by total assets, which are present in both 2010 and 2017, is used for estimating ANOVA tests across sectors and fixed-effects panel regression models.

WoBs significantly increased in both the LP and the NLNP companies, and this increase was greater in the financial sector. Furthermore, the relationship between the percentage of WoBs and firm performance is not linear but depends on the financial corporate health. Specifically, the situation in which a woman ascends to a leadership position in challenging circumstances where the risk of failure is high (glass cliff phenomenon) is only present in companies with the lowest performance in the sample, in other words, when negative values of Roe and negative or zero values of Roa occur together.

These findings have relevant policy implications that encourage the adoption of gender quotas even in specific top positions, such as CEO or president, as this could lead to a “double spillover effect” both vertically, that is, in other job positions, and horizontally, toward other companies not targeted by quotas. Practical interventions to support women in glass cliff positions, on the other hand, relate to the extent of supervisor mentoring and support to prevent women from leaving director roles and strengthen their chances for career advancement.

The authors explore the ability of gender quotas to break through the glass ceiling in companies that are not legally obliged to do so, and to the best of the authors’ knowledge, for the first time, the glass cliff phenomenon in the Italian context.

Although there is growing research on the relationship between servant leadership and job performance, limited research examined conditions under which servant leadership is more effective. The purpose of this paper is to investigate whether employee-oriented human resource policy is shaping the relation between servant leadership and job performance.

Empirical research was carried out among 263 organizations operating in Poland. To verify formulated hypotheses, statistical reasoning with moderator was made using model 1 of SPSS Macro Process.

The present study has proved that employee-oriented human resource policy may act as a moderator between servant leadership and job performance strengthening this relation. Integrating human resource policy with leadership is important to reach a better understanding of how human resource and leadership can influence employee performance.

The current study provides a practical implication for organizations to train managers with leadership skills to improve the job performance of their employees.