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The purpose of this paper is to understand the factors that influence officer behavior when encountering suspects of crime who are perceived to have a mental disorder.

This paper utilizes data collected from systematic social observations of street officers during 617 encounters with suspects, including 49 that were perceived to have a mental disorder. Multivariate models are estimated to determine the relative influence mental disorder has on officer decision making.

The paper finds mentally disordered suspects are more likely to demonstrate disrespectful or hostile behavior. The paper also finds that disrespect and hostility increases the likelihood of arrests. However, results also demonstrate that despite behavioral differences, persons with mental disorders are significantly less likely to be arrested by officers. Results support the contention that officers view mental status as a mitigating factor during encounters, and further calls in to question the criminalization hypothesis.

It is not clear what extent informal actions were taken by officers during encounters with mentally disordered suspects. Future research can also examine the interaction process that occurs between police and citizens who are mentally disordered, and consider evaluating the effectiveness of various responses to mentally disordered suspects.

This paper has value for both practitioners interested in understanding the dynamics of the police‐citizen encounter, as well as academics who are involved with theorizing the nature of social control by police officers.

The purpose of this paper is to validate an instrument, based on previous research, for measuring procedurally just and unjust police behavior during interactions with citizens.

Data were gathered from September 2015 to January 2016 using systematic social observations in two local police forces in Belgium. A total of 284 full police-citizen interactions were observed. The authors describe and explain how the procedurally (un)just police behavior is measured and discuss existing research on the subject. The authors also test the validity of the instrument and stress the importance of making a distinction between procedurally just and unjust behavior, which has often been overlooked in previous research.

The measurement instrument passed the validity test, except for the procedurally just neutrality sub-index. The findings also confirm that both procedurally just and procedurally unjust police behavior can occur in the same interaction. Moreover, except for the trustworthy sub-indexes, the authors found a stronger negative correlation of procedurally unjust behavior with the citizen’s behavior compared to the strength of the positive correlations of the procedural justice indexes.

The findings confirm a usable measurement instrument for research about procedural justice using systematic social observations. Important improvements were made to instruments that have been utilized in previous research. One of the most important recommendations for future research is to make a distinction between procedurally just and unjust police behavior.

This study is the first in which all four elements of police procedurally just behavior as well as their four procedurally unjust variants were measured using systematic social observations.

The purpose of this paper is to draw attention to the need to treat negative workplace behaviours which are not perceived as bullying as seriously as those which are. The paper also aims to examine whether or not the National Health Service (NHS) appears to experience a higher level of negative behaviour than private sector organisations and whether lower frequency behaviour has similar levels of effect as higher frequency behaviour.

A mixed‐method approach is used whereby a mainly quantitative questionnaire is complemented by the inclusion of qualitative questions and the collection of qualitative data collected within the two NHS Trusts concerned.

The evidence collected draws attention to the considerable impact that workplace incivility, which may or may not be classed as bullying, has on the well‐being of employees and the effectiveness of organisations. Where aggression is present, the levels of effect are shown to be higher and the behaviour is always classed as bullying. The evidence also shows that the NHS does appear to experience a higher level of negative behaviour than private sector organisations, and that lower frequency behaviour does indeed appear to have similar levels of effect as higher frequency behaviour.

This article shows that the focus placed by many researchers and organisations on countering/eliminating behaviour purely perceived as bullying is unlikely to be effective unless they also adopt a similar approach to the full range of negative behaviours that employees experience/witness in organisations.

This paper explores the reasons for the sometimes seemingly irrational and dysfunctional organisational behaviour within the NHS. It seeks to provide possible answers to the persistent historical problem of intimidating and negative behaviour between staff, and the sometimes inadequate organisational responses. The aim is to develop a model to explain and increase understanding of such behaviour in the NHS.

This paper is conceptual in nature based upon a systematic literature review. The concepts of organisational silence, normalised organisational corruption, and protection of image, provide some possible answers for these dysfunctional responses, as does the theory of selective moral disengagement.

The NHS exhibits too high a level of collective ego defences and protection of its image and self-esteem, which distorts its ability to address problems and to learn. Organisations and the individuals within them can hide and retreat from reality and exhibit denial; there is a resistance to voice and to “knowing”. The persistence and tolerance of negative behaviour is a corruption and is not healthy or desirable. Organisations need to embrace the identity of a listening and learning organisation; a “wise” organisation. The “Elephant in the room” of persistent negative behaviour has to be acknowledged; the silence must be broken. There is a need for cultures of “respect”, exhibiting “intelligent kindness”.

A model has been developed to increase understanding of dysfunctional organisational behaviour in the NHS primarily for leaders/managers of health services, health service regulators and health researchers/academics. Research, with ethical approval, is currently being undertaken to test and develop the conceptual model to further reflect the complexities of the NHS culture.

The patient complaint is one of the main procedures of exercising patient’s rights in the Finnish health care system. Such complaints typically concern the quality of care and/or patient safety. The purpose of this paper is to examine the types of patient complaints received by a specialized medical care organization and the kinds of responses given by the organization’s personnel. The organization’s strategy and good governance principles provide the framework for understanding the organization’s action.

This study’s data comprise patient complaints and the responses from personnel of a specialized medical care organization from the start of 2012 to the end of January 2014. The data were analyzed through qualitative data analysis.

The results show many unwanted grievances, but also reveal the procedures employed to improve health care processes. The results are related to patients’ care experiences, provision of information, personnel’s professional skills and the approach to patient complaints handling. The integrative result of the analysis was to find consensus between the patients’ expectations and personnel’s evaluation of patients’ needs.

Few prior studies have examined patient complaints related to both strategy and good governance. Patient complaints were found to have several confluences with an organization’s strategic goals, objectives and good governance principles. The study recommends further research on personnel procedures for patient complaints handling, with a view to influencing strategic planning and implementation of strategies of organizations.

Employees are affected by the interpersonal treatment received from leaders (i.e. interactional justice), especially when being informed of negative outcomes (Brockner, 2010). Although respectful treatment may be expected from leaders generally, little is known about when leaders are more likely to display interactional justice and whether less interactional justice might be acceptable under certain circumstances. Drawing on reciprocity theory (e.g. Gouldner, 1960), and leader–member exchange (LMX) theory (e.g. Gerstner and Day, 1997), the purpose of this paper is to test the hypothesis that employees who are disrespectful and inconsiderate toward their supervisors (i.e. who are themselves interactionally unjust) would and should receive less interactional justice when being informed of a negative outcome.

The authors conducted three experimental studies (Ns=87, 47 and 114), in the context of leaders communicating a layoff decision to their subordinates.

The results supported the predictions albeit the effect of subordinate interactional justice on supervisor justice was modest, yet consistent, across studies.

The findings are consistent with reciprocity theory and the LMX literature and suggest that leader actions when communicating bad news are dependent on employee conduct. Limitations of the studies include a primary reliance on students as participants and the measurement of behavioral intentions rather than behavior.

The studies are among the first to examine interactional injustice perpetrated by subordinates toward their leaders, and its impact on leader behavior when delivering negative outcomes. There is a paucity of literature understanding the causes of leader fairness behavior, in addition to a consideration of unfairness from perpetrators of lower positional power.

Contemporary organizations report a sharp increase in the incidences of workplace incivility. The purpose of this paper is to capture the impact of workplace incivility on the victimized employee's knowledge-hiding behaviours. The paper proposes that the victim will hide knowledge by playing dumb, evasive hiding and rationalized hiding behaviour.

The paper first focusses on a review of literature on workplace incivility and summarizes the findings through a conceptual review model. Subsequently, the paper puts forth a conceptual model depicting the relationship of incivility with knowledge hiding.

Drawing from the affective events theory, the paper demonstrates that incivility will arouse negative emotions in the victim, enticing the individual to respond by engaging in knowledge hiding. It establishes knowledge hiding to be more than just a consequence of reciprocal exchange relationships. The authors also propose this positive relationship to vary with gender.

The paper draws attention towards the counterproductive knowledge behaviours that can be stirred as a result of negative emotional experiences. It explores the employee’s response to an active form of workplace mistreatment, workplace incivility. It advocates the need to check uncivil and disrespectful behaviours in the organization so as to build a healthy work environment.

This paper aims to summarize the existing literature on workplace respect and to help explain how employees who feel excluded and disrespected at work may retaliate against the organization.

A thorough review of the literature was conducted. This review is prepared by an independent writer who adds her own impartial comments and places the studies in context.

Based on the findings of the studies reviewed, employees who feel disrespected at work may retaliate by complaining or withdrawing from work. The emotions and hurt feelings resulting from disrespectful behavior are often hard to articulate, and managers may not realize how hurtful their actions are to the employee. The paper offers suggestions on how organizations may reduce the potential damage by reflecting on their work environment that may be fueling employee negativity.

This briefing saves busy executives and researchers hours of reading time by selecting only the best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This research seeks to unpack a relevant, hitherto overlooked connection between employees' perception that family incivility is undermining their work and their displays of submissive behavior. The authors predict and test a mediating role of employees' work alienation beliefs and a moderating role of their ego resilience in this connection.

The research hypotheses were tested with survey data collected in three rounds, separated by three weeks each, among employees who work in the education sector in Pakistan. The statistical analyses relied on the PROCESS macro, which supports the simultaneous estimation of the direct, mediation and moderated mediation effects that underpin the proposed theoretical framework.

An important reason that victims of disrespectful treatment at home fail to fight for their rights at work is that they develop parallel beliefs of being disconnected from work. This intermediary role of work alienation beliefs is less prominent though when employees can rely on their personal resource of ego resilience.

For human resource (HR) managers, this research offers a critical explanation, related to a sense of being estranged from work, for why family-induced work hardships might cause employees to exhibit subservient behaviors at work. It further reveals how this process can be contained if employees have the capability to adapt flexibly to different situations.

This study contributes to extant research by explicating how and when family-induced work hardships might escalate into work responses that mirror employees' experiences at home.

This study examines the salesperson-driven unethical behavior toward consumers in the retail banking context.

Consumer posts on an online social platform were analyzed using content analysis. Cluster analysis and word association analyses were conducted to analyze the posts across ethics dimensions, customer intentions and banking services.

Complaints about salesperson-driven unethical behavior were classified into three clusters: disrespect, fee deception and other deception. Four themes of consumer intentions emerged from data: expecting an action regarding the staff, fixing the problem, exiting the bank, or just expressing the problem on the social platform. There was a significant difference among clusters in terms of intentions. The deception clusters had a stronger association with fixing the problem, while the disrespect cluster had a stronger association with consumers’ willingness to express their complaints and requests regarding corrective actions for the salespeople.

Banks must differentiate their service recovery approach depending on the problem. While a refund can be more appropriate for recovering deception, a corrective action regarding misbehaving sales staff is expected by the customers for the disrespect problem.

This study contributed to the need for current research on personal selling practices and salesperson ethics in banking services. The unethical sales practices were linked to customer intentions, and several associations were found. An unethical sales behavior framework that can be used in future research was represented.