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One of the mechanisms by which organizations promote adherence to requirements that employees display appropriate emotions is the use of discipline to punish emotional deviance. This study analyzed selected cases, in unionized settings, where the imposition of discipline had been grieved and culminated in arbitration. Analysis of these cases showed that emotional deviance was most often characterized as rudeness and a lack of courtesy, which took the form of inappropriate displays of anger and hostility, and failure to display interest, concern, and caring. Although some deviance was not excusable, when employee deviance was the result of unprovoked customer emotion this mitigated the assignment of blame. Employees were sometimes found to lack awareness of display rules or how to follow them, and were expected to defuse customer emotion. While discipline is seen as one mechanism for formally controlling emotional deviance, its effectiveness may be limited, particularly in situations where employees are likely to encounter strong negative customer emotion.

The study aims to describe the impact of supervisor’s and co-worker’s ostracism on the employee's responses (emotional, psychological and behavioral) through the mediation of employees' efficacy needs and relational needs. Moreover, psychological capital is treated as a moderator to handle the adverse responses of ostracized employees.

The study employed a three-wave quantitative research design to gather data from employees and their respective supervisors who belonged to various healthcare units (N = 510) using self-administered close-ended questionnaires. After that, SmartPLS software was used to analyze the data through a structured equation modeling (SEM) technique.

The empirical results of the study endorsed that ostracism adversely (negatively) affects employees' responses (comprised of emotional, behavioral and psychological). Moreover, the results revealed that employees' needs (efficacy and relational) mediate the relationship between ostracism experienced by employees (supervisor’ and co-workers’ ostracism) and their emotional, behavioral and psychological responses. In addition, it is also evidenced that employees' psychological capital improves the negative association between employees' needs and responses.

The literature in this domain is scarce, and the theoretical stance is weak due to the traditional approaches that are more concerned with the outcomes rather than analyzing the employee's conditional what they are going through. The present study enhances the knowledge of the transactional mode of coping and its application to ostracism in the workplace. The results of the current study may also support the practitioners in formulating interventions to foster a favorable workplace environment.

Limited research efforts have been undertaken despite the pivotal role of employees' voluntary behaviours in the success of organizations' environmental sustainability programs. In this context, the present study examined the association between employee's mindfulness (EM) and voluntary pro-environmental behaviour (VPEB) at the workplace, and also the mediating effect of connectedness to nature (CNS) on this relationship.

Grounded in the re-perceiving theory, a model was developed with EM as an independent variable, CNS as the mediator and employees VPEB at the workplace as the dependent variable. Based on the online responses from 421 employees working in manufacturing as well as services sectors in India, analysis was undertaken by utilizing confirmatory factor analysis, Pearson correlation and the PROCESS macro of Hayes (2017).

EM was noted to be positively influencing employee's VPEB at the workplace, and the mediation analysis indicated that CNS partially intervenes in this relationship.

Corporate leaders striving to achieve the organization's environmental sustainability goals could strive to build a pro-environment culture at the workplace by developing employees' mindfulness and sense of CNS. As the findings have depicted, this would positively influence employee's VPEB at the workplace which in turn will help organizations in achieving their environmental sustainability goals.

This study is the first to examine how EM through CNS motivates employees to engage in VPEB, especially in the organizations' context. Moreover, the re-perceiving theory of mindfulness was also extended in the organizations' environmental sustainability context.

We investigate the effects of management-employee similarity on mistreated employees’ propensities to engage in legal and organizational claiming, to quit, and to not seek a remedy in ongoing employment relationships.

We test hypotheses generated by the similarity-attraction and similarity-betrayal paradigms using Tobit regression and data from vignette-based employee surveys.

Mistreated employees with same-sex supervisors are more likely to initiate legal claims and to quit than those with opposite-sex supervisors, but less likely to initiate legal claims and to quit when they have a same-race supervisor than when they have a different-race supervisor. The effects of management-employee similarity on mistreated employees’ remedy-seeking responses exhibit asymmetries by gender and by race. The presence of same-race supervisors or other managers appears to diminish the greater reluctance of nonwhite employees, compared to white employees, to use organizational claiming mechanisms.

We know of no prior published research that has investigated the determinants of employees’ propensities to engage in multiple forms of remedy seeking, as well as the propensity to not seek a remedy, in response to plausibly illegal mistreatment not involving dismissal.

This study's purpose is to investigate the antecedents of an employee's remedy‐seeking behavioral intentions in response to wrongful dismissal.

Hypotheses generated by two paradigms are tested, the similarity‐attraction and the similarity‐betrayal paradigms, using Tobit regression and data from a scenario‐based survey of employees.

Consistent with the similarity‐attraction paradigm, the management team's racial and deep‐level similarity to the employee both were negatively related to the employee's propensity to consult a lawyer. Consistent with the similarity‐betrayal paradigm, the employee's propensity to consult a lawyer increased with the supervisor's deep‐level similarity to the employee; among men, the propensity to complain to regulatory agencies increased with the management team's gender similarity and the propensity to not seek a remedy declined with the supervisor's gender similarity.

Limitations of the study include the use a single‐source, cross‐sectional, convenience sample; the small size and heterogeneity of the non‐white sub‐sample; and the limited number of control variables. Future research should explore whether the findings are robust when tested using alternative types of data; alternative wrongful dismissal scenarios; a more extensive set of controls for organizational, job, and personal characteristics; and larger, more diverse sub‐samples of non‐whites.

Organizations should manage dismissals in a manner that encourages employees to favor internal remedy‐seeking over external remedy‐seeking options.

This study is the first to investigate the antecedents of a wrongfully dismissed employee's propensity to engage in internal as well as external remedy‐seeking and to explore the effects of management's similarity to the employee on the employee's remedy‐seeking actions.

The purpose of this paper is to develop a model on how business managers perceive that an employee’s psychological contract influences his or her attitude toward an organizational change. More specifically, it aims to provide insight into the managerial views on: first, the affective, behavioral and cognitive responses of employees toward organizational change; second, the pre-change and change antecedents of these responses; and third, the role of the psychological contract as a pre-change antecedent.

Data were collected from in-depth interviews with 39 human resource directors, change managers and management consultants in eight European countries. Based on detailed grounded theory-driven analyses of the qualitative data, a conceptual model was developed.

Based on the grounded theory analysis, a model emerged that positions the individual change perception and individual answer to the “what’s in it for me?” question as central determinants of an employee’s attitude toward change. Moreover, the model distinguishes between “influencing” variables that shape the employees’ change perception, and “overruling” variables that can potentially reverse the change perceptions.

A strong emphasis on managing the employment relationship by fulfilling mutual obligations and by creating trust will yield more constructive responses to organizational change than focussing on managing an organizational change as an independent event.

As one of the first in its field, this study provides insight in the sense-making processes during organizational change, while adopting a managerial perspective. A grounded theory approach by means of interviewing, serves as a first step toward better understanding of the development of employees’ affective, behavioral and cognitive responses to organizational change.

The purpose of this paper is to examine causal attribution in interactional service experiences. The paper investigates how triggers in the environment of a customer-employee interaction influence customer behavioral response to employees’ negative and positive affect. Additionally, it studies the role of sympathy and authenticity as underlying mechanisms of this relationship.

Two scenario-based experimental designs (N1=162; N2=138) were used. Videotaped scenarios served as stimulus material for the manipulation of two focal variables: the employee’s emotional display as either negative or positive and the availability of an emotion trigger in the interaction environment to convey the attribution dimension of cause uncontrollability. The emotion trigger’s visibility was varied in the two studies. Customer response was captured by buying intentions.

Customer responses are more favorable for both positive and negative interactional experiences when customers have access to information on cause uncontrollability (i.e. notice triggers in the interaction environment). Analyses reveal that these effects stem from feelings of sympathy for negative experiences and authenticity for positive experiences.

This research supports the relevance of causal attribution research on interactional service experiences, which have high-profit impact. Moreover, the findings underline the importance of the experience of fact in service interactions and thereby provide a more nuanced view on the discussion of whether service providers should use impression management strategies to engender customer satisfaction even when this behavior is “faked.”

Mental health conditions such as depression are prevalent in working adults, costly to employers, and have implications for legal liability and corporate social responsibility. Managers play an important role in determining how employees’ and organizations’ interests are reconciled in situations involving employee mental ill-health issues. The purpose of this paper is to explore these situations from the perspective of managers in order to develop theory and inform practice in workplace mental health promotion.

Semi-structured interviews were conducted with 24 Australian managers who had supervised an employee with a mental health issue. Interview transcripts were content analyzed to explore themes in managers’ experiences.

Managing an employee with a mental health issue involves becoming aware of the issue, taking action to understand the situation and develop an action response, implementing the response and managing the ongoing situation. Each of these tasks had a range of positive and negative aspects to them, e.g., managing the situation can be experienced as both a source of stress for the manager but also as an opportunity to develop greater management skills.

Understanding line managers’ experiences is critical to successful implementation of HR policies regarding employee health and well-being. HR strategies for dealing with employee mental health issues need to consider implementation support for managers, including promotion of guiding policies, training, emotional support and creating a psychosocial safety climate in their work units or teams.

The insights gained from this study contribute to the body of knowledge regarding psychosocial safety climate, an emergent theoretical framework concerned with values, attitudes and philosophy regarding worker psychological health. The findings also have important implications for strategic human resource management approaches to managing mental health in the workplace.

This paper aims to manage better the conflicts in labor disputes by improving the understanding of mediation dynamics from a game-theoretical perspective.

Signaling game model is adapted to a hypothetical labor dispute based on the legislative regulations on the mandatory mediation system in Turkey.

The paper determines mediation equilibria in which both players get positive payoffs. Analysis of the mediation equilibria helps to improve the understanding about the litigation and mediation dynamics depending on the variables. The variables are clearly separated from each other due to their reverse effects on strategy choices of the parties. Mediation payoff and litigation cost are characterized by their incentive effects on mediation preferences, whereas mediation fee and litigation payoff are characterized by their disincentive effect. While increasing amounts of incentive variables strengthen the mediation tendency of the employee, increasing amounts of disincentive variables reveal the opposite effect. Furthermore, the analysis also indicates that if the litigation payoff is too small to recover litigation costs, accepting the mediation becomes the optimal strategy. This prediction is contrary to that of traditional game-theoretic litigation/settlement models, in which small-claim disputes typically cannot be settled.

The assumption that the mediation fee is not a part of the litigation cost eliminates the disincentive effect of mediation fee and makes it neutral on the strategy choice of employee.

This paper first analyzes the strategic role of mediation in labor disputes by using a signaling game. Despite its mediation focus, the paper also provides practical insights for litigation.

In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show that he has been dismissed (stage one), and some of the reasons for dismissal which fall within the statutory categories, namely the employee's capability and qualifications; misconduct and redundancy (part of stage two). In this monograph an analysis is proposed on the two remaining reasons, these being the contravention of a duty imposed by an enactment and some other substantial reason. There will then follow a discussion on the test of fairness as constituting the third of the three stage process and on the remedies available when the tribunal finds that the employee has been unfairly dismissed.