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Companies are often accused of using sustainability disclosures as public relations tools to manage financial and non-financial stakeholders' impressions. The purpose of our study was firstly to determine how comprehensive the human rights disclosures of a sample of large international companies were and secondly, whether different narrative styles are associated with levels of disclosure to manage readers' impressions about the company. We analysed the public human rights disclosures for 154 large, international companies obtained from the UN Guiding Principles Reporting website. On average, companies complied with only one-third of the UN Guiding Principles Reporting Framework criteria. Communication about policies has the highest compliance, whilst communication about determining which human rights aspects are salient to the company, remedies for transgressions and stakeholder engagement have the lowest disclosure. When we split the sample between high disclosure and low disclosure companies, we found that the readability of the human rights disclosures is exceptionally low and even more so for low disclosure companies. Low disclosure companies used words implying Satisfaction significantly more than high disclosure companies, which provides some support for suspecting that low disclosure companies practise impression management by only presenting a ‘rosy picture’, as well as obfuscation via low readability. We add to the literature on impression management by large corporations in their sustainability reporting, and specifically human rights disclosures, by revealing how the interplay of low disclosure, low readability and overuse of words signalling Satisfaction contributes to impression management, rather than sincere attempts at accountability to all stakeholders.

This literature review is on advanced computer analytics, which is a major trend in the field of Human Resource Management (HRM). The authors focus specifically on computer-assisted text analysis (CATA) because text data are a prevalent yet vastly underutilized data source in organizations. The authors gathered 341 articles that use, review, or promote CATA in the management literature. This review complements existing reviews in several ways including an emphasis on CATA in the management literature, a description of the types of software and their advantages, and a unique emphasis on findings in employment. This examination of CATA relative to employment is based on 66 studies (of the 341) that bear on measuring constructs potentially relevant to hiring decisions. The authors also briefly consider the broader machine learning literature using CATA outside management (e.g., data science) to derive relevant insights for management scholars. Finally, the authors discuss the main challenges when using CATA for employment, and provide recommendations on how to manage such challenges. In all, the authors hope to demystify and encourage the use of CATA in HRM scholarship.

This paper examines the current tendencies associated with transnational mining capital in the context of the current period of neoliberal globalization dominated by transnational corporations, and examines the usefulness of the category accumulation by dispossession, Harvey’s adapted version of Marx’s original accumulation. After a review of the original concept by Marx an evaluation of Harvey’s concept is presented. The current state of affairs in the mining industry is examined, in particular, considering the present level of large scale mining or mega-mining. In addition, this paper examines the associated social conflicts addressing the social and environmental impacts, which have resulted from these recent tendencies, not to mention the problems of increased use of corporate management of social resistance, and repression, on the part of the State, especially with regards to the criminalization of social protest. Moreover, the tendency toward reprimarization in several countries is considered and the degree to which this coincides with ongoing expropriation by the State is addressed, followed by an assessment of the relevance of the concept of accumulation by dispossession in the present day.

This paper examines the introduction of neoliberal policies in the mining sector in Armenia and the civil society opposition to those policies and practices. While recognizing that neoliberal policies have global reach, the paper examines how neoliberal policies are locally translated, manifested, and resisted in Armenia and analyzes the factors that shape resistance to neoliberal policies. It argues that the anti-mining activists have created new subjectivities and spaces for activism where they resist and challenge neoliberal policies and practices in the mining sector as well as the heretofore accepted formal practices of civil society advocacy and engagement in policy processes. Although the anti-mining activists have not changed the way mining is practiced in Armenia, they have opened up debates around mining, and neoliberal policies more generally, and created new understandings and practices of civic activism and social mobilization in Armenia.

This chapter examines and discusses the unintended outcomes of the production bonus scheme the mine had instituted to motivate and increase the productivity of the frontline mining teams. This is crucial given that the maladministration of the bonus system could lead to a range of undesired outcomes such as deteriorating levels of trust between management and frontline workers, prioritisation of production at the expense of safety, poor work relations and ultimately low levels of organisational, employee and team performance. There are a number of organisational, management and labour factors that can render a production bonus scheme effective or ineffective. These factors influence the nature and extent of worker reactions to the bonus scheme.

This chapter examines and discusses the factors that influenced the reaction of the mining teams to the team-based production bonus scheme and the extent to which mine management fulfilled its side of the bargain in the implementation of the production bonus. The chapter highlights the manner in which the team-based bonus system influenced teams of stope workers to engage in their informal organisational practice of making plan (planisa) in order to offset the snags that jeopardised their prospects of earning the production bonus. The chapter reveals that, to a large extent, the productivity bonus generated conflict rather than cooperation at the point of production down the mine. As a result, the incentive scheme failed to live up to expectations by not eliciting the desired levels of organisational, worker and team performance at the rock-face.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

This chapter examines the miners’ occupational culture of planisa at the level of supervisor–worker relations. The chapter presents a tale of two frontline production supervisors or shift-bosses as they were called on the mine – Jimmy and Lee. In this context, the ability of the production supervisor to make a plan in ways that enhance the social organisation of the production process and people management is crucial to the development of a reciprocal working relationship. The chapter argues that planisa also entails a valuable social organisational skill through which frontline supervisors could effectively use to manage work group dynamics and team performance associated with teamworking, intra-team conflict, effort-bargain and resistance.

The chapter reveals that by ‘getting on and getting by’ with his charges – going an extra mile to making plan for his mining teams wherever possible – Jimmy created a working environment that enabled his subordinates to achieve their production targets and increase their capacity to earn the much-desired productivity and safety bonuses. The case of Jimmy and his charges highlights the role of the frontline supervisor as a vital agent of workplace change that elicits worker cooperation and support for new work processes, not for the sake of pleasing management but in ways that benefit and make sense to them – going above and beyond organisational requirements to achieve the organisational performance goals at the point of production. On the contrary, the case of Lee, another frontline supervisor, demonstrates the opposite and highlights the harmfulness of poor supervisor–worker relations to the achievement of organisational, employee and team performance goals.

Discuss in detail the uses which might legitimately be made of the following passage by the writer of a profound study of economic life and thought in France at the end of the reign of Louis XIV. In answering the question make full use of your knowledge of (a) historical criticism; (b) French economic and general history.