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1 – 3 of 3Jennifer K. Dimoff, E. Kevin Kelloway and Aleka M. MacLellan
– The purpose of this paper is to examine the literature assessing the return-on-investment (ROI) of healthy workplace programs.
Abstract
Purpose
The purpose of this paper is to examine the literature assessing the return-on-investment (ROI) of healthy workplace programs.
Design/methodology/approach
Used a narrative review to summarize and evaluate findings.
Findings
Although substantial ROI data now exist, methodological and logical weaknesses limit the conclusions that can be drawn.
Practical implications
A strategy for monetizing the benefits of healthy workplaces that draws on both human resource accounting and strategic human resource management is described.
Social implications
The promotion of healthy workplaces is an important goal in its own right. To the extent that ROI estimates are important in advancing this goal, these estimates should be based on clear logic and strong methodology.
Originality/value
The paper suggests the need for stronger research designs but also note the difficulties in monetizing outcomes of the healthy workplace.
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Keywords
Valentini Kalargyrou, Vidya Sundar and Shiva Jahani
This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism field…
Abstract
Purpose
This study aims to examine the individual and contextual predictors of managerial attitudes toward employees with chronic depression (EwCD) in the hospitality and tourism field, the relationship between managerial attitudes toward EwCD and levels of organizational citizenship behavior, and the mediating role of personality in this relationship.
Design/methodology/approach
Empirical data were collected through an online survey of 305 managers working in the hospitality and tourism industry in the USA. SmartPLS 3 software was used to conduct a partial least squares-structural equation modeling analysis.
Findings
Organizational and individual characteristics of managers, such as pressure to be productive in the workplace, previous experience with depression, levels of anxiety and personality characteristics, are strong predictors of attitudes toward employees with depression. Personality mediates the effect of managers’ attitudes toward organizational citizenship behavior.
Practical implications
The study provided support that managers who have experienced depression are more understanding of the needs of EwCD and, consequently, can reduce related stigma in the workplace. Likewise, open and agreeable managers who do not feel the constant pressure to showcase high performance and who score low on anxiety and high on organizational citizenship behavior can create a safe working environment free from prejudice and discrimination toward EwCD.
Originality/value
Examining depression in the hospitality and tourism industry becomes even more critical as mental health issues are increasing in the workplace. This research contributes to the hospitality and tourism literature, which seldom investigates managerial perspectives of mental illness and sheds light on the desirable managerial personality traits necessary for creating an inclusive workplace.
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Zhanna Lyubykh, Nick Turner, Julian Barling, Tara C. Reich and Samantha Batten
This paper investigates the extent to which disability type contributes to differential evaluation of employees by managers. In particular, the authors examined managerial…
Abstract
Purpose
This paper investigates the extent to which disability type contributes to differential evaluation of employees by managers. In particular, the authors examined managerial prejudice against 3 disability diagnoses (i.e. psychiatric, physical disability and pending diagnosis) compared to a control group in a return-to-work scenario.
Design/methodology/approach
Working managers (N = 238) were randomly assigned to 1 of 3 scenarios containing medical documentation for a fictional employee that disclosed either the employee's psychiatric disability, physical disability, or a pending diagnosis. The authors also collected a separate sample (N = 42) as a control group that received a version of the medical documentation but contained no information about the disability diagnosis.
Findings
Compared with employees without stated disabilities, employees with a psychiatric disability were evaluated as more aggressive toward other employees, less trustworthy and less committed to the organization. Compared to employees with either physical disabilities or pending diagnoses, employees with psychiatric disabilities were rated as less committed to the organization. The authors discuss implications for future research and the trade-offs inherent in disability labeling and disclosure.
Originality/value
The current study extends prior research by examining a broader range of outcomes (i.e. perceived aggressiveness, trustworthiness and commitment) and moving beyond performance evaluations of employees with disabilities. The authors also assess the relative status of a “pending diagnosis” category—a type of disclosure often encountered by managers in many jurisdictions as part of accommodating employees returning to work from medical-related absence.
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