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This chapter provides a close reading and critical analysis of work by two New York City-based Afro-Dominican artists, Joiri Minaya (1990) and Josefina Báez (1960). The author argues that Báez' “Carmen FotonovelARTE” (2020) and Minaya's “Containers” series (2015–2020) play with the trope of repose and mixed-race beauty to chart pathways of Afro-Latina representation that are shaped by yet that radically challenge the colonial script of the mulata. The artists create a space of refusal that transforms repose into a powerful site from which to articulate, problematize, and dismantle oppressive, reductive systems of representation.

Although the importance of high-performance work practices to foster individual-level outcomes is well documented, how team-level perception of HPWPs impacts team-level outcomes is not well researched, particularly in the hospitality sector. To fill this research gap, the role of team-level perception of HPWPs in fostering team engagement through team psychological capital is investigated.

A survey was conducted using a structured questionnaire.

The study findings suggest that in the presence of HPWPs, front-line service employees have high psychological resources and are more engaged in performing their organizational tasks.

The hotel management should benefit from high-performance work practices to enhance employees' attachment with their service organizations for exhibiting work engagement.

This investigation aims to unpack the negative connection between employees’ experience of resource-draining career compromise and their organizational citizenship behavior, by theorizing a mediating role of their depersonalization of organizational leaders and a moderating role of their conformity orientation in this connection.

The hypotheses were tested with survey data collected among employees who operate in the construction retail industry in Portugal.

A critical reason that frustrations about unwanted career adjustments translate into a reluctance to undertake work efforts that exceed formal job descriptions is that employees develop dehumanized perceptions of the people in charge of the company. This explanatory mechanism is less prominent, however, to the extent that employees’ personal orientation favors rule adherence.

For HR managers, this research identifies a key channel, indifference to organizational leaders, through which disappointments about compromised career developments escalate into rejection of voluntary work activities, which otherwise might leave a positive impression on leaders and enhance employees’ careers. It also reveals that organizations can subdue this detrimental process by leveraging a sense of conformity among their workers.

This study adds to HR management research by showing how a mismatch between employees’ current career situation and their own meaningful career goals paradoxically might direct them away from extra-role work behavior that otherwise could provide meaningfulness. This harmful dynamic, which can be explained by their propensity to treat organizational leaders as impersonal objects, can be avoided to the extent that employees draw from their conformity orientation.