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Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

The purpose of this paper is to set out and justify a broader, systemic typology that encompasses, and is built around, the notion of voice. This leads to the development of a number of insights that can result in the generation and testing of more accurate hypotheses on the links between voice mechanisms and workplace outcomes.

Drawing on different aspects of the concept of “power” and arguing that these are central to the notion of “voice”, the paper illustrates how “exit”, “loyalty” and “neglect” are also underpinned by power. A corollary of this is that these other concepts should routinely be included in studies of the links among voice and workplace outcomes.

The paper develops hypotheses that can enhance the understanding of the likely impact of voice policies on employees' attitudes and behaviour as well as on firm performance.

The hypotheses suggest that, if employees perceive voice mechanisms in a negative way, they may respond in a variety of ways that can have a detrimental effect on firm performance. Understanding these different responses and the likely reasons for them can lead to more appropriate policy responses by managers.

The paper specifies the conditions under which relationships between voice, exit, loyalty and neglect will affect workplace outcomes in greater detail. This leads to a re‐examination of factors that should be included in empirical assessments. Research findings may need to be re‐evaluated as a result.

This paper aims to explore narratives of violence in the lives of young men and young women in Australia. Through partnering with young people to understand and make meaning of their stories, the authors highlight similarities and differences in gendered experiences of violence, and the implications of these for cross-disciplinary practice.

This article presents the synthesis of narrative data from two separate studies that worked with justice-involved young men and young women, who had both experienced and used violence. Study 1 used a thematic analysis of practitioner narratives and qualitative data from in-session narratives. Study 2 used a thematic analysis of interview data using grounded approach and peer review to promote trustworthiness and inter-rater reliability.

Insights on the experiences of young people who use violence are notably absent in most forms of violence discourse, practice and research. Findings demonstrate that understandings of youth violence are linked to identity, but also situated within contexts of trauma, place, gender, relationality and community. This conceptualisation of violence is particularly important to understandings of young female violence.

Through collaborative approaches of co-design and co-production, the paper outlines that a stronger understanding of the experiences of young men and young women (often an over-looked cohort) in the justice system can help improve the trauma-informed and gender responsiveness of interventions across practice settings. The authors highlight that exploring gendered differences in narratives of youth violence is necessary and seeking lived experiences of youth justice young people is instructive to academia, policy and practice.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

At the 2003 AQR Conference, like many others present, I was inspired by Stuart Hill’s presentation that candidly described his approach to research and as he termed it, ‘extending boundaries’ through his evolution as a social ecologist. I refer particularly to his ‘status quo accommodating’ comment, his challenge not to ‘monitor our extinction’, and his appraisal of the real value of funded research (Hill, 2003). These remarks have remained with me and in no small amount they have influenced the development of the idea that inspired my research and the presentation today.

Focuses on the approach to interpreting earnings equality found in the writings of a variety of economists and in particular, technological change and its effects on the demand skill resulting in earning inequality. Argues that the evidence in favour of the technological effect is weak and presents some alternatives for further consideration.

Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

Grounded in stakeholder theory, the study provides a conceptualization of stakeholder orientation based on cultural values that is distinctive from stakeholder responsiveness and examines the relationship of stakeholder responsiveness to firm performance. The study determines the mediating role of marketing outcomes on the impact of stakeholder responsiveness on firm performance. Multiple regression analysis tests hypotheses using a data set consisting of qualitative data obtained from corporate documents and quantitative data from respected secondary sources.

Our findings provide support for stakeholder marketing creating a strong relationship to organizational outcomes. There exists a positive relationship between stakeholder responsiveness and firm performance through customer satisfaction, innovation, and reputation.

Our definition implies that stakeholder responsiveness is acting in the best interests of the stakeholder as a responsible business. This study shows that stakeholder marketing may not always represent socially responsible marketing. Further research could explore how and why firms may not respond ethically and responsibly to stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

The leading traditions of Western ethical thought offer an immense collection of concepts and distinctions for thinking about how to make professional and personal decisions across any walk of life. In this chapter we consider how to draw from this vast terrain to provide a set of practical ethical guidelines for global business decision-making. Our aim is not to provide an historical survey of ethics but to identify some of the most useful ideas and distinctions across various ethical traditions that have survived the test of time and to suggest adaptable practical recommendations. We present four digestible ethical guidelines to bridge the theoretical traditions with the everyday world of time-sensitive business decision-making. These guidelines have versatile applications across an array of business applications and can also be useful for policymakers and decision-makers in not-for-profit organizations.