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Provides a “user friendly” benchmarking system which can be used before undergoing organizational change in order to create reference points which will serve as baselines and goals. First, defines what benchmarking is and looks at the characteristics of a benchmarking system. Reveals the advantages and disadvantages of using Surveys to collect cultural data and examines how to tailor survey questions. Addresses the issue of what action to take once the benchmarking results are known.

The purpose of this paper is to examine the leadership styles emerging within a cross-sector national disaster management network in the Caribbean.

Since little empirical research exists on leadership styles within multi-agency systems, particularly those focussed on disaster management, this exploratory study relied on a qualitative research design. In-depth interviews with the network’s participants allowed for a better understanding of group dynamics and members’ leadership approaches.

The analysis identified what and when certain leadership styles manifest themselves in the network based on the stages of the disaster management cycle. The findings also underscored the need for a combination of transactional and transformational leadership in a disaster management context.

Although qualitative methods do not afford generalizability beyond the case study, they do provide depth of knowledge of an under-researched phenomenon and indicate a need for future comparative case studies and longitudinal research on cross-sector disaster management systems and leadership issues.

As one of the first studies to chart leadership styles that collaborative members practice in such networks in the Caribbean, this research contributes to scholarship on networks in general and leadership within disaster management networks in particular.

The aim of this chapter is to define and explore the group of emotions known as self-conscious emotions. The state of the knowledge on guilt, shame, pride, and embarrassment is reviewed, with particular attention paid to research on these four self-conscious emotions in work and organizational settings. Surprisingly little research on self-conscious emotions comes from researchers interested in occupational stress and well-being, yet these emotions are commonly experienced and may be a reaction to or even a source of stress. They may also impact behaviors and attitudes that affect stress and well-being. I conclude the review with a call for more research on these emotions as related to stress and well-being, offering some suggestions for areas of focus.

This article examines the phenomenon and concept of bullying in the workplace. Workplace bullying is a form of interpersonal aggression that can be both flagrant and subtle, but is mainly characterized by its persistency and long term duration. The relationships between bullying and related concepts such as workplace aggression and interpersonal conflict are discussed. With reference to previous empirical research as well as theoretical contributions, an attempt is made to clarify some important aspects about the phenomenon, such as various subtypes of workplace bullying. Empirical findings on prevalence, antecedents and outcome factors are outlined and reviewed. The paper also discusses the dose-response perspective.

The paper considers the impact of work‐life balance policies on the work and family practices of professional, dual‐earner parents with dependent children, by assessing the extent to which “well‐balanced families” have been resultantly facilitated. It poses two research questions: the first centres on how far work‐life balance policies have better enabled working parents to manage their commitments to employers and children, whilst the second focuses on how far parental and employer responses to work‐life balance policies may be gendered. The ultimate aim is to (re)‐articulate the importance of gender in the work‐life balance agenda.

The paper draws upon historical and conceptual research on work and family practices. It invokes gender as a lens through which notions of the “well‐balanced family” are considered.

It is argued that work‐life balance policies have not led to well‐balanced, or “gender‐neutral”, work and family practices. This is for two reasons, both relating to gender. First, the take up of work‐life balance policies is gendered, with more mothers than fathers working flexibly. This is partly because organizational expectations fail to acknowledge social change around the paternal parenting role. Second, work‐life balance policies focus mainly on the issues of paid work and childcare, failing to take account of domestic labour, the main burden of which continues to be carried by mothers.

Deeply ingrained social assumptions about the gendered division of labour within heterosexual couples limit the impact of work‐life balance policies on work family practices.

The paper moves forward the debate on work‐life balance through taking an interdisciplinary approach to an issue which has often been addressed previously from discipline‐specific approaches such as health, psychology or policy.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

This chapter summarizes many conceptual, theoretical, and methodological topics related to studying group communication using qualitative research methods. First, it explains five of the most common theoretical frameworks used by group communication scholars (i.e., symbolic convergence theory, bona fide group perspective, unobtrusive control theory, dialectical theory, and structuration theory). Next, it discusses best practices and issues related to different data collection methods including observations, historical case studies, ethnographies, focus groups, and interview studies. Then, the chapter describes two primary data analytic tools, various iterations of constant comparison method, and qualitative content analysis. Finally, the chapter describes several innovative qualitative methods that may lead to new understandings of group communication processes including discourse analysis and discourse tracing, as well as new approaches to collecting qualitative network data and mediated data. The chapter concludes with a discussion of future research suggestions.

It is well recognized that emotions support adaptation to environmental demands by guiding cognitions and behavior in line with one’s implicit and explicit goals. This is true in the work context, as in other areas of life. Traditionally, however, research into emotion regulation within the work context has been centered on the problematic aspects of feeling and displaying emotion at work. In order to meet organizational goals, felt emotions need to be subdued or modified, and inauthentic emotions displayed. In this way, conceptualizations of work-related emotion regulation have disconnected emotion from its most basic and adaptive signal function. This disconnection has led to a dilemma regarding the real- and the fake-self and been associated with a range of negative consequences for employee health and well-being. Understanding how emotions can be regulated to help employees meet personal goals for growth and development has also been overlooked. In this chapter, we challenge this existing paradigm, and instead argue that examining emotion regulation in terms of its adaptive functions will help to unify disparate findings from within the emotion regulation literature and progress research in the field of emotion and emotion regulation at work.

The purpose of this paper is to explore the interplay of organizational humorous teasing and workplace bullying in hospital work life in order to investigate how workplace bullying can emerge from doctors and nurses experiences of what, at first, appears as “innocent” humorous interactions.

Based on an ethnographic field study among doctors and nurses at Rigshospitalet (University Hospital of Copenhagen, Denmark) field notes, transcriptions from two focus groups and six in-depth interviews were analyzed using a cross-sectional thematic analysis.

This study demonstrates how bullying may emerge out of a distinctive joking practice, in which doctors and nurses continually relate to one another with a pronounced degree of derogatory teasing. The all-encompassing and omnipresent teasing entails that the positions of perpetrator and target persistently change, thereby excluding the position of bystander. Doctors and nurses report that they experience the humiliating teasing as detrimental, although they feel continuously forced to participate because of the fear of otherwise being socially excluded. Consequently, a concept of “fluctuate bullying” is suggested wherein nurses and doctors feel trapped in a “double bind” position, being constrained to bully in order to avoid being bullied themselves.

The present study add to bullying research by exploring and demonstrating how workplace bullying can emerge from informal social power struggles embedded and performed within ubiquitous humorous teasing interactions.