Handbook on Management and Employment Practices

Series Preface
Volume Preface
Contents
About the Series Editors
About the Editors
Contributors
1 Introduction
Overview
Management and Employment Practices During Changing Contexts
Handbook of Management and Employment Practices
Future Directions for Management and Employment Practices
References
Part I: Leadership, Management Competencies, and Wellbeing
2 Successful Leadership
Theoretical Approaches to Leadership
Trait Approaches
Behavioral Approaches
Contingency Approaches
Relational Approaches
Charismatic and Transformational Approaches
Modern Positive Approaches
An Integrative Model
Outcomes of Successful Leadership
Individual Outcomes of Successful Leadership
Employee Engagement
Wellbeing and Burnout
Performance
Employee Creativity
Psychological Capacities (PsyCap, Trust, Empowerment)
Team Outcomes of Successful Leadership
Shared Mental Models
Team Learning
Psychological Safety Climate
Team Cohesion
Team Potency
Team Viability
Organizational Outcomes of Successful Leadership
Psychosocial Safety Climate
Organizational Change Readiness
Ethical Organizational Culture
Moderating Effects on Leadership
Task Characteristics
Power Distance, Autonomy, and Culture
Future Leadership Research
Causal Modelling of Leadership Effects
Exploring Leadership Through an Economic Lens
Conclusion
References
3 Servant Leadership
Introduction
Methodology
Servant Leadership and Well-Being: An Overview of the Empirical Literature
Servant Leadership and Hedonic Well-Being
Servant Leadership and Eudaimonic Well-Being
Servant Leadership and Ill-Being
Servant Leadership and Well-Being: Theoretical Mechanisms
Servant Leadership and Well-Being: What to Do Next?
References
4 Leadership and Safety
Introduction
Defining Safety-Related Outcomes
Defining Safety Leadership
The Relationships Between Safety Leadership and Safety-Related Outcomes
Why Does Safety Leadership Impact Safety-Related Outcomes: The Mediators
When Does Safety Leadership Impact Safety Outcomes: The Moderators
Safety Leadership Interventions
Future Research Directions
Conceptual Distinctness
A Within-Person Perspective
The Dark Side of Safety Leadership
Reciprocal Relationships
Conclusions
References
5 Management Competencies for Health and Wellbeing
Introduction
Why are Management Competencies Relevant to Employee Health and Wellbeing?
What Management Competencies are Important in this Context?
Management Competencies for Preventing and Reducing Stress
Management Competencies for Sustainable Employee Engagement
Managing the Health, Safety, and Wellbeing of Distributed and Remote Workers
Management Competencies for Supporting Employees to Return to Work
New Approaches to Management with Implications for Employee Health and Wellbeing
Compassionate Leadership
Mindfulness and Meditation Interventions for Managers
How Can Management Competencies for Health and Wellbeing be Developed?
Conclusions
References
6 Beyond the Leadership/Followership Dichotomy
Introduction
Defining Followership
Reviewing Followership Research
Followership in the Context of Constructive Leadership
Followership in the Context of Destructive Leadership
Followership in the Context of Virtual Teams
Beyond the Leadership/Followership Dichotomy
Practical Implications
Conclusions/Summary
References
7 Line Managers and Workplace Accommodations
Introduction
Disability in the Employment Context
Work Disability
Workplace Accommodations
Benefits of Workplace Accommodations
Implementation Issues
Employee Perspectives: Knowledge, Disclosure Issues, and Workplace Relationships
Employer and Manager Perspectives: Costs, Knowledge Gaps, and Access to Expertise
Whole of Workplace Accommodations
Flexible Working Times
Flexible Work Locations
Work-Task Allocation Based on Individual Preferences
Idiosyncratic Deals (i-deals) as Workplace Accommodations
Universal Design
Negotiating and Implementing Workplace Accommodations
Recruitment and Selection Processes
Handling the Disclosure
Initial Implementation of Accommodations
Performance Review, Development, and Career Planning
Summary
Conclusions
References
Part II: Management of Change
8 Incremental and Disruptive Change and Wellbeing
Introduction
Defining Organizational Change
Incremental Change: Planned or Emergent
Disruptive Change
Defining Wellbeing: The Primary or Secondary Objective of an Organizational Change
Wellbeing Is the Secondary Objective of an Organizational Change
When Wellbeing Is the Primary Objective of an Organizational Change
Linking Wellbeing and Organizational Performance to Organizational Changes
Sustainable Management of Change: How to Design for Wellbeing and Performance in Organizational Changes
Organizational Capability to Change: Balancing Organizational Performance and Wellbeing
Implications for Future Research and Practice
Conclusions/Summary
References
9 Reorganizing and Downsizing
Introduction
Theoretical Background in Stress and Leadership Research
Earlier Research on Unemployment Effects
More Recent Research on Full Spectrum Effects of Downsizing
Other Kinds of Health Effects
Methodological Questions
Downsizing and Prescription of Medication
More Complex Effects of Downsizing
Organization of Downsizing
Youth Unemployment
Downsizing and Country
Conclusions
References
10 Managing OSH Through Recession
Introduction
Theories and Models of the Effect on Safety and Health
Effects and Management of Economic Recession
Conclusion
References
11 Lean Management and Employee Well-Being
Introduction
The Impact of Lean Management on Employee Well-Being
The Impact of Lean Management on Employee Well-Being: A Job Demands-Resources Model Perspective
The Effective Implementation of Lean Management for Sustainable Employee Well-Being
Conclusions/Summary
References
12 Corporate Boards and Employee Well-Being
Introduction
Why OHS Matters for Companies
Four Ways in Which Employee Health and Well-Being Affect Organizational Performance
Organization of OHS: From Sidetrack to Integrated Business Component
Governing OHS and Employee Health and Well-Being
Incentivizing and Controlling CEOs
Supporting and Encouraging CEOs
Socially Influencing CEOs´ Priorities
A Champagne Tower of Influence and Enablement
What Do Boards Do to Influence Employee Health and Well-Being?
Making OHS a Strategy
Establishing a Culture of Health
Measuring and Rewarding What You Want to See More Of
Overseeing Operations
What Influences Boards´ Engagement in OHS?
Board Members´ OHS Competence
Five Drivers of Engagement
Opportunities and Constraints Impacting Boards´ Engagement
An Enabling Organizational Structure
OHS-Interested Owners and Stakeholders
When Other Things Are More Urgent
A Practical Guide to Increase Board Engagement in Employee Health and Well-Being
Conclusions
References
13 Organizational Change and Employee Health and Well-Being
Empirical Research on the Relationship Between Objective Measures of Organizational Change Events and Employee Health and Well...
Conclusions: Research Using Objective Indicators of Organizational Change
Empirical Research on the Relationship Between Subjective Measures of Organizational Change and Employee Well-Being
Subjective Measures of Other Aspects of Organizational Change Events
Conclusions: Research Using Subjective Measures of Organizational Change
Discussion
Recommendations for Future Research
Conclusion
References
14 Psychological Contracts and Employee Health
Introduction
Psychological Contracts: Conceptualization and Consequences
Empirical Evidence: What Do We Know?
Theoretical Links Between Psychological Contract Breach and Health
Empirical Evidence Linking Psychological Contracts and Health
Moderators
PC Breach and Post-Breach States: Acute Versus Chronic Health Problems
Future Research Directions
Conclusion
References
15 Fairness at Work
Introduction
What Is Fairness at Work?
Definitions and Measurement of Organizational Justice and Fairness at Work
Relevance of Fairness at Work
Consequences of Fairness at Work
Work-Related Consequences
Health-Related Consequences
Longitudinal Evidence
Underlying Mechanisms
Reversed Effects
The Wider Consequences of Fairness at Work
Fairness at Work and Organizational Change
Fairness at Work Before the Change
Fairness at Work During and After the Change
Change and Stability in Fairness Due to Organizational Changes
How Can Organizations Manage Fairness Effectively During Organizational Changes?
Boundary Conditions
Intervention Studies
Summary
References
Part III: Human Resource Management Practices and Wellbeing
16 Work-Based Learning and Wellbeing
Introduction
The Scope and Definition of Learning at Work
Theorizing Wellbeing and Learning at Work
Benefits and Trade-Offs: Learning for Wellbeing in the Workplace
Implementing Learning for Wellbeing at Work
Conclusions/Summary
References
17 Management of Equity and Diversity
Introduction
Diversity Management
Gender
Race and Ethnicity
Disability
Models of Disability
Disability at Work
The Misconception of Dis/Ability and Productive Work
Disabling Disabled People at Work
Undervaluing Disabled People in Employment
Varied Experiences of Disability
Life-Limiting Conditions
Disability and Intersectionality
Strategies for Disability Inclusion
Summary
References
18 Employee Voice as a Route to Wellbeing
Introduction
Defining Voice
Defining Wellbeing
The Relationship Between Voice and Wellbeing
Job-Demands Resources Theory
Behavioral Activation and Behavioral Inhibition Systems
Psychosocial Safety Climate
Whose Responsibility Is Voice About Wellbeing?
The Role of the Employee
The Role of the Manager
The Role of HR
Future Directions
Conclusion
References
19 HRM Practices, Employee Well-Being, and Organizational Performance
Introduction
Conceptualizations of HRM Practices
Integrationist Perspective
Isolationist Perspective
HRM Practices, Performance, and the Black Box
Mutual Gains Perspective
Critical Perspective
Implementation of HRM Practices
Methodological Issues (Multilevel Analysis)
Methodological Issues (Reverse Causality)
Conclusion
References
20 Developmental HR Practices as Tools to Support Employee Well-Being
Introduction
Employee Well-Being
Developmental HR Practices
Practices Included in the Developmental HR Practice Bundle
How Developmental HR Practices Serve as Tools for Well-Being
Supporting Well-Being Through Skill Development and Career Satisfaction
Supporting Well-Being Through Employee HR Perceptions and Attributions
Supporting Well-Being as Organizational Resources to Achieve Goals
Potential Moderating Factors
Manager Behaviors
Low-Quality Employee-Employer Relationship
Trade-Offs
Career Stage and Employee Age
Directions for Future Research and Theoretical Development
Communicating Purpose of HR Practices
Longitudinal Studies Investigating Impact over Time
Managing Developmental HR Practices
Conclusions
References
21 Ethical Culture and Management
Introduction
What Is an Ethical Culture?
How Strong Is your Organization´s Ethical Culture?
Ethical Culture Is Rooted in Virtues
Drivers of an Ethical Culture
Role of Management in Supporting Ethical Culture
Outcomes Related to the Embeddedness of an Organization´s Ethical Culture
Conclusions
References
22 The Effective Management of Whistleblowing
Whistleblowing Introduction and Definitions
Theoretical Perspectives Explaining Whistleblowing
Multilevel Theoretical Explanations of Whistleblowing
The Necessity for the More Effective Management of Whistleblowing
Advancing the Field: The Whistleblowing Response Model
Impact of the Regulatory Context on Whistleblowing
Impact of the Organization on Whistleblowing
Impact of Managers on Whistleblowing
Impact of the Reporter on Whistleblowing
Interactions Between the Levels of the Whistleblowing Response Model
Empirical Test of the Whistleblowing Response Model
Research Implications of the Whistleblowing Response Model
Conclusion
References
23 Psychosocial Safety Climate (PSC)
Introduction
PSC: Theoretical Background
PSC and the JD-R Theory
PSC and Safety Signal Theory
PSC and the Effort-Reward Imbalance (ERI) Model
PSC and Job Demands-Control-Support Framework
PSC and the COR´s Theory
PSC: A New Extension of Strategic Human Resource Management (SHRM)?
PSC: Predictor, Moderator, or Mediator?
PSC: Countries and Occupations
PSC: Research Design and Measurement
PSC: Practice and Intervention
Conclusion
References
24 Challenges and Opportunities for LGBTQI+ Inclusion at Work
Introduction
What Is Inclusion and Why Do Organizations Want to Have It?
How Can Organizations Improve This Situation for Their LGBTQI+ Employees and Work Toward Inclusion for All?
Challenges Faced by LGBTQI+ Individuals in the Workplace
The Risk of Tokenism
The Question of Disclosure
Moving Toward Inclusion
Signals and Systems
Signals
Systems
Employee Resource Groups
Collective Engagement
Conclusion
References
25 Performance Management and Wellbeing at the Workplace
Introduction
What Do We Mean by ``Performance Management Systems´´ and ``Wellbeing´´?
Performance Management Systems
Wellbeing
Different Types of Performance Management Systems
Directive Performance Management Systems
Enabling Performance Management Systems
Performance Management and Wellbeing Research
Fostering Employee Wellbeing: A Guiding Framework for Managers
The Role of Organizational Goals in Performance Management Systems
Organizational Goals and Performance Management Systems Types
Performance Management Systems for Wellbeing and Performance
Concluding Remarks
References
Part IV: Employment Practices for Occupational Health and Disability
26 The Aging Workforce
Introduction
Who Is an Aging Worker?
How Aging Impacts Workers
Physiology
Cognition
Psychosocial
Occupational Health and Safety
Challenges for Aging Workers
Agism
Shift in Social Identities
Gender Norms
Organizational Responses
Age-Friendly Climate
Flexible Work Arrangements
Training
Job Crafting
Conclusion
References
27 Occupational Health Services and Prevention of Work-Related Musculoskeletal Problems
Introduction
Musculoskeletal Disorders and the Rise in Occupational Health Management
Prevalence of Musculoskeletal Disorders (MSDs)
MSDs Among Workers in Health and Social Care
Can Musculoskeletal Disorders Among Health and Social Care Professionals Be Reduced?
Musculoskeletal Disorder in the World of Construction
Preventing Musculoskeletal Disorders in the Construction Industry
The Risks of Musculoskeletal Disorders Posed by Sedentary Professions
The Benefits of Getting Up and Taking a Break from Your Desk
Psychological and Social Factors and MSDs
What Does the Effective Risk Management of MSDs Look Like?
Getting People with Injuries Back to Work
Conclusion
References
28 Common Mental Health Problems
Introduction
Common Mental Health Problems (CMPs)
Symptoms Associated with Common Mental Problems
Depression
Anxiety
Stress and Related Disorders
Work and Common Mental Problems (CMPs)
Impact of Common Mental Health Problems
Management of CMPs in the Workplace
Overview of Successful Management of CMPs in the Workplace
Tsutsumi et al. (2009)
Seymour (2010)
Pomaki et al. (2012)
Dietrich et al. (2012)
Joyce et al. (2016)
Carolan et al. (2017)
Cullen et al. (2018)
Gayed et al. (2018)
Wan Mohd Yunus et al. (2018)
Etuknwa et al. (2019)
Overview of Workplace Management of CMP Guidelines
Joosen et al. (2015)
Dewa et al. (2016)
Memish et al. (2017)
Nexø et al. (2018)
Summary of Up-to-Date Findings on Workplace Management of CMPs
Gaps in Evidence
Conclusion
References
29 Burnout
Introduction and Definitions
Person-Oriented Approaches to Burnout
Worklife Profiles Based on the MBI
Areas of Worklife
A Change Model for Burnout Interventions
Interventions
Individual Versus Organizational Interventions
Changing the Workplace
Improving Social Encounters to Alleviate Burnout
Conclusion
References
30 Workplace Fatigue: The Impact of the Drive
Introduction
What Is Fatigue?
Causes of Fatigue
The Neurobiology of Fatigue
Time on Task and Cognitive Load
Environmental Issues
Time Without Sleep
Measuring Fatigue at Work
Fitness for Duty Tests
Continuous Operator Monitoring
Performance-Based Monitoring
Fatigue in the Work-Driving Context
Monitoring Driver Fatigue
Organizational Culture
Managing Driver Fatigue
The Swiss Cheese Model
Threat and Error Management
Biomathematical Models of Fatigue Risk Management
Safety Error Trajectory Framework
Adapted Safety Error Trajectory Framework
Future Directions and Opportunities
Conclusions and Summary
References
31 Disruption in the Workplace
Introduction
What Is Vocational Rehabilitation?
The Timing of Vocational Rehabilitation
The Role of a Collaborative Organizational Culture
The Future of Vocational Rehabilitation
Managing Variable and Unpredictable Conditions
Personalized Participatory and Customizable Rehabilitation
Alternative Business Models
Technology-Enabled Vocational Rehabilitation
Conclusion
References
Part V: Work-Life Interface
32 Psychological Crossover
Introduction to Crossover
Spillover
Theoretical Explanations of Crossover
Westman´s (2001) Crossover Model
Positive Crossover
The Crossover Process Model (Brough et al. 2018b)
The Spillover-Crossover Model (Bakker and Demerouti 2013)
Developments in Crossover Research
Crossover, Cultural Norms, and Gender
Crossover of Resources
Crossover Between Team Members
Crossover Between Leaders and Followers
Conclusion and Future Research
References
33 Flexible Work Initiatives, Employee Workplace Well-Being, and Organizational Performance
Introduction
Theoretical Background
Theoretical Perspectives on HRM, Workplace Well-Being and Organizational Performance
The Importance of Mutual Gains in a Flexible Work Context
The Role of the Type and Nature of Flexible Work Initiatives
Method
Search Strategy
Inclusion Criteria
Coding Strategy
Effects of Flexible Work Initiatives on Workplace Well-Being and Performance
Temporal Flexibility
Flexible Scheduling
Compressed Workweeks
Spatial Flexibility
Time-Spatial Flexibility
Additional Findings
Discussion
Mutual Gains or Competing Outcomes? Effects of Temporal, Spatial, and Time-Spatial Flexibility
Reconsidering Employee and Organizational Gains: An Inclusive Approach
The Differential Effects of the Nature of Flexible Workplace Initiatives: A Typology
Limitations
Conclusion
References
34 Extending Work-Life Balance Initiatives
Introduction
Benefits and Costs of the Provision and Use of WLB Initiatives
Benefits to Employees and Organizations
Costs to Employees and Organizations
Work and Non-Work Factors Influencing WLB Initiatives
Organizational Culture
Cultural Traditions
Gender Perceptions and Stereotypes
Minority Employees and Migrants
Intergenerational Workforce
The COVID-19 Pandemic
Recommendations for Extending WLB Initiatives
FSSBs, Supportive Work-Life Culture, and Two-Way Communication
Fostering Inclusive Behaviors by Tackling Long Working Hours
Shift from Flextime and Compressed Work Weeks to Trust-Based Working Hours
Conclusion
References
35 Shifting the Mental Health Conversation: Present and Future Applications of the ``Thrive at Work´´ Framework
Introduction
Thrive at Work Framework, SMART Work Design, and Future Work
Thrive at Work Framework
Overview of Pillars, Strategies, and Tactics
Mitigate Illness
Prevent Harm
Promote Thriving
Example Applications
Deep Dive into Prevent Harm and the SMART Work Design Model
Work Design Is Currently Often Overlooked
The SMART Model of Work Design
Using the SMART Model to Improve Mental Health
Positioning for Digitalization and Other Future Work Challenges
Summary
References
36 Workplace Well-Being Initiatives
Introduction
Evaluation Methods
Implementing CEA in the Workplace
Case Studies
Goal Setting and Planning
CONNECT+
Flexible Working Hours
Mental Health First Aid
Conclusions
References
Part VI: Trends and Emerging Challenges for Management
37 The Growing ``Gig Economy´´
Introduction
Digital Platforms and the Gig Economy
Growth of the Gig Economy
Opportunities Associated with Digital Platform Work
Health, Safety, and Wellbeing Risks Associated with Digital Platform Work
Conclusion and Future Research
References
38 Workplace Mistreatment
Introduction
First, What Are We Talking About?
Is Workplace Mistreatment a Big Deal?
What Are the ``Causes´´ of Workplace Mistreatment?
Organizational Factors
Individual Factors
Relational Factors
What Can Be Done About Workplace Mistreatment?
Preventing Workplace Mistreatment
Helping Victims Cope with Workplace Mistreatment
Dealing with the Aftermath of Workplace Mistreatment
Can Third-Parties Help Address Workplace Mistreatment?
Perceiving Victim Need and Deservingness: Decision-Tree Model of Intervention
Perceiving Victim Need and Deservingness: Deontic Motivation for Intervention
Some Future Directions for Third-Party Research
Victim Humor
Victim Talk
Some Additional Considerations
Conclusion
References
39 Managing Health, Safety, and Well-Being at Work Within Changing Legal and Policy Frameworks
Introduction
Hard Versus Soft Law Approaches
Evolution of Policy on Health, Safety, and Well-Being at Work
Examples of Hard and Soft Law Instruments at International and Regional Level
Examples of Hard and Soft Law Instruments at National Level
Examples of Hard and Soft Law Instruments at the Sectoral Level
Examples of Soft Law Instruments at the Organizational Level
Balancing Hard and Soft Law Approaches
Conclusion
References
40 Psychological Adjustment and Post-arrival Cross-cultural Training for Better Expatriation
Introduction
Purpose of This Review
Cross-Cultural Adjustment
Psychological Adjustment
Cross-Cultural Training (CCT)
Evidence of CCT Effectiveness
Method
Design
Search Strategies
Data Extraction
Data Analysis
Results
Descriptive
Data Analyses
Discussion
CCT Effectiveness
Research Limitations
Conclusion
References
41 The Decline of Trade Unions and Worker Representation
Introduction
Declining Union Membership
How Unions Protect Worker Health and Well-Being
How Effective Are WHS Representatives?
Does Direct Employee Participation Offer an Alternative to WHS Representatives?
Does Employee Participation in Nonunion Workplaces Improve Worker Well-Being?
Discussion and Conclusion
References
Index