ORCID Profile
0000-0002-4531-7912
Current Organisation
Australian National University
Does something not look right? The information on this page has been harvested from data sources that may not be up to date. We continue to work with information providers to improve coverage and quality. To report an issue, use the Feedback Form.
Publisher: Elsevier BV
Date: 10-2018
Publisher: Wiley
Date: 09-12-2022
DOI: 10.1002/HRM.22157
Abstract: Intimate partner violence (IPV) is a global public health issue that negatively impacts organizations and their employees. Research suggests that organizations can play a supportive role to lessen this negative impact. However, it has been relatively silent on the conditions under which organizations choose to play such a role. Integrating social role and critical mass perspectives, we examine the extent to which organizations adopt human resource (HR) practices to support employees affected by IPV. Specifically, we argue that organizations are more likely to adopt IPV‐related HR practices when they are led by female Chief Executive Officers (CEOs) and Top Management Teams (TMTs) with more female members. Furthermore, we argue that when women's representation reaches a critical mass plateau, appointing more women in TMTs has no incremental impact, and this non‐linear relationship moderates the CEO gender effect. Overall, we found support for our hypotheses based on a survey study of HR professionals from 414 Australian organizations (Study 1) and an archival study using 2 years of the Workplace Gender Equality Agency data from 4186 Australian organizations (Study 2). Theoretical and practical implications on the influence of gender configurations in leadership positions on the adoption of ersity, equity, and inclusion‐related HR practices are discussed.
Publisher: SAGE Publications
Date: 26-09-2018
Abstract: Play has gained increasing interest among progressive-minded managers as an important driver of motivation and productivity in work contexts. Despite its popularity in contemporary organizations, there is little consensus in the academic literature about the role of play in the workplace. This review organizes and synthesizes the current state of knowledge of play at work in order to gain a more comprehensive understanding of what play at work is, when in iduals engage in play at work, and the effects of workplace play on work outcomes. First, we review existing definitions of play and their limitations. We then introduce a recent conceptualization of play in adulthood that defines play based on three core features and discuss its relevance in the workplace. Second, we review theoretical perspectives on play and extant empirical research on the antecedents and consequences of play at work, organizing it according to three levels of analysis. Third, we propose a promising agenda for future research by focusing on a number of important issues that have emerged from our review of existing work. These issues are organized into two sections: refining and extending the current research on play, and generating novel ideas and new research directions on unexplored areas of inquiry. We believe this review makes important and timely contributions to the research on play at work by providing comprehensive analysis of the erse and fragmented literature on play in the workplace.
Publisher: SAGE Publications
Date: 03-03-2017
Abstract: Engaging in romantic relationships at work, especially with one’s superiors (i.e., hierarchical workplace romance [HWR]), has generally been shown to negatively impact the participants involved. However, less attention has focused on its impact on the career advancement of lower status romance participants and when such an impact is exacerbated. Two experiments show that third-party evaluators were less likely to promote (Study 1) and select lower status HWR participants for training opportunities (Study 2) than their counterparts not in an HWR. Moreover, the negative career ramification of an HWR was stronger for men romantically involved with their female superiors than women with their male superiors (Study 2). This research highlights the need for organizational members to be aware of biases associated with HWR and gender role–based status expectations because past achievements may be discounted for lower status HWR participants, especially men.
Publisher: Elsevier BV
Date: 02-2019
Publisher: Elsevier BV
Date: 04-2019
Location: United States of America
No related grants have been discovered for lu wang.