Policing has long been recognized by experts in the field as a stressful, unpredictable, emotionally exhausting, and dangerous occupation. Stress and contributing risk factors have lasting and sometimes fatal results among police officers. The purpose of this quantitative study was to determine if there is a relationship between symptoms of depression and 3 constructs of the Personal Observation Wellness and Evaluation Report--Power Portfolio (PP) survey, specifically administrative and organizational pressures, emotional, physical, psychological threats, and lack of administrative support. Archival data from the National Police Suicide Foundation were used. The independent variable was symptoms of depression as measured by the PP. The dependent variables were administrative and organizational pressures, physical and psychological threats, and lack of support as measured by the work-related problems domain of the PP. The participants (N = 150) consisted of officers employed by local, state, and federal law enforcement agencies throughout the United States. The results of the regression analysis and ANOVA were significant for the 3 research questions. The independent variable depression was related to work-related problems, work-related punishments, and the overall score reflecting participants feelings about their work as police officers. The results illustrate that police officers encounter organizational/administration demands with added stressors that accumulatively can develop into maladaptive coping mechanism and skills. Implications for positive social change include the development of mandatory interventions tailored to meet the need of individual police officers. These and other regulations, training, and protocols may reduce officers' work-related stress and improve the relationship between line and administrative personnel.

Workplace environments and the dynamics that exist within them affect everyone involved, especially coworkers. Although research has investigated how workplace bullying impacts its victims and the organization, little research has examined the effects of workplace bullying from the role of the bystander. Fewer have investigated how Perceived of Organizational Support (POS) may affect the employee's work engagement of those witnesses. The goal of this quantitative study was to determine the effect of POS on work engagement in the employees who witness workplace bullying. An online survey was used with the Negative Acts Questionnaire-Revised, (NAQ-R), Utrecht Work Engagement Scale (UWES) and POS instruments. It was launched on LinkedIn and 152 respondents participated and were asked to snowball the link. The study employed the affective events theory that presupposes that the occupational atmosphere influences those in proximity to negative behaviors. Regression results showed that only POS (t (150) = 5.14, p < 0.001) predicted employees' work engagement. On the other hand, witnessing workplace bullying (t (150) = -0.69, p = 0.49) did not affect employees' work engagement. This study provides a useful framework to illustrate how the environment of workplace bullying affects an organization's human and fiscal resources, contributing to the body of knowledge that can benefit organizations by helping to affect social change.

Stakeholders are important to the financial sustainability of a nonprofit organization; however, heavy reliance on 1 stakeholder over another can place a nonprofit organization at financial risk. The purpose of this single case study was to explore strategies used by 3 senior leaders of a nonprofit organization in New York who have experience with stakeholder engagements efforts. The conceptual framework used for this study comprised general systems theory and transformational leadership theory. Data were collected using semistructured interviews, and review of organizational documents and online databases. Using thematic analysis, the 4 key themes that emerged from process and results strengths were leadership involvement in engaging stakeholders, persistent promotion of the organization's mission and vision, connection with the community, and workforce engagement activities. The implications of this study for positive social change include the potential to increase nonprofit leaders' understanding of practical approaches that may facilitate stakeholder engagement for improving financial sustainability, improve nonprofit leader–stakeholder relationships, and bolster philanthropic efforts to improve the economic stability of the nonprofit organization and the community.

This dissertation examines how resilience against disaster is produced on a daily basis by Emergency Managers and private sector continuity professionals working in New York City. Drawing on ethnographic observations and in-depth interviews, it uses disaster anticipation as a case study in inter-organizational reliability and the interplay between materiality and culture in the processual reproduction of social life. I find that disaster risk managers conceptualize disasters as situations of abrupt mismatch between available material resources and the exigencies of critical tasks and routines. They use three interrelated types of strategies to anticipate these crises: (1) conducting persistent active monitoring and routine intervention in the organizational environment; (2) planning for the consequences, rather than triggers, of disasters; and (3) building a creative capacity to preserve or restore access to resources critical for the reproduction of social and organizational routines. Taken together, I argue, these strategies shed new light on how organizations collaborate across boundaries to build resilience against unexpected shocks. The empirical data provides a lever into deeper puzzles in sociology: how can we account for both the durability of social structures and sudden social change? In other words, what can we learn about the way social life is reproduced by better understanding the work of professionals employed by the state and major corporate firms to proactively manage the events that threaten to punctuate that continuity? This research advances the literature on organizational reliability, as well as the material turn in institutional theory, drawing attention to the role of material resources in the production and reproduction of cultural schemas.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019. / Non-governmental organisations (NGOs) are perceived to be poorly performing partly due to their culture; the constructs of NGOs’ culture usually affect employees’ commitment and performance negatively, leading employees to leave the organisation. This discourages and demoralises employees’ mind sets to perform as expected which affects NGOs’ productivity, goals and competitiveness in a negative way. The study investigated employee perceptions in organisational culture constructs to selected NGOs in Cape Town in order to generate valuable information in understanding the role of organisational culture in the achievement of organisational objectives in NGOs. Mixed methods approach was used in this study as it allowed collecting of qualitative and quantitative data simultaneously and assessing different facets of complex outcomes in a richer way than one method alone. The study found that culture is set to boost employees’ and organisations’ performance, and that managers and owners in NGOs have knowledge of this. The study revealed that some criteria such as openness and the creativity view of the organisational culture are only considered positive to managers and owners of NGOs. This study found that managers and owners in NGOs believe the implemented organisational culture is very effective, positively affects and boosts employees’ performance. The employees, however, had a different perception; they feel excluded from the development of the organisational culture which in turn affects their commitment and performance in a negative manner. This study found that employees’ commitment towards organisational culture derives from the way it is designed and how it suits employees’ expectations. Aspects such as remuneration, a safe work environment and sustainability, were found to be important for employees’ performance and commitment. Therefore, it is evident that directing or developing NGOs’ organisational culture that focus on employees’ expectation such as remuneration and sustainable employees’ innovation and practice will receive more support from employees. Furthermore, the criteria are keen to improve the way employees perform and commit to the organisation. It was recommended that NGOs involve employees in the design or development of its organisational culture in order to have more information on employees regarding what to expect from them. Another major implication is that the issue of employee benefit or remuneration have to be addressed in order to maintain employees’ performance.

Organizational justice theory suggests employees are more likely to accept appraisal outcomes if they believe the process to be fair. As an increasing percentage of the workforce is made up of knowledge workers with job characteristics that are less structured and more autonomous, the shift in appraisal research from measurement accuracy to perceptions on fairness is fitting. This research investigates the relationships between justice perceptions and performance appraisal satisfaction by knowledge workers. The study extends previous research with the creation of composite measures to examine whether perceptions of fairness vary according to the characteristics of work performed. The research was conducted at a medium-sized, niche consultancy that specializes in data analytics and data science. Interviews served as an initial pilot study to obtain contextual data to identify relevant justice measures in the procedural and informational justice domains. A questionnaire survey was selected to analyze whether knowledge work characteristics moderate the relationship between justice perceptions on appraisal satisfaction. Results support the underlying premise that positive justice perceptions lead to greater overall appraisal satisfaction. Median regressions were used to model the significant effect of procedural justice and informational justice on appraisal satisfaction. Consistent with prior research, the most autonomous workers reported the lowest levels of appraisal satisfaction. This may be explained by the heightened challenge in evaluating autonomous work that is not observed directly and may be difficult to measure. However, the moderating effect of knowledge work components produced some puzzling results. As expected, the knowledge work component of autonomy correlated negatively with the knowledge work components related to structure. Yet, autonomy and structure had similar moderating effects on the relationship between procedural justice and appraisal satisfaction. Although it was speculated that more autonomous workers would place less importance on procedural justice, the results indicated greater levels of autonomy strengthened the effects between the justice perceptions and appraisal satisfaction. Justice theory as it is applied to appraisal satisfaction is limited without considering the impacts on other constructs such as job satisfaction and motivation. Herzberg’s two-factor (hygiene) theory provides an example of how knowledge work components and procedural justice might be viewed as job “satisfiers” versus job “dissatisfiers”. The theory posits there are factors that contribute to job satisfaction that are separate and distinct from factors that contribute to dissatisfaction. "Satisfiers” include factors such as autonomy and achievement. In contrast, performance appraisals represent administrative processes within the category of “dissatisfiers”, or hygiene factors. When absent, these processes cause frustration and result in dissatisfaction. Practical implications from this study include the creation of composite measures for describing the abstract nature of latent measures such as justice perceptions and knowledge work. These measures serve as a heuristic to facilitate the analysis of human resource processes such as performance management.

Do executive coaches have the skill sets necessary for effective partnership with an increasingly diverse workforce? Such inquiry remains unexamined, yet research from similar disciplines casts doubt. Drawing on these findings, a between-subject experiment sampled 129 coaches and examined their willingness to have “difficult conversations” with Black clients. The study investigated two questions in particular: (1) Do coaches provide less critical feedback to Black clients than they do White clients? and (2) Do coaches engage in fewer diversity-based conversations with Black clients than with White clients? The study found that as hypothesized, Black clients received more support, yet less challenge, less constructive feedback, and less time devoted to areas of development than did otherwise identical White clients. Coaches were also twice as likely to provide diversity-related feedback to White executives than they were to Black executives. Put simply, coaches assigned to Black clients chose to sidestep conversations about diversity and development. Substantial implications hold for practitioners, clients, and the greater coaching community. Findings suggested that coaches’ reluctance to provide challenging cross-racial feedback may stem from concern about appearing prejudiced. The result is that leaders of color who receive coaching may be robbed of developmental opportunities offered to White organizational leaders. Thus, the impact of racial dynamics should receive greater attention from U.S.-based coaching certification programs. In particular, institutes should consider mandating coaching supervision as well as incorporating diversity intelligence within their list of core competencies.

[pt] O presente estudo tem por objetivo investigar a questão da (in)civilidade no ambiente de trabalho a partir da análise das explicações utilizadas na fala de profissionais de diferentes organizações empresariais. O corpus foi constituído por entrevistas individuais semiestruturadas realizadas com cinco estudantes do curso de Mestrado em Administração do IAG da PUC-Rio e cujas experiências profissionais diferem quanto ao tempo de trabalho, à área de atuação e ao tipo de organização em que atuam ou atuaram. À luz da teoria sobre accounts (Arribas- Ayllon, Sarangi E Clarke, 2011; Buttny E Morris, 2001; Matikalo, 2003; Raevare, 2010), averiguou-se o modo como os entrevistados (re)constroem os significados da (in)civilidade por meio de explicações referentes a suas manifestações, sua importância e fatores que a (des)favorecem no ambiente organizacional. Os resultados apontam não só para uma dificuldade dos entrevistados em circunscrever o significado da (in)civilidade, como também evidenciam sua crença de que certas normas de civilidade são passíveis de serem suspensas em determinados contextos de trabalho / [en] The present study aims to investigate the issue of (in)civility in the workplace through the analysis of accounts used in the speech of professionals from different business organizations. The corpus consisted of individual semistructured interviews conducted with five MBA students from IAG (PUC-Rio) whose professional experiences differ in terms of working time, area of activity and the type of organization in which they work or have worked. In light of the theory on accounts (Arribas-Ayllon, Sarangi AND Clarke, 2011; Buttny AND Morris, 2001; Matikalo, 2003; Raevare, 2010), this study examined the way interviewees (re)construct the meaning(s) of (in)civility by using accounts related to the its manifestations, its importance and the factors that encourage or discourage it in the workplace. The results indicate not only the interviewees’ difficulty in circumscribing the meaning of (in)civility, but also reveal their belief that some civility-related rules may be disregarded in certain professional contexts.

Abstract Existing research has shown that gender stereotypes regarding characteristics of men and women influence others' perceptions of their fit with organizational roles, including leadership roles (cf. Eagly & Karau, 2002). However, little research has examined stereotypes regarding other demographic characteristics (e.g., race, sexual orientation) and how they may interact with gender stereotypes to influence leadership evaluations. The current study examined whether leader gender and sexual orientation interact to influence subordinates' evaluations of leader effectiveness, likability, and boss desirability using an experimental design. In addition to examining whether leader gender and sexual orientation interacted to predict leader evaluations, the present study also examined why, or the mechanisms, that underlie these effects. Specifically, the present study evaluated two potential mediators: (1) role incongruity, perceptions that there is a misfit between the characteristics of an individual and the role on communality (or warmth) and agency (or competence) and (2) moral outrage, affective reactions of contempt, anger, and disgust toward individuals and/or groups who violate societal mores. Results indicate that gay and lesbian leaders were perceived to be less agentic and more communal than their heterosexual counterparts, though leader gender and sexual orientation did not interact in predicting perceptions of agency and communality. Furthermore, in the full sample, leader gender and sexual orientation interacted to predict moral outrage. When examining moderated mediation analyses, moral outrage mediated the relationship between leader demographics and evaluations of leader effectiveness (but not leader likability) for gay male leaders. Results from the present study helps to inform researchers and practitioners regarding how and why stereotypes influence others' leadership evaluations and suggest entry points for interventions designed to minimize discrimination against sexual minorities in organizational settings.

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