THE Belfast was designed and built to a specification for a long range strategic aircraft suitable for carrying heavy and bulky items of freight. The ability to airdrop supplies…
Abstract
THE Belfast was designed and built to a specification for a long range strategic aircraft suitable for carrying heavy and bulky items of freight. The ability to airdrop supplies, combined with structural advantages, led to the choice of rear access to the freight hold; utilisation of part of the freight door as a loading ramp leads to independence of ground based freight handling equipment. The rear fuselage was up‐swept in order to provide ample head‐room for cargo on the ramp. To minimise this upsweep and also to facilitate handling of heavy loads, a low angle of inclination of the ramp is necessary. This led to a low freight floor height in relation to the ground, and to flattening of the rear fuselage undersurface. These features are illustrated in FIG. 1 which depicts the unloading of an Abbott self propelled gun carrier.
Jaimi Garlington, Cass Shum, Gloria Wong-Padoongpatt and Laura Book
Racial code-switching is an impression management behavior for people to blend into social and professional situations by adhering to norms outside their own. Drawing on the…
Abstract
Purpose
Racial code-switching is an impression management behavior for people to blend into social and professional situations by adhering to norms outside their own. Drawing on the identity threat perspective, this study aims to examine the harmful effects of racial code-switching on employee psychological depression and hospitality industry turnover intentions.
Design/methodology/approach
The current study used a two-wave time-lagged survey of 286 restaurant frontline employees. Participants were asked to rate their racial code-switching, identity threat and shame in the first survey. Participants reported their depression and industry turnover intention in the second survey one week later.
Findings
The results showed that employees that engaged in racial code-switching had higher intentions to leave the hospitality industry via the sequential mediating roles of identity threat, shame and depression.
Practical implications
The findings provide practical implications on how hospitality practitioners can foster employee authenticity and tenure by evaluating impression management strategies. This paper provides a discussion, suggestions and future research directions on how to take sustainable actions toward diversity, equity, inclusion, justice and belonging.
Originality/value
Although racial code-switching is a common behavioral strategy for whites and people of color, research on racial code-switching in the hospitality industry is limited. This study is among the first to examine racial code-switching’s health and career consequences.
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Allison S. Gabriel, David F. Arena, Charles Calderwood, Joanna Tochman Campbell, Nitya Chawla, Emily S. Corwin, Maira E. Ezerins, Kristen P. Jones, Anthony C. Klotz, Jeffrey D. Larson, Angelica Leigh, Rebecca L. MacGowan, Christina M. Moran, Devalina Nag, Kristie M. Rogers, Christopher C. Rosen, Katina B. Sawyer, Kristen M. Shockley, Lauren S. Simon and Kate P. Zipay
Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being…
Abstract
Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.
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Courtney L. McCluney, Courtney M. Bryant, Danielle D. King and Abdifatah A. Ali
Racially traumatic events – such as police violence and brutality toward Blacks – affect individuals in and outside of work. Black employees may “call in Black” to avoid…
Abstract
Purpose
Racially traumatic events – such as police violence and brutality toward Blacks – affect individuals in and outside of work. Black employees may “call in Black” to avoid interacting with coworkers in organizations that lack resources and perceived identity and psychological safety. The paper aims to discuss this issue.
Design/methodology/approach
The paper integrates event system theory (EST), resourcing, and psychological safety frameworks to understand how external, racially traumatic events impact Black employees and organizations. As racially traumatic events are linked to experienced racial identity threat, the authors discuss the importance of both the availability and creation of resources to help employees to maintain effective workplace functioning, despite such difficult circumstances.
Findings
Organizational and social-identity resourcing may cultivate social, material, and cognitive resources for black employees to cope with threats to their racial identity after racially traumatic events occur. The integration of organizational and social-identity resourcing may foster identity and psychologically safe workplaces where black employees may feel valued and reduce feelings of racial identity threats.
Research limitations/implications
Implications for both employees’ social-identity resourcing practice and organizational resource readiness and response options are discussed.
Originality/value
The authors present a novel perspective for managing diversity and inclusion through EST. Further, the authors identify the interaction of individual agency and organizational resources to support Black employees.
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Courtney L. McCluney, Danielle D. King, Courtney M. Bryant and Abdifatah A. Ali
The purpose of this essay is to highlight the urgent need for antiracism resource generation in organizations today.
Abstract
Purpose
The purpose of this essay is to highlight the urgent need for antiracism resource generation in organizations today.
Design/methodology/approach
This essay weaves together popular press articles, academic writings and the authors' lived experiences to summarize, clarify and extend the work needed inside of organizations and academia to dismantle systemic racism.
Findings
We define antiracist resources as personal and material assets that counteract systemic racism through informing and equipping antiracist actions, and identify three resources—adopting a long-term view for learning the history of racism, embracing discomfort to acknowledge racist mistakes and systematically assess how organizational structures maintain white supremacy—for organizations to address systemic racism.
Research limitations/implications
While there is a critical need for more antiracism research, there are standards and guidelines that should be followed to conduct that research responsibly with antiracism enacted in research design, methodology decisions and publication practices.
Practical implications
The authors call for organizations to directly counter-racism via antiracism resources and offer examples for how these resources can inform and equip companies to create equitable workplaces.
Originality/value
This essay offers: (a) an updated, timely perspective on effective responses to systemic racism (e.g. police brutality and COVID-19), (b) a detailed discussion of antiracism resources and (c) specific implications for antiracism work in organizational research.
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Cynthia M. Sims and Angela D. Carter
This chapter argues that Black women, despite their marginalization, should consider the radical possibilities inherent in their rise to become leaders. Here, we use an…
Abstract
This chapter argues that Black women, despite their marginalization, should consider the radical possibilities inherent in their rise to become leaders. Here, we use an intersectional lens to explore leadership and address how identity, bias, invisibility, and disinvestment confront Black female leaders as they progress through childhood, adolescence, early career, and executive ranks. Ultimately, we offer recommendations relative to practice, for educational and work settings, research, and policy.
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Where do members of the public pick up what they know about food? And where would they go to find what they consider to be reliable information about nutrition? Jacqueline McCluney…
Abstract
Where do members of the public pick up what they know about food? And where would they go to find what they consider to be reliable information about nutrition? Jacqueline McCluney BSc, SRD, describes a survey carried out at the Food Policy Research Unit to discover more about public views of health and nutrition information sources
Nicholas P. Salter, Jenna-Lyn R. Roman and Ngoc S. Duong
Organizational research on diversity, equity, and inclusion (DEI) is at times siloed; the experience of one minoritized or underrepresented group is treated as completely separate…
Abstract
Organizational research on diversity, equity, and inclusion (DEI) is at times siloed; the experience of one minoritized or underrepresented group is treated as completely separate and different from the experience of another group and thus research separately. For example, there are terms that are studied only in the context of one group, and a different term is used to study a very similar (or identical) concept among a different group. Indeed, there are many unique experiences that specific minority groups encounter at work. Because of this end, minority groups should not be fully categorized together, and their individual should not be erased. However, there are shared experiences that many or all minorities experience at work, whether they are a gender minority, racial minority, or a member of any other minoritized group. Recognizing these shared experiences can help scholars develop a deeper understanding of what it's like to be minoritized or underrepresented at work, and therefore help to better serve these communities. To this end, our chapter highlights three such shared but unique minority experiences: three experiences that are common across all minority groups but operationalize slightly differently in different populations. The first experience we discuss is discrimination, as all minorities typically experience some form of negative differential treatment at work. The second experience we discuss is identity management, as many minorities need to actively think about how they present their minority identity to others (regardless of if their identity is “concealable” or not). Finally, we discuss strength through adversity, as many minorities argue that their minority identity is a source of strength and an area that benefits them at work. We conclude the chapter with a call toward intraminority solidarity, suggesting that recognizing shared experiences and working together can help build better workplaces for all minority employees.
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Wayne A. Hochwarter, Ilias Kapoutsis, Samantha L. Jordan, Abdul Karim Khan and Mayowa Babalola
Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers…
Abstract
Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.
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Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization development and…
Abstract
Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization development and change (ODC) or systems perspective. As a result, there is no unified framework ODC practitioners can use for DEI diagnosis and intervention. The purpose of this chapter is to review the ODC literature with respect to DEI and propose a diagnostic Context-Levels-Culture (CLC) framework for understanding and addressing diversity-related challenges in organizations. We also present a case example of how this framework can be used in DEI consulting, including implications for future research and practice.