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The purpose of this paper is to estimate the union-nonunion pay gap impact separately for wages and bonuses as well as total compensation to include both wages and bonuses in China. The way in which the impact varies as control variables are added is illustrated as is how the impact varies by the type of firm ownership. The overall pay gap is also decomposed into a component due to differences in their pay determining characteristics as well as a component due to differences in their returns to those characteristics. These separate components are also calculated throughout the pay distribution.

Using the 2010 China Family Panel Studies Survey, a nationally representative survey in China, the methodology involves different estimation procedures as appropriate for the nature of the data and the dependent variables. First the authors estimate a single equation to determine the union-nonunion pay gap. Then the authors estimate the union impact on the various components of compensation (wages and bonuses). Next the authors decompose the relative contribution of each factor in explaining the wage gap. Finally, quantile regressions are used to examine the union impact across various levels of the pay distribution.

The authors find a gross union-nonunion pay gap (wages + bonuses) of 42 percent, dropping to 12 percent after controlling for the effect of other pay determining factors. The union impact on wages is only 8 percent, but bonuses are about twice as high for union workers. The union impact is essentially zero for (state-owned firms) SOEs and for foreign-owned firms but it is large at 16 percent for private firms and even larger at 22 percent for government agencies. Of the overall pay gap of 42 percent, about three-quarters is attributable to differences in their endowments of pay determining characteristics and about one-quarter to differences in the returns for the same endowments of characteristics. Quantile regressions reveal that the pure or adjusted union wage premium exhibits a u-shaped pattern being highest in the bottom and to a lesser extent the top of the pay distribution.

There are a dearth of studies examining the union-nonunion pay gap in China. Of the studies that examine this issue, all of them are at the enterprise level with no studies at the individual level. Taking a nationally representative dataset at the individual level, the authors are able to estimate the union-nonunion pay gap in China. The authors identify the portion of the gap that reflects differences in endowments of pay determining characteristics and the portion that reflects different returns to those characteristics, and the relative contribution of the different variables to those components; and how these components change over the pay distribution. The authors also offer explanations for many of these patterns.

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.

Incentives are effective at enhancing productivity, but research also suggests that performance incentives can have “unintended negative consequences” including increases in hazard/injuries, increases in errors, and reduction in cooperation, prosocial behaviors, and creativity. Relatively overlooked is whether, when, and how incentives can be designed to prevent such negative consequences. The authors review literature in several disciplines (construction, healthcare delivery, economics, psychology, and [some] management) on this issue. This chapter, in toto, sheds a generally positive light and suggests that, beyond productivity, incentives can be used to improve other outcomes such as safety, quality, prosocial behaviors, and creativity, particularly when the incentives are thoughtfully designed. The review concludes with several potential fruitful areas for future research such as investigations of incentive-effect duration.

The purpose of this paper was to study the psychometric properties of the Portuguese version of the Work–family balance (WFB) scale, developed by Carlson et al. (2009), as well as demonstrating that the WFB is a different construct from the work–family conflict (WFC) and the family–work conflict (FWC). Additionally, this study intended to verify if the work–family balance construct is invariant in the different work regimes (face-to-face work, hybrid work, teleworking), and between men and women.

Snow-ball convenience sample of 224 workers; psychometric analysis of the different scales/constructs analyzed by confirmatory analysis using R/Lavaan.

The results obtained show that the WFB scale presents factor and convergent validity, and high reliability. The WFB construct is negatively correlated with the WFC and FWC constructs. The WFB is a different construct from the WFC and FWC. The WFB is invariant both in workers subjected to different work regimes, and sexes.

The conceptualization and measurement of the work–family relationship has been the subject of several studies. Among the different conceptual approaches to this relationship, WFB has been the least studied and, in terms of human resource management, it is the one that has the best relationship with sustainability and organizational performance. Therefore, it is of utmost importance to obtain a valid and reliable WFB measures, to be used by both academics and human resources professionals.

El propósito de este trabajo fue estudiar las propiedades psicométricas de la versión portuguesa de la escala de equilibrio trabajo-familia (WFB), desarrollada por Carlson et al. (2009), así como demostrar que el WFB es un constructo diferente del conflicto trabajo-familia (WFC) y del conflicto familia-trabajo (FWC). Además, pretendíamos verificar si el constructo equilibrio trabajo-familia es invariable en los diferentes regímenes de trabajo (trabajo presencial, trabajo híbrido, teletrabajo), y entre hombres y mujeres.

Muestra de conveniencia bola de nieve de 224 trabajadores; Análisis psicométrico de las diferentes escalas/constructos analizados mediante Análisis Confirmatorio utilizando R/Lavaan.

Los resultados obtenidos muestran que la escala WFB presenta validez factorial y convergente, así como una alta fiabilidad. El constructo WFB correlaciona negativamente con los constructos WFC y FWC. El WFB es un constructo diferente del WFC y del FWC. El WFB es invariante tanto en trabajadores sometidos a diferentes regímenes de trabajo, como en sexos.

La conceptualización y medición de la relación trabajo-familia ha sido objeto de diversos estudios. Entre los diferentes enfoques conceptuales de esta relación, el WFB ha sido el menos estudiado y, en términos de gestión de recursos humanos, es el que mejor relación tiene con la sostenibilidad y el desempeño organizacional. Por lo tanto, es de suma importancia obtener una medida válida y fiable del equilibrio trabajo-familia, que pueda ser utilizada tanto por académicos como por profesionales de los recursos humanos.

When the spread of online health rumors on social media causes public concerns, the public is calling for action. However, little study has investigated how Facebook reaction icons (expressing feelings function) affect online users' behavioral intentions (intention to trust and share) toward online health rumor posts. The current study addresses this gap by focusing on the effect of Facebook reaction icons in two conditions: Facebook reaction icons' presence (versus absence), and Facebook reaction icons' emotional valence (positive versus negative versus neutral). Moreover, the authors also investigated the interaction between Facebook reaction icons' emotional valence and online health rumor posts' framing headlines (gain versus loss).

The authors used a 7 (Facebook reaction icons: Love, Like, Haha, Wow, Sad, Angry and no icon) × 2 (Facebook framing headlines: gain and loss) between-subjects design, analyzing 507 samples from online users with one-way ANOVA and MANOVA.

Results show that online health rumor posts without Facebook reaction icons are more likely to negatively change online users' behavioral intentions than the posts with Facebook reaction icons; negative reaction icons (Sad and Angry) lower online users' behavioral intentions than positive reaction icons (Love and Like). Further, the incongruency effect of interaction (i.e. positive reaction icons with a negative message) would have more negative effects on online users' behavioral intentions than the congruency effect (i.e. positive reaction icons with a positive message).

This study has rich contributions to theoretical and practical implications for the Facebook platform and Facebook users to apply Facebook reaction icons against online health rumor posts.

Research on racial inequality in organizations typically (1) assumes constraining effects of bureaucratic structure on the capacity of powerful actors to discriminate or (2) reverts to individualistic interpretations emphasizing implicit biases or self-expressed motivations of gatekeepers. Such orientations are theoretically problematic because they ignore how bureaucratic structures and practices are immersed within and permeated by culturally normative racial meanings and hierarchies. This decoupling ultimately provides a protective, legitimating umbrella for organizational practices and gatekeeping actors – an umbrella under which differential treatment is enabled and discursively portrayed as meritocratic or even organizationally good. In this chapter, we develop a race-centered conception of organizational practices by drawing from a sample of over 100 content-coded workplace discrimination cases and analyzing both discriminatory encounters and employer justifications for inequality-generating conduct. Results show three non-mutually exclusive patterns that highlight the fundamentally racial character of organizations: (1) the racialization of bureaucracies themselves via the organizational valuation and pursuit of “ideal workers,” (2) the ostensibly bureaucratic and neutral, yet inequitable, policing of minority worker performance, and; (3) the everyday enforcement of racial status boundaries through harassment on the job, protection afforded to perpetrators, and bureaucratically enforced retaliation aimed at victims. The permeation of race-laden presumptions into organizations, their activation relative to oversight and bureaucratic policing, and the invoking of colorblind bureaucratic discourses and policies to legitimate discriminatory conduct are crucial to understanding the organizational dimensions of racial inequality production. We end by discussing the implications of our argument and results for future theory and research.

Based on the situated focus theory of power, this chapter empirically investigates the relationship between an individual’s organizational power position and emotion recognition accuracy (ERA), and it examines individuals’ stress experiences at work as a boundary condition for this relationship.

Survey data were collected in a field sample of 117 individuals employed across various organizations in Germany. We used an established, performance-based test of ERA and applied hierarchical regression analysis to examine our model.

An individual’s power was negatively related with his or her ability to decipher others’ emotional expressions among individuals experiencing higher work stress, whereas this relationship was not significant for participants with lower stress.

Although the cross-sectional study design and data collection within one country are relevant limitations, the findings promote a better understanding of the complex relationship between power and ERA.

Given the relevance of accurate emotion perception, the results indicate that stressful work environments may be an important risk factor for organizational power holders’ personal and professional success.

The findings advance the literature on power and emotion recognition by highlighting the role of work stress as an important, heretofore neglected boundary condition that may explicate the ambiguous results in prior research.