Huong Le, Catrina Palmer Johnson and Yuka Fujimoto
This article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse…
Abstract
Purpose
This article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse employees, and inclusive decision-making processes in the promotion of equitable employment practices are foundational for shaping the climate for inclusion.
Design/methodology/approach
Qualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).
Findings
In examining the similarities and differences between employees' and managers' perspectives, the findings revealed that, in all dimensions of a climate for inclusion, employees had more negative justice concerns than did managers, while managers and employees had similar views on some aspects of employment practices.
Research limitations/implications
This study was conducted within one university setting; therefore, the findings may not be applicable to other industries.
Practical implications
This study offers managerial implications that can be developed to promote the climate for inclusion in organizations.
Social implications
In order to create a fair and equitable workplace, all employees should be able to actively participate in decision-making processes and share suggestions for contextualized and fair employment practices.
Originality/value
Drawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.
Catrina Palmer and Johnna Christian
The purpose of this paper is to investigate how formerly incarcerated men remained resilient in the face of adversity while searching for and maintaining employment.
Abstract
Purpose
The purpose of this paper is to investigate how formerly incarcerated men remained resilient in the face of adversity while searching for and maintaining employment.
Design/methodology/approach
Grounded theory analysis is used to answer the following research questions: What challenges do formerly incarcerated men encounter in finding and maintaining employment? What strategies do they devise in the face of these barriers? The research entailed 24 face-to-face, semi-structured, in-depth interviews at a Reentry Center in a northeastern state between February 2016 and July 2017.
Findings
The authors present a model of resiliency in the job-seeking and maintaining process. It illustrates the non-linear and complex nature of employment experiences, in which men encountered cycles of anxiety and pressure, and yet also devised resilience strategies fostering growth and adaptation. These processes required adept management of adversities such as involvement with the criminal justice system and the attending social stigma. Shifting mental and behavioral frameworks, adapting and refining expectations for work and adopting a future orientation were essential for participants’ growth. Finally, findings revealed participants’ resiliency strategies were bolstered by pro-social outcomes.
Originality/value
The challenges and barriers to employment for formerly incarcerated men are well documented, but less is known about the processes men employ in order to gain legitimate employment. This paper explores an understudied area of the criminal justice and employment literature – how men demonstrate agency and tenacity in the reintegration process, specifically related to seeking and maintaining work.