Julie Cogin and Alan Fish
The purpose of this paper is to examine prevalence of sexual harassment (SH) in nursing and the environmental factors that contribute to incidents of SH.
Abstract
Purpose
The purpose of this paper is to examine prevalence of sexual harassment (SH) in nursing and the environmental factors that contribute to incidents of SH.
Design/methodology/approach
A mixed‐method research methodology is adopted. A total of 538 questionnaires are collected from nurses working in eight different hospitals across metropolitan and rural areas in Australia. A total of 23 in‐depth semi‐structured interviews are conducted.
Findings
Prevalence of SH in nursing is high with 60 percent of female nurses and 34 percent of male nurses reporting a SH incident in the two‐year period prior to this paper. The questionnaire data suggest that patients are the most likely perpetrator, however, the interviews name physicians as typical perpetrators. A model is tested via structural equation modelling and revealed that leadership behaviors, an unbalanced job gender ratio and no prior socialization are positively associated with SH.
Research limitations/implications
This paper closes gaps in theory by introducing a new framework explaining the contextual factors that heighten a nurses' probability of being harassed. Some variables such as organizational culture and specific nursing units have not been explored and can be considered a limitation of the paper.
Practical implications
The results of this paper assist health professionals to adopt proactive practices for managing SH and plan a workforce where SH is minimized.
Originality/value
This paper illustrates the prevalence of different types of SH and the causes for male and female nurses that have not been investigated previously. The results help health managers make informed decisions in regard to intervention strategies.
Details
Keywords
Julie Cogin and Alan Fish
Cross border managers are an important feature of the global economy. Despite this, research evidence suggests that the primary selection criteria for cross border managers are…
Abstract
Purpose
Cross border managers are an important feature of the global economy. Despite this, research evidence suggests that the primary selection criteria for cross border managers are technical expertise and domestic business knowledge. This has resulted in insufficient numbers of high calibre candidates to meet the demands of today's global business context. This paper aims to argue that an understanding of an individual's value orientations is important for selecting cross border managers and predicting subsequent performance.
Design/methodology/approach
The paper reports the testing of a multidimensional value orientated taxonomy on a sample of 658 managers employed by three multinational organisations. The model was tested via SEM. OLS multiple regression was carried out to identify whether the dimensions of the taxonomy predict the performance of managers in cross border roles.
Findings
Results yielded sound factor structure of the taxonomy with a single factor solution identified on each of the two individual value dimensions. SEM confirmed significant relationships and a sound goodness‐of‐fit of the model. OLS regression results indicated that the model accurately predicted the performance of managers during cross border assignments.
Research limitations/implications
Surveys were administered at one point in time and do not account for any change in value orientations.
Practical implications
The model and results provide guidance to HRM professionals for selecting candidates for cross border business roles.
Originality/value
The study addresses a limitation of earlier work by testing the efficacy of the multi‐dimensional taxonomy with a larger and more diverse sample. The paper evaluates the strength of the taxonomy in predicting performance.
Details
Keywords
Alan Fish, Ramudu Bhanugopan and Julie Cogin
This research was undertaken to further understand a “values” based taxonomy designed to assess the “cultural and business suitability” of managers for appointment to cross‐border…
Abstract
Purpose
This research was undertaken to further understand a “values” based taxonomy designed to assess the “cultural and business suitability” of managers for appointment to cross‐border business and management roles. In particular, this paper aims to explore the extrapolative and interrelated nature of a two‐dimensional bipolar taxonomy of value orientations; as well as the nature and strength of the relationship between the model's predictors.
Design/methodology/approach
A sample of 262 cross‐border managers working for a large transnational American owned logistics firm responded to this study. The group completed a questionnaire based on a two‐dimensional taxonomy of value orientations. The dimensions tested were first a manager's values viz., their potential “National Identity”. Secondly, a manager's values vis., their potential “Cross‐Border Business Focus”. Factor analysis and canonical correlations were employed to identify key factor constructs and then to evaluate the measurement fit between the constructs; also to examine any significant relationship between the identified constructs.
Findings
Results support both the extrapolative and interrelated nature of the taxonomy with significant results (p<0.05) confirming the strength of the relationships between the identified constructs as potential predictors of “cultural and business impact” and hence “individual suitability” for cross‐border assignments.
Research limitations/implications
Whilst the research is limited to one large US‐owned transnational logistics firm, the diversity of respondents with respect to cultural background; age, gender and amount of experience has not impacted results. Results suggest that awareness of both a manager's “National Identity” and “Cross‐Border Business Focus”, may provide useful additional information vis., a manager's cultural and business impact and hence assist in the selection of managers for cross‐border assignments.
Originality/value
Results appear to provide useful insights into the potential “cultural and business suitability” of managers; as well as the early identification of managers, for important cross‐border business and management assignments.
Details
Keywords
Wesley A. Scroggins and Philip G. Benson
The purpose of this article is to introduce the special issue which considers the impact that the global world has had on the profession of HRM.
Abstract
Purpose
The purpose of this article is to introduce the special issue which considers the impact that the global world has had on the profession of HRM.
Design/methodology/approach
In June 2009, the International Human Resource Management Conference was held in Santa Fe, New Mexico, USA. Various IHRM papers were presented, and of these, many were subjected to a second round of reviews for this special issue. This special issue is made up of the best papers.
Findings
The article highlights that as IHRM has emerged as an academic discipline, a variety of debates and issues have come to dominate the literature. For practitioners, a long‐standing issue has been the delineation of specific practices to be used in the management of people within international organizations. Over time, practices have emerged, and texts today can readily be found that represent such practices for those working in MNCs as HR managers.
Originality/value
A number of concerns about HRM are raised in this issue, most of which are addressed by the papers chosen.
Details
Keywords
Avan Jassawalla and Hemant Sashittal
The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials…
Abstract
Purpose
The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments.
Design/methodology/approach
The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology.
Findings
Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization.
Research limitations/implications
The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research.
Practical implications
Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated.
Originality/value
The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.