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This paper aims to investigate the phenomenon of the glass cliff, whereby women are more likely than men to be placed in precarious leadership positions. Men's and women's reactions to this subtle form of gender discrimination are examined, the identity processes involved, and the implications for organisations who must manage this change in the gender make‐up of their workforce.

The paper is qualitative analysis of participants’ spontaneous explanations for the glass cliff, after having read about the phenomenon on an online news web site.

The research demonstrates clear differences in men's and women's reactions to the glass cliff. While women were more likely to acknowledge the existence of the glass cliff and recognise its danger, unfairness, and prevalence for women, men were more likely to question the validity of research into the glass cliff, downplaying the dangers. These patterns were mirrored in the explanations that individuals generated. While women were most likely to explain the glass cliff in terms of pernicious processes such as a lack of alternative opportunities, sexism, or men's ingroup favouritism, men were most likely to favour largely benign interpretations, such as women's suitability for difficult leadership tasks, the need for strategic decision‐making, or company factors unrelated to gender.

This research examines people's reactions to a new form of subtle sexism in the workplace which allows one to develop a more thorough theoretical understanding of the phenomenon and of the likely impact of practical interventions designed to help eliminate discriminatory appointment practices.

As exploratory research, this project aimed to develop and assess the effect of implementing a food waste reduction program at a restaurant on a university campus.

Data collection consisted of an audit of both pre and postconsumer food waste to determine the effectiveness of various reduction strategies and a survey to assess attitudes of employees toward food waste. As exploratory research, a personalized database was created to track current food waste amounts and reasons for waste in the restaurant operation to determine if the same method could be employed in future research.

Overall, the restaurant in this study implemented various effective food waste reduction practices that were inexpensive and simple, resulting in a weekly average reduction of 14.3 pounds of food waste. The top five food item products wasted by the kitchen were also identified for both pre and postintervention phases as well as the reasons for generating kitchen waste. Furthermore, data reported on postconsumer waste included weight quantities and product types.

The project resulted in evidence that a personalized food tracking system is useful for identifying and quantifying food waste in foodservice operations. Therefore, the research design and data collection methods used in this project can be used in future research on a larger scale.

We explore the antecedents of workplace ostracism and delineate possible organizational interventions to deter ostracism. Under the lens of evolutionary psychology we argue that individuals deemed capable of contributing to social and organizational goals become valued group members while those who threaten group stability and viability risk being shunned or ostracized. Specifically, we review empirical evidence and present the results of a pilot study suggesting that those who are perceived to violate injunctive and descriptive norms, as well as threaten one’s self-concept are at increased risk for ostracism. In terms of intervention, we propose mindfulness techniques and organizational support as a route to deter employees’ inclinations to ostracize coworkers. Thus, a primary goal of this chapter is to explicate a framework for identifying the predictors and deterrents of workplace ostracism in order to generate additional research on this important topic.

In this chapter, we argue that state and trait mindfulness and mindfulness-based practices in the workplace should enhance employee outcomes. First, we review the existing literature on mindfulness, provide a brief history and definition of the construct, and discuss its beneficial effects on physical and psychological health. Second, we delineate a model of the mental and neurobiological processes by which mindfulness and mindfulness-based practices improve self-regulation of thoughts, emotions, and behaviors, linking them to both performance and employee well-being in the workplace. We especially focus on the power of mindfulness, via improved self-regulation, to enhance social relationships in the workplace, make employees more resilient in the face of challenges, and increase task performance. Third, we outline controversies, questions, and challenges that surround the study of mindfulness, paying special attention to the implications of unresolved issues for understanding the effects of mindfulness at work. We conclude with a discussion of the implications of our propositions for organizations and employees and offer some recommendations for future research on mindfulness in the workplace.

This study explores the topic of remote work and the changing motivations to working from home after the COVID-19 pandemic-induced exposure to working from home. It examines the effects of that forced work from home (WFH) experience on subsequent motivations for continuing part or all of that changed mode of working. In this study, the authors examine the perspective of front-line knowledge workers regarding the motivation to WFH based on their lived experiences.

Self-determination theory (SDT) provided the theoretical basis for the study (Ryan and Deci, 2000, 2017). The authors employed semi-structured individual and group interviews (with 28 participants) and explored the following questions: How has the competence aspect of motivation to WFH changed due to the shift that occurred during the pandemic? How has the relatedness aspect of motivation to WFH changed due to the shift that occurred during the pandemic? How has the autonomy aspect of motivation to WFH changed due to the shift that transpired during the pandemic?

The findings show that there was a change from an extrinsic motivation based on external factors to one that is more intrinsic, or internal, in nature for knowledge workers who experienced the switch to working from home during the COVID-19 pandemic. The study makes an important contribution by developing a theoretical model based on SDT (Ryan and Deci, 2000, 2017) in the context of WFH. In the first phase (Phase 1), workers experienced many transitional challenges due to the suddenness and intensiveness of the shift. However, over time workers adapted and adjusted (we refer to this as Phase 2 in our model). Ultimately, all three aspects of SDT – competence, relatedness and autonomy – increased motivation to work from home. However, we also found some factors that act as demotivators to knowledge workers for embracing remote work such as those involving career advancement and the expectation of voice. Despite these moderating factors, the overall progression toward the desire to WFH, at least on a hybrid basis, has continued after adjusting to the forced experience of telecommuting during the pandemic.

The contribution of this study is to disaggregate the short-term effects of the sudden transition, to the longer-term effects after adaption and adjustment occurred, and to connect that to a new perspective on work by employees. It does this by extending SDT to the context of motivation regarding work from home. The COVID-19 pandemic provided experience of and opportunities for telework to more employees and changed many of their expectations and motivations. By looking at front-line knowledge workers’ expectations and motivations related to home-based work, we can better understand the increased demand by workers for hybrid work schedules.

This paper aims to identify and systematically summarize the relevant research on metaphors that are used to explain gender inequalities in the organizational context.

The researchers conducted a systematic literature review using bibliometric techniques and content analysis.

The systematic literature review identified a total of 1,269 papers in 688 journals written by 2,441 authors. The first paper was published in 1971 and the publication growth can be observed in the five decades analyzed. The Gender in Management: An International Journal, was the journal that published more papers about this thematic. Michelle Ryan was the most influential researcher regarding the number of papers and citations she had. The content analysis performed with the 27 most influential papers showed 4 research streams (metaphors; gender and leadership; challenges, stereotypes and toxic environment; and gender in the academy). Concerning the metaphors explored in those papers, the glass ceiling is the most prominent. Furthermore, 26 kinds of barriers were identified regarding the challenges that women face to reach positions of power.

The scrutiny of the metaphors and barriers enable access to what is being a hindrance to female progression in the organizational structure. So, this study may instrumentalize organizations and women to improve gender diversity practices in the workplace.

The value of the paper lays in the extensive literature review, using a bibliometric approach and content analysis.