The aim of this article is to examine target responses to workplace mistreatment and to analyze factors that affect the degree of discrepancy between actual and ‘ideal’ (i.e. desired) responses. Two-hundred and seventeen faculty members at a major research university in North America reported their actual and ideal responses to mistreatment. The most common responses involved passive and social support-seeking strategies. Respondents generally wished they could have been more assertive. The size of the discrepancy between actual and ideal responses to mistreatment was predicted by the perceived severity of the behavior, the coping strategy chosen and a difference in organizational status and gender between the perpetrator and the target of mistreatment. While our findings show that status differences were associated with a larger discrepancy regardless of the direction of the status differences, our results indicate that the mechanisms behind the discrepancy differed. Despite being a relatively high status population, faculty at a prestigious university responded more passively to mistreatment than desired, primarily due to situational constraints. Because the reasons for this discrepancy were often structural (i.e. based on organizational or social status structures), this research highlights the need for organizations to address mistreatment proactively, even in the absence of formal complaints.

In this study, we examine the cross‐cultural differences in human resource (HR) managers’ beliefs in effective HR practices by surveying HR practitioners in Finland (N = 86), South Korea (N = 147), and Spain (N = 196). Similar to previous studies from the United States, the Netherlands, and Australia, there are large discrepancies between HR practitioner beliefs and research findings, particularly in the area of staffing. In addition, we find that interpersonal‐oriented aspects of HR practices tend to be more culturally bound than technical‐oriented aspects of HR practices. We interpret the differences using Hofstede's cultural dimensions (Power Distance, Individualism versus Collectivism, Masculinity versus Femininity, Long‐Term Orientation versus Short‐Term Orientation, and Uncertainty Avoidance). We discuss the overall nature of the science‐practice gap in HR management, and the implications for evidence‐based management. © 2014 Wiley Periodicals, Inc.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to study age-related differences in how perceptions of two forms of organizational justice, i.e. procedural and interactional justice, are related to short (i.e. non-certified) spells and long (i.e. medically certified) spells of sickness absence. Design/methodology/approach -The authors conducted a study on a large sample of Finnish public sector employees (n ¼ 37; 324), in which they matched employees' 2004 survey data with their records-based sick absences in 2005 and 2006. Findings -The results suggest that age moderates the association between perceptions of procedural justice and long sickness absences after controlling for gender, tenure, occupational group, work unit, job demands and health behaviors. When older employees experienced a high level of procedural justice, they were 12 percent less likely to miss work due to medically certified illnesses. Overall, older employees were less likely to take short, non-certified sickness absences from work. Finally, the results suggest that high-quality relationships with supervisors can prevent both short and long spells of sickness absence at all ages Originality/value -The study contributes to the literature on age-related differences in the effects of psychosocial workplace conditions (organizational justice) on employee behavior (absenteeism).

No abstract

Signaling theory suggests that resources such as firm reputation can send multiple signals that create dual pressures on stakeholders. These tensions are apparent when examining the relationship between a firm’s reputation and the collective voluntary turnover rates it experiences. On the one hand, a favorable reputation may tether employees to the firm due to the perceived desirability of working for a reputable company, resulting in lower voluntary turnover rates. On the other hand, a favorable reputation may make employees believe they are more marketable and thus may serve as a stepping stone relating to higher voluntary turnover rates. The purpose of this study is to investigate whether and when reputation acts as a signal of desirability or a signal of ease of movement in predicting collective voluntary turnover rates. We find some evidence for an overall tethering effect for more reputable firms. In addition, our findings demonstrate that reputation is more likely to result in stepping stone effects in certain signaling environments including when firms are in more munificent industries, are younger, and have higher pay levels. Tethering effects are observed when firms are in less munificent industries, are older, and have lower pay levels.