Our analysis of 4605 individual evaluations of the 60 companies in the Reputation Quotient Annual 2000 study suggests that foreign-headquartered companies are less attractive employers, whereas more international companies are more attractive. Moreover, we find that gender, race, respondent age and educational level significantly interact with our foreignness variables in predicting company attractiveness. Journal of International Business Studies (2006) 37, 666–686. doi:10.1057/palgrave.jibs.8400218

This paper investigates the impact of job control and work-related loneliness on employee work behaviors and well-being during the massive and abrupt move to remote work amid the COVID-19 pandemic. We draw on job-demands control and social baseline theory to link employee perceived job control and work-related loneliness to emotional exhaustion and work-life balance and posit direct and indirect effects on employee minor counterproductive work behaviors, depression, and insomnia. Using a two-wave data collection with a sample of U.S. working adults to test our predictions, we find that high job control was beneficially related to emotional exhaustion and work-life balance, while high work-related loneliness showed detrimental relationships with our variables of interest. Moreover, we find that the beneficial impact of high perceived job control was conditional on individual segmentation preferences such that the effects were stronger when segmentation preference was low. Our research extends the literature on remote work, job control, and workplace loneliness. It also provides insights for human resource professionals to manage widespread remote work that is likely to persist long after the COVID-19 pandemic.

We examined differences in trust for men and women leaders who adopt relational behaviors during an organizational crisis. We addressed two important shortcomings of previous research. First, we independently manipulated leader gender and leader relational behaviors (interpersonal emotion management) to identify their separate and interacting influences on trust outcomes, which may lead to a leadership advantage for women. Second, we examined how uncertainty about crisis outcomes affects the strength of this advantage. We operationalized trust as both evaluative and behavioral (investment in a company led by the leader). We found support from two experiments with women and men ( N = 412 and N = 400) for the idea of a female leadership trust advantage in times of crisis. And we showed that the advantage is uniquely attributable to female leaders’ use of relational behaviors and is manifested only when crisis consequences are known. We observed these effects for both evaluative trust (Studies 1 and 2) and behavioral trust (Study 2). We invite more research on the conditions that contribute to the female leadership advantage, the gendered nature of leadership behaviors during organizational crises, and the relational leadership qualities that help restore trust in organizations during uncertain times. Additional online materials for this article are available on PWQ’s website at http://journals.sagepub.com/doi/suppl/10.1177/0361684319828292

No abstract

This paper tests the relationship between organizational expectations to monitor workrelated electronic communication during nonwork hours and the health and relationship satisfaction of employees and their significant others. We apply resource-based theories (i.e., conservation of resources and resource allocation) to propose that organizational expectations for email monitoring (OEEM) during nonwork time is a psychological stressor that elicits employee anxiety due to a resource allocation conflict. In turn, employee anxiety negatively impacts employee and their significant other's health and relationship quality. We conducted two studies to test our propositions. Using the experience sampling method with 108 working U.S. adults, Study 1 established within employee effects of OEEM on anxiety and employee health and relationship conflict. Study 2, using a sample of 138 dyads of full time employees and their significant others, replicated detrimental health and relationship effects of OEEM through anxiety, as well as demonstrated crossover effects of electronic communication expectations on partner health and relationship satisfaction. Further, Study 2 substantiated our OEEM construct using 105 employee-manager matched dyads. Our findings extend the literature on work-related electronic communication at the interface of work and nonwork, as well as deepening our understanding of the impact of organizational expectations on employees and their families' health and well-being.