Service-learning is identified as a high-impact teaching practice as it aids the development of business knowledge, human skills and civic responsibility amongst students. In spite of the benefits of servicelearning, there are few studies that indicate the relational competencies of faculty members used to facilitate service-learning. This study shows how four relational competencies associated with relational pedagogy: care, interpersonal communication, an attentive presence and trust, facilitated service-learning amongst undergraduate students. Data for this study were drawn from personal reflections of teacher-student interactions during a service-learning course in change management. Findings show that although the demonstration of relational competencies associated with relational pedagogy created a conducive learning space that enabled students to gain practical knowledge, not all students in the study welcomed this approach. Based on the findings of this study, this article provides suggestions to educators in higher education engaged in servicelearning and directions for further research.

In assessing the impact of service-learning, most studies focus on its effects on students’ learning than community partners and the communities served; leaving largely unanswered, the question of whether service-learning in business education still contributes value to community organizations and the wider society. This study investigates the impact of service-learning on communities through the perspectives of community partners from nonprofit and for-profit organizations in Canadian urban communities. Using semi-structured interviews and qualitative analysis, the authors collected and analyzed data from 30 participants to confirm their perspectives of service-learning in an undergraduate business education. The study found that service-learning offered practical benefits to communities and presented challenges that impacted partners’ experiences of service-learning. The penultimate sections of the paper provide recommendations for the improvement of the pedagogical practices of service-learning and advancement of community organizations. Key recommendations to maximize benefits for community partners include more faculty-community partners’ collaboration and creating networking opportunities for community partners.

This article investigated whether and how the negative outcomes of perceived prior experienced coworker interpersonal mistreatment persist even when the targeted individual quits and joins a new organization. Drawing from the stressor-strain model, the perseverative cognition model of stress, and social exchange theory, we proposed that individuals' rumination about perceived prior experienced coworker interpersonal mistreatment following turnover and up to entry into the new organization negatively impacts their mental health and ability to socially integrate into the new organization. We further posit that the negative relationship between individuals' reduced mental health and their social integration will be weaker for newcomer employees with high propensity to trust (PTT). Using a time-lagged survey (6 months apart) of 71 employees, we found that the negative outcomes of perceived experienced coworker interpersonal mistreatment perpetuate after the individual quits and joins a new organization by negatively impacting the individual's social integration via the individual's rumination and reduced mental health. Contrary to our hypothesis, we did not find that the negative relationship between individuals' reduced mental health and their social integration was weaker for those with high PTT. Overall, this study's findings contribute insights into the extensiveness of the negative outcomes of experienced coworker interpersonal mistreatment. We conclude with a discussion of the theoretical and practical implications of our study. Public Significance StatementWhen employees experience mistreatment from coworkers, employees may decide to leave the organization where this happened to join another organization. This study examined whether the negative outcomes of coworkers' mistreatment of employees in the previous organization continue in the new firm. The results of this study show that employees may continue to think about the negative experiences, leading to poor mental health and difficulty adjusting socially to their new organization.

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