Pub Date : 2023-06-29DOI: 10.1177/00187267231179901
V. Pulignano, D. Grimshaw, M. Domecka, Lander Vermeerbergen
Digital platforms provide many workers with vital income and offer the promise of flexible work, and yet also contribute to experiences of precariousness and exploitation, particularly with regard to pressures to undertake unpaid work. This article explores why unpaid labour is necessary and what drives its extent and form among diverse types of digital platforms. We theorize two ideal types of ‘open’ and ‘closed’ socio-technical platform regimes of worker autonomy, building on sociological insights about socio-technical systems, management control over worker autonomy and labour market segmentation by skill. In principle, ‘open’ (‘closed’) platform regimes grant relatively high (low) worker autonomy in terms of access to the platform, paid work and control over work tasks. Analysing five case studies, illustrative of ‘open’ and ‘closed’ regimes, we investigate unpaid labour in low-skill locational (i.e. food delivery) platforms and medium/high-skill online (i.e. freelancing) platforms. In brief, digital freelancers exhibit a lower extent of unpaid labour within relatively ‘open’ regimes, owing to greater autonomy over access to, and control over, platform work in a sector requiring medium/high skills. Conversely, ‘closed’ regimes mitigate unpaid labour for food-delivery platforms by providing market shelter for workers, who are easily replaced in an overcrowded sector requiring few skills.
{"title":"Why does unpaid labour vary among digital labour platforms? Exploring socio-technical platform regimes of worker autonomy","authors":"V. Pulignano, D. Grimshaw, M. Domecka, Lander Vermeerbergen","doi":"10.1177/00187267231179901","DOIUrl":"https://doi.org/10.1177/00187267231179901","url":null,"abstract":"Digital platforms provide many workers with vital income and offer the promise of flexible work, and yet also contribute to experiences of precariousness and exploitation, particularly with regard to pressures to undertake unpaid work. This article explores why unpaid labour is necessary and what drives its extent and form among diverse types of digital platforms. We theorize two ideal types of ‘open’ and ‘closed’ socio-technical platform regimes of worker autonomy, building on sociological insights about socio-technical systems, management control over worker autonomy and labour market segmentation by skill. In principle, ‘open’ (‘closed’) platform regimes grant relatively high (low) worker autonomy in terms of access to the platform, paid work and control over work tasks. Analysing five case studies, illustrative of ‘open’ and ‘closed’ regimes, we investigate unpaid labour in low-skill locational (i.e. food delivery) platforms and medium/high-skill online (i.e. freelancing) platforms. In brief, digital freelancers exhibit a lower extent of unpaid labour within relatively ‘open’ regimes, owing to greater autonomy over access to, and control over, platform work in a sector requiring medium/high skills. Conversely, ‘closed’ regimes mitigate unpaid labour for food-delivery platforms by providing market shelter for workers, who are easily replaced in an overcrowded sector requiring few skills.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":5.7,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48455733","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-08DOI: 10.1177/00187267231176671
Gabriela Gutierrez-Huerter O
How can we make sense of the range of organizational dynamics that emerge when managers of multi-national enterprises (MNEs) seek to serve their interests as they perceive multiple demands in relation to corporate social responsibility (CSR)? In this article, I conceptualize this situation as a case of CSR institutional plurality. Drawing from the literature on MNE micro-politics, which I connect to the CSR literature, I analyze qualitative data gathered from five subsidiaries of a UK MNE to which their HQ transferred CSR reporting: a global norm with a typical explicit CSR mode. My analysis reveals that subsidiary managers responded to CSR institutional plurality by developing aligned or contested versions of the global CSR norm, that were then promoted through the deployment of discursive and symbolic tactics. I develop a grounded model that improves understanding of three power capabilities of subsidiary actors, that is, their socialization to explicit CSR norms, the exercise of employee voice and their political capital that can be deployed to support or curb the advancement of the managerial tactics. In doing so, I reveal the complex pathways through which lower-status subsidiary actors can take part in the reconfiguration of a global CSR norm.
{"title":"Responding to institutional plurality: Micro-politics in the rollout of a global corporate social responsibility norm in a multi-national enterprise","authors":"Gabriela Gutierrez-Huerter O","doi":"10.1177/00187267231176671","DOIUrl":"https://doi.org/10.1177/00187267231176671","url":null,"abstract":"How can we make sense of the range of organizational dynamics that emerge when managers of multi-national enterprises (MNEs) seek to serve their interests as they perceive multiple demands in relation to corporate social responsibility (CSR)? In this article, I conceptualize this situation as a case of CSR institutional plurality. Drawing from the literature on MNE micro-politics, which I connect to the CSR literature, I analyze qualitative data gathered from five subsidiaries of a UK MNE to which their HQ transferred CSR reporting: a global norm with a typical explicit CSR mode. My analysis reveals that subsidiary managers responded to CSR institutional plurality by developing aligned or contested versions of the global CSR norm, that were then promoted through the deployment of discursive and symbolic tactics. I develop a grounded model that improves understanding of three power capabilities of subsidiary actors, that is, their socialization to explicit CSR norms, the exercise of employee voice and their political capital that can be deployed to support or curb the advancement of the managerial tactics. In doing so, I reveal the complex pathways through which lower-status subsidiary actors can take part in the reconfiguration of a global CSR norm.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135269419","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-05DOI: 10.1177/00187267231174700
Rieneke Slager, Jean‐Pascal Gond, E. Sjöström
We examine how the authority of investors to speak about climate change with corporations is established. Leveraging the ‘communication as constitutive of organisations’ (CCO) perspective, we analyse who speaks on behalf of whom (or what) in shareholder engagement on corporate carbon emissions. Based on access to private dialogues between an engager acting on behalf of a pool of investors with 20 utility corporations, we identify how three authoritative personae—that of diplomat, advocate, and coach—convey climate change concerns. We find that the mirroring of these authoritative personae by corporations may lead to deliberation, evasion, or rejection of the suggested courses of action. We theorise how relational authority is communicatively constituted in shareholder engagement through a process of mirroring and switching between authoritative personae. Our framework contributes to the study of CCO and relational authority by highlighting how meta-figures are used by external actors in an attempt to author appropriate corporate actions. We discuss the implications of our framework for the role of shareholder engagement in current attempts at greening financial capitalism.
{"title":"Mirroring and switching authoritative personae: A ventriloquial analysis of shareholder engagement on carbon emissions","authors":"Rieneke Slager, Jean‐Pascal Gond, E. Sjöström","doi":"10.1177/00187267231174700","DOIUrl":"https://doi.org/10.1177/00187267231174700","url":null,"abstract":"We examine how the authority of investors to speak about climate change with corporations is established. Leveraging the ‘communication as constitutive of organisations’ (CCO) perspective, we analyse who speaks on behalf of whom (or what) in shareholder engagement on corporate carbon emissions. Based on access to private dialogues between an engager acting on behalf of a pool of investors with 20 utility corporations, we identify how three authoritative personae—that of diplomat, advocate, and coach—convey climate change concerns. We find that the mirroring of these authoritative personae by corporations may lead to deliberation, evasion, or rejection of the suggested courses of action. We theorise how relational authority is communicatively constituted in shareholder engagement through a process of mirroring and switching between authoritative personae. Our framework contributes to the study of CCO and relational authority by highlighting how meta-figures are used by external actors in an attempt to author appropriate corporate actions. We discuss the implications of our framework for the role of shareholder engagement in current attempts at greening financial capitalism.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":5.7,"publicationDate":"2023-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47282870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.1177/00187267221083274
Sanela Smolović Jones
How does corruption adopt gendered guises and how do women combat it in practice? Theorizing from the basis of a 30-month ethnography within a women’s non-governmental organization (NGO), the article proposes gaslighting as a way of interpreting gendered corruption, owing to its elusive but pernicious nature. Gaslighting is posited as the deployment of tactics to make women doubt their sanity and as a means of securing personal advantage. Gaslighting triggers embodied forms of struggle, and the article offers the notion of dispelling as denoting the persistent, patient and reiterative counter-practice of NGO practitioners to assert democratic norms of liberty and equality. The article provides rich empirical insight both into how corruption is enacted through the citing of patriarchal norms and how such norms are contested through the bodies of practitioners. These insights are important at a time when governments globally claim gender equality while undermining it in practice.
{"title":"Gaslighting and dispelling: Experiences of non-governmental organization workers in navigating gendered corruption","authors":"Sanela Smolović Jones","doi":"10.1177/00187267221083274","DOIUrl":"https://doi.org/10.1177/00187267221083274","url":null,"abstract":"How does corruption adopt gendered guises and how do women combat it in practice? Theorizing from the basis of a 30-month ethnography within a women’s non-governmental organization (NGO), the article proposes gaslighting as a way of interpreting gendered corruption, owing to its elusive but pernicious nature. Gaslighting is posited as the deployment of tactics to make women doubt their sanity and as a means of securing personal advantage. Gaslighting triggers embodied forms of struggle, and the article offers the notion of dispelling as denoting the persistent, patient and reiterative counter-practice of NGO practitioners to assert democratic norms of liberty and equality. The article provides rich empirical insight both into how corruption is enacted through the citing of patriarchal norms and how such norms are contested through the bodies of practitioners. These insights are important at a time when governments globally claim gender equality while undermining it in practice.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"262 1","pages":"901 - 925"},"PeriodicalIF":5.7,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139371826","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1177/00187267231170170
Linh-Chi Vo, Mary C Lavissière, Alexandre Lavissière, Jose M Alcaraz
How do key cultural aspects of individualism/collectivism and gender egalitarianism shape the decision making of female managers from developing regions when handling major work–family conflicts (WFC)? We address this question by drawing on a qualitative study of 50 female managers from developing countries in Asia, Latin America, and sub-Saharan Africa who work in one particular male-dominated industry. We examine the major WFC incidents experienced by our study participants through the theoretical lens of work–life shock events outlined by Crawford et al. We contribute to the episodic approach to WFC research by shedding light on important aspects of the sociocultural role of extended families and the collectivistic values prevalent in developing regions, as well as on pervasive (low) gender egalitarian norms. The accounts of our female managers reveal how major events are perceived and how women use multifaceted methods to handle them, allowing us to propose a decision-making framework and associated cues with three broad types of decision making: (1) self-directed—choosing work; (2) consultative—choosing work; and (3) consultative—choosing family. Alongside this, we offer revealing insights into how the abovementioned cultural aspects help to shape the logic of consequences (through which people assess the impact of alternative actions) and the logic of appropriateness (through which people act according to their identity), thereby influencing WFC decision making during major episodes of conflict.
{"title":"“Commit professional suicide or take up my pilgrim’s staff again?”: A cultural examination of how female managers resolve shock events in developing regions","authors":"Linh-Chi Vo, Mary C Lavissière, Alexandre Lavissière, Jose M Alcaraz","doi":"10.1177/00187267231170170","DOIUrl":"https://doi.org/10.1177/00187267231170170","url":null,"abstract":"How do key cultural aspects of individualism/collectivism and gender egalitarianism shape the decision making of female managers from developing regions when handling major work–family conflicts (WFC)? We address this question by drawing on a qualitative study of 50 female managers from developing countries in Asia, Latin America, and sub-Saharan Africa who work in one particular male-dominated industry. We examine the major WFC incidents experienced by our study participants through the theoretical lens of work–life shock events outlined by Crawford et al. We contribute to the episodic approach to WFC research by shedding light on important aspects of the sociocultural role of extended families and the collectivistic values prevalent in developing regions, as well as on pervasive (low) gender egalitarian norms. The accounts of our female managers reveal how major events are perceived and how women use multifaceted methods to handle them, allowing us to propose a decision-making framework and associated cues with three broad types of decision making: (1) self-directed—choosing work; (2) consultative—choosing work; and (3) consultative—choosing family. Alongside this, we offer revealing insights into how the abovementioned cultural aspects help to shape the logic of consequences (through which people assess the impact of alternative actions) and the logic of appropriateness (through which people act according to their identity), thereby influencing WFC decision making during major episodes of conflict.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":"318 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135643191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-09DOI: 10.1177/00187267231170175
Bao Cheng, Gongxing Guo, Jian Tian, Yurou Kong
Ingratiation is an impression management tactic used by those who seek to obtain the favor of others. Previous studies mainly examine the role of ingratiation from the initiator’s perspective, ignoring observers’ reactions when they are confronted with their peers’ ingratiating behaviors. Drawing on social comparison theory, this study employs a third-party framework to explain the pathways between observed ingratiation and ostracism and analyzes data from a time-lagged survey and two scenario-based experiments in the Chinese context. Observed ingratiation triggers third-party employees’ ostracism of flatterers by arousing a sense of future status threats. Moreover, when observers’ goals are competitive with those of ingratiators, the adverse effects of observed ingratiation are exacerbated, whereas their leader–member exchange social comparison (LMXSC) buffers its unfavorable effects. These findings advance ingratiation studies by extending the research perspective from that of initiator–target dyads to third-party employees and unveiling a vital mediator (future status threats) and two essential opposite moderators (competitive goals and LMXSC) in the internal mechanism underlying the observed ingratiation–ostracism link. Further, although ingratiation may induce benefits for ingratiators, managers must recognize that it can be destructive for third-party employees.
{"title":"‘I disdain the company of flatterers!’: How and when observed ingratiation predicts employees’ ostracism toward their ingratiating colleagues","authors":"Bao Cheng, Gongxing Guo, Jian Tian, Yurou Kong","doi":"10.1177/00187267231170175","DOIUrl":"https://doi.org/10.1177/00187267231170175","url":null,"abstract":"Ingratiation is an impression management tactic used by those who seek to obtain the favor of others. Previous studies mainly examine the role of ingratiation from the initiator’s perspective, ignoring observers’ reactions when they are confronted with their peers’ ingratiating behaviors. Drawing on social comparison theory, this study employs a third-party framework to explain the pathways between observed ingratiation and ostracism and analyzes data from a time-lagged survey and two scenario-based experiments in the Chinese context. Observed ingratiation triggers third-party employees’ ostracism of flatterers by arousing a sense of future status threats. Moreover, when observers’ goals are competitive with those of ingratiators, the adverse effects of observed ingratiation are exacerbated, whereas their leader–member exchange social comparison (LMXSC) buffers its unfavorable effects. These findings advance ingratiation studies by extending the research perspective from that of initiator–target dyads to third-party employees and unveiling a vital mediator (future status threats) and two essential opposite moderators (competitive goals and LMXSC) in the internal mechanism underlying the observed ingratiation–ostracism link. Further, although ingratiation may induce benefits for ingratiators, managers must recognize that it can be destructive for third-party employees.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":5.7,"publicationDate":"2023-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47077208","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-27DOI: 10.1177/00187267231169143
M. Jarrett, R. Vince
This article examines the role of strategic leadership groups in radical organisational change. Previous research has focused on how ‘heroic’ individual leaders guide change. In contrast, we argue that strategic leadership groups are indispensable to understanding and supporting radical organisational change. Building on a longitudinal study in a global European company, our research identifies four phases of ‘negotiated order’ that shape group and organisational responses to change. Our findings reveal that strategic leadership groups help manage emotions and understand the shifting authority relations that inevitably arise during periods of change. Drawing upon the psychoanalytic concept of ‘projective identification’, we develop a theoretical framework for understanding the tensions of change. The model shows how emotional coalitions that develop in strategic leadership groups afford a source of political and psychological containment against the anxieties of radical organisational change. These formations offer transitional spaces for change, providing opportunities for progress. The advantage of this new perspective on radical change is that it helps to move the organisation beyond periods of ambivalence and conflict, with positive implications for leadership practice.
{"title":"Mitigating anxiety: The role of strategic leadership groups during radical organisational change","authors":"M. Jarrett, R. Vince","doi":"10.1177/00187267231169143","DOIUrl":"https://doi.org/10.1177/00187267231169143","url":null,"abstract":"This article examines the role of strategic leadership groups in radical organisational change. Previous research has focused on how ‘heroic’ individual leaders guide change. In contrast, we argue that strategic leadership groups are indispensable to understanding and supporting radical organisational change. Building on a longitudinal study in a global European company, our research identifies four phases of ‘negotiated order’ that shape group and organisational responses to change. Our findings reveal that strategic leadership groups help manage emotions and understand the shifting authority relations that inevitably arise during periods of change. Drawing upon the psychoanalytic concept of ‘projective identification’, we develop a theoretical framework for understanding the tensions of change. The model shows how emotional coalitions that develop in strategic leadership groups afford a source of political and psychological containment against the anxieties of radical organisational change. These formations offer transitional spaces for change, providing opportunities for progress. The advantage of this new perspective on radical change is that it helps to move the organisation beyond periods of ambivalence and conflict, with positive implications for leadership practice.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":5.7,"publicationDate":"2023-04-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48166783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-25DOI: 10.1177/00187267231163040
Muhammad Imran Rasheed, Zahid Hameed, Puneet Kaur, A. Dhir
This research explores the association of ethical leadership with employee service innovation behavior through a moderated mediation model. Theorizing on uncertainty reduction theory, we explore psychological ownership and creative self-efficacy as the underlying psychological mechanisms in the association between ethical leadership and employee service innovation behavior while considering the moderating role of sleep quality. We tested our theoretical model in two studies involving hospitality sector employees in the United States. Study 1 employed a three-wave (two-week period) time-lagged design (N = 237), and Study 2 used a two-wave (four-week period) survey design (N = 313). The findings suggest that workers’ psychological ownership and creative self-efficacy mediate the association between ethical leadership and employee service innovation behavior. In addition, sleep quality functions as an important boundary condition of the association between creative self-efficacy and service innovation behavior. Our research has important implications for understanding the impact of ethical leadership on important employee outcomes while considering the boundary condition role of employee sleep quality. The limitations of the study and future research directions are discussed.
{"title":"Too sleepy to be innovative? Ethical leadership and employee service innovation behavior: A dual-path model moderated by sleep quality","authors":"Muhammad Imran Rasheed, Zahid Hameed, Puneet Kaur, A. Dhir","doi":"10.1177/00187267231163040","DOIUrl":"https://doi.org/10.1177/00187267231163040","url":null,"abstract":"This research explores the association of ethical leadership with employee service innovation behavior through a moderated mediation model. Theorizing on uncertainty reduction theory, we explore psychological ownership and creative self-efficacy as the underlying psychological mechanisms in the association between ethical leadership and employee service innovation behavior while considering the moderating role of sleep quality. We tested our theoretical model in two studies involving hospitality sector employees in the United States. Study 1 employed a three-wave (two-week period) time-lagged design (N = 237), and Study 2 used a two-wave (four-week period) survey design (N = 313). The findings suggest that workers’ psychological ownership and creative self-efficacy mediate the association between ethical leadership and employee service innovation behavior. In addition, sleep quality functions as an important boundary condition of the association between creative self-efficacy and service innovation behavior. Our research has important implications for understanding the impact of ethical leadership on important employee outcomes while considering the boundary condition role of employee sleep quality. The limitations of the study and future research directions are discussed.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":5.7,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45183738","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-10DOI: 10.1177/00187267231164867
While there may be no difference in terms of the love, care, and bond shared between parent and child, relationships created through adoption are often viewed less favorably in our society compared with those that possess a biological tie. Integrating minority stress and family systems theories, we seek to better understand working adoptive parents’ experiences and how the perceived stigma of being an adoptive parent negatively impacts a variety of work and family outcomes. Using a sample of 501 couples that adopted a child, we find that work–family conflict mediates the relationship between perceived adoption stigma and primary effects (i.e. job satisfaction and depression) as well as spillover effects (i.e. family satisfaction and parent–child bonding) for the job incumbent. Further, we find that the employee’s perceived adoption stigma also has crossover effects to their spouse, negatively impacting the spouse’s depression, family satisfaction, and parent–child bonding. Implications for theory and practice, limitations, and future research are discussed.
{"title":"Welcome to parenthood!? An examination of the far-reaching effects of perceived adoption stigma in the workplace","authors":"","doi":"10.1177/00187267231164867","DOIUrl":"https://doi.org/10.1177/00187267231164867","url":null,"abstract":"While there may be no difference in terms of the love, care, and bond shared between parent and child, relationships created through adoption are often viewed less favorably in our society compared with those that possess a biological tie. Integrating minority stress and family systems theories, we seek to better understand working adoptive parents’ experiences and how the perceived stigma of being an adoptive parent negatively impacts a variety of work and family outcomes. Using a sample of 501 couples that adopted a child, we find that work–family conflict mediates the relationship between perceived adoption stigma and primary effects (i.e. job satisfaction and depression) as well as spillover effects (i.e. family satisfaction and parent–child bonding) for the job incumbent. Further, we find that the employee’s perceived adoption stigma also has crossover effects to their spouse, negatively impacting the spouse’s depression, family satisfaction, and parent–child bonding. Implications for theory and practice, limitations, and future research are discussed.","PeriodicalId":48433,"journal":{"name":"Human Relations","volume":" ","pages":""},"PeriodicalIF":5.7,"publicationDate":"2023-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44940555","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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