Leader-member exchange (LMX) ratings from 375 supervisor-subordinate pairs were used to examine employee outcomes within the context of leader and member agreement/disagreement on the quality of their exchange relationship. The outcomes of interest included members' turnover intentions and actual turnover within the 6 months following the initial survey. Results indicate that outcomes varied across the different dyadic relationships. Furthermore, the LMX variable (i.e., the leader's rating, member's rating, or both) that was significantly related to intent to turnover and actual turnover when both LMX variables were added to the model simultaneously was contingent on the nature of the LMX relationship being examined.
The rapid increase in the practice of offshoring over the past decade has generated considerable debate about the consequences of this trend for the economy and for labor. A burgeoning literature examines a variety of issues related to offshoring; however, the majority have focused primarily on macro-level issues such as why organizations decide to offshore or why some ventures succeed and some fail. Very little research has examined the impact of exporting work on the attitudes and behaviors of employees in the destination country who are performing the work. We seek to address this gap in the literature by identifying the distinguishing characteristics of the offshore work environment and developing a theoretical framework for understanding destination workers' experiences and responses in this environment. Drawing on social identity theory and related research, we develop a multilevel model for explaining the antecedents and consequences of the identity conflicts that often arise among destination workers employed in voice-based service work.
Research methodology This case was developed with information gathered from publicly available secondary sources, including news articles, company annual reports, various organizational websites and social media posts. The authors pilot-tested the case in two undergraduate courses: Leadership and Labor-Management Relations. Case overview/synopsis In 2019, Abigail Disney, granddaughter of Roy Disney (co-founder of the entertainment giant The Walt Disney Company), gained considerable media attention when she publicly criticized the high compensation paid to the current Disney CEO, Robert Iger. In fact, Iger had one of the largest ratios of CEO-to-average worker pay in corporate America. Abigail Disney called for the company to reduce Iger’s compensation and to increase pay for the average Disney worker to address the perceived pay inequity. Complexity academic level This case is primarily written for the undergraduate level. The topics would be appropriate for Human Resource Management, Labor Relations, Business Ethics, Leadership, and an upper level Compensation course. It is possible that the case could also be used in a Business Strategy or Economics course if supporting documents are provided.
Daniel Livesay's first monograph comes at an opportune moment. With the recent release of digital projects such as the University of Glasgow's Runaway Slaves in Britain database, historical attention has focused in on the lives of people of colour in early modern Britain. Children of Uncertain Fortune explores the movement of mixed-race Jamaicans to and from the British Isles during the long 18th century and how they fundamentally challenged ideas about kinship and family membership. As if in response to earlier calls for the wider study of Atlantic families, Livesay's work breathes new life into our understanding of race, kinship and family in the Atlantic world. Livesay identifies four phases of mixed-race Jamaicans' involvement in Jamaican society and the British Atlantic empire. Beginning in 1733, the first phase was characterised by the Jamaican assembly's attempts to augment the island's white population by privileging the status of mixed-race individuals. After Tacky's Revolt in 1760, Jamaican leadership's attitudes toward free people of colour shifted during a second phase which coincided with the growth of abolitionist movements and new concerns over family formation in Britain and the Atlantic empire. The third phase, occurring in the 1780s, saw the vilification of migrants of colour in Britain and the condemnation of inheritance practices. Finally, the early nineteenth century brought the social and familial exclusion of mixed-race Jamaicans in the British Atlantic world. What began as a society that exhibited fluidity in racial status and kinship in the early 1730s ultimately led to the hardening of differentiation in race and familial membership by the early 19th century.
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