No abstract

In the wake of the #BlackLivesMatter and #MeToo movements, police conduct has been increasingly scrutinized by the public, especially the use of excessive force, fatal shootings of unarmed civilians, and sexual harassment scandals within policing organizations. Through a review of the policing literature and data collected in a Canadian policing organization, we highlight how masculinity contest culture is related to police misconduct. All four masculinity contest culture dimensions can be observed in policing including: (1) “show no weakness,” (2) “strength and stamina,” (3) “put work first,” and (4) “dog‐eat‐dog.” Masculinity contest cultures lead to negative outcomes for both individual officers (e.g., harassment, discrimination, stress), policing organizations (e.g., lawsuits, turnover), and communities (e.g., officers’ use of excessive force). Training interventions are often suggested to prevent or remedy the negative effects of masculinity contest cultures in policing organizations. However, a review of the training literature suggests that training interventions are unlikely to be effective in contexts where organizational norms are at odds with the training content. Our analysis of police data, along with the literature review, conclude with a paradox—the very organizations that need training interventions the most (e.g., policing organizations that often promote and tolerate sexual harassment) are the least likely to benefit from those interventions. To address this paradox, we invoke the theory of social interactionism and reconceptualize training as an organizational sensegiving mechanism. This theoretical foundation offers new directions for future research on training in masculinity contest cultures and insights for practicing police administrators and public policy officials.

Using a pretest/post‐test, survey design, we examine whether organizational tolerance for sexual harassment (OTSH) affects HR managers' knowledge and myth‐based attitudes regarding sexual harassment, following training intended to improve HR managers' ability to conduct an internal investigation related to sexual harassment. We also examine the mediating role of motivation to learn in these relationships. Results indicated that OTSH has a direct effect on knowledge about internal investigations, but not on myth‐based sexual harassment attitudes. Furthermore, motivation to learn partially mediates the effect of OTSH on knowledge and fully mediates the effect of OTSH on myth‐based attitudes. This study represents the first empirical investigation of OTSH on sexual harassment training outcomes (e.g., knowledge and attitudes) and the first study to investigate training with a sample of HR managers, who are responsible for investigating and managing sexual harassment claims within organizations. We hope to prompt further research that considers the role of context in sexual harassment training. In addition, as the current study is the first to consider the importance of how harassment investigations are handled, we hope to stimulate additional work in this previously unresearched area.

There is a pressing need for better explanations of diversity training effectiveness so that organizations can administer training programs that facilitate positive intergroup interactions. In this paper, we consider the unique predictive effect of organizational identification on diversity training outcomes beyond the effects of the traditional predictors of demographic-based identities and motivation to learn across two samples of employees involved in diversity-related training at their employing organizations. Organizational identification predicted unique variance in voluntary participation in diversity training, diversity training-related knowledge application, motivation to transfer diversity training, and diversity training-related organizational

Job seekers now have access to a number of internet resources (e.g., social media, chat rooms, and message boards) that provide information about potential employers. These resources provide potential job applicants with extensive amounts of third‐party information about organizations, including information about the extent to which a particular organization's climate can be characterized as being political. Unfortunately, owing to a dearth of research on this topic, it is unclear to what extent such information about an organization's political climate might affect the recruiting process. Therefore, drawing from the Attraction‐Selection‐Attrition model, we considered the extent to which potential job applicants are less (more) likely to pursue jobs in organizations that are perceived as more (less) political. We further identified Machiavellianism as a potential moderator of this relationship, given that this trait reflects the extent to which an individual would “fit” into a highly political work environment. Across three studies, our findings provide evidence that job applicants report being less likely to pursue jobs in organizations characterized by high levels of workplace politics. The results further indicated that Machiavellianism attenuates this negative effect. In light of our findings, we discuss implications for how information that is not controlled by the organization (e.g., information provided by social media or other internet‐based sources) affects job pursuit intentions and the organization's applicant pool.