An Integrative Model of Experiencing and Responding to Mistreatment at Work

Olson‐Buchanan, Julie B.; Boswell, Wendy R.

doi:10.5465/amr.2008.27745325

Cited by 125 publications

(131 citation statements)

References 73 publications

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“…CO2"s philosophy is based on awareness and sensitivity, whereas CREW"s philosophy is based on skill improvement, identification of maladaptive behavioral patterns, and individual ownership. Unlike CO2, the CREW process builds on research (e.g., Olson-Buchanan & Boswell, 2008), which recognizes the importance of providing workers a voice and ownership of the process. At the management level, this means providing clear guidance for collegial behavior and moving away from an independent decisionmaking and micromanaging leadership style to more participative.…”

Section: Leader-level Solutionsmentioning

confidence: 99%

Antecedents and Consequences of Toxic Leadership in the U. S. Army: A Two Year Review and Recommended Solutions

Steele¹

2011

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Section: Leader-level Solutionsmentioning

confidence: 99%

Antecedents and Consequences of Toxic Leadership in the U. S. Army: A Two Year Review and Recommended Solutions

Steele¹

2011

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“…Particular attention should be given to the role and types of HRM practices that may affect grievance levels, with the aim of identifying best practices and innovative practices to reduce grievance levels. These studies need to adopt a contextual and temporal approach because grievances may be superficial expressions of deeper level conflicts and the resolution of specific grievances may have implications for the next interaction (Olson-Buchanan & Boswell, 2008). This approach offers greater scope for theory building by mobilizing different conceptual models and theories in the sensemaking process.…”

Section: Limitations and Future Researchmentioning

confidence: 97%

From legalism to strategic HRM in India? Grievance management in transition

Cooke

Saini

2015

Asia Pac J Manag

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This study investigates grievance management in India, drawing on data from a survey of 186 managers from companies operating in several different sectors. It examines the changing processes and the role of key institutional actors in the grievance management system. This study reveals varied practices in grievance management in part due to firm history and ownership forms. It highlights the inadequacy of India's public institutions for grievance redressal on the one hand, and the growing space for firms to introduce private and informal practices on the other, leaving employee welfare largely in the goodwill and competence of the management. We argue that future research on grievance management should adopt a finer contextual and temporal approach to uncover processes and the deeper causes of employee dissatisfaction. It should also adopt an interdisciplinary approach to eliminate the demarcation between the existing human resource management (HRM) and industrial relations research domains and provide a more holistic understanding of what HRM practices may be conducive to developing a healthy workplace relationship and productivity enhancement.

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“…In such environment, employees raising their voice individually would be highly risky and would not be possible to pressurize the management to take action. In many cases the employee would switch job and move to other organizations, therefore the turnover rate was also high [31,32]. The union concept emerged as employees affiliate themselves to a union as member, where problem faced to single member would be supported by all members of the union [33].…”

Section: Traditional Employee Voicementioning

confidence: 99%