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Datafication technologies increasingly impact today’s workplaces, as employees’ behavioral data are collected and analyzed for organizational purposes. While datafication technologies can increase organizational efficiency, they come with the risk of employee surveillance and discrimination. As a result, their implementation is surrounded by controversy. Understanding the different perceptions and assumptions about these technologies from individuals with diverse functional roles is crucial to successfully implementing datafication technologies. Based on 43 interviews, we first investigated how individuals with different functional roles evaluate people analytics, as a manifestation of datafication technologies, using the well-known lens of affordances. Inconclusive results led us to explore further and investigate whether and how perceptions of datafication technologies, as well as affordance actualization, can be explained by data ideologies. Our findings from a critical realist analysis offer novel theoretical and empirical insights into the concept of data ideologies. Data ideologies offer a useful extension to affordance theory and help explain the relationship between varied stakeholders and datafication technologies along three mechanisms: moderation, confirmation, and modulation. The theorized mechanisms have implications for deploying datafication technologies in practice.

Purpose Adapting a positive business ethics framework, the purpose of this paper is to offer a new perspective to manage bullying at work. Specifically, this paper reports an empirical study which examines how the good work of servant leadership may lower employees’ exposure to workplace bullying, with compassion as a mediator and social cynicism beliefs (SCBs) as a moderator. Design/methodology/approach Survey data were gathered from 337 essential health professionals working in various public and private health-care organisations in Pakistan. Structural equation modelling was used to test the research model. Findings This study found that perceived servant leadership helps in lessening employee exposure to workplace bullying by strengthening their compassion. However, SCBs moderate the mediating role of compassion in employees’ perceptions of the servant leadership–bullying relationship. Research limitations/implications This study has implications in developing models of leadership to build employees’ empathetic resources to combat workplace bullying. The authors found that servant leadership and workplace compassion, embodying positive, ethical and sustainable attributes, play a crucial role in managing bullying at work by promoting relational dignity. Originality/value To the best of the authors’ knowledge, this is the first study that examines the relationships between employee perceptions of servant leadership, workplace bullying and employee compassion while considering SCBs as a boundary condition.

Great progress has been made in documenting how employer practices may shape workplace inequality. Less research attention, however, has been given to investigating which organizational strategies are effective at addressing gender and racial inequality in labor markets. Using a unique field study design, this article identifies and tests, for the first time, whether accountability and transparency in pay decisions—two popular organizational initiatives discussed among scholars and practitioners—may reduce the pay gap by employee gender, race, and foreign nationality. Through a longitudinal analysis of a large private company, I study the performance-based reward decisions concerning almost 9,000 employees before and after high-level management adopted a set of organizational procedures, introducing accountability and transparency into the company’s performance-reward system. Before such procedures were introduced, there was an observed gap in the distribution of performance-based rewards where women, ethnic minorities, and non-U.S.-born employees received lower monetary rewards compared with U.S.-born white men having the same performance evaluation scores and working in the same job and work unit with the same manager and the same human capital characteristics. Analyses of the company’s employee performance-reward data after the adoption of accountability and transparency procedures show a reduction in this pay gap. I conclude by discussing the implications of this study for future research about employer strategies targeting workplace inequality and diversity.

Objectives. To characterize the experience and impact of pandemic-related workplace violence in the form of harassment and threats against public health officials. Methods. We used a mixed methods approach, combining media content and a national survey of local health departments (LHDs) in the United States, to identify harassment against public health officials from March 2020 to January 2021. We compared media-portrayed experiences, survey-reported experiences, and publicly reported position departures. Results. At least 1499 harassment experiences were identified by LHD survey respondents, representing 57% of responding departments. We also identified 222 position departures by public health officials nationally, 36% alongside reports of harassment. Public health officials described experiencing structural and political undermining of their professional duties, marginalization of their expertise, social villainization, and disillusionment. Many affected leaders remain in their positions. Conclusions. Interventions to reduce undermining, ostracizing, and intimidating acts against health officials are needed for a sustainable public health system. We recommend training leaders to respond to political conflict, improving colleague support networks, providing trauma-informed worker support, investing in long-term public health staffing and infrastructure, and establishing workplace violence reporting systems and legal protections. (Am J Public Health. 2022;112(5):736–746. https://doi.org/10.2105/AJPH.2021.306649 )

Mental health problems and disorders are common among working people and are costly for the affected individuals, employers, and whole of society. This discussion paper provides an overview of the current state of knowledge on the relationship between work and mental health to inform research, policy, and practice. We synthesise available evidence, examining both the role of working conditions in the development of mental disorders, and what can be done to protect and promote mental health in the workplace. We show that exposure to some working conditions is associated with an increased risk of the onset of depressive disorders, the most studied mental disorders. The causality of the association, however, is still debated. Causal inference should be supported by more research with stronger linkage to theory, better exposure assessment, better understanding of biopsychosocial mechanisms, use of innovative analytical methods, a life-course perspective, and better understanding of the role of context, including the role of societal structures in the development of mental disorders. There is growing evidence for the effectiveness of interventions to protect and promote mental health and wellbeing in the workplace; however, there is a disproportionate focus on interventions directed towards individual workers and illnesses, compared with interventions for improving working conditions and enhancing mental health. Moreover, research on work and mental health is mainly done in high-income countries, and often does not address workers in lower socioeconomic positions. Flexible and innovative approaches tailored to local conditions are needed in implementation research on workplace mental health to complement experimental studies. Improvements in translating workplace mental health research to policy and practice, such as through workplace-oriented concrete guidance for interventions, and by national policies and programmes focusing on the people most in need, could capitalise on the growing interest in workplace mental health, possibly yielding important mental health gains in working populations.

The literature on the green behaviors adopted by individuals in workplace settings has grown significantly over the past decade. Many studies have examined the factors associated with individual actions. However, the comparability of the studies conducted on the subject is a common concern, mainly because of the wide range of measurement tools based on different sets of items used in such research. Therefore, the aim of this study is to determine the degree of methodological maturity of green workplace behaviors based on a systematic review of research published on the subject between 1977 and 2016. Five major trends were identified from the 53 papers reviewed as part of this research: (a) the predominance of scales for measuring “green office” behaviors, (b) the redundancy of certain items, (c) the limited efforts devoted to measuring counterproductive green behaviors, (d) the emergence of new subcategories of proenvironmental behaviors, and (e) and the abundance of scales measuring voluntary green behaviors (extra-role). Through an analysis of existing measurement tools, this article proposes a decision tree designed to help scholars choose appropriate items for their studies. This may, in turn, contribute to the literature on green workplace behaviors by reducing bias and limiting the unnecessary creation of new measurement scales.

It is well documented that earnings inequalities have risen in many high-income countries. Less clear are the linkages between rising income inequality and workplace dynamics, how within- and between-workplace inequality varies across countries, and to what extent these inequalities are moderated by national labor market institutions. In order to describe changes in the initial between- and within-firm market income distribution we analyze administrative records for 2,000,000,000+ job years nested within 50,000,000+ workplace years for 14 high-income countries in North America, Scandinavia, Continental and Eastern Europe, the Middle East, and East Asia. We find that countries vary a great deal in their levels and trends in earnings inequality but that the between-workplace share of wage inequality is growing in almost all countries examined and is in no country declining. We also find that earnings inequalities and the share of between-workplace inequalities are lower and grew less strongly in countries with stronger institutional employment protections and rose faster when these labor market protections weakened. Our findings suggest that firm-level restructuring and increasing wage inequalities between workplaces are more central contributors to rising income inequality than previously recognized.

Does the “ideal” organization exist? Or do different workplace attributes attract different people? And if so, what attributes attract what types of employees? This study combines person-organization fit theory and a policy capturing methodology to determine (a) which attributes are the strongest predictors of perceived organization attractiveness in a sample of Australian job seekers, and (b) whether the magnitude of these predictive effects varies as a function of job seekers’ personal values. The design of this study is a randomized experiment of Australian job seekers who responded to an online survey invitation. Each of the 400 respondents received a random subset of 8 of 64 possible descriptions of organizations. Each description presented an organization that scored either high or low on six attributes based on the Employer Attractiveness Scale: economic, development, interest, social, application, and environmental value. Multi-level modelling revealed that all six attributes positively predicted job seekers’ ratings of organization attractiveness, with the three strongest predictors being social, environmental, and application value. Moderation analyses revealed that participants with strong self-transcendent or weak self-enhancement values were most sensitive to the absence of social, environmental, and application value in workplaces, down-rating organizations that scored low on these attributes. Our results demonstrate how job seekers’ personal values shape preferences for different types of workplaces. Organizations may be able to improve recruitment outcomes by matching working conditions to the personal values of workers they hope to employ.

BACKGROUNDGeneral internal medicine (GIM) careers are increasingly viewed as challenging and unsustainable.OBJECTIVEWe aimed to assess academic GIM worklife and determine remediable predictors of stress and burnout.DESIGNWe conducted an email survey.PARTICIPANTSPhysicians, nurse practitioners, and physician assistants in 15 GIM divisions participated.MAIN MEASURESA ten-item survey queried stress, burnout, and work conditions such as electronic medical record (EMR) challenges. An open-ended question assessed stressors and solutions. Results were categorized into burnout, high stress, high control, chaos, good teamwork, high values alignment, documentation time pressure, and excessive home EMR use. Frequencies were determined for national data, Veterans Affairs (VA) versus civilian populations, and hospitalist versus ambulatory roles. A General Linear Mixed Model (GLMM) evaluated associations with burnout. A formal content analysis was performed for open-ended question responses.KEY RESULTSOf 1235 clinicians sampled, 579 responded (47 %). High stress was present in 67 %, with 38 % burned out (burnout range 10–56 % by division). Half of respondents had low work control, 60 % reported high documentation time pressure, half described too much home EMR time, and most reported very busy or chaotic workplaces. Two-thirds felt aligned with departmental leaders’ values, and three-quarters were satisfied with teamwork. Burnout was associated with high stress, low work control, and low values alignment with leaders (all p < 0.001). The 45 VA faculty had less burnout than civilian counterparts (17 % vs. 40 %, p < 0.05). Hospitalists described better teamwork than ambulatory clinicians and fewer hospitalists noted documentation time pressure (both p < 0.001). Key themes from the qualitative analysis were short visits, insufficient support staff, a Relative Value Unit mentality, documentation time pressure, and undervaluing education.CONCLUSIONSWhile GIM divisions overall demonstrate high stress and burnout, division rates vary widely. Sustainability efforts within GIM could focus on visit length, staff support, schedule control, clinic chaos, and EMR stress.

Violence against nurses working in the emergency department is a serious problem worldwide. This descriptive study used a participant questionnaire and was conducted in-person, using semi-structured interviews with 120 emergency nurses (69 female, 51 male) working in the emergency department between September 1 and November 30, 2017. Overall, 90% of the study participants were exposed to workplace violence at least once while working in the emergency department, and 94.4% experienced verbal abuse, including insults, shouting, threats, and swearing. Most of such workplace violence came from the patients relatives. Most workplace violence incidents occurred during the 4 pm to midnight time slot and in the triage area. The most important perceived reasons for workplace violence were the long waiting period for treatment and care (79.6%) and not being prioritized for treatment (68.5%). The top 3 coping methods used were reporting to the nurse in charge (78.1%), followed by reaching out to the security personnel (72.8%) and filing lawsuits if exposed to physical violence (65.8%). Most emergency nurses had experienced workplace violence. Hospital administration should take more effective security measures, hospitals should provide education and training programs for dealing with workplace violence, and programs to support staff members on encountering workplace violence should be implemented.