Perceived Workplace Power and Status Scales

2019 ◽  
Author(s):  
Andrew Yu ◽  
Nicholas A. Hays ◽  
Emma Y. Zhao
Keyword(s):  
Workplace Power

Power Values and Power Distance Moderate the Relationship Between Workplace Supervisory Power and Job Satisfaction

2020 ◽  
Vol 19 (3) ◽  
pp. 135-141
Author(s):  
Kenneth D. Locke
Keyword(s):  
Job Satisfaction ◽  
Multilevel Modeling ◽  
Power Distance ◽  
European Social Survey ◽  
Social Survey ◽  
The Relationship ◽  
Workplace Power ◽  
Over Time

Abstract. Person–job (or needs–supplies) discrepancy/fit theories posit that job satisfaction depends on work supplying what employees want and thus expect associations between having supervisory power and job satisfaction to be more positive in individuals who value power and in societies that endorse power values and power distance (e.g., respecting/obeying superiors). Using multilevel modeling on 30,683 European Social Survey respondents from 31 countries revealed that overseeing supervisees was positively associated with job satisfaction, and as hypothesized, this association was stronger among individuals with stronger power values and in nations with greater levels of power values or power distance. The results suggest that workplace power can have a meaningful impact on job satisfaction, especially over time in individuals or societies that esteem power.

The Sexual Harassment of Federal Employees: Gender, Leadership Status, and Organizational Tolerance for Abuses of Power

2019 ◽  
Vol 30 (3) ◽  
pp. 349-364 ◽  
Author(s):  
Justine E Tinkler ◽  
Jun Zhao
Keyword(s):  
Sexual Harassment ◽  
Organizational Climate ◽  
Women In Leadership ◽  
Organizational Level ◽  
Civilian Workforce ◽  
Women's Power ◽  
Merit Systems Protection Board ◽  
Federal Workforce ◽  
Merit Systems ◽  
Workplace Power

Abstract Theory and research suggest that sexual harassment is often a dominance strategy used to undermine women’s power, but the precise relationships between government employees’ workplace power, organizational climate, and vulnerability to particular types of sexual harassment remain under-specified. This study analyzes data from the 2016 US Merit Systems Protection Board survey of the federal civilian workforce (the most comprehensive and up-to-date national data on workplace sexual harassment) to test predictions about how employees’ workplace power and their agency’s efforts to mitigate abuses of power affect their likelihood of experiencing sexual harassment. Findings reveal that women in leadership positions report more sexual harassment than non-leaders, and that team leaders (i.e., those without formal supervisory authority) and executives (i.e., those with the most authority) report more sexual harassment than women in middle management. At the organizational level, sexual harassment occurs in workplaces with higher levels of non-sexual aggression and among employees who perceive their agency as less proactive in preventing and responding to social inequity. Taken together, findings suggest that sexual harassment is a dominance strategy not unlike other forms of aggression used to undermine women in power, and that workplace climates that are effective at mitigating abuses of power reduce the likelihood of experiencing sexual harassment. These results have implications for how government agencies can implement policies that not only prevent harassment but also promote democracy and equity among an increasingly diverse federal workforce.

scholarly journals Discrimination, Sexual Harassment, and the Impact of Workplace Power

2019 ◽  
Vol 5 ◽  
pp. 237802311985389 ◽  
Author(s):  
Vincent J. Roscigno
Keyword(s):  
Sexual Harassment ◽  
Occupational Status ◽  
General Social Survey ◽  
Full Time ◽  
Social Survey ◽  
Workplace Relations ◽  
Gender And Age ◽  
Interaction Modeling ◽  
The Impact ◽  
Workplace Power

Research on workplace discrimination has tended to focus on a singular axis of inequality or a discrete type of closure, with much less attention to how positional and relational power within the employment context can bolster or mitigate vulnerability. In this article, the author draws on nearly 6,000 full-time workers from five waves of the General Social Survey (2002–2018) to analyze discrimination, sexual harassment, and the extent to which occupational status and vertical and horizontal workplace relations matter. Results demonstrate important and persistent race, gender, and age vulnerabilities, with positive vertical (i.e., supervisory) and horizontal (i.e., coworker) relations generally reducing the likelihood of discriminatory and sexually harassing encounters. Interaction modeling further reveals a heightened likelihood of both gender and age discrimination for those in higher status occupational positions but uniform vulnerabilities across the occupational hierarchy when it comes to women’s experiences of sexual harassment and minority encounters with racial discrimination.

When Performance Fails to Meet Expectations: Managers' Objectives for Outsourcing

2000 ◽  
Vol 11 (1) ◽  
pp. 136-168 ◽  
Author(s):  
Suzanne Young ◽  
Johanna Macneil
Keyword(s):  
Food Processing ◽  
Power Structure ◽  
Organisational Culture ◽  
Work Effort ◽  
Functional Flexibility ◽  
New Information ◽  
Strategic Focus ◽  
Outsourcing Decision ◽  
Workplace Power

Managers may implement outsourcing for one or more of a range of reasons: to improve strategic focus, to achieve numerical or functional flexibility, to reduce costs or risk, to change their own roles, to change organisational culture or workplace power structure, and to intensify work effort. However, often there are associated costs, either unanticipated or unquantified. This paper provides evidence from two food processing companies to address the following questions: (1) Why do managers pursue outsourcing? and (2) Have managers anticipated and quantified the potential costs as well as the benefits of outsourcing? We conclude that while it seems clear that managers do begin with clear objectives for outsourcing and anticipate that benefits will flow, sometimes these objectives are not met, unexpected costs are incurred, or objectives change as new information is available or situations change. In other cases managers have been unable to objectively substantiate the outsourcing decision.

Dietary habits of male shift workers enrolled in the workplace power program

2010 ◽  
Vol 4 ◽  
pp. S3-S4
Author(s):  
B.S. Berthon ◽  
P. Morgan ◽  
C. Collins ◽  
R. Callister ◽  
A. Cook ◽  
...  
Keyword(s):  
Dietary Habits ◽  
Shift Workers ◽  
Workplace Power

Communal and Agentic Interpersonal and Intergroup Motives Predict Preferences for Status Versus Power

2016 ◽  
Vol 43 (1) ◽  
pp. 71-86 ◽  
Author(s):  
Kenneth D. Locke ◽  
Sonja Heller
Keyword(s):  
Job Satisfaction ◽  
Individual Differences ◽  
Mutual Trust ◽  
Social Motives ◽  
Workplace Power ◽  
Interpersonal Motives

Seven studies involving 1,343 participants showed how circumplex models of social motives can help explain individual differences in preferences for status (having others’ admiration) versus power (controlling valuable resources). Studies 1 to 3 and 7 concerned interpersonal motives in workplace contexts, and found that stronger communal motives (to have mutual trust, support, and cooperation) predicted being more attracted to status (but not power) and achieving more workplace status, while stronger agentic motives (to be firm, decisive, and influential) predicted being more attracted to and achieving more workplace power, and experiencing a stronger connection between workplace power and job satisfaction. Studies 4 to 6 found similar effects for intergroup motives: Stronger communal motives predicted wanting one’s ingroup (e.g., country) to have status—but not power—relative to other groups. Finally, most people preferred status over power, and this was especially true for women, which was partially explained by women having stronger communal motives.

Sign in / Sign up

Export Citation Format

Share Document