Effects of Employee Sickness Presence on Customer Repurchase and Recommendation Intentions: The Role of Customer Affective Reactions

Sickness presence can have important individual and organizational consequences, such as health deterioration or productivity loss. Additional risks, such as negative customer reactions, may be particularly relevant in the service sector. Based on affective events theory and appraisal theories, we hypothesize that employee sickness presence negatively impacts customer repurchase and recommendation intentions. Furthermore, we explore potential affective mechanisms of these effects, including disease avoidance, personal anger, moral outrage, post-consumption guilt, and customer compassion for the employee. We conducted four studies, including three experimental vignette methodology studies (Ns = 227, 72, and 763) and a qualitative study (N = 54). In Study 1, employee sickness presence had negative effects on repurchase and recommendation intentions. Results of Study 2 show that customers experienced disgust, fear, anger, guilt, compassion, and indifference in response to sickness presence. In Study 3, anger explained the negative effects of employee sickness presence on repurchase and recommendation intentions, while appraisals of moral fairness were negatively related to both customer intentions. Finally, in Study 4, disgust and anger explained negative effects, while fear, guilt, and compassion explained positive effects of employee sickness presence on customer intentions. Appraisals of goal incongruence, reduced agency of the customer, and uncertainty were negatively related to customer intentions. The physical absence of the customer in the service encounter (phone call) mitigated the experience of disgust, fear, and anger, whereas it exacerbated feelings of compassion for the ill employee.

“THERE IS QUEER INEQUITY, BUT I PICK TO BE HAPPY”

As racialized and gendered structures, organizations can reinforce complex inequalities, especially with regard to emotional labor. While the literature on emotional labor is established, little is known about how race and sexual orientation shape feeling rule enforcement. Interviewing staff at university LGBTQ resource centers, we argue that feeling rules have a sexual orientation-based dimension and are experienced and enforced differently based on race. White LGBTQ staff find that they can express anger strategically to bring awareness to issues of race, but do not confront racism in their work for fear of alienating other Whites, which they believe would harm their center. LGBTQ staff of color experience organizational consequences for their anger, which is directed toward the racism they and students of color experience in the university. Lacking the credential of Whiteness (Ray 2019), staff of color find they cannot reach the benchmark set by Whites’ enthusiastic performance of emotional labor. These feeling rules operate in service of what James M. Thomas (2018) calls diversity regimes, which are performances of a benign commitment to racial equality, that retrench racial inequality by failing to redistribute resources along racial lines. By sanctioning anger toward the university—as an institution that reproduces racism—feeling rules have organizational consequences: Whites can advance through compliance and enthusiasm; staff of color are terminated or denied opportunities; and critiques of racism are silenced. While created to address diversity, LGBTQ centers are purposely not structurally positioned to radically shift resources in a way to combat racism, and feeling rules maintain these arrangements while allowing universities to claim a commitment to equality. These findings hold implications for broader concerns of racism, sexual orientation, and inequality within work organizations, especially manifestations of worker control within diversity work.

Workplace Cyberbullying

Technology has changed the modern work environment. In contemporary workplaces, employees can communicate from anywhere in the world 24 hours a day, seven days a week through email, corporate social media, text messages, blogs, etc. In general, this increased communication access supports productivity, but in some circumstances, the increased employee to employee access presents troubling outcomes. One such troubling outcome is the rise of cyberbullying and harassment in the workplace. In fact, research indicates that the number of individuals experiencing cyberbullying in the workplace is on the rise. With increased virtual incivilities, organizations must create strategies to protect the employees and organizational efficiencies. With these goals in mind, the following chapter will examine the importance of creating a clear organizational definition of cyberbullying, the organizational consequences of allowing cyberbullying to continue and solutions organizations can implement to create a positive work environment that is free from cyberbullying.

Presenteeism, Overcommitment, Workplace Bullying, and Job Satisfaction: A Moderated Mediation Relationship

Presenteeism is a hazardous behaviour that may have personal and organizational consequences. The main objective of this research was to investigate the relationship between presenteeism and job satisfaction and evaluate the role of overcommitment as a mediator and the role of work-related and personal bullying as moderators in these relationships. Results from 377 subjects showed that presenteeism and overcommitment are positively related to job satisfaction, with overcommitment being a mediator in the relationships. These relationships are moderated by work-related bullying but not by personal bullying. The findings are discussed, and implications, future research pathways, and limitations are noted.

Platform Party between Digital Activism and Hyper-Leadership: The Reshaping of the Public Sphere

The so-called crisis of representation has formed the theoretical framework of many studies on media and democracy of the past thirty years. Many researches have highlighted the crisis of legitimacy and credibility of the ‘traditional’ parties (Katz & Mair, 2018) and communication was considered, at the same time, one of the causes of acceleration towards post-representative politics (Keane, 2013) but also an indispensable tool for re-connecting citizens to politics. Various phenomena have developed within this framework: a) the birth of political aggregations as a result of mobilization in the digital ecosystem; b) the development of digital platforms for democratic participation; c) the birth of parties defined as ‘digital’ or ‘platform’; and d) the growing centrality of digital political activism, both as a phenomenon within the digital communicative ecosystem (also in the context of social media) and as a result of the transformation of social movements. This article studies the role of platform parties as a space for the emergence of authoritarian tendencies (hyper-leadership) but also as an organizational opportunity for the development of new forms of digital activism. In particular, the article presents a research on the use of digital platforms (and their political and organizational consequences) by political parties in Italy, France, and Spain. The study shows the relationships between the evolution of digital ecosystems and the way in which political organization is organised, also highlighting how the new forms of mobilization and aggregation have opened up different yet interconnected public spaces.

Resistance Training Safety during and after the SARS-Cov-2 Outbreak: Practical Recommendations

In December of 2019, there was an outbreak of a severe acute respiratory syndrome caused by the coronavirus 2 (SARS-CoV-2 or COVID-19) in China. The virus rapidly spread into the whole world causing an unprecedented pandemic and forcing governments to impose a global quarantine, entering an extreme unknown situation. The organizational consequences of quarantine/isolation are absence of organized training and competition, lack of communication among athletes and coaches, inability to move freely, lack of adequate sunlight exposure, and inappropriate training conditions. The reduction of mobility imposed to contain the advance of the SARS-Cov-2 pandemic can negatively affect the physical condition and health of individuals leading to muscle atrophy, progressive loss of muscle strength, and reductions in neuromuscular and mechanical capacities. Resistance training (RT) might be an effective tool to counteract these adverse consequences. RT is considered an essential part of an exercise program due to its numerous health and athletic benefits. However, in the face of the SARS-Cov-2 outbreak, many people might be concerned with safety issues regarding its practice, especially in indoor exercise facilities, such as gyms and fitness centers. These concerns might be associated with RT impact in the immune system, respiratory changes, and contamination due to equipment sharing and agglomeration. In this current opinion article, we provide insights to address these issues to facilitate the return of RT practices under the new logistical and health challenges. We understand that RT can be adapted to allow its performance with measures adopted to control coronavirus outbreak such that the benefits would largely overcome the potential risks. The article provides some practical information to help on its implementation.

The Mediating Role of Psychological Capital between Motivational Orientations and Their Organizational Consequences

Just as we can speak of different personality traits, it is also possible to identify distinct motivational traits, which may be related to a series of organizational consequences. In this sense, understanding how these traits are related to workers performance is fundamental. Specifically, the purpose of this study is to test the mediating role of psychological capital in the relationship between such traits and organizational citizenship behaviors and counterproductive work behaviors, which is expected to be more significant in the first case. The study was carried out using a panel design, with a sample group of Spanish employees aged over 40 (n = 741), in two waves (with a 4-month interval). The results support the hypothesis that psychological capital resources may play a mediating role in some of the relationships explored and that approach orientation traits are mainly related to a better performance, fostering organizational citizenship behaviors and diminishing counterproductive work behavior. The findings show that employees who develop their personal resources may have a positive impact on their organizations. The implications of this study for counseling practices are discussed.

High performance stakeholder management: what is needed?

Purpose Stakeholder management is often primarily seen as maintaining external relations. However, it also has specific consequences for the internal processes of an organization and the behavior of its people. The authors argue that an organization that is meeting the standards of the high-performance organization (HPO) is able to effectively maintain valuable relationships with its stakeholders. The authors discuss in this paper how high-performance stakeholder management can be achieved and applied to stakeholder relationships. Design/methodology/approach Based on a discussion of the stakeholder management and the HPO framework concepts the authors show that good stakeholder management requires strong communication and dialogue within an organization, which in turn requires a strong internal organization, which the HPO framework can offer. This paper is written from the assumption that the two theories reinforce each other in their aims and methodologies. This argument is based on a case study. Findings The authors illustrate the argument with the application of both concepts at a case company. The case study makes clear that an organization that develops stakeholder management will be wise to examine its own internal quality and strength, using the HPO framework. If the organization views the information that comes from stakeholder management as very valuable, then internal organizational consequences must follow. Originality/value The concepts of stakeholder management and HPO Framework have not been connected before, neither in a theoretical nor a practical way. This offers the opportunity for theorists to further deepen the connection between the two, and practitioners to benefit from strengthening their stakeholder management.