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Articles 1 - 7 of 7
Full-Text Articles in Labor Relations
Introduction: Bringing Jobs Back In: Toward A New Multi-Level Approach To The Study Of Work And Organizations, M. Diane Burton, Lisa E. Cohen, Michael Lounsbury
Introduction: Bringing Jobs Back In: Toward A New Multi-Level Approach To The Study Of Work And Organizations, M. Diane Burton, Lisa E. Cohen, Michael Lounsbury
M. Diane Burton
In this paper, we call for renewed attention to the structure and structuring of work within and between organizations. We argue that a multi-level approach, with jobs as a core analytic construct, is a way to draw connections among economic sociology, organizational sociology, the sociology of work and occupations, labor studies and stratification and address the important problems of both increasing inequality and declining economic productivity.
Domesticating The Diaspora: Memory And The Life Of Sister Katie, Caroline Waldron Merithew
Domesticating The Diaspora: Memory And The Life Of Sister Katie, Caroline Waldron Merithew
Caroline Merithew
Three shrines in Illinois honor heroes of the working class: one for the legendary Mother Jones; one for the Virden martyrs, who died for coal mining unionism, and whose memory is kept alive by labor organizers around the world; and one for Catherine (Katie) Bianco DeRorre. Katie's monument, unlike the others, draws few visitors today. But when it was dedicated in 1961, men and women — on the floor of the U.S. Congress, in the neighborhood where Katie grew up, at American universities, in union halls, on the streets of New York City, and in Milan — took notice and …
The Impact Of Family Economic Structure On Dual-Earners’ Career And Family Satisfaction, Ronit Waismel-Manor, Asaf Levanon, Pamela S. Tolbert
The Impact Of Family Economic Structure On Dual-Earners’ Career And Family Satisfaction, Ronit Waismel-Manor, Asaf Levanon, Pamela S. Tolbert
Pamela S Tolbert
The present study builds on the explanatory power of the “doing gender” perspective to understand the effects of family economic structure on the family and career satisfaction of husbands and wives. Using data from a two-panel, couple-level survey of full-time employed middle-class families in the Northeastern United States, we find that when wives’ earnings increase relative to their husbands’, their career satisfaction significantly increases whereas their husbands’ is significantly depressed. In contrast, family economic structure has little effect on women’ and men’s level of family satisfaction, although we find a significant reduction in family satisfaction among couples who have recently …
Empathy Gaps Between Helpers And Help-Seekers: Implications For Cooperation, Vanessa K. Bohns, Francis J. Flynn
Empathy Gaps Between Helpers And Help-Seekers: Implications For Cooperation, Vanessa K. Bohns, Francis J. Flynn
Vanessa K. Bohns
Help-seekers and potential helpers often experience an “empathy gap” – an inability to understand each other’s unique perspectives. Both parties are concerned about their reputation, self-esteem, and relationships, but these concerns differ in ways that lead to misinterpretation of the other party’s actions, and, in turn, missed opportunities for cooperation. In this article, we review research that describes the role-specific concerns of helpers and help-seekers. We then review studies of emotional perspective-taking, which can help explain why help-seekers and helpers often experience empathy gaps. We go on to discuss recent work that illustrates the consequences of empathy gaps between helpers …
Guilt By Design: Structuring Organizations To Elicit Guilt As An Affective Reaction To Failure, Vanessa K. Bohns, Francis K. Flynn
Guilt By Design: Structuring Organizations To Elicit Guilt As An Affective Reaction To Failure, Vanessa K. Bohns, Francis K. Flynn
Vanessa K. Bohns
In this article, we outline a model of how organizations can effectively shape employees’ affective reactions to failure. We do not suggest that organizations eliminate the experience of negative affect following performance failures—instead, we propose that they encourage a more constructive form of negative affect (guilt) instead of a destructive one (shame). We argue that guilt responses prompt employees to take corrective action in response to mistakes, while shame responses are likely to elicit more detrimental effects of negative affect. Further, we suggest that organizations can play a role in influencing employees’ discrete emotional reactions to the benefit of both …
Underestimating Our Influence Over Others At Work, Vanessa K. Bohns, Francis J. Flynn
Underestimating Our Influence Over Others At Work, Vanessa K. Bohns, Francis J. Flynn
Vanessa K. Bohns
Employees at all organizational levels have influence over their subordinates, their colleagues, and even their bosses. But are they aware of this influence? We present evidence suggesting that employees are constrained by cognitive biases that lead them to underestimate their influence over others in the workplace. As a result of this underestimation of influence, employees may be reluctant to spearhead organizational change, discount their own role in subordinates’ performance failures, and fail to speak up in the face of wrongdoing. In addition to reviewing evidence for this bias, we propose five moderators that, when present, may reverse or attenuate the …
The Role Of Leader Emotion Management In Leader-Member Exchange And Follower Outcomes, Laura M. Little, Janaki Gooty, Michele Williams
The Role Of Leader Emotion Management In Leader-Member Exchange And Follower Outcomes, Laura M. Little, Janaki Gooty, Michele Williams
Michele Williams
Drawing upon social exchange and emotion regulation theories, we develop and test a model of four specific leader behaviors directed at managing followers’ negative emotions. These leader interpersonal emotion management (IEM) strategies are posited to affect followers’ organizational citizenship behaviors performed within interpersonal relationships (OCBIs) and job satisfaction via follower perceptions of the quality of the leader-follower exchange relationship. In contrast to most current cognitive-transactional views of social exchange, here we posit that some, but not all, leader emotion management behaviors promote and strengthen the leader-member exchange (LMX) relationship. Specifically, we contend that followers’ perception of problem-focused leader emotion-management strategies …