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We investigated bullying behaviour within the context of trade union organizing drives. We conducted an archival search using the Ontario Labour Relations Board database, which yielded 146 cases over a 10-year period. We found that the three core features of workplace bullying were present in 20 of these cases. Through a qualitative content analysis, we found a number of instances in which managers were reported to have repeatedly and persistently engaged in acts of bullying towards union organizers and supporters, intensified the hostility of these acts over time, and exploited their power through threats to job security and captive audience meetings. We also shed light on the role of observers of bullying behaviour and how observers may have distanced themselves from or concealed contact with the target. Practitioner points Managers in organizations may resort to bullying behaviour during the organizing drive, which can produce fear among employees and result in significant legal consequences., Bullying tends to start with subtle and indirect behaviours, but often escalates into more intense forms of bullying., Senior management should ensure that managers and other employees in the organization understand the potential repercussions of their bullying behaviours. [ABSTRACT FROM AUTHOR]

Unscheduled hospital admissions from care homes are common and potentially avoidable but little guidance is available as to what constitutes an appropriate hospital admission. We surveyed healthcare professionals' opinions on a range of common scenarios affecting care-home residents . We developed seven clinical vignettes and an accompanying questionnaire. We used purposive sampling to obtain opinions from relevant primary care and secondary care teams. We asked assessors to comment on whether they would favour hospital admission and to justify their response using pre-selected options and/or free text. Admission to hospital was judged inappropriate in 54.6% of responses. Opinion on admission varied according to the case, with fewer than half of respondents agreeing for three of the seven cases. Recurring themes were uncertainty around services available to care homes and anticipatory care planning. The lack of consensus suggests that concepts surrounding inappropriate care-home admission are not shared by staff who provide care for this patient group. [ABSTRACT FROM AUTHOR]

With an increasingly integrated global economy, the need to understand how national work contexts impact newcomers is critical. In particular, it is important to understand individuals' possible responses to interaction within multicultural work contexts. Blending theoretical perspectives on social identity, cross-cultural diversity, and identity formation/change, this paper explores the complex role played by dispositional and situational factors on acculturation strategies and, in turn, labour market outcomes. To guide this exploration, a theoretical model depicting the acculturation process is developed and presented. We posit that the relationship between cultural identity salience and acculturation strategy will be moderated by two key factors: desire for economic rewards and relational pressures. We further propose that acculturation strategy will influence the social networks and organizations that newcomers join, while these latter choices can help predict their income, employability, and advancement. We advance a number of testable propositions to stimulate future research and conclude with a discussion of the theoretical and practical contributions. Practitioner Points Recruitment processes should attract job applications from individuals with varying levels of cultural identity salience through wide-reaching job marketing campaigns., Workgroup composition should reflect a diverse range of complementary skills., Performance management and reward systems should reward employees for idea-sharing and achieving team goals., HRM strategy should seek to gain a competitive advantage through fostering diverse skills. [ABSTRACT FROM AUTHOR]