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This study proposed that conflict management affects organizations’ beliefs that they have an effective voice (procedural justice), have shared their benefits fairly (distributive justice), and are treated respectfully (interactional justice). Structural equation analysis results suggest that a cooperative approach to conflict facilitates justice in its 3 forms in organizational relationships, and that justice, in turn, results in partner strategic advantage and innovation. Results from a sample of 103 pairs of customer and supplier organizations in Shanghai were interpreted as providing support for the value of justice for collaborative work between organizations. The findings also suggest that a cooperative approach to managing conflict is an important antecedent to justice in organizational relationships in China. [ABSTRACT FROM AUTHOR]

Three experimental studies investigated whether information implying social-sexual behavior (any non-work-related behavior containing a sexual component) by employees would influence judgments of their effectiveness. In managerial and entry-level positions, both male and female employees depicted as engaging in social-sexual behaviors at work were perceived as less effective and less desirable as bosses, compared to identically described managers for whom no social-sexual behavior information was provided. However, these negative evaluations were mitigated when information was provided indicating that these managers were always on-task and effectively using their time at work (Study 3), suggesting that the effectiveness of employees who engage in social-sexual behavior at work is devalued because others believe that these behaviors detract from productive time in the office. [ABSTRACT FROM AUTHOR]

The main objective of this paper is to highlight the vital role that both state trust (trust in top management, trust in immediate supervisor and trust in co-workers) and trait trust or trust propensity play in the advancement of employee work engagement. This study posits that the relationship between trust and work engagement is mutually reinforcing and leads to an upward spiral effect. That is, high levels of state and trait trust boost work engagement, which in turn augments both forms of trust and so on. Additionally, the current paper also examines the interaction effects of state and trait trust on employees' work engagement. [ABSTRACT FROM AUTHOR]

This paper describes a research project investigating the workplace learning experience of information technology (IT) workers in Hong Kong. The research project explored in depth the workplace learning experiences of 65 IT workers from three different work sites. It went beyond the identification of workplace learning methods and resources workers used at work by probing into the complexities of workplace learning processes and the theoretical issues of workplace learning. A qualitative approach was used, relying primarily on data collected via in-depth interviews. This paper reports that (1). IT workers found troubleshooting, project work and installation of hardware and software, the most likely contexts to produce significant learning; and that (2). the rapid pace of technological growth in the IT industry results in a different learning environment to traditional industries such as tailoring, thus raising questions about the applicability of the notion of the community of practice as proposed by Lave and Wenger (1991). Furthermore, by probing into the processes of known workplace learning methods such as learning from colleagues and vendors, this study uncovered many interesting findings about the workplace learning experience of IT workers. [ABSTRACT FROM AUTHOR]

Juggling work and care presents particular challenges to carers and employers. Employers are increasingly under pressure, both from within organizations and from recent government legislation and policy, to develop family-friendly policies to support informal carers in the workplace. Yet existing 'family-friendly' schemes and services are still primarily designed for working parents of young children and rarely address the needs of employees who care for older or disabled adults. This paper reports on a study which investigated how working carers and managers in two public sector organizations - a Social Services Department (SSD) and a National Health Service (NHS) Trust - combined their work and caring responsibilities. A multi-method approach was adopted consisting of five phases. First, a profile of the two organizations was established, followed by a short screening questionnaire to all employees to identify who was caring for an older adult over the age of 60. Third, a lengthier postal survey was sent to the 365 carers who had indicated a willingness to participate further. In the fourth and fifth phases, carers and managers were interviewed in depth about their experiences. This paper reports briefly on the survey, but then concentrates in particular on what was said in the interviews about what helps and hinders working carers of older adults. Despite the existence of policies to support carers, our findings suggest that these were far less important than informal support from colleagues and a sympathetic manager in the workplace. Commuting distance between work, home and the older person also posed difficulties for carers, along with inflexible schedules and work overload. Employers are urged to explore these issues further if they are serious about recruiting and retaining employees, and developing the work - life balance agenda to meet the needs of those caring for older and disabled adults. [ABSTRACT FROM AUTHOR]

The article focuses on the wide range of developments at work which afford new opportunities for study and new demands for informed occupational and organizational psychological intervention. The author emphasized that organizational psychology professionals need rigorous, reliable and clear evidence about the impact of changes within the workplace. Research in this field must be synthesized across various bridges including the functional boundaries within the field of psychology and across the field of human resource management, the work and non-work divide and the cross-cultural divide.

The article explores on ways of building positive relationships in the workplace. It relates that building a positive team requires the development of positive communication skills and making good working relationships a definite part of one's agenda as manager or employer. It mentions that establishing good work practices in a business start with ensuring that every employee has a written contract with a job description clearly outlined and agreed between employer and employee at the outset.

The article offers information on the call of Humantech Inc. for entries for its second Find It—Fix It Challenge, an ergonomic improvement contest. It states that this competition recognizes and honors simple and efficient workplace solutions that result in increased productivity, enhanced worker morale, and lesser workplace injuries and illnesses. Moreover, this contest is open to all clients of the company, and it was derived from the firm's RAPID Team Events, which are grounded on the principle of making quick and visible changes to enhance ergonomic issues in the workplace.