Handbook on Management and Employment Practices

Series Preface
Volume Preface
Contents
About the Series Editors
About the Editors
Contributors
1 Introduction
	Overview
	Management and Employment Practices During Changing Contexts
	Handbook of Management and Employment Practices
	Future Directions for Management and Employment Practices
	References
Part I: Leadership, Management Competencies, and Wellbeing
	2 Successful Leadership
		Theoretical Approaches to Leadership
			Trait Approaches
			Behavioral Approaches
			Contingency Approaches
			Relational Approaches
			Charismatic and Transformational Approaches
			Modern Positive Approaches
		An Integrative Model
		Outcomes of Successful Leadership
			Individual Outcomes of Successful Leadership
				Employee Engagement
				Wellbeing and Burnout
				Performance
				Employee Creativity
				Psychological Capacities (PsyCap, Trust, Empowerment)
			Team Outcomes of Successful Leadership
				Shared Mental Models
				Team Learning
				Psychological Safety Climate
				Team Cohesion
				Team Potency
				Team Viability
			Organizational Outcomes of Successful Leadership
				Psychosocial Safety Climate
				Organizational Change Readiness
				Ethical Organizational Culture
		Moderating Effects on Leadership
			Task Characteristics
			Power Distance, Autonomy, and Culture
		Future Leadership Research
			Causal Modelling of Leadership Effects
			Exploring Leadership Through an Economic Lens
		Conclusion
		References
	3 Servant Leadership
		Introduction
		Methodology
		Servant Leadership and Well-Being: An Overview of the Empirical Literature
			Servant Leadership and Hedonic Well-Being
			Servant Leadership and Eudaimonic Well-Being
			Servant Leadership and Ill-Being
		Servant Leadership and Well-Being: Theoretical Mechanisms
		Servant Leadership and Well-Being: What to Do Next?
		References
	4 Leadership and Safety
		Introduction
		Defining Safety-Related Outcomes
		Defining Safety Leadership
		The Relationships Between Safety Leadership and Safety-Related Outcomes
		Why Does Safety Leadership Impact Safety-Related Outcomes: The Mediators
		When Does Safety Leadership Impact Safety Outcomes: The Moderators
		Safety Leadership Interventions
		Future Research Directions
			Conceptual Distinctness
			A Within-Person Perspective
			The Dark Side of Safety Leadership
			Reciprocal Relationships
		Conclusions
		References
	5 Management Competencies for Health and Wellbeing
		Introduction
		Why are Management Competencies Relevant to Employee Health and Wellbeing?
		What Management Competencies are Important in this Context?
			Management Competencies for Preventing and Reducing Stress
			Management Competencies for Sustainable Employee Engagement
			Managing the Health, Safety, and Wellbeing of Distributed and Remote Workers
			Management Competencies for Supporting Employees to Return to Work
		New Approaches to Management with Implications for Employee Health and Wellbeing
			Compassionate Leadership
			Mindfulness and Meditation Interventions for Managers
		How Can Management Competencies for Health and Wellbeing be Developed?
		Conclusions
		References
	6 Beyond the Leadership/Followership Dichotomy
		Introduction
		Defining Followership
		Reviewing Followership Research
		Followership in the Context of Constructive Leadership
		Followership in the Context of Destructive Leadership
		Followership in the Context of Virtual Teams
		Beyond the Leadership/Followership Dichotomy
		Practical Implications
		Conclusions/Summary
		References
	7 Line Managers and Workplace Accommodations
		Introduction
		Disability in the Employment Context
			Work Disability
		Workplace Accommodations
		Benefits of Workplace Accommodations
		Implementation Issues
			Employee Perspectives: Knowledge, Disclosure Issues, and Workplace Relationships
			Employer and Manager Perspectives: Costs, Knowledge Gaps, and Access to Expertise
		Whole of Workplace Accommodations
			Flexible Working Times
			Flexible Work Locations
			Work-Task Allocation Based on Individual Preferences
			Idiosyncratic Deals (i-deals) as Workplace Accommodations
			Universal Design
		Negotiating and Implementing Workplace Accommodations
			Recruitment and Selection Processes
			Handling the Disclosure
			Initial Implementation of Accommodations
			Performance Review, Development, and Career Planning
			Summary
		Conclusions
		References
Part II: Management of Change
	8 Incremental and Disruptive Change and Wellbeing
		Introduction
		Defining Organizational Change
			Incremental Change: Planned or Emergent
			Disruptive Change
		Defining Wellbeing: The Primary or Secondary Objective of an Organizational Change
			Wellbeing Is the Secondary Objective of an Organizational Change
			When Wellbeing Is the Primary Objective of an Organizational Change
			Linking Wellbeing and Organizational Performance to Organizational Changes
		Sustainable Management of Change: How to Design for Wellbeing and Performance in Organizational Changes
		Organizational Capability to Change: Balancing Organizational Performance and Wellbeing
		Implications for Future Research and Practice
		Conclusions/Summary
		References
	9 Reorganizing and Downsizing
		Introduction
		Theoretical Background in Stress and Leadership Research
		Earlier Research on Unemployment Effects
		More Recent Research on Full Spectrum Effects of Downsizing
		Other Kinds of Health Effects
		Methodological Questions
		Downsizing and Prescription of Medication
		More Complex Effects of Downsizing
		Organization of Downsizing
		Youth Unemployment
		Downsizing and Country
		Conclusions
		References
	10 Managing OSH Through Recession
		Introduction
		Theories and Models of the Effect on Safety and Health
		Effects and Management of Economic Recession
		Conclusion
		References
	11 Lean Management and Employee Well-Being
		Introduction
		The Impact of Lean Management on Employee Well-Being
		The Impact of Lean Management on Employee Well-Being: A Job Demands-Resources Model Perspective
		The Effective Implementation of Lean Management for Sustainable Employee Well-Being
		Conclusions/Summary
		References
	12 Corporate Boards and Employee Well-Being
		Introduction
		Why OHS Matters for Companies
			Four Ways in Which Employee Health and Well-Being Affect Organizational Performance
		Organization of OHS: From Sidetrack to Integrated Business Component
		Governing OHS and Employee Health and Well-Being
			Incentivizing and Controlling CEOs
			Supporting and Encouraging CEOs
			Socially Influencing CEOs´ Priorities
			A Champagne Tower of Influence and Enablement
		What Do Boards Do to Influence Employee Health and Well-Being?
			Making OHS a Strategy
			Establishing a Culture of Health
			Measuring and Rewarding What You Want to See More Of
			Overseeing Operations
		What Influences Boards´ Engagement in OHS?
			Board Members´ OHS Competence
			Five Drivers of Engagement
			Opportunities and Constraints Impacting Boards´ Engagement
				An Enabling Organizational Structure
				OHS-Interested Owners and Stakeholders
				When Other Things Are More Urgent
		A Practical Guide to Increase Board Engagement in Employee Health and Well-Being
		Conclusions
		References
	13 Organizational Change and Employee Health and Well-Being
		Empirical Research on the Relationship Between Objective Measures of Organizational Change Events and Employee Health and Well...
		Conclusions: Research Using Objective Indicators of Organizational Change
		Empirical Research on the Relationship Between Subjective Measures of Organizational Change and Employee Well-Being
		Subjective Measures of Other Aspects of Organizational Change Events
		Conclusions: Research Using Subjective Measures of Organizational Change
		Discussion
		Recommendations for Future Research
		Conclusion
		References
	14 Psychological Contracts and Employee Health
		Introduction
		Psychological Contracts: Conceptualization and Consequences
			Empirical Evidence: What Do We Know?
		Theoretical Links Between Psychological Contract Breach and Health
		Empirical Evidence Linking Psychological Contracts and Health
			Moderators
		PC Breach and Post-Breach States: Acute Versus Chronic Health Problems
		Future Research Directions
		Conclusion
		References
	15 Fairness at Work
		Introduction
		What Is Fairness at Work?
			Definitions and Measurement of Organizational Justice and Fairness at Work
			Relevance of Fairness at Work
		Consequences of Fairness at Work
			Work-Related Consequences
			Health-Related Consequences
				Longitudinal Evidence
				Underlying Mechanisms
				Reversed Effects
			The Wider Consequences of Fairness at Work
		Fairness at Work and Organizational Change
			Fairness at Work Before the Change
			Fairness at Work During and After the Change
			Change and Stability in Fairness Due to Organizational Changes
		How Can Organizations Manage Fairness Effectively During Organizational Changes?
			Boundary Conditions
			Intervention Studies
		Summary
		References
Part III: Human Resource Management Practices and Wellbeing
	16 Work-Based Learning and Wellbeing
		Introduction
		The Scope and Definition of Learning at Work
		Theorizing Wellbeing and Learning at Work
		Benefits and Trade-Offs: Learning for Wellbeing in the Workplace
		Implementing Learning for Wellbeing at Work
		Conclusions/Summary
		References
	17 Management of Equity and Diversity
		Introduction
			Diversity Management
			Gender
			Race and Ethnicity
			Disability
				Models of Disability
				Disability at Work
				The Misconception of Dis/Ability and Productive Work
				Disabling Disabled People at Work
				Undervaluing Disabled People in Employment
			Varied Experiences of Disability
				Life-Limiting Conditions
				Disability and Intersectionality
				Strategies for Disability Inclusion
		Summary
		References
	18 Employee Voice as a Route to Wellbeing
		Introduction
		Defining Voice
		Defining Wellbeing
		The Relationship Between Voice and Wellbeing
			Job-Demands Resources Theory
			Behavioral Activation and Behavioral Inhibition Systems
			Psychosocial Safety Climate
		Whose Responsibility Is Voice About Wellbeing?
			The Role of the Employee
			The Role of the Manager
			The Role of HR
		Future Directions
		Conclusion
		References
	19 HRM Practices, Employee Well-Being, and Organizational Performance
		Introduction
		Conceptualizations of HRM Practices
		Integrationist Perspective
		Isolationist Perspective
		HRM Practices, Performance, and the Black Box
		Mutual Gains Perspective
		Critical Perspective
		Implementation of HRM Practices
		Methodological Issues (Multilevel Analysis)
		Methodological Issues (Reverse Causality)
		Conclusion
		References
	20 Developmental HR Practices as Tools to Support Employee Well-Being
		Introduction
		Employee Well-Being
		Developmental HR Practices
			Practices Included in the Developmental HR Practice Bundle
		How Developmental HR Practices Serve as Tools for Well-Being
			Supporting Well-Being Through Skill Development and Career Satisfaction
			Supporting Well-Being Through Employee HR Perceptions and Attributions
			Supporting Well-Being as Organizational Resources to Achieve Goals
		Potential Moderating Factors
			Manager Behaviors
			Low-Quality Employee-Employer Relationship
			Trade-Offs
			Career Stage and Employee Age
		Directions for Future Research and Theoretical Development
			Communicating Purpose of HR Practices
			Longitudinal Studies Investigating Impact over Time
		Managing Developmental HR Practices
		Conclusions
		References
	21 Ethical Culture and Management
		Introduction
		What Is an Ethical Culture?
		How Strong Is your Organization´s Ethical Culture?
		Ethical Culture Is Rooted in Virtues
		Drivers of an Ethical Culture
		Role of Management in Supporting Ethical Culture
		Outcomes Related to the Embeddedness of an Organization´s Ethical Culture
		Conclusions
		References
	22 The Effective Management of Whistleblowing
		Whistleblowing Introduction and Definitions
		Theoretical Perspectives Explaining Whistleblowing
		Multilevel Theoretical Explanations of Whistleblowing
		The Necessity for the More Effective Management of Whistleblowing
		Advancing the Field: The Whistleblowing Response Model
		Impact of the Regulatory Context on Whistleblowing
		Impact of the Organization on Whistleblowing
		Impact of Managers on Whistleblowing
		Impact of the Reporter on Whistleblowing
		Interactions Between the Levels of the Whistleblowing Response Model
		Empirical Test of the Whistleblowing Response Model
		Research Implications of the Whistleblowing Response Model
		Conclusion
		References
	23 Psychosocial Safety Climate (PSC)
		Introduction
		PSC: Theoretical Background
			PSC and the JD-R Theory
			PSC and Safety Signal Theory
			PSC and the Effort-Reward Imbalance (ERI) Model
			PSC and Job Demands-Control-Support Framework
			PSC and the COR´s Theory
			PSC: A New Extension of Strategic Human Resource Management (SHRM)?
		PSC: Predictor, Moderator, or Mediator?
		PSC: Countries and Occupations
		PSC: Research Design and Measurement
		PSC: Practice and Intervention
		Conclusion
		References
	24 Challenges and Opportunities for LGBTQI+ Inclusion at Work
		Introduction
			What Is Inclusion and Why Do Organizations Want to Have It?
				How Can Organizations Improve This Situation for Their LGBTQI+ Employees and Work Toward Inclusion for All?
			Challenges Faced by LGBTQI+ Individuals in the Workplace
			The Risk of Tokenism
			The Question of Disclosure
				Moving Toward Inclusion
				Signals and Systems
					Signals
					Systems
			Employee Resource Groups
			Collective Engagement
		Conclusion
		References
	25 Performance Management and Wellbeing at the Workplace
		Introduction
		What Do We Mean by ``Performance Management Systems´´ and ``Wellbeing´´?
			Performance Management Systems
			Wellbeing
		Different Types of Performance Management Systems
			Directive Performance Management Systems
			Enabling Performance Management Systems
		Performance Management and Wellbeing Research
		Fostering Employee Wellbeing: A Guiding Framework for Managers
			The Role of Organizational Goals in Performance Management Systems
			Organizational Goals and Performance Management Systems Types
			Performance Management Systems for Wellbeing and Performance
		Concluding Remarks
		References
Part IV: Employment Practices for Occupational Health and Disability
	26 The Aging Workforce
		Introduction
		Who Is an Aging Worker?
		How Aging Impacts Workers
			Physiology
			Cognition
			Psychosocial
			Occupational Health and Safety
		Challenges for Aging Workers
			Agism
			Shift in Social Identities
			Gender Norms
		Organizational Responses
			Age-Friendly Climate
			Flexible Work Arrangements
			Training
			Job Crafting
		Conclusion
		References
	27 Occupational Health Services and Prevention of Work-Related Musculoskeletal Problems
		Introduction
		Musculoskeletal Disorders and the Rise in Occupational Health Management
		Prevalence of Musculoskeletal Disorders (MSDs)
		MSDs Among Workers in Health and Social Care
		Can Musculoskeletal Disorders Among Health and Social Care Professionals Be Reduced?
		Musculoskeletal Disorder in the World of Construction
		Preventing Musculoskeletal Disorders in the Construction Industry
		The Risks of Musculoskeletal Disorders Posed by Sedentary Professions
		The Benefits of Getting Up and Taking a Break from Your Desk
		Psychological and Social Factors and MSDs
		What Does the Effective Risk Management of MSDs Look Like?
		Getting People with Injuries Back to Work
		Conclusion
		References
	28 Common Mental Health Problems
		Introduction
		Common Mental Health Problems (CMPs)
		Symptoms Associated with Common Mental Problems
			Depression
			Anxiety
			Stress and Related Disorders
		Work and Common Mental Problems (CMPs)
		Impact of Common Mental Health Problems
		Management of CMPs in the Workplace
			Overview of Successful Management of CMPs in the Workplace
				Tsutsumi et al. (2009)
				Seymour (2010)
				Pomaki et al. (2012)
				Dietrich et al. (2012)
				Joyce et al. (2016)
				Carolan et al. (2017)
				Cullen et al. (2018)
				Gayed et al. (2018)
				Wan Mohd Yunus et al. (2018)
				Etuknwa et al. (2019)
			Overview of Workplace Management of CMP Guidelines
				Joosen et al. (2015)
				Dewa et al. (2016)
				Memish et al. (2017)
				Nexø et al. (2018)
		Summary of Up-to-Date Findings on Workplace Management of CMPs
		Gaps in Evidence
		Conclusion
		References
	29 Burnout
		Introduction and Definitions
		Person-Oriented Approaches to Burnout
			Worklife Profiles Based on the MBI
		Areas of Worklife
		A Change Model for Burnout Interventions
			Interventions
			Individual Versus Organizational Interventions
			Changing the Workplace
			Improving Social Encounters to Alleviate Burnout
		Conclusion
		References
	30 Workplace Fatigue: The Impact of the Drive
		Introduction
		What Is Fatigue?
		Causes of Fatigue
			The Neurobiology of Fatigue
			Time on Task and Cognitive Load
			Environmental Issues
			Time Without Sleep
		Measuring Fatigue at Work
			Fitness for Duty Tests
			Continuous Operator Monitoring
			Performance-Based Monitoring
		Fatigue in the Work-Driving Context
		Monitoring Driver Fatigue
		Organizational Culture
		Managing Driver Fatigue
			The Swiss Cheese Model
			Threat and Error Management
			Biomathematical Models of Fatigue Risk Management
			Safety Error Trajectory Framework
		Adapted Safety Error Trajectory Framework
		Future Directions and Opportunities
		Conclusions and Summary
		References
	31 Disruption in the Workplace
		Introduction
		What Is Vocational Rehabilitation?
		The Timing of Vocational Rehabilitation
		The Role of a Collaborative Organizational Culture
		The Future of Vocational Rehabilitation
			Managing Variable and Unpredictable Conditions
			Personalized Participatory and Customizable Rehabilitation
			Alternative Business Models
			Technology-Enabled Vocational Rehabilitation
		Conclusion
		References
Part V: Work-Life Interface
	32 Psychological Crossover
		Introduction to Crossover
			Spillover
		Theoretical Explanations of Crossover
			Westman´s (2001) Crossover Model
			Positive Crossover
			The Crossover Process Model (Brough et al. 2018b)
			The Spillover-Crossover Model (Bakker and Demerouti 2013)
		Developments in Crossover Research
			Crossover, Cultural Norms, and Gender
			Crossover of Resources
			Crossover Between Team Members
			Crossover Between Leaders and Followers
		Conclusion and Future Research
		References
	33 Flexible Work Initiatives, Employee Workplace Well-Being, and Organizational Performance
		Introduction
		Theoretical Background
			Theoretical Perspectives on HRM, Workplace Well-Being and Organizational Performance
			The Importance of Mutual Gains in a Flexible Work Context
			The Role of the Type and Nature of Flexible Work Initiatives
		Method
			Search Strategy
				Inclusion Criteria
			Coding Strategy
		Effects of Flexible Work Initiatives on Workplace Well-Being and Performance
			Temporal Flexibility
				Flexible Scheduling
				Compressed Workweeks
			Spatial Flexibility
			Time-Spatial Flexibility
			Additional Findings
		Discussion
			Mutual Gains or Competing Outcomes? Effects of Temporal, Spatial, and Time-Spatial Flexibility
			Reconsidering Employee and Organizational Gains: An Inclusive Approach
			The Differential Effects of the Nature of Flexible Workplace Initiatives: A Typology
			Limitations
		Conclusion
		References
	34 Extending Work-Life Balance Initiatives
		Introduction
		Benefits and Costs of the Provision and Use of WLB Initiatives
			Benefits to Employees and Organizations
			Costs to Employees and Organizations
		Work and Non-Work Factors Influencing WLB Initiatives
			Organizational Culture
			Cultural Traditions
			Gender Perceptions and Stereotypes
			Minority Employees and Migrants
			Intergenerational Workforce
			The COVID-19 Pandemic
		Recommendations for Extending WLB Initiatives
			FSSBs, Supportive Work-Life Culture, and Two-Way Communication
			Fostering Inclusive Behaviors by Tackling Long Working Hours
			Shift from Flextime and Compressed Work Weeks to Trust-Based Working Hours
		Conclusion
		References
	35 Shifting the Mental Health Conversation: Present and Future Applications of the ``Thrive at Work´´ Framework
		Introduction
		Thrive at Work Framework, SMART Work Design, and Future Work
			Thrive at Work Framework
				Overview of Pillars, Strategies, and Tactics
				Mitigate Illness
				Prevent Harm
				Promote Thriving
				Example Applications
			Deep Dive into Prevent Harm and the SMART Work Design Model
				Work Design Is Currently Often Overlooked
				The SMART Model of Work Design
				Using the SMART Model to Improve Mental Health
			Positioning for Digitalization and Other Future Work Challenges
		Summary
		References
	36 Workplace Well-Being Initiatives
		Introduction
		Evaluation Methods
		Implementing CEA in the Workplace
		Case Studies
			Goal Setting and Planning
			CONNECT+
			Flexible Working Hours
			Mental Health First Aid
		Conclusions
		References
Part VI: Trends and Emerging Challenges for Management
	37 The Growing ``Gig Economy´´
		Introduction
		Digital Platforms and the Gig Economy
		Growth of the Gig Economy
		Opportunities Associated with Digital Platform Work
		Health, Safety, and Wellbeing Risks Associated with Digital Platform Work
		Conclusion and Future Research
		References
	38 Workplace Mistreatment
		Introduction
		First, What Are We Talking About?
		Is Workplace Mistreatment a Big Deal?
		What Are the ``Causes´´ of Workplace Mistreatment?
			Organizational Factors
			Individual Factors
			Relational Factors
		What Can Be Done About Workplace Mistreatment?
			Preventing Workplace Mistreatment
			Helping Victims Cope with Workplace Mistreatment
			Dealing with the Aftermath of Workplace Mistreatment
		Can Third-Parties Help Address Workplace Mistreatment?
			Perceiving Victim Need and Deservingness: Decision-Tree Model of Intervention
			Perceiving Victim Need and Deservingness: Deontic Motivation for Intervention
		Some Future Directions for Third-Party Research
			Victim Humor
			Victim Talk
			Some Additional Considerations
		Conclusion
		References
	39 Managing Health, Safety, and Well-Being at Work Within Changing Legal and Policy Frameworks
		Introduction
		Hard Versus Soft Law Approaches
		Evolution of Policy on Health, Safety, and Well-Being at Work
			Examples of Hard and Soft Law Instruments at International and Regional Level
			Examples of Hard and Soft Law Instruments at National Level
			Examples of Hard and Soft Law Instruments at the Sectoral Level
			Examples of Soft Law Instruments at the Organizational Level
		Balancing Hard and Soft Law Approaches
		Conclusion
		References
	40 Psychological Adjustment and Post-arrival Cross-cultural Training for Better Expatriation
		Introduction
		Purpose of This Review
		Cross-Cultural Adjustment
		Psychological Adjustment
		Cross-Cultural Training (CCT)
			Evidence of CCT Effectiveness
		Method
			Design
			Search Strategies
			Data Extraction
			Data Analysis
		Results
			Descriptive
			Data Analyses
		Discussion
			CCT Effectiveness
			Research Limitations
		Conclusion
		References
	41 The Decline of Trade Unions and Worker Representation
		Introduction
		Declining Union Membership
		How Unions Protect Worker Health and Well-Being
		How Effective Are WHS Representatives?
		Does Direct Employee Participation Offer an Alternative to WHS Representatives?
		Does Employee Participation in Nonunion Workplaces Improve Worker Well-Being?
		Discussion and Conclusion
		References
Index