Within the human resources and organizational behavior literature, male privilege is often framed as something that is garnered and experienced by all men, regardless of other personal identities or workplace culture and norms. This paper problematizes that assumption by demonstrating how certain characteristics of ‘masculinized’ industries–such as law enforcement, the military, oil and gas, and others–maintain structures that continue to impede and dictate the experiences of gay men. The purpose of this paper was to explore how gay men, in these industries, can become exceptions to male privilege and gendered rules, often being diminished or disregarded based on stereotypes related to perceived masculinity as it aligns with hegemonic industry expectations. The hope is that this study will influence future research and practice by bringing to attention the characteristics that limit gay men in these industries, as well as demonstrating how the use of a more critical conceptual approach might allow for a more nuanced view of male privilege across a variety of contexts.
Joshua C. Collins, EdD, is an assistant professor in the Adult and Lifelong Learning master’s and doctoral programs at the University of Arkansas in Fayetteville, AR. He is currently the chair of the Critical and Social Justice Perspectives SIG (Special Interest Group) of the Academy of Human Resource Development. His research interests focus on issues related to critical adult learning and education, specificially with regard to racial, ethnic, and sexual minorities, as well as other disenfranchised groups
Problematic organizational relationships have recently been at the core of highly visible media coverage. Most analyses of sexual relations in organizations have been, however, simplistic and unidimensional, and have placed insufficient systematic emphasis on the role of governmentality in the social construction of organizational romance. In this article, we proceed in two theoretical steps. First, we elaborate a typology of organizational romance that covers different manifestations of this nuanced process. We think of these as organizational strategies of governmentality. Second, we elaborate and identify liminal cases that fall into the interstices of the four predominant ways of managing sexual relationships in organizations. We think of these as vases of liquid love and life that evade the border controls of regulation by governmentality. Finally, we relate these issues to debates about the nature of the civilizational process and suggest hypotheses for future research.
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A study done by Pew Hispanic Center found that undocumented immigrants living in the United States earned a median household income of $36,000, $14,000 less than their legal and native-born counterparts, despite the fact that many households had more working members. These workers are also more susceptible to situations where employment laws aren’t followed, as the fear of retaliation keeps many from reporting misconduct committed by their employer. Wage stealing is one such infraction that has gained national attention in the last few years. Just why and how does this happen? How can it be stopped? Author Jed DeVaro discusses this in his article “Stealing Wages From Immigrants” from Compensation and Benefits Review.
In California, ongoing concerns about employers stealing wages from undocumented immigrant workers (who are reluctant to report employer violations because they want to minimize contact with legal authorities) have led to two “antiretaliation” laws passed in 2013 (Assembly Bill 263 and Senate Bill 666) designed to protect workers. This article describes wage stealing (when, how, why and to whom it happens) and its consequences and evaluates various solutions to the problem, including the recent California legislation.
Cultural influence on perception and judgement of sexual harassment is widely discussed in sexual harassment research. Yet, very few studies have delved deeper into the various norms and values of a culture, to understand how perception and interpretation of sexual harassment at the workplace is influenced by culture. This article attempts to fill this gap, by exploring how gendered behavioural norms instilled by Sri Lankan culture, shape perceptions about every day socio-sexual behaviours that occur in workplaces, influencing the interpretation and perception about workplace sexual harassment. Employing qualitative research methodology, in-depth interviews were used to gather information. The findings of the study unearthed how Sri Lankan women have developed notions of “good women” and “bad women”, rooted on various gendered behavioural norms internalized in them through rigorous primary and secondary socialization processes. Constant advices on proper behaviours, sanctions on dress codes and advices on the nature and type of relationships that women should maintain with the opposite gender, appear to influence women’s notions of this “good women” and “bad women” images, which in turn influence their perceptions about what is acceptable and unacceptable socio-sexual behaviours at workplace, and consequently, how they perceive, interpret and respond to instances of sexual harassment at workplace.
One only has to do a quick internet search on job termination practices to find pages upon pages of advice ranging from legal tips to breaking the bad news. But is there a set procedure that employers follow when it comes to the documentation of a termination? That’s what authors Mike Duncan and Jillian Hill set out to explore in their article “Termination Documentation” from Business and Professional Communication Quarterly.
In this study, we examined 11 workplaces to determine how they handle termination documentation, an empirically unexplored area in technical communication and rhetoric. We found that the use of termination documentation is context dependent while following a basic pattern of infraction, investigation, intervention, and termination. Furthermore, the primary audience of the documentation is typically legal and regulatory bodies, not the employee. We also make observations about genre, collaboration, and authorship in these documents.
According to a 2008 study done by the publishers of the Myers-Briggs Assessment and the Thomas-Kilmann Conflict Mode Instrument, 85% of employees at all levels are involved in workplace conflict to some degree. In the United States alone, time spent dealing with this conflict equates to an average of 2.8 hours weekly, or approximately $359 billion in paid hours. This conflict can take many forms, including that of workplace bullying and revenge. A recent study published in Group and Organization Management entitled “Rumor as Revenge in the Workplace” looks at rumors as retaliatory tool in an organizational setting.
Two studies that examined the role of revenge in rumor transmission and involved working adults as participants are reported. Study 1 used hypothetical scenarios to manipulate organizational treatment of an employee and the believability of a rumor. Participants had higher intention to transmit a harmful rumor when the organization broke job-related promises (i.e., breached the psychological contract) and revenge motivation mediated this relationship. Believability of the rumor had no effect. Study 2 used a field survey methodology and, controlling for social desirability, replicated the results for self- and peer-reported rumor transmission behavior. Study 2 also showed that participants’ belief in negative reciprocity norm strengthened the relationship between breach and revenge motivation.