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The purpose of this paper is to suggest ways to integrate human resources (HR) and information security management (ISM) within a firm to help reduce expensive and embarrassing failures in information security breaches.

This paper is written for the practitioners. It includes a general review of literature in information technology and HR to help explain ways to decrease the chance of ISM failures.

Employees often become careless about information security in the workplace, and the threat to corporate information systems is serious. Although security training is essential, a more comprehensive approach to addressing the security issue is needed. As human factors account for most security breaches, including HR personnel as a partner with IT may help address some of the weaknesses that training alone cannot resolve.

This paper discusses the human factors that cause information technology breaches and how combining HR practices and ISM may generate a competitive advantage for the organization. This paper then offers practical suggestions that HR may use to help with ISM issues.

This paper aims to summarize the existing literature on workplace respect and to help explain how employees who feel excluded and disrespected at work may retaliate against the organization.

A thorough review of the literature was conducted. This review is prepared by an independent writer who adds her own impartial comments and places the studies in context.

Based on the findings of the studies reviewed, employees who feel disrespected at work may retaliate by complaining or withdrawing from work. The emotions and hurt feelings resulting from disrespectful behavior are often hard to articulate, and managers may not realize how hurtful their actions are to the employee. The paper offers suggestions on how organizations may reduce the potential damage by reflecting on their work environment that may be fueling employee negativity.

This briefing saves busy executives and researchers hours of reading time by selecting only the best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper discusses how peer pressure works and how to use it in a positive way to encourage employees to behave in ways that are beneficial to the organization.

This viewpoint is prepared by an independent writer offering practical suggestions to improve employee compliance by applying academic theory.

Organizations can create positive peer pressure through institutionalized socialization tactics that set clear expectations for behavior. These expectations become ingrained in culture leading to employees acting as “enforcers” of cultural values.

This article saves executives and researchers hours of reading time by presenting decades of research in a condensed and easy-to-read format.

The purpose of this paper is to help readers better understand the psychological impact of employees feeling underutilized in the workplace.

The case is based on primary data collected from Jonathan and describes his actual experience in the workplace. Mark also provided input on the situation. Because Jonathan and Mark are still employed in the same institution, the names have been disguised to protect their identity.

Jonathan is a highly motivated and successful employee who was promoted into a position that had no real responsibility. His manager would not restructure the job to make it more challenging or rewarding, so after three years of frustration, Jonathan has to decide if he should keep trying to fix the job, coast until retirement or resign.

This case is applicable for undergraduate business courses in organizational behavior, principles of management, principles of human resource management or leadership.

This study aims to investigate the effects of attribution of responsibility (AOR) for layoffs on the components of ethical decision-making. Internal, external and no-fault AOR were examined using the model of moral intensity to determine if placement of blame for the layoff influences ethical awareness, judgment and intent.

Surveys were collected from 397 students. The survey provided a scenario about a layoff situation involving an African-American woman and a Caucasian woman. Respondents then answered questions about moral intensity, moral judgment and moral intent concerning the layoff and identified the reasons they believed the layoff occurred. We tested our hypotheses using multiple regression analysis.

Subjects were more likely to make a moral judgment about the situation when layoffs were blamed on the company’s actions (external AOR) and less likely to make a moral judgment when the layoff decision was blamed on employee performance (internal AOR) or on economic factors beyond anyone’s control (no-fault AOR). Results also indicate that layoffs blamed on employee performance negatively moderate the relationship between moral judgment and moral intent.

Previous studies of layoff ethics have not examined the influence of AOR for layoffs using the model of moral intensity. Thus, this paper extends the current understanding of these concepts in ethical decision-making.

Prior research has investigated determinants of CEO compensation. However, that research has been primarily limited to large firms. This study investigates the impact of CEO influence over the board of directors on CEO pay for both large and small firms. Additionally, other determinants of CEO pay for both large and small firms are examined. Results suggest that CEO influence over the board significantly affects CEO pay for large firms. However, we do not find the same evidence for small firms. Firm size is the prinmary factor of CEO pay for small firms. Evidence in this study suggests that CEO pay of large firms is mostly a function of CEO influence over the board, firm size and firm performance.

The study aims to examine the association between job satisfaction and demographic variables, such as years in profession, of healthcare professionals in an in‐patient rehabilitation hospital setting.

A total of 128 employees were surveyed using a 47‐item opinion survey to assess demographic variables and overall job satisfaction, as well as nine facets of job satisfaction.

The findings indicate that years in profession (professional experience) is associated with job satisfaction in a defined pattern.

These findings need to be tested in other professional groups where plateauing is common. The results are limited by the use of a convenience sample, relatively small sample size, some categorical data that restricted the forms of analysis, and the fact that only demographic variables were examined. The use of continuous measures and broadening the study to include other organizational variables and personal variables would provide more robust results.

The paper suggests a two‐tier program of coaching and mentoring to address issues in job motivation, which may lead to increased job satisfaction and retention of health care professionals.

Drawing from earlier literature, strategies such as mentoring and coaching are proposed for moderating the negative effect of plateauing on satisfaction. The value of the paper is the identification of a pattern in the motivation of plateaued employees and the application of previous findings about coaching and mentoring that may address issues of employee motivation and retention.

The purpose of this research is to examine how increased work overload of layoff survivors relates to their work‐life balance and job and life satisfaction.

Survey methodology was used to collect data from 510 layoff survivors in a high tech company. Regression analyses and structural equation modeling were used to test the hypotheses.

The study found that layoff survivors experience higher levels of workload which impact overall role overload that negatively affects work‐life balance. Findings suggest that high workloads experienced by layoff survivors contribute to reduced job and life satisfaction through reduced work‐life balance as a mediating mechanism.

The data used in this paper is cross‐sectional and conducted within a single organization. Also, most of the data is obtained from self report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research.

This study makes a contribution by joining two distinct research streams – the job loss literature with research on work‐family issues. Findings suggest that high workloads experienced by layoff survivors contribute to reduced job and life satisfaction with work‐life balance acting as a mediator. Future research should determine whether these findings generalize to diverse layoff survivors in distinct industries, and assess whether these phenomena change over time.

The purpose of this study is to study gender differences in the relationship between McClelland's needs, stress, and turnover intentions with work‐family conflict.

Survey data were collected from 383 individuals representing 15 different industries. Multiple regression analysis was used to test the hypotheses.

Results suggest that McClelland's needs act as an antecedent of work‐family conflict, and that they have a differential impact on work‐family conflict for women and men.

The subjects were college graduates, hence it was a self‐selected sample, and the results may not generalise to other populations.

Women are more affected by family obligations than men and this may impact the performance and turnover intentions of women in organisations.

This paper enhances understanding of work‐family conflict by specifically examining individual differences such as need for power, need for achievement and need for affiliation and evaluating their impact on turnover intention and job tension.

The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional justice.

Survey data were collected from 679 alumni of a university in the Southwestern USA. Regression analyses and structural equation modeling were used to test a series of hypotheses.

The results indicate that work locus of control has a significant positive relationship on all variables. Perceived organizational support fully mediated the relationship between work locus of control and perceptions of both procedural and interactional justice. Organizational trust fully mediated the relationship between work locus of control and interactional justice, but only partially mediated the relationship between work locus of control and procedural justice.

The data used in this paper are cross‐sectional. Also, results are based on self‐report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research, as are finding antecedents to perceptions of justice that may help managers improve the way they communicate about decision‐making at work.

Findings from the study suggest the important role that personality plays as a precursor to justice perceptions in organizations.