According to a 2016 report by Catalyst, women in the United States make up 46.8% of the workforce and 51.1% of management and professional positions, but only a startling 4% of top leadership positions in S&P 500 companies. There are many reasons for this phenomenon, and this paper will consider...

The current study develops and tests a model of applicant withdrawal. Drawing on tenets from social identity theory and the theory of planned behavior, the current study proposes that applicants who highly identify with an organization will experience higher pursuit intentions and subsequently...

Drawing on extant recruitment and organizational justice theory, this research examines the effects of justice perceptions on job acceptance decisions across two samples (n=332 and 2,974) of applicants to jobs within the United States Military. More specifically we examine justice-job offer...

In this article, we examine the effects of passive leadership on workplace incivility across two studies. Study 1 examines passive leadership-incivility relationships in a sample of employee-supervisor dyads and Study 2 examines these relationships in a sample of employee-coworker dyads. Results...

In this paper, we integrate the theory of work adjustment (Dawis, England, & Lofquist, 1964) and the stressor emotion model of counterproductive work behaviors (CWBs; Spector & Fox, 2005) to examine workplace frustration as an intervening mechanism that mediates relations between...

Purpose: Using organization-level data, the purpose of this paper is to investigate whether and how turnover spreads at different job levels (i.e. managers, non-managers) and how vacancy rate and manager span of control precipitate continued turnover. Design/methodology/approach:...