Jonathan E. Booth

Never Say Never? Uncovering the Never-Unionized in the United States

This paper analyses individuals who never hold a unionized job and are never represented by a union (‘never-unionized’). Using 21 waves of the National Longitudinal Survey of Youth 1979 data to track individuals starting at age 15 or 16, we show that by the time workers are 40 or 41 years old, one-third of them are never-unionized, and a convex never-unionization trajectory suggests that most of them will remain never-unionized. An analysis of the demographic and labour market characteristics of the never-unionized further suggests two types of never-unionized workers — those who lack opportunities for obtaining unionized jobs and those who lack the desire to obtain unionized jobs.

Service employees and self-verification: : The roles of occupational stigma consciousness and core self-evaluations

Despite the growing number and importance of service occupations, we know little about how jobholders’ perceptions of societal stigmas of service jobs influence their identification with and attitudes towards work. The present study presents a framework that accords key roles to research on occupational stigma consciousness and the verification of employees’ self-views (i.e. core self-evaluations) to understand employees’ responses to occupational stigmatization. Survey responses from call center employees revealed a negative relationship between occupational stigma consciousness and occupational identification and work meaningfulness and a positive relationship between occupational stigma consciousness and organizational production deviant behaviors for employees who have a positive self-view. Opposite patterns of results surfaced for employees who have a lower positive self-view.

First-Timers and Late-Bloomers: Youth-Adult Unionization Differences in a Cohort of the U.S. Labor Force

The authors analyze youth-adult unionization differences by using the National Longitudinal Survey of Youth 1979 (NLSY79) to follow a single group of individuals from age 15/16 to 40/41. They find that the differences between youth and adults are greatest at ages 15 to 17 and largely disappear by age 23. Though currently unionized workers are most likely to be in their forties or fifties, the authors find that younger workers have a greater opportunity or are more inclined to be unionized than adults and that many individuals report having had a unionized job by the age of 25. The authors also find that whereas the stock of unionized workers is largest at middle age, the flow of workers into unionized jobs is greatest between the ages of 16 and 25.

Listen carefully: transgender voices in the workplace

Abstract We find that only 17% of FTSE 100 company websites refer directly to transgender (‘trans’) individuals, illustrating the extent to which trans voices are unheard in the workplace. We propose that these voices are missing for a number of reasons: voluntary silence to protect oneself from adverse circumstances; the subsumption of trans voices within the larger ‘LGBT’ community; assimilation, wherein many trans voices become affiliated with those of their post-transition gender; multiple trans voices arising from diversity within the transgender community; and limited access to voice mechanisms for transgender employees. We identify the negative implications of being unheard for individual trans employees, for organizational outcomes, and for business and management scholarship, and propose ways in which organizations can listen more carefully to trans voices. Finally, we introduce an agenda for future research that tests the applicability of the theoretical framework of invisible stigma disclosure to transgender individuals, and calls for new theoretical and empirical developments to identify HRM challenges and best practices for respecting trans employees and their choices to remain silent or be heard.

Prosocial Response to Client-Instigated Victimization: The Roles of Forgiveness and Workgroup Conflict

We investigate forgiveness as a human service employee coping response to client-instigated victimizations and further explore the role of workgroup conflict in (a) facilitating this response, and (b) influencing the relationship between victimization and workplace outcomes. Using the theoretical lens of Conservation of Resources (Hobfoll, 1989), we propose that employees forgive clients—especially in the context of low workgroup conflict. From low to moderate levels of client-instigated victimization, we suggest that victimization and forgiveness are positively related; however, this positive relationship does not prevail when individuals confront egregious levels of victimization (i.e., an inverted-U shape). This curvilinear relationship holds under low but not under high workgroup conflict. Extending this model to workplace outcomes, findings also demonstrate that the indirect effects of victimization on job satisfaction, burnout, and turnover intentions are mediated by forgiveness when workgroup conflict is low. Experiment- and field-based studies provide evidence for the theoretical model.

Deadly combinations: how leadership contexts undermine the activation and enactment of followers’ high core self-evaluations in performance

ABSTRACT Employees with high core self-evaluations (CSE) generally perform well in their jobs. The enactment of CSE in performance occurs within contexts, and leadership is one form of context that influences the activation and expression of CSE. Drawing on theories of CSE and leader–member exchange (LMX), we characterized the leadership context as the interaction between leader CSE and LMX quality. Examination of 173 followers and their 31 leaders in a manufacturing organization showed a positive association between follower CSE and performance when the context comprised high leader CSE and high LMX. Conversely, leadership contexts comprising high leader CSE and low LMX, or low leader CSE and high LMX, resulted in a negative relationship between follower CSE and performance. We also show that low CSE followers have relatively high performance under some circumstances. Thus, we contribute to understanding how some leadership contexts undermine high CSE followers’ performance and promote low CSE followers’ performance.

Union Membership and Charitable Giving in the United States

Using U.S. panel data from 2001–2011, the authors examine general differences in charitable giving between union members, free-riders, and the nonunionized. Results indicate that union members are more likely to give and to give more to charity relative to the nonunionized, whereas free-riders are the least generous. Similar effects are found when examining the question of who joins a union or who becomes a free-rider: joining a union positively affects charitable giving, while becoming a free-rider makes individuals’ behavior less charitable. Evidence also suggests that the positive effect of union membership on giving does not diminish over time. Taken together, these results provide new evidence that union membership generates civic engagement in the form of charitable behavior; results also suggest the need to further investigate the civic behavior of free-riders.