Karen S. Markel

The intersection of risk management and human resources: an illustration using genetic mapping

This research examines the intersection of organisational risk management and human resource responsibilities using the case of genetic mapping. Traditionally, risk management and human resource functions have operated in organisational isolation. In other words, these functional areas were not aware of each others activities and their relative impact on the organisation as well as each other. Both areas have begun to adopt more strategic and holistic approaches to their areas of responsibilities. By discussing how genetic mapping is going to impact organisational human resource and risk management responsibilities, we illustrate how these activities must work together to maximise employee productivity while simultaneously minimising overall firm risk using a typology of both employer, employee and other stakeholder interests.

Discrimination and stigmatization in work organizations: A multiple level framework for research on genetic testing

In this article, we examine how genetic testing may be the basis of a new form of exclusion in organizations. Testing reveals the genetic composition of an individual and can identify genetically linked conditions. Discrimination, related to genetic composition, may occur through either the stigmatization or categorization of individuals or groups based on genetic test results. The potential impact of genetic testing and the associated discriminatory processes on both employees and organizations is outlined. This research discusses individual (stigmatization, perceived discrimination, and symptom timing and visibility), organizational (actual discrimination, genetic testing use and accommodation) and environmental (regulatory agencies, genetic testing laboratories, insurance providers and genetic advocacy groups) factors that impact genetic testing. Lastly, we propose research questions linked to these factors to guide future organizational study.

Options and opportunities for women’s workplace engagement

Throughout history, women have sought to balance their role in the labour market while managing their household responsibilities. According to Thévenon (2013), the female labour force participation rate (aged 25–54) in all OECD countries has increased in the last few decades from 54 per cent in 1980 to 71 per cent in 2010. As women are now a significant percentage of labour force participants, a further examination of how they manage these multiple roles, especially in relation to the childbirth and household responsibilities they traditionally hold, should be conducted. Individual women have preferences about their labour force participation and are seeking the right options for themselves and their families. For example, women may choose to participate throughout their life course, temporarily remove themselves from the labour market (e.g. to care for family dependents) or never participate. In many instances, these choices accompany personal struggles about managing work and family responsibilities. Together the three books included in this review essay discuss this struggle in relation to the lack of ‘fit’ between these roles and responsibilities, the organization of work and social structures (such as the family and other institutions). These books will appeal to academics, practitioners and even policy makers concerned with understanding how women choose to participate in the labour force along with how work organizations and public policy can better support those choices. 590342WES0010.1177/0950017015590342Work, employment and societyBook review essay research-article2015