A critical challenge for global firms is to implement assessment tools to develop expatriate leaders who can effectively manage role relationships across different directions (upward, laterally, downward) in cross-national contexts. Drawing on social categorization and relational demography theories and a data set of 360-degree ratings of expatriates from 36 countries, we use multilevel modeling to investigate relationships between cultural distance and ratings of leadership effectiveness in task and contextual performance by colleagues with different hierarchical vantage points (subordinates, supervisors, peers). Cultural distance refers to the overall degree of difference in key cultural values identified in the GLOBE study between an expatriate's and coworkers’ countries of origin. Unlike supervisors as a rating group, results show that peer and subordinate raters as a group may be more likely to have their ratings negatively influenced by cultural distance, an effect that may be exacerbated for peer ratings from countries higher in power distance and lower in humane orientation. This study contributes to the understanding of multisource feedback systems to assess expatriate leadership effectiveness by identifying likely group ratings tendencies linked to cultural distance and hierarchical perspectives. Organizations should develop strategies to mitigate possible effects of cultural distance on subordinate and peer ratings of expatriates. © 2015 Wiley Periodicals, Inc.

ABSTRACT Our multi‐study, mixed‐methods research introduces a novel framework of quiet quitting and distinguishes it from related constructs in the human resources and organizational behavior literature. Studies 1 and 2 employ topic modeling of social and news media data and qualitative content analysis of in‐depth interviews with self‐identified quiet quitters, respectively, to examine how social media users, journalists, and quiet quitters define quiet quitting and describe its antecedents and consequences. Drawing on Kahn's framework of disengagement, we develop a bifurcated framework of quiet quitting comprising passive and deliberate types, each with distinct affective, cognitive, and behavioral dimensions. Study 3 uses a quasi‐Q‐sort methodology to compare passive and deliberate quiet quitting with existing human resources and organizational behavior constructs and reveals that quiet quitting is a novel concept, with its passive and deliberate types being distinct from nomologically related constructs. Our bifurcated framework makes valuable theoretical contributions and offers nuanced practical implications for organizations, establishing a solid foundation for future research to treat quiet quitting as a discrete phenomenon, moving the conversation beyond debating its academic relevance.

ABSTRACT Sexual harassment has persisted for decades as an open secret within organizations, creating an ongoing challenge for Human Resource practitioners. Many employees experience or witness harassment yet say nothing. When they contemplate complaining, they are discouraged from doing so. Some still muster the courage to speak out about these abuses, but find their complaints ignored, downplayed, or dismissed by those in charge. Building on prior research, we propose that these practices add up to signals of silence, which we conceptualize and empirically operationalize. Drawing on social information processing theory, we explicate how these signals help sustain and perpetuate sexual harassment. We further argue that supervisors can counteract these harmful signals of silence by modeling ethical leadership. We investigated these ideas with two sets of studies comprising seven independent samples. In Study 1 ( N total = 2649 participants), Phases 1 through 5, we developed and validated a higher‐order aggregate measure of harassment signals of silence (Harassment SOS scale) comprising three interrelated elements: being silent, silencing others, and not listening. In Study 2 ( N total = 1111 participants), we used field samples collected from two North American police departments to test the relationship between signals of silence and experiences of harassment, along with the role of ethical supervision in mitigating the harmful effects of silence. We discuss the implications of these findings for research and practice, including the implementation of relevant HR policies and practices.

ABSTRACT Most research on family demands has been conducted at the individual level, showing that they can negatively influence employees' abilities to manage the work‐family interface. We challenge this existing paradigm by arguing that at the team level, family demands diversity (i.e., differences among members of the same team with respect to their family demands) can enable the entire team to better manage the work‐family interface. Drawing on the categorization‐elaboration model and social exchange theory, we found that family demands diversity was indirectly and positively related to team effort through team backup behavior and team work‐to‐family conflict, and these effects were stronger when team family identity was low and supervisor family support was high. We discuss the theoretical implications of our findings and the practical implications for HR policies and practices.

The aim of this research was to explore relations between work and family demands and resources, work‐to‐family conflict (WFC), and work and family outcomes in a cross‐cultural comparative context involving Taiwanese and British employees. Two‐hundred and sixty‐four Taiwanese employees and 137 British employees were surveyed using structured questionnaires. For both Taiwanese and British employees, work and family demands were positively related to WFC, whereas work resources were negatively related to WFC. Furthermore, WFC was negatively related to family satisfaction. More importantly, we found that nation moderated relationships between work resources and WFC, WFC and work, and family satisfaction. Specifically, work resources had a stronger protective effect for Taiwanese than British in reducing WFC, whereas WFC had a stronger detrimental effect on role satisfaction for British than Taiwanese. It is recommended that both culture‐general and culture‐specific effects should be taken into consideration in designing future WFC research and familyfriendly managerial practices. © 2010 Wiley Periodicals, Inc.