Can Heterosexism Harm Organizations? Predicting the Perceived Organizational Citizenship Behaviors of Gay and Lesbian Employees

An initial test and validation of a model predicting perceived organizational citizenship behaviors (OCBs) of lesbian and gay employees were conducted using structural equation modeling. The proposed structural model demonstrated acceptable goodness of fit and structural invariance across 2 samples (ns = 311 and 295), which suggested that altruistic OCB performance is precipitated by workplace outness. Furthermore, stigmatization salience and organizational climate for heterosexism predict levels of workplace outness. Organizational climate for heterosexism is negatively related to stigmatization salience. When the model was tested on 2 samples, all structural paths except 1 were significant.     

Vertical Mystical Homoeros An Altered Form of Desire in Fundamentalism

This paper inquires into the kind of desire specific to the fundamentalist mode. The author suggests that the simplistic, black-and-white, ostensibly “horizontal” divisions between good and evil, right and wrong, pure and impure that characterize the fundamentalist sensibility create at the same time two phenomena: (a) gross emotional intensity that endows experience with a stark quality (e.g., grandiosity and abjection), and (b) a “vertical” division that constructs basic inequalities. The “vertical” difference between the believer and his God intensifies longing and mystical desire. The longing of the holder of such desire is to merge with a tantalizing, perfect, and cruel God and to renounce his individuality and even life. The concept of a “regression-to-the father” is a tempting and potentially dangerous process of abnegation if not countered by the need to overcome the “father” one so submissively desires.     

Seducing Leadership: Stories of Leadership Development

This article argues that leadership development is a process of seduction. Drawing on some stories of leadership development from my experience as participant, observer and teacher I show the ways in which certain sorts of highly valued leadership teaching contain seductive elements, including sweeping audiences off their feet and, in some contexts, forestalling critique about the content that is offered. The article also considers the extent to which seduction is a gendered performance. I conclude that, while gender and power are defining elements and constraints in how seductive pedagogical relations are constructed, there are opportunities for experimentation and display that potentially subvert gendered stereotypes. Seeing the seduction in leadership can help us understand leadership and leadership teaching better, and can open the way to doing it differently — to experimentation and innovation.     

TWO-STAGE PROCEDURES FOR TESTING HOMOGENEITY OF MEANS AGAINST ORDERED ALTERNATIVES IN ONE-WAY ANOVA WITH COMMON UNKNOWN VARIANCE

In this paper we present two-stage procedures for testing the equality of normal means against ordered alternatives in one-way ANOVA with common and unknown variance. The procedures proposed are analogous to Williams's and Bartholomew's single-stage methods. A table of percentiles needed for implementation is provided. Some Monte Carlo results for estimating the power of both procedures are given.     

Small employers and health benefits: findings from the 2002 small employer health benefits survey

Overall, 19 percent of small employers offering health benefits made changes to their health plan between 2001 and 2002. Sixty-five percent increased deductibles and co-pays; 35 percent switched insurers; 30 percent increased the employee share of the premium; and 29 percent cut back on the scope of benefits. Twenty-six percent increased the scope of benefits offered. Nearly one-quarter of small employers offering health benefits think their firm would change coverage and 3 percent think it would drop coverage if the cost were to increase an additional 5 percent. Most small employers offer sound business reasons for offering health benefits to workers. Many report that it helps with employee recruitment and retention, and increases productivity. More than three-quarters report that offering health benefits is "the right thing to do." Most small employers that do offer health benefits report that it has a positive impact on various aspects of the business, such as recruitment, retention, employee attitude and performance, employee health status, and the overall success of the business. Most small employers that do not offer health benefits tend to think that not offering them has no negative impact on the above aspects of their business or the overall success of the business. However, those not offering benefits are more likely than those offering them to report that most of their employees are high-turnover and stay on the job only a few months. Small employers that offer health benefits tend to be distinctly different from those not offering them. Worker income in firms not offering health benefits tends to be considerably lower than in firms that do offer them. Employers not offering health benefits are more likely than those offering them to have a smaller proportion of full-time employees, and employers that do not offer health benefits have a larger proportion of females, workers under age 30, and minority employees. Of small employers that offer dependent coverage, more than 40 percent report that workers do not take coverage for their dependents because the dependents have coverage from somewhere else, but 35 percent report that employees decline dependent coverage because they cannot afford the premiums. Many small employers that do not offer health benefits are potential purchasers. Eleven percent are either extremely or very likely to start offering health benefits in the next two years, and 22 percent are somewhat likely to start offering health benefits.