Laura Jennings, Kun Zhao, Nicholas Faulkner, Liam Smith
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Mapping bystander intervention to workplace inclusion: A scoping review
Bystander intervention has attracted recent attention as a promising avenue to improve workplace inclusion. However, despite substantial human resource management investment and increasing research interest in workplace bystander intervention, there has been no evidence synthesising the link between bystander action and consequences for the parties involved. This interdisciplinary scoping review (85 articles) addresses this gap by reviewing and categorising types of bystander actions in the workplace in response to different problematic incidents, highlighting the consequences of those actions for targets, perpetrators and bystanders, and illustrating the theoretical underpinning of extant literature. The findings indicate that consequences of bystander actions, particularly those related to inclusion, are not widely measured or understood. Positive consequences for targets are evident, however few positive consequences are described for bystanders and outcomes for perpetrators remain unknown. We offer suggestions for future research to advance understanding of the relationship between bystander intervention and workplace inclusion.
期刊介绍:
The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding.
Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.