This study deals with the impact of relational demography upon occupational expertise ratings, and possible moderating effects of interpersonal work context factors. The results revealed support for a decrease in supervisor ratings of occupational expertise of their subordinates as an effect of directional age difference (status-incongruence: a situation wherein a supervisor is younger than his or her subordinate). Moreover, it appeared that transformational leadership style could not moderate this effect. Dyadic tenure appeared to strengthen the negative effect of status-incongruence, yet, only in the case of a longer duration of the relationship between employee and supervisor. Both theoretical and practical implications of these outcomes are discussed.

The purpose of this study is to examine whether outsourcing frontline functions warrants equivalent level of customer-orientated behaviors as provided by a principal organization, and, if not, what the causes of the differences are. A total of 753 frontline workers of a leading South Korean telecommunications company and its partner companies responded to a survey regarding their levels of customer-oriented behaviors, their supervisor's degree of customer orientation, and their organization's training on customer orientation. Structural equation models were then utilized to examine the proposed relationships. The results show that the frontline workers of the partner organizations have a significantly lower level of customer-oriented behaviors compared with those of the principal organization. The immediate supervisor's degree of customer orientation and customer-orientation training accounted for a significant amount of difference found between the principal and partner organizations.

The present study investigated the prevalence of upwards bullying — that is, subordinate-initiated bullying of their supervisor — in two sample groups. Subordinates (n = 491) in this study were either thesis students working under the supervision of an academic advisor or were employees working under a primary supervisor in a variety of occupations. Participants completed a measure of bullying behaviours, the Negative Acts Questionnaire, as part of an online survey. Although the overall prevalence of bullies was low (1.7%), there was a high incidence of bullying behaviour with 70.6% of the sample reporting having engaged in bullying behaviours toward their supervisor in the preceding 6 month period. The incidence of bullying behaviours was lower for the students than for the employees and lower for females than for males. Implications for workplaces are considered.

The aim of this article is to illustrate the changes in the Swedish system of old-age care during the 20th century by tracing and analysing the history of the job of supervisor or manager of this care. The main sources that have been researched are public and educational documents as well as articles from the occupation's professional journal. Development through different periods is described. During the first decades of the century, supervisors had a controlling function in strictly disciplined poor-relief institutions. The period 1920–1950 was dominated by a strong belief in institution-based old-age care, and the supervisor's role had a variety of profiles, e.g. matrons of home-like institutions, geriatric nurses, and manageresses of increasing numbers of care-staff. The decades 1950–1980, were characterised by expansion and new arenas, chiefly the home-help services. In the 1990s, with a strained public economy, the financial control became a central feature of the work of the managers. Finally, some of the changes and trends are analysed and discussed.