Relational egalitarians argue that workplace hierarchy is wrong or unjust. However, even if workplace hierarchy is morally deficient in one respect, the efficiency of hierarchical cooperation might vindicate hierarchy. This paper assesses the extent to which relational egalitarians must make concessions to workplace hierarchy for the sake of efficiency. I argue that considerations of hierarchy provide egalitarians with reasons that make workplace hierarchy tolerable despite being unjustified, and, moreover, that under a predominantly hierarchical status quo, the practical import of egalitarian reasons is unlikely to be undercut. This can be the case even if social hierarchy sometimes constitutes social cooperation.

Meat-based food production has a detrimental impact on the environment and health. In response, Veganuary (an international non-profit organisation) encourages people to go vegan each January. We investigated the effects of a Veganuary campaign in workplace cafeterias which increased the availability and salience of plant-based products. We conducted an interrupted time series analysis on a large dataset from a UK catering company, which comprised 2,255,404 meals sold between 2016 and 2022, with Veganuary activity starting from 2019. Analysis indicated that Veganuary activity had a positive effect on sales of vegan products in 2020, 2021 and 2022, estimated at an initial increase of 86–113% in the proportion of weekly sales (relative to the baseline, depending on year). The effects of the 2020 and 2021 campaigns were still present – at approximately one third of their initial magnitude – one year following the campaigns. There was a positive effect on vegetarian products in 2019, 2021 and 2022; initial effects were smaller – 23–79% – due to higher levels of pre-campaign consumption. The effects of the 2019 and 2021 campaigns endured, with a small impact present after one year for 2019 and six months for 2021.

This article argues that technicians’ working lives and workplaces are crucial to conceptualizing the inequalities that characterized the ‘wireless world’ of radio broadcasting during a period of demands for a new information order. Taking Uganda’s national broadcaster and the files it has preserved as a focus, I follow calls to move beyond the exceptionalism of 1970s Uganda to locate it in global histories of technology and work. Like many broadcasters in decolonizing countries, Radio Uganda struggled to secure space on the electromagnetic spectrum, challenge neo-colonial information monopolies, balance its internationalist ambitions with its reliance on foreign equipment and training agreements, and fill vacancies. In the same years, its technicians responded to hundreds of reception reports sent by amateur distant listeners – most from Western Europe. The labour of responding to these reports and their cosmopolitan pronouncements represents a hitherto unexplored window onto the exchanges that underscored the globalization of radio technology and its limits in the 1970s.

With the progress of industry, people are facing more and more complicated tasks, which cannot be completed by conventional rigid robot. For this, a deployable robot based on spherical linkage parallel mechanism was proposed to satisfy relevant requirements for the degrees of freedom in this study. Based on the design of robot model and its control box, a mathematical model for the robot was established, and the relationship between motion space and drive space was deduced accordingly. Subsequently, a control system consisting of the upper and lower computers was introduced. Two control modes, that is, Joystick control and remote control, were developed. The upper computer control interface for the robot was completed by MATLAB construction. At last, the two control modes as well as autonomous detection were demonstrated by motion test. This achievement will further advance the applications of deployable robot in job aid and intelligent exploration.

To create environments conducive to the wellbeing of workers, especially older workers, it is important to gain insight into ageism among young workers as a distinct segment in the workplace. However, this ageism remains unclear. This study explored the psychosocial predictors of discrimination against older Japanese workers by their younger male counterparts. Four models – Intergroup Contact Theory (ICT), Knowledge–Attitude–Behaviour Model (KABM), Terror Management Theory (TMT) and Frustration–Aggression Theory (FAT) – formed the basis of the study. All the models included positive and negative dimensions of stereotypes as mediators between predictors and discrimination. Data from 874 participants were obtained through a voluntary web survey for employees aged 25–39 years who lived in the Tokyo metropolitan area. A scale describing interactions with older workers (supportive, uncomfortable and avoidance), Facts on Ageing quiz, fears of being an older worker and a job dissatisfaction survey were employed to examine the hypotheses based on the above theories. The results supported the hypotheses based on ICT and FAT but not KABM. Higher supportive contacts were significantly related to lower discrimination mediated by a higher positive and lower negative dimension of stereotypes. Contacts characterised by higher discomfort were significantly related to higher discrimination mediated by a lower positive and higher negative dimension of stereotypes. Higher job dissatisfaction was related to higher discrimination mediated by lower positive stereotypes. Interestingly, higher fear of being an older worker was significantly related to lower discrimination mediated by higher positive stereotypes, contrary to the TMT-based hypotheses. Thus, ICT and FAT regarding ageism can explain young male workers’ discrimination against older workers in Japan, which differs culturally from Western countries. Furthermore, the results of the study suggest that boosting the quality of interactions as well as reducing bad interactions with older workers contribute to lower discrimination.

We investigated risk factors associated with COVID-19 by conducting a retrospective, frequency-matched case-control study, with three sampling periods (August–October 2020). We compared cases completing routine contact tracing to asymptomatic population controls. Multivariable analyses estimated adjusted odds ratios (aORs) for non-household community settings. Meta-analyses using random effects provided pooled odds ratios (pORs). Working in healthcare (pOR 2.87; aORs 2.72, 2.81, 3.08, for study periods 1–3 respectively), social care (pOR 4.15; aORs 2.46, 5.06, 5.41, for study periods 1–3 respectively) or hospitality (pOR 2.36; aORs 2.01, 2.54, 2.63, for study periods 1–3 respectively) were associated with increased odds of being a COVID-19 case. Additionally, working in bars, pubs and restaurants, warehouse settings, construction, educational settings were significantly associated. While definitively determining where transmission occurs is impossible, we provide evidence that in certain sectors, the impact of mitigation measures may only be partial and reinforcement of measures should be considered in these settings.

The idea of bringing democratization at the workplace has been present in management literature for decades. Literature has witnessed an increased interest of researchers on this topic, especially after the 2003 Academy of Management Annual Meeting conference having the theme “Democracy in a Knowledge Economy,” and August 2004 special issue of the Academy of Management Executive: “Democracy in and around Organizations.” To further explore this underpinned concept, the present study aims to refine and develop the organizational democracy construct. Using in-depth literature analysis published in last three decades on organizational democracy, ten dimensions (freedom, fairness, integrity, tolerance, shared responsibility, structure, transparency, knowledge sharing, accountability, and learning environment) were identified, leading to the development of its conceptual framework. By deploying established scale development procedures, the organizational democracy scale was developed, refined, and validated. The new organizational democracy scale consists of forty-five items consistent with theory and practice. The scale will assist future researchers and industrial practitioners in a deeper exploration of this construct and organizational managers for establishing, assessing, and improving democratic practices at their workplaces.

The Kenyan flower industry is one of the largest in the world and it is estimated to contribute around one per cent to Kenya’s gross domestic product (GDP).1 According to the Kenya Flower Council (KFC), Kenya exports about 70 per cent of its cut flowers for sale on the European market.2 Women constitute around 65 to 75 per cent of the workforce in the Kenyan flower industry, performing unskilled and poorly paid jobs.3 Female floriculture workers in Kenya experience high rates of sexual harassment (SH) and other forms of workplace violence.4 SH is deeply rooted in power imbalances between the parties involved, which can impact on the ability of the victim to resist or expressly indicate that the conduct is unwelcome. Such power imbalance can threaten victims into silence, resulting in incidences going unreported.5 According to a study on gender, rights and participation in the cut flower industry in Kenya, SH is particularly prevalent among women who are supervised by male managers.6 It was found that the persistence of SH is related to the hierarchical employment structure of floriculture companies, coupled with the lack of female managerial staff, both of which also prevented women from reporting incidences of SH.

With the demographic and workforce ageing, ageism has been reflected in the work context. Ageism can be defined as stereotypes, prejudice and/or age-based discrimination. It is a form of devaluation and non-inclusion of workers, which materialises in a decent work deficit. It affects workers and organisations. The present literature review aims to provide a comprehensive and accurate picture of empirical research on worker-related ageism. We searched the word ageism in the title or abstract of articles indexed in the EBSCOhost and Web of Science. Fifty-eight peer-reviewed articles were retrieved (March 2020). Some of these articles report more than one empirical study. Thirty-two articles include quantitative design studies, 20 qualitative design, three mixed methods, two experimental and three instrument development and/or validation. The focus of the studies is mostly about negative ageism on older workers. The main findings present several facets of ageism and show different experiences, whether implicit or explicit. Ageism acts in a plurality of aspects, such as obstacles in the hiring process, employability and performance evaluation of older workers. We found research gaps such as determinants and interventions aiming at ageism prevention and proposed corresponding future research.