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This study investigates the validity of Ferreira et al.’s (2020) Organizational Bullshit Perception Scale by examining its distinctiveness from similar constructs (perceptions of organizational politics, organizational cynicism, procedural justice) and its predictive validity through its relations with important organizational attitudes (organizational identification) and behaviors (counterproductive work behavior and organizational citizenship behavior). This study also examines the moderating effects of honesty–humility on the relations between organizational bullshit perception and the outcomes of counterproductive work behavior, organizational citizenship behavior and organizational identification. Finally, this study examines the incremental validity of organizational bullshit perception in predicting counterproductive work behavior, organizational citizenship behavior and organizational identification above and beyond similar constructs in an exploratory fashion.

Survey data were collected from a sample of working adults online via Amazon’s Mechanical Turk platform across two waves (final N = 323 for wave 1 and 174 for wave 2), one month apart.

The results indicate that organizational bullshit perception, as measured by Ferreira et al.’s (2020) scale, represents a distinct construct that has statistically significant relations with counterproductive work behavior, organizational citizenship behavior and organizational identification, even after controlling for procedural justice, organizational cynicism and perceptions of organizational politics. The results, however, showed no support for honesty–humility as a moderator.

These findings suggest that organizations can benefit from assessing and working to alleviate their employees’ perceptions of organizational bullshit. This construct predicts behaviors and attitudes important for organizational functioning.

This study adds to Ferreira et al.’s (2020) original work by demonstrating organizational bullshit perception’s distinctiveness from existing constructs in the literature and its implications for organizations and their employees.

The purpose of this paper is to identify the challenging barriers faced by female firefighters, which limit workplace entrance and performance.

Occupational barriers from both psychological and physiological viewpoints were explored based on previous literature and the reported experiences of female firefighters.

A comprehensive review of literature synthesizes previous studies pertaining to gender anthropometric differences, female firefighters’ experiences in the work environment and protective clothing issues. The physical capabilities of men and women in specific relation to performing firefighting activities are also examined. Issues of greatest concern are identified for personal protective clothing (PPC) and equipment, which have traditionally been designed for the male human form. This leads to a lack of protection, an increased risk of onsite injury, reduction in mobility and poorer comfort for female firefighters.

This review provides an original overview of the critical workplace challenges faced by female firefighters. The need for female-specific PPC and equipment is specifically addressed to retain the growing number of women entering the male-dominated firefighting profession.