Abstract
This study conducted in-depth interviews (N = 20) with US American employees who experienced the process of implementing an organizational policy that aimed at creating a smoke-free workforce (i.e., firing smokers or keeping and hiring non-smokers only). The interviewees' reactions to the policy included resistance to change, concern about implications of the policy, and lack of perceived legitimacy of the policy. Of the main concerns expressed by the interviewees, positive responses to the policy pertain to the health-focused values and outcomes of the policy, whereas negative responses to the policy were mostly due to privacy violation implications of the policy. Additionally, the interviewees considered organizational culture to be negatively affected by the severity level of the policy and pointed out the limited usefulness of organizational assistance provided for smokers. Although a smoke-free policy has a direct impact on smokers, non-smokers also expressed their concerns for the implications of the policy. Actions that managements take for an intended purpose can produce unintended or unexpected consequences. [PUBLICATION ABSTRACT]