Psychosocial safety climate (PSC) and enacted PSC for workplace bullying and psychological health problem reduction

Bullying at work has profound effects on both the individual and organization. We aimed to determine if organizational psychosocial safety climate (PSC; a climate specific to worker psychological health) could reduce workplace bullying and associated psychological health problems (i.e., distress, emotional exhaustion, depression) if specific procedures were implemented (PSC enactment). We theorized that the PSC enactment mechanism works via psychosocial processes such as bullying mistreatment climate (anti-bullying procedures), work design (procedures reduce stress through work redesign), and conflict resolution (procedures to resolve conflict). We used two-wave national longitudinal interview data from 1,062 Australian employees (Australian Workplace Barometer project) and structural equation modelling to explore relationships over 4 years. PSC Time 1 predicted enacted PSC and reduced bullying 4 years later. PSC Time 1 was indirectly negatively related to poor psychological health Time 2 through enacted PSC and bullying. Bullying Time 1 also gave rise to procedures which in turn reduced bullying Time 2. Our findings suggest a multi-component approach to prevent or reduce bullying. Procedures (to reduce psychosocial hazards) that emerge in a high PSC context are more comprehensive than those triggered by bullying (reactive procedures), and can therefore be more effective in reducing worker mistreatment. Building PSC and a strong climate for psychological health, and enacting PSC is fundamental to bullying prevention.     

Structure sociale et cultures organisationnelles : une application du modèle des représentations sociales

The theme of organizational culture has been subject of many studies, which postulates are divergent. Consensual, shared and transmitted by the direction for some persons, they follow from the articulation of professional identities models for other persons. Social representation theory can allow us to understand that co-existence of consensual and specific elements, depending on the social structure of the organization. A questionnaire, developed after 24 semi-directive interviews, has been submitted to 95 employees of a large distribution company. Results show that organizational culture is a representation organized on six themes, socially elaborated on the interaction of groups situated in different positions. Consensual elements pass through the various groups, and some elements, more specifics, show the differences between these groups, depending on their strategic links.     

Organizational climate and investigation performance in the Norwegian police: A qualitative study

The present study aimed to identify organizational climate dimensions that are salient for police investigation performance and to explicate the mechanisms of the relationship between organizational climate and investigation performance. We conducted 38 semistructured interviews with participants at three job levels of police investigative work (chiefs of police, n  = 11, senior investigating officers, n  = 14, detectives, n  = 13) in 11 Norwegian police districts. We analyzed the interview data by using a model of organizational climate based on the competing values framework (Quinn & Rohrbaugh, 1983). Two types of climate, human relations climate and rational goal climate, were perceived to enhance investigation performance. The findings indicate that a human relations climate enhances investigation performance by developing collective human capital and by supporting internal and external cooperation and coordination of resources. Moreover, the findings suggest that a rational goal climate increases investigation performance by encouraging planning, goal setting, and task focus.     

The Mobilizing Effect of Right‐Wing Ideological Climates: Cross‐Level Interaction Effects on Different Types of Outgroup Attitudes

The present research investigated a multilevel person‐context interactionist framework for the relationship between right‐wing ideologies and prejudice across two large, representative samples (Study 1: European Social Survey: N = 56,752; Study 2: World Values Survey: N = 74,042). Across three different operationalizations of right‐wing ideology, two contextual levels (regional and national) of right‐wing climate, and three types of outgroup attitudes (i.e., age‐, ethnicity‐, and gender‐based), the analyses consistently revealed cross‐level interactions, showing a strong association between right‐wing attitudes and negative outgroup attitudes at the individual level in contexts with a low right‐wing climate, whereas this relationship is weaker and often even absent in contexts with a high right‐wing climate. These cross‐level interactions remained significant after controlling for statistical artefacts (i.e., restriction of range and outliers). The authors propose norm setting as the mobilizing mechanism through which a right‐wing climate develops and curbs the influence of individual right‐wing social‐ideological attitudes on outgroup attitudes.     

Psychological ethical climate,leader–member exchange and commitment to superior customer value: influencing salespeople’s unethical intent and sales performance

In today’s competitive environment, salespeople are challenged with creating customer value in an ethical manner while meeting performance goals. Sales supervisors play a critical role in ensuring that this challenge is met. This research examines the roles of psychological ethical climate and leader–member exchange (LMX) in encouraging salespeople’s commitment to providing superior customer value, reducing their unethical intentions and improving sales performance. Results indicate that business-to-business salespeople’s psychological ethical climate perceptions influence their perceived relationship with their sales supervisor (i.e. LMX relationship) as well as their commitment to providing superior customer value. LMX also directly influences commitment to providing superior customer value, which in turn affects salespeople’s unethical intent and quota performance. Theoretical and managerial implications based on the study’s findings are provided, as well as directions for future research.     

研究生科研角色认同对科研创造力的影响:导师包容性领导、师门差错管理氛围的作用

以来自62个师门的411名全日制在校研究生为被试,采用问卷调查法探讨研究生科研角色认同对科研创造力的影响,并构建多层线性模型,分析导师包容性领导、师门差错管理氛围的调节作用。结果发现：（1）科研角色认同对科研创造力产生显著正向影响;（2）导师包容性领导、师门差错管理氛围在科研角色认同与科研创造力关系中均具有正向调节作用;（3）导师包容性领导对师门差错管理氛围具有显著正向影响,导师包容性领导的调节作用通过师门差错管理氛围的调节作用对研究生科研创造力产生影响。     

The effect of leader moral development on ethical climate and employee attitudes

This study examines the effect of leader moral development on the organization’s ethical climate and employee attitudes. Results indicate that the relationship between leader moral development and ethical climate is moderated by two factors: the extent to which the leader utilizes his or her cognitive moral development (i.e., capacity for ethical reasoning), and the age of the organization. Specifically, the influence of the leader’s moral development was stronger for high utilizing leaders, those whose moral actions were consistent with their moral reasoning. Additionally, the influence of the leader’s moral development was stronger in younger organizations. Finally, as predicted, congruence between the leader’s moral development and the employee’s moral development was positively associated with job satisfaction and organizational commitment and negatively associated with turnover intentions.     

The mediating role of affective commitment in the relation of the feedback environment to work outcomes

The Feedback Environment, as opposed to the formal performance appraisal process, is comprised of the daily interactions between members of an organization (Steelman, Levy, & Snell, in press). Relations between the feedback environment and work outcome variables such as Organizational Citizenship Behavior (OCB) were examined through the mediating effects of affective commitment. Results indicate that affective commitment mediates the relation between the feedback environment and organizational citizenship behavior, and this mediated relation is stronger for OCBs directed at individuals than directed at the organization as a whole. Conclusions and implications are discussed.     

Human reactions to technological failure: How accidents rooted in technology vs. human error influence judgments of organizational accountability

Two experiments examine how the identification of technology as a causal factor in an organizational accident influences judgments of organizational accountability. In study 1, organizations were found to be held less accountable for their actions when a misfortune was rooted in a computer error than when rooted in human error. The predicted mechanism for this effect, counterfactual thinking, was confirmed. Specifically, technologically induced accidents were found to generate fewer counterfactual thoughts of better possible outcomes than similar accidents resulting from human error. Study 2 replicated the findings of study 1 in a more natural setting and using a less intrusive measure for counterfactual thoughts.     

Environmental Refugees: What Rights? Which Duties?

It is estimated that there could be 200 million‘environmental refugees’ by the middle of this century. One major environmental cause of population displacement is likely to be global climate change. As the situation is likely to become more pressing, it is vital to consider now the rights of environmental refugees and the duties of the rest of the world. However, this is not an issue that has been addressed in mainstream theories of global justice. This paper considers the potential of two leading liberal theories of international justice to address the particular issues raised by the plight of potential and actual environmental refugees. I argue that neither John Rawls’s ‘Law of Peoples’ approach nor Charles Beitz’s `cosmopolitanism' is capable of providing an adequate account of justice in this context. Beitz’s theory does have some advantages over Rawls’s approach but it fails to take proper account of the attachment that some people have to their own ‘home’. This revised version was published online in July 2006 with corrections to the Cover Date.