Should psychosocial safety climate theory be extended to include climate strength?

Psychosocial safety climate (PSC; climate for psychological health) is an organizational antecedent to work conditions articulated in the job demands-resources model. We responded to calls for broader consideration of organizational climate in terms of both climate level and strength. We tested PSC level and strength as main and interactive predictors of work conditions, psychological health, and engagement. Using multilevel analysis and cross-sectional data, the effects of unit-level PSC constructs were investigated in 21 hospital work units (n = 249 employees) in Australia. The correlation between PSC levels (measured at the unit mean) and PSC strength (measured as unit -1 × SD) was moderate and positive, suggesting that ceiling effects of PSC scores were not problematic. PSC level was a better predictor than PSC strength or their interactions for job demands (psychological and emotional demands), job resources (e.g., skill discretion and organizational support), and health (emotional exhaustion). For engagement, the interaction was significant-improving engagement, therefore, benefits from high levels of PSC and PSC strength within the work units. So, in answer to the research question regarding PSC theory extension, "it depends on the outcome." Research limitations are acknowledged, and the potential of the PSC model to guide the reduction of workplace psychosocial risk factors and the negative consequences is discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

An Integrated Model of Work–Study Conflict and Work–Study Facilitation

The rise in working university students is a global phenomenon with more than half of the student population working while studying at university. Within this trend of dual participation, working students face unique stressors such as work–study conflict and facilitation. Work–study conflict drives students’ poor health, whereas work–study facilitation drives positive academic outcomes. In this article, we review and critique several work–study interface models proposed to explain the development and consequences of these stressors. The review uncovers important omissions and limitations of the models, reducing their utility and generalizability. Therefore, we propose a new work-to-study model, which addresses the omissions of the previous models. The work-to-study model builds on the current literature and models and integrates psychosocial safety climate theory, as it relates to the extended job demands–resources model to advance our understanding of the development and consequences of work–study conflict and facilitation.

Associations between work stress and suicidal ideation: Individual-participant data from six cross-sectional studies

OBJECTIVE

Epidemiological evidence suggests that work stress is associated with suicidal ideation (SI). However, only few studies in this area have drawn on well-established theoretical work stress models (i.e., the job-demand-control [JDC] model, the effort-reward-imbalance [ERI] model, and the model of organizational injustice [OJ]). Utilization of such models allows though for theory-based assessments and workplace interventions. Since evidence on those models' relationship with suicide-related outcomes is currently inconclusive (with regard to JDC), markedly sparse (OJ) or lacking (ERI), we aimed to provide additional or initial evidence.

METHODS

We drew on original data from six cross-sectional studies, which were conducted in four countries (i.e., South Korea, China, Australia, and Germany). Work stress was measured by established questionnaires and was categorized into tertiles. In each study, SI was assessed by either one or two items taken from validated scales. Associations of work stress with SI were estimated for each study and were pooled across studies using multivariate random-effects logistic modeling.

RESULTS

In the pooled analyses (n=12,422) all three work stress models were significantly associated with SI with odds ratios fluctuating around 2. For instance, the pooled odds ratios for highest versus lowest work stress exposure in terms of job strain, OJ, and ERI equalled 1.91 (95% confidence interval [CI]=1.52, 2.41), 1.98 (95% CI=1.48, 2.65), and 2.77 (95% CI=1.57, 4.88), respectively. Patterns of associations were largely consistent across the individual studies.

CONCLUSION

Our study provides robust evidence of a positive association between work stress and SI.

Enhanced Co-Worker Social Support in Isolated Work Groups and Its Mitigating Role on the Work-Family Conflict-Depression Loss Spiral

This paper examines a loss spiral model (i.e., reciprocal relationships) between work-family conflict and depression, moderated by co-worker support. We expected that the moderation effect due to co-worker support would be evident among those working in isolation (i.e., mining workers) due to a greater level of intragroup attraction and saliency attributable to the proximity effects. We used a two wave panel study and data from a random population sample of Australian employees (n = 2793, [n = 112 mining, n = 2681 non-mining]). Using structural equation modelling we tested the reciprocal three way interaction effects. In line with our theory, co-worker support buffered the reciprocal relationship between WFC and depression, showing a protective effect in both pathways. These moderation effects were found in the mining industry only suggesting a proximity component moderates the social support buffer hypothesis (i.e., a three way interaction effect). The present paper integrates previous theoretical perspectives of stress and support, and provides insight into the changing dynamics of workplace relationships.

A national standard for psychosocial safety climate (PSC): PSC 41 as the benchmark for low risk of job strain and depressive symptoms

Despite decades of research from around the world now permeating occupational health and safety (OHS) legislation and guidelines, there remains a lack of tools to guide practice. Our main goal was to establish benchmark levels of psychosocial safety climate (PSC) that would signify risk of job strain (jobs with high demands and low control) and depression in organizations. First, to justify our focus on PSC, using interview data from Australian employees matched at 2 time points 12 months apart (n = 1081), we verified PSC as a significant leading predictor of job strain and in turn depression. Next, using 2 additional data sets (n = 2097 and n = 1043) we determined benchmarks of organizational PSC (range 12-60) for low-risk (PSC at 41 or above) and high-risk (PSC at 37 or below) of employee job strain and depressive symptoms. Finally, using the newly created benchmarks we estimated the population attributable risk (PAR) and found that improving PSC in organizations to above 37 could reduce 14% of job strain and 16% of depressive symptoms in the working population. The results provide national standards that organizations and regulatory agencies can utilize to promote safer working environments and lower the risk of harm to employee mental health.

Psychosocial safety climate, emotional demands, burnout, and depression: a longitudinal multilevel study in the Malaysian private sector

This multilevel longitudinal study investigates a newly identified climate construct, psychosocial safety climate (PSC), as a precursor to job characteristics (e.g., emotional demands), and psychological outcomes (i.e., emotional exhaustion and depression). We argued that PSC, as an organizational climate construct, has cross-level effects on individually perceived job design and psychological outcomes. We hypothesized a mediation process between PSC and emotional exhaustion particularly through emotional demands. In sequence, we predicted that emotional exhaustion would predict depression. At Time 1, data were collected from employees in 36 Malaysian private sector organizations (80% responses rate), n = 253 (56%), and at Time 2 from 27 organizations (60%) and n = 117 (46%). Using hierarchical linear modeling (HLM), we found that there were cross-level effects of PSC Time 1 on emotional demands Time 2 and emotional exhaustion Time 2, but not on depression Time 2, across a 3-month time lag. We found evidence for a lagged mediated effect; emotional demands mediated the relationship between PSC and emotional exhaustion. Emotional exhaustion did not predict depression. Finally, our results suggest that PSC is an important organizational climate construct, and acts to reduce employee psychological problems in the workplace, via working conditions.

Trait anxiety, work demand, social support and psychological distress in correctional officers

Abstract This study examined the role of social support in the relationship between work demand and psychological distress (GHQ 12) in correctional officers (N=419), a high stress occupational group. Work demands were positively associated with strain. There was no evidence that social support buffered the negative impact of work demands. Rather, consistent with most previous research findings, support showed direct benefits and these were discussed in the context of worker participation and control. The hypothesis that officers high in negative affectivity, as measured by trait anxiety would show greater reactivity to work demands was not supported. However, trait anxiety appeared to inflate the relationship between work stressors (work demand and work support) and psychological distress supporting recent suggestions that the role of trait anxiety in occupational stress should not be disregarded. Trait anxiety combined additively with work demand to predict individual differences in psychological distress, however social support moderated the impact of trait anxiety on strain.

Psychosocial safety climate buffers effects of job demands on depression and positive organizational behaviors

In a general population sample of 2343 Australian workers from a wide ranging employment demographic, we extended research testing the buffering role of psychosocial safety climate (PSC) as a macro-level resource within the health impairment process of the Job Demands-Resources (JD-R) model. Moderated structural equation modeling was used to test PSC as a moderator between emotional and psychological job demands and worker depression compared with control and social support as alternative moderators. We also tested PSC as a moderator between depression and positive organizational behaviors (POB; engagement and job satisfaction) compared with control and social support as moderators. As expected we found PSC moderated the effects of job demands on depression and further moderated the effects of depression on POB with fit to the data that was as good as control and social support as moderators. This study has shown that PSC is a macro-level resource and safety signal for workers acting to reduce demand-induced depression. We conclude that organizations need to focus on the development of a robust PSC that will operate to buffer the effects of workplace psychosocial hazards and to build environments conducive to worker psychological health and positive organizational behaviors.

Empowering leaders optimize working conditions for engagement: a multilevel study

Using a multilevel framework, this study examined the role of empowering leadership at the group level by fire brigade captains in facilitating the individual level motivational processes that underpin work engagement in volunteer firefighters. Anonymous mail surveys were completed by 540 volunteer firefighters from 68 fire brigades and, separately, by 68 brigade captains. As predicted on the basis of the Job Demands-Resources model, increased levels of cognitive demands and cognitive resources partially mediated the relationship between empowering leadership and work engagement. In a three-way Leadership × Demands × Resources interaction, empowering leadership also had the effect of optimizing working conditions for engagement by strengthening the positive effect of a work context in which both cognitive demands and cognitive resources were high. Our findings shed light on a process through which leaders can empower workers and enhance well-being: via their influence on and interaction with the work environment. They also underscore the need to examine work engagement from a multilevel theoretical perspective.

Psychosocial safety climate moderates the job demand-resource interaction in predicting workgroup distress

Psychosocial safety climate (PSC) arises from workplace policies, practices, and procedures for the protection of worker psychological health and safety that are largely driven by management. Many work stress theories are based on the fundamental interaction hypothesis - that a high level of job demands (D) will lead to psychological distress and that this relationship will be offset when there are high job resources (R). However we proposed that this interaction really depends on the organizational context; in particular high levels of psychosocial safety climate will enable the safe utilization of resources to reduce demands. The study sample consisted of police constables from 23 police units (stations) with longitudinal survey responses at two time points separated by 14 months (Time 1, N=319, Time 2, N=139). We used hierarchical linear modeling to assess the effect of the proposed three-way interaction term (PSC×D×R) on change in workgroup distress variance over time. Specifically we confirmed the interaction between emotional demands and emotional resources (assessed at the individual level), in the context of unit psychosocial safety climate (aggregated individual data). As predicted, high emotional resources moderated the positive relationship between emotional demands and change in workgroup distress but only when there were high levels of unit psychosocial safety climate. Results were confirmed using a split-sample analysis. Results support psychosocial safety climate as a property of the organization and a target for higher order controls for reducing work stress. The 'right' climate enables resources to do their job.

Psychosocial safety climate as a lead indicator of workplace bullying and harassment, job resources, psychological health and employee engagement

Psychosocial safety climate (PSC) is defined as shared perceptions of organizational policies, practices and procedures for the protection of worker psychological health and safety, that stem largely from management practices. PSC theory extends the Job Demands-Resources (JD-R) framework and proposes that organizational level PSC determines work conditions and subsequently, psychological health problems and work engagement. Our sample was derived from the Australian Workplace Barometer project and comprised 30 organizations, and 220 employees. As expected, hierarchical linear modeling showed that organizational PSC was negatively associated with workplace bullying and harassment (demands) and in turn psychological health problems (health impairment path). PSC was also positively associated with work rewards (resources) and in turn work engagement (motivational path). Accordingly, we found that PSC triggered both the health impairment and motivational pathways, thus justifying extending the JD-R model in a multilevel way. Further we found that PSC, as an organization-based resource, moderated the positive relationship between bullying/harassment and psychological health problems, and the negative relationship between bullying/harassment and engagement. The findings provide evidence for a multilevel model of PSC as a lead indicator of workplace psychosocial hazards (high demands, low resources), psychological health and employee engagement, and as a potential moderator of psychosocial hazard effects. PSC is therefore an efficient target for primary and secondary intervention.

Job Characteristics: What Can We Learn From the East?

Since being introduced in 2000, the Job Demands and Resources (JD-R) model (Demerouti, Bakker, Nachreiner & Schaufeli, 2000) has been studied extensively in various Western countries. Although the JD-R proposition is not proscriptive about specific demands and resource variables, scholars have used common variables as demands (e.g. workloads, deadlines), and as resources (e.g. support). The question is whether the common variables in the JD-R model that had their origins in Western formulations are applicable in developing countries. In this paper, based on grounded theory, we conducted focus group interviews to investigate specific variables that may apply in Malaysian workplaces. Two focus group interviews (N=13) were conducted with two groups of respondents (managers and non-managers) who worked for private and public sector organizations. Data were analysed using a thematic content analysis strategy. The study found that new variables (e.g. organizational politics, bureaucratic factors) emerged as new demands not generally explored in JD-R research, whereas similar demands were identified at a job-task level (e.g. deadlines). Regarding resources these were mainly identified as in other Western research (e.g. support). Job challenge and exploring new things were identified as pleasurable aspects of work. This finding suggests that using qualitative methods is crucial to exploring the psychosocial concept of stress at work to uncover cultural differences that are apparent between Malaysian and Western employees . Keywords: Job demands, job resources, qualitative studies, job stress, JD-R.

Integrating psychosocial safety climate in the JD-R model: A study amongst Malaysian workers

Orientation: Job characteristics are well accepted as sources of burnout and engagement amongst employees; psychosocial safety climate may precede work conditions.Research purpose: We expanded the Job Demands and Resources (JD-R) model by proposing psychosocial safety climate (PSC) as a precursor to job demands and job resources. As PSC theoretically influences the working environment, the study hypothesized that PSC has an impact on performance via both health erosion (i.e. burnout) and motivational pathways (i.e. work engagement).Motivation for the study: So far, integration of PSC in the JD-R model is only tested in a Western context (i.e. Australia). We tested the emerging construct of PSC in Malaysia, an Eastern developing country in the Asian region.Research design, approach and method: A random population based sample was derived using household maps provided by Department of Statistics, Malaysia; 291 employees (response rate 50.52%) from the State of Selangor, Malaysia participated. Cross-sectional data were analysed using structural equation modelling.Main findings: We found that PSC was negatively related to job demands and positively related to job resources. Job demands, in turn, predicted burnout (i.e. exhaustion and cynicism), whereas job resources predicted engagement. Both burnout and engagement were associated with performance. Bootstrapping showed significant indirect effects of PSC on burnout via job demands, PSC on performance via burnout and PSC on performance via the resources-engagement pathway.Practical/managerial implications: Our findings are consistent with previous research that suggests that PSC should be a target to improve working conditions and in turn reduce burnout and improve engagement and productivity.Contribution/value-add: These findings suggest that JD-R theory may be expanded to include PSC as an antecedent and that the expanded JD-R model is largely valid in an Eastern, developing economy setting.