The current investigation defines the organizational tolerance (OT) construct and statistically assesses its measurement instrument, the perceived organizational tolerance for psychological workplace harassment (POT) scale, carried out to evaluate the level of tolerance, negligence, or even connivance that can be shown by an organization when it deals with an inappropriate act occurring within its scope. Tolerance of such acts has been identified as a hindrance when trying to establish an effective and sustainable strategy for the well-being of workers. A survey that measures the construct was distributed, and 195 employed workers answered. In the first stage of analysis, a scale reduction process was applied to the obtained data using a factor extraction method, and afterward, confirmatory factor analysis was performed using structural equation models. The results validated the scale as a model of five factors: Promotion, feedback, ethics, coherence, and training. These findings indicate that this scale is acceptable as a quantifier of a key issue, namely, the diligence of the organization when dealing with psychosocial risks at work. This new construct is anticipated to be incredibly useful for measuring as much research as possible on the behavior of organizations when they deal with negative acts, with the aim of promoting sustainable healthy working environments.

Purpose – In the last decade, researchers have suggested relationships between negative mentoring (NM) and undesirable work interactions, termed co-worker undermining. Existing evidence has shown that both NM and group identity positively influence this set of negative co-worker behaviors. The purpose of this paper is to expand the domain by including two additional influences, such as newcomer’s learning (T1) as a mediator between NM (T1) and co-worker undermining (T2), and (low and high) group identity moderation (T1). Design/methodology/approach – The authors collected time-separated data, with a final sample of 303 employees of various Spanish organizations. Findings – As hypothesized, the results indicate that newcomer’s learning mediates the relationships between NM and co-worker undermining. The conditional effect of newcomer’s learning was strong and significant at lower levels of group identity, and it was weaker and non-significant when group identity was higher. Thus, the mediated moderation analyses performed support the study’s main hypothesis. Research limitations/implications – Because of the self-reported approach, the results can be affected by common method variance. But the design with time-separated data enables stronger confidence in the inferences drawn from the study than permitted by a cross-sectional study design. Practical implications – The paper includes implications for employee’s careers and for counseling practitioners. Social implications – This paper is relevant because it shows that group identification can protect newcomers from the consequences of negative events during the organizational entry phase. Additionally, practitioners could design more efficient intervention programs by taking novice employees’ affective experiences into account. Organizational and societal leaders may be well-served by knowledge about preventing both NM and co-worker undermining in order to protect newcomers from the destructive consequences linked to such relationships. Originality/value – This paper focusses on a dysfunctional personnel situation, as co-worker undermining, in order to clarify their links with organizational and group processes. The existing research has tended to address NM, organizational socialization, co-worker undermining and group identification as separate phenomena. In contrast, this study is intended as a first step toward integrating the results of these processes, which interact in a series of complex relations.

ResumenEn el presente estudio se propone clarificar la relación de la cultura organizacional, la intención de permanencia y las conductas de ciudadanía organizacional de los profesionales de enfermería que se han incorporado a sus Unidades en los últimos doce meses. Para ello se comparan las percepciones de la cultura organizacional de los novatos con las de sus compañeros veteranos. El estudio se ha llevado a cabo con dos muestras de profesionales de enfermería españoles. La primera muestra la conforman 376 profesionales veteranos y la segunda está constituida por 162 profesionales novatos recientemente incorporados a las mismas Unidades de enfermería. En la medición de la cultura de los grupos se calcula un índice de acuerdo