Psychosocial Safety Climate as a Multilevel Extension of ERI Theory: Evidence from Australia

Owen, Mikaela; Bailey, Tessa; Dollard, Maureen F.

doi:10.1007/978-3-319-32937-6_9

Cited by 29 publications

(32 citation statements)

References 33 publications

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“…Studies suggest that PSC acts as a precursor to psychosocial risks, or a “cause of the causes” of stress at work. When PSC is low, high levels of psychosocial constraints such as job demands, low job control and social support, and bullying have been found (Law et al , 2011; Dollard and Bakker, 2010; Dollard, Tuckey and Dormann, 2012; Owen et al , 2016). PSC has also been associated with psychological health and work engagement (Idris et al , 2011; Idris et al , 2014; Dollard and Bakker, 2010).…”

Section: Congruence Between Espoused Psc and Enacted Managerial Qualitymentioning

confidence: 99%

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Biron

Parent-Lamarche

Ivers

et al. 2018

IJWHM

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Purpose The purpose of this paper is to uncover the effect of psychosocial safety climate (PSC – a climate for psychological health) on managerial quality and the mediating processes explaining that association. It is posited that the alignment between what is said (espoused PSC) and what is done (enacted PSC via managerial quality) is important for successful organizational interventions. Managers’ own psychosocial work factors act as resources to facilitate the enactment of managerial quality. Design/methodology/approach Two waves of survey were administered over a three-month period (n at Time 1=144, n at Time 2=166, overall n=115) in a study of four organizations involved in implementing the Quebec Healthy Enterprise Standard (QHES). A cross-lagged panel analysis was used to determine the temporal direction of the PSC–managerial quality relationship. A longitudinal mediation model of PSC as a determinant of managerial quality was tested using job demands, job control, social support and quality of relationships with subordinates as mediators. Findings The cross-lagged panel analysis showed that PSC is temporally prior to managerial quality in that the relationship between PSC at T1 and managerial quality at T2 was stronger than the relationship between managerial quality at T1 and PSC at T2. A two-wave mediation analysis showed that PSC was positively associated with managerial quality, and that job control partially mediated this relationship. Contrary to expectations, managers’ workload, their social support and the quality of their relationships with subordinates did not mediate the PSC–managerial quality relationship. Research limitations/implications Despite the small sample size and short timeframe of this study, it contributes to knowledge on the resources facilitating managerial quality, which is important for employees’ psychological health. Little is known regarding the mediating processes that explain how managers’ own context and psychosocial work factors affect their management practices during organizational health interventions. Practical implications From a practical view point, this study contributes to the literature showing that managers need to be supported during the implementation of health interventions, and need the leeway to pursue the organization’s prevention objectives. Originality/value Whereas previous studies have focused on describing the impact of leadership behaviors on employee health outcomes, the study offers insights into the resources that help managers translate PSC into action in the implementation of a national standard, the QHES.

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Section: Congruence Between Espoused Psc and Enacted Managerial Qualitymentioning

confidence: 99%

Do as you say

Biron

Parent-Lamarche

Ivers

et al. 2018

IJWHM

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“…Such results are important because they indicate that bullying can be predicted from knowing about shared perceptions of PSC (Bond et al, 2010;Law et al, 2011). Although PSC theory has emphasized shared perceptions of PSC, recent theorization showed merit in exploring psychological PSC, that is, individual perceptions of PSC, above shared perceptions, on consequent perceptions of effort-reward imbalance and their effects on psychological health (Owen, Bailey, & Dollard, 2016). Qualitative individual level research has also shown that bullying escalation and the consequences of bullying, specifically whether a victim has voice and agency to confront and resolve the bullying, depends on their perception of the PSC context (Kwan, Tuckey, & Dollard, 2016).…”

Section: Psychosocial Safety Climatementioning

confidence: 99%

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

Dollard

Dormann

Tuckey

et al. 2017

European Journal of Work and Organizational Psychology

111

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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. ARTICLE HISTORY

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“…It is an important organizational resource as it acts as a precursor to and moderator of psychosocial risk factors (i.e., job resources and job demands) in the workplace. Organizations that possess high PSC, as demonstrated through the priority given to the protection of workers’ psychological health and safety, provide increased availability and access to job resources, and reduced exposure to hazardous levels of job demands [ 30 , 31 ] as perceived by the workers. As a moderator, PSC reduces the negative impact of the psychosocial risk factor—job demand—on workers’ psychosocial and emotional health, and it enhances the positive impact on their engagement [ 32 , 33 ].…”

Section: Introductionmentioning

confidence: 99%

Not All Emotional Demands Are the Same: Emotional Demands from Clients’ or Co-Workers’ Relations Have Different Associations with Well-Being in Service Workers

Duarte

Berthelsen

Owen

2020

IJERPH

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There has been an increased interest in the study of emotional demands (ED) at work and its impact on workers’ well-being. However, ED have been conceptualized as a unitary concept, focused on interactions with clients, and excluding other potential sources of ED at work. Therefore, the aim of the current study is to explore the relation between ED from different relational sources (clients/patients/customers and colleagues, supervisors, and employees) and service workers’ exhaustion and engagement. Cross-sectional data from a sample of 2742 service workers were analysed using structural equation modelling. Results showed that ED from both sources (clients and colleagues) were associated with more emotional exhaustion, particularly if dealing with clients was not an integrated part of the role. Further, ED from clients’ relations were negatively associated with engagement for managers with staff responsibility, but positively for managers without staff responsibility. We also found moderating effects of psychosocial safety climate (PSC), whereby ED had the strongest effect on emotional exhaustion when PSC was low. This study suggests that different relational sources of ED at work have a different impact on employees’ well-being. Strategies that promote a reduction of extra-role ED, and the development of a PSC in the organization, could therefore offer possible solutions to promote employees’ psychological well-being and motivation.

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Psychosocial Safety Climate as a Multilevel Extension of ERI Theory: Evidence from Australia

Cited by 29 publications

References 33 publications

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

Not All Emotional Demands Are the Same: Emotional Demands from Clients’ or Co-Workers’ Relations Have Different Associations with Well-Being in Service Workers

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