Workplace Resilience Instrument

Mallak, Larry A.; Yıldız, Mustafa

doi:10.1037/t66809-000

Cited by 1 publication

(5 citation statements)

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“…The first choice for assessing behavior toward organizational resilience was the Resilience Scales developed by Mallak (2006) and validated in the health-care context. The Resilience Instrument was tested in a pilot study (Schwarz, 2015) but did not produce sufficient reliability values in the ATM sample.…”

Section: Methodsmentioning

confidence: 99%

“…These five subscales were chosen because they overlapped content wise with the already validated Organisational Resilience Potential Scale, ORPS (Mallak, 1998(Mallak, , 2006Somers, 2009). The items were translated into English and were related to a 7-point frequency answer scale from 0 (= never) to 6 (= always) asking for behavior within the past 7 days and nights.…”

Section: Inventory To Assess Behavior Toward Organizational Resilienc...mentioning

confidence: 99%

“…Somers (2009, p. 12) picked up Mallak’s (1998) elements focusing on “organisational structures and processes that build organisational resilience potential” to develop the Organizational Resilience Potential Scale (ORPS). Following Weick (1993) and Mallak (1998, 2006) several authors have looked into measuring resilient behavior in high-reliability organizations (Kolodej, Reiter, & Kallus, 2013; Reiter, 2011; Somers, 2009; Välingkangas, 2010). However, existing instruments and associated components were not found to be reliable for the ATM environment.…”

Section: Changing Safety Management Perspectivesmentioning

confidence: 99%

“…Research Question 1 asked whether behavior toward organizational resilience (I-BORA) derived from existing literature (Kolodej, Reiter, & Kallus, 2013;Mallak, 1998Mallak, , 2006Reiter, 2011;Somers, 2009) can be reliably assessed (Cronbach's α > .70) in ATM operators including controllers, air traffic safety electronics personnel, and meteorologists. Research Question 1 was answered partly for goal-directed solutions, which proved reliable (Table 2) across all three subsamples.…”

Section: Rq 1: Assessing Organizational Resilience At Individual Levelmentioning

confidence: 99%

“…Considering the degree of uncertainty in the forecasting of weather phenomena by nature and the nature of work being less procedural, improvisation may be required more often in meteorological tasks compared with controller or engineering tasks. Both flexibility and improvisation have been identified as sources of organizational resilience before (Kolodej et al, 2013;Mallak, 1998Mallak, , 2006Somers, 2009), therefore it is recommended to further develop them in future studies. Access to resources including relevant knowledge and information, personal contacts, as well as general resources (e.g., budget, time, equipment, procedures) to adequately perform tasks showed sufficient Cronbach's α values for internal consistency on the overall level.…”

Section: Rq 1: Assessing Organizational Resilience At Individual Levelmentioning

confidence: 99%

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Safety Culture, Resilient Behavior, and Stress in Air Traffic Management

Schwarz

Kallus

Gaisbachgrabner

2016

Aviation Psychology and Applied Human Factors

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Abstract. In today’s rapidly changing air traffic management (ATM) environment, safety culture and organizational resilience are seen as key enablers for effective safety management. Under normal conditions a positive safety culture is known to be reflected in proactive behavior and to serve as indirect indicator of organizational resilience. But how are safety culture development and resilient behavior affected by psychological stress? This study aims at relating safety culture to resilient behavior and psychological stress of 282 air traffic controllers, air traffic safety electronics personnel, and meteorologists. Results demonstrate that safety culture across different occupational groups is difficult to assess, but that facets of safety culture can be meaningfully related to resilient behavior. Structural equation modeling indicates that psychological stress has a positive effect on resilient behavior and a negative effect on safety culture development. Findings are discussed in the safety management context of the ATM system including air traffic control, engineering, and meteorological services. Finally, conclusions are drawn with a view on providing an initial position for future studies.

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Section: Methodsmentioning

confidence: 99%

Section: Inventory To Assess Behavior Toward Organizational Resilienc...mentioning

confidence: 99%