A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels.

The authors measured perceptions of safety climate, motivation, and behavior at 2 time points and linked them to prior and subsequent levels of accidents over a 5-year period. A series of analyses examined the effects of top-down and bottom-up processes operating simultaneously over time. In terms of top-down effects, average levels of safety climate within groups at 1 point in time predicted subsequent changes in individual safety motivation. Individual safety motivation, in turn, was associated with subsequent changes in self-reported safety behavior. In terms of bottom-up effects, improvements in the average level of safety behavior within groups were associated with a subsequent reduction in accidents at the group level. The results contribute to an understanding of the factors influencing workplace safety and the levels and lags at which these effects operate. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Safety climate as a mediator between foundation climates and occupational accidents: A group-level investigation.

Building on recent work in occupational safety and climate, the authors examined 2 organizational foundation climates thought to be antecedents of specific safety climate and the relationships among these climates and occupational accidents. It is believed that both foundation climates (i.e., management-employee relations and organizational support) will predict safety climate, which will in turn mediate the relationship between occupational accidents and these 2 distal foundation climates. Using a sample of 9,429 transportation workers in 253 work groups, the authors tested the proposed relationships at the group level. Results supported all hypotheses. Overall it appears that different climates have direct and indirect effects on occupational accidents. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relationship between safety climate and safety performance: A meta-analytic review.

The current study used meta-analysis to examine the criterion-related validity of the relationships between safety climate, safety performance (participation and compliance), and occupational accidents and injuries. Support was found for the study's hypotheses linking organizational safety climate to employee safety compliance and participation, with the latter demonstrating the stronger relationship; however, the subsequent links to accident involvement were found to be weak, suggesting limited support for a fully mediated model. The relationship between safety climate and accident involvement was found to be moderated by the study design, such that only prospective designs, in which accidents were measured following the measurement of safety climate, demonstrated validity generalization. The implications of the findings and suggestions for further research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Safety and Insecurity: Exploring the Moderating Effect of Organizational Safety Climate.

This research reconciled disparate findings regarding the relationship between job insecurity and safety by examining organizational safety climate as a potential moderator. It was predicted that a strong organizational safety climate would attenuate the negative effects of job insecurity on self-reported safety outcomes such as safety knowledge, safety compliance, accidents, and injuries. Data collected from 136 manufacturing employees were consistent with these predictions. Results are discussed in light of escalating interest in how organizational factors can affect employee safety. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Multilevel Model of Safety Climate: Cross-Level Relationships Between Organization and Group-Level Climates.

Organizational climates have been investigated separately at organization and subunit levels. This article tests a multilevel model of safety climate, covering both levels of analysis. Results indicate that organization-level and group-level climates are globally aligned, and the effect of organization climate on safety behavior is fully mediated by group climate level. However, the data also revealed meaningful group-level variation in a single organization, attributable to supervisory discretion in implementing formal procedures associated with competing demands like safety versus productivity. Variables that limit supervisory discretion (i.e., organization climate strength and procedural formalization) reduce both between-groups climate variation and within-group variability (i.e., increased group climate strength), although effect sizes were smaller than those associated with cross-level climate relationships. Implications for climate theory are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: Safety climate as an exemplar.

The present study integrates role theory, social exchange, organizational citizenship, and climate research to suggest that employees will reciprocate implied obligations of leadership-based social exchange (e.g., leader-member exchange [LMX]) by expanding their role and behaving in ways consistent with contextual behavioral expectations (e.g., work group climate). Using safety climate as an exemplar, the authors found that the relationship between LMX and subordinate safety citizenship role definitions was moderated by safety climate. In summary, high-quality LMX relationships resulted in expanded safety citizenship role definitions when there was a positive safety climate and there was no such expansion under less positive safety climates. The authors also found that safety citizenship role definitions were significantly related to safety citizenship behavior. Implications for both social exchange theory and safety research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Procedural justice climate and group power distance: An examination of cross-level interaction effects.

In this article, the authors extend research on the cross-level effects of procedural justice climate by theorizing and testing its interaction with group power distance. The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior). More specifically, a larger group power distance was found to attenuate the positive cross-level effects of procedural justice climate. Implications for procedural justice climate research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework's theoretical suppositions.

[Correction Notice: An erratum for this article was reported in Vol 96(4) of Journal of Applied Psychology (see record 2011-06260-001). In this article the supplemental materials doi was incorrect. The correct doi is: http://dx.doi.org/10.1037/a0021987.supp All versions of this article have been corrected.] We apply Quinn and Rohrbaugh's (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework's nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF's nomological validity and fail to support aspects of the CVF's proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Climate strength: a new direction for climate research.

Climate strength was conceptualized within D. Chan's (1998) discussion of compositional models and the concept of culture strength from the organizational culture literature. Climate strength was operationalized in terms of within-group variability in climate perceptions--the less within-group variability, the stronger the climate. The authors studied climate strength in the context of research linking employee service climate perceptions to customer satisfaction. The hypothesis was tested that climate strength moderates the relationship between employee perceptions of service climate and customer satisfaction experiences. Partial support for the hypothesis was reported in both a concurrent and predictive (3-year) test across 118 branches of a bank. In the predictive study only the interaction of climate and climate strength predicted customer satisfaction. Implications for future research on climate and climate strength are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Safety at work: A meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes.

In this article, we develop and meta-analytically test the relationship between job demands and resources and burnout, engagement, and safety outcomes in the workplace. In a meta-analysis of 203 independent samples (N = 186,440), we found support for a health impairment process and for a motivational process as mechanisms through which job demands and resources relate to safety outcomes. In particular, we found that job demands such as risks and hazards and complexity impair employees' health and positively relate to burnout. Likewise, we found support for job resources such as knowledge, autonomy, and a supportive environment motivating employees and positively relating to engagement. Job demands were found to hinder an employee with a negative relationship to engagement, whereas job resources were found to negatively relate to burnout. Finally, we found that burnout was negatively related to working safely but that engagement motivated employees and was positively related to working safely. Across industries, risks and hazards was the most consistent job demand and a supportive environment was the most consistent job resource in terms of explaining variance in burnout, engagement, and safety outcomes. The type of job demand that explained the most variance differed by industry, whereas a supportive environment remained consistent in explaining the most variance in all industries. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An examination of the antecedents and moderator influences of climate strength.

The authors tested 3 hypotheses regarding the antecedents and moderator influences of climate strength (CS; the degree of within-unit agreement of climate perceptions). The sample consisted of 197 work units. Social interaction among unit members showed positive, statistically significant correlations with CS in goals orientation and innovation climate. Work-unit leaders' informing behavior was positively correlated with CS in the 3 climate facets measured (i.e., support, goals orientation, and innovation). CS in innovation moderated the impact of work units' innovation climate on average satisfaction and commitment. CS in goals orientation moderated the influence of work units' goal orientation on average commitment. The moderator influences showed the expected direction: CS fostered the influence of work units' climate on the criterion variables. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

On empirical realism and the defining of theoretical terms.

The so-called problem of theoretical terms rests on the notion that the signifiers of theoretical concepts cannot be completely defined for the reason that their referents are beyond the boundaries of human perception and/or cognition. Empirical realism is a scientific tradition that was born, in part, out of a dissatisfaction with the positivist treatment of theoretical terms. Empirical realists generally conceive of theoretical terms as playing an essential role in scientific activity, giving it its explanatory force, as it is such terms which denote the real, but unobservable, hypothetical entities which are thought to underlie those observable phenomena that the scientist seeks to explain. Despite certain consistencies that run throughout realist thought, there also exist a number of points of divergence among empirical realists. These are examined along with 2 different and contrasting traditions of empirical realism within psychological science. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The psychological impacts of global climate change.

An appreciation of the psychological impacts of global climate change entails recognizing the complexity and multiple meanings associated with climate change; situating impacts within other social, technological, and ecological transitions; and recognizing mediators and moderators of impacts. This article describes three classes of psychological impacts: direct (e.g., acute or traumatic effects of extreme weather events and a changed environment); indirect (e.g., threats to emotional well-being based on observation of impacts and concern or uncertainty about future risks); and psychosocial (e.g., chronic social and community effects of heat, drought, migrations, and climate-related conflicts, and postdisaster adjustment). Responses include providing psychological interventions in the wake of acute impacts and reducing the vulnerabilities contributing to their severity; promoting emotional resiliency and empowerment in the context of indirect impacts; and acting at systems and policy levels to address broad psychosocial impacts. The challenge of climate change calls for increased ecological literacy, a widened ethical responsibility, investigations into a range of psychological and social adaptations, and an allocation of resources and training to improve psychologists' competency in addressing climate change–related impacts. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

When leaders harass: The impact of target perceptions of organizational leadership and climate on harassment reporting and outcomes.

Using cases of harassment by leaders, the authors examined the effects of target perceptions of leader responses to sexual harassment and whether leader implementation of harassment policies made a difference beyond the impact of the policies themselves. Results showed that women who perceived that leaders made honest efforts to stop harassment felt significantly freer to report harassment, were more satisfied with the complaint process, and reported greater commitment than did those viewing leaders as more harassment tolerant. Different leadership levels had different effects, with hierarchically proximal leaders generally having the greatest impact. Leadership mediated the relationship between organizational policy and outcomes, supporting the view that a key role for leaders is establishing an ethical organizational climate that reinforces formal harassment policies through actions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Empowering employees: The moderating role of perceived organisational climate and justice.

Previous research suggests that empowering managerial practises have small and variable effects on employees' behaviours. The objective of this study is to assess whether organisational climate and justice perceptions moderate the relationship between supervisor empowering managerial practises (SEMPs) and employees' behavioural empowerment. Self-report data were gathered from a sample of 358 employees from three service-sector organisations in a cross-sectional study. Hierarchical regression analyses indicated that both perceptions of organisational climate and justice interact with SEMPs in the prediction of employees' behavioural empowerment. As expected, SEMPs were more positively related to behavioural empowerment when perceptions of organisational supportive climate and justice were higher. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Psychological treatment of late-life anxiety: An empirical review.

This study provides a meta-analytic review of nonpharmacological interventions for late-life anxiety, focusing on treatment efficacy. Included in the analysis are studies in which a comparison was made either to a control condition or to another treatment. A total of 15 outcome studies, published or reported between January 1975 and January 2002, were identified involving 495 participants (mean age exceeding 55.0 years and a grand mean of 69.5 years) and providing 20 separate treatment interventions. The analysis indicated that psychological interventions were reliably more effective than no treatment on self-rated and clinician-rated measures of anxiety, yielding an effect size of .55. Maintenance of treatment gains (a minimum of 6 months follow-up) was insufficiently reported across studies to allow for a reliable demonstration of an overall estimate of long-term efficacy. It is concluded that psychological interventions produce significant improvements, but the analyses must be qualified by data limitations in the research synthesis. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When organizational climate is unambiguous, it is also strong.

Several recent studies have addressed the topic of climate strength--the degree to which there is agreement among an organization's members regarding the practices and policies as well as the shared values that characterize the organization. To further investigate antecedents of climate strength, the authors used data from the GLOBE Project, totaling 3,783 individuals from 123 organizations. The authors hypothesized that they would find greater climate strength in organizations with climates reflecting mechanistic as opposed to organic organizational forms. Although the authors did in fact find such a trend, they also unexpectedly uncovered significant and strong nonlinear effects, such that climates that are clearly mechanistic or clearly organic have strong climates, with weaker climates emerging for organizations with more ambiguous climates. These findings provide interesting new avenues to pursue in understanding the origins of climate strength. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships.

This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Use of implicit measures for organizational research: An empirical example.

An increasing amount of attention is being paid by social and cognitive psychologists to implicit processing, which has ubiquitous effects on attitudes and behaviours. Unfortunately, organizational scholars have tended to focus almost exclusively on explicit processing, which limits understanding of how employees function at work if implicit processing does indeed play a role. In this article, the authors argue that implicit processing is likely prevalent in organizational settings and discuss ways that it can be measured. The authors then present the results of an experiment that suggests that organizational justice—an important work-based variable—has implicit effects on motivation. Moreover, the magnitude of explicit and implicit effects was moderated by need for cognition, a stable individual difference variable. These results support the need to examine implicit processing and its effects in organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)