Australasian Journal of Organisational Psychology

Despite the importance of moral distress in the nursing scholarship, little attention is paid to the phenomena in the psychological literature as an important occupational stressor. A factor limiting the application of moral distress to other occupational settings is its definitional features. First, a necessary condition of moral distress is the acknowledgment prior to behaviour initiation that behaviour will contravene personal moral ideals. Second, the definition of moral distress specifies that the inability to act in accordance with one's moral framework is driven by institutional constraints (non-autonomous behaviour). This article proposes that moral distress not be limited in these ways, and makes two central contributions to resolve this core problem. We offer a critique and extension of the conceptual definition of moral distress. Fourteen Australian medical doctors participated in a semi-structured interview regarding occupational morally distressing events. Medical doctors were chosen for our interviews because they are an occupational population with considerable decision-making autonomy. Based on the findings, two recommendations are made: (1) that the definition of moral distress is not limited to events where decision-making and behaviour is non-autonomous, and (2) moral distress should not be limited to occasions where the moral conflict is identified prior to decision-making or behaviour. An alternative definition of moral distress is proposed. We conclude that while organisational limitations are an important precipitate of moral distress, they are not a necessary condition for its emergence.

Monique Frances Crane

Piers Bayl-Smith

John Cartmill

A Recommendation for Expanding the Definition of Moral Distress Experienced in the Workplace

工作场所道德困境定义扩展的建议

Several recent studies have connected information-processing styles, as described by Cognitive-Experiential Self-Theory (CEST), with important workplace behaviours, including leadership and conflict-handling styles. This article extends such research by examining the connection between CEST information-processing styles and organisational-influencing tactics. In Study 1 ( N = 119), the CEST information-processing styles of behavioural coping and rational thinking were positively correlated with the use of rationality as an influencing tactic, as measured by the Profile of Organizational Influence Strategies. In Study 2 ( N = 142), a broader self-report measure of influencing tactics was used; behavioural coping and rational thinking were positively correlated with effective influencing tactics such as rational persuasion. Together, behavioural coping and rational thinking accounted for more than 31% of the variance in preference for rational persuasion as an influencing tactic. Additionally, the apprising tactic was positively correlated with both behavioural coping and rational thinking. These findings emphasise the importance of examining individual differences in information-processing preferences to understand key elements of organisational behaviour.

Guy J. Curtis

Mindy W.H. Lee

Connecting Cognitive-Experiential Self-Theory's Information-Processing Styles With Organisational-Influencing Tactics: Rational Thinkers are Rational Persuaders

将认知-体验自我理论的信息处理风格与组织影响策略相联系：理性思考者是理性说服者

The purpose of this article is to define ‘social undermining’ and to discuss its causes and effects within an organisational context. Central to social undermining is the effect of moral disengagement, which is the main precursor to the manifestation of social undermining in personal and professional behaviours. Possible causes and motivations for the social undermining of others and behavioural symptoms in its victims are examined. Reasons for why social undermining is important for organisations, employees, and the effect of it on workplace behaviours within organisations are then explored. Employee and organisational reputation are discussed in the context of social undermining as a workplace stressor and as existing on a continuum of supportive and/or derogative workplace behaviours.

Luke Strongman

The Psychology of Social Undermining in Organisational Behaviour

组织行为中的社会破坏心理学

Error climate refers to shared perceptions of organisational practices regarding errors. Error management climate (EMC), which acknowledges the inevitability of error, and error avoidance climate (EAC), characterised by fear of error and reluctance to discuss error, were explored in relation to supervision, stress, fatigue, psychological ill-health and violations. Errors are of particular concern in the aviation industry, particularly aviation maintenance. The focus of the present study was on perceptions of error climate among Technical Trade personnel in the Royal New Zealand Air Force. Participants were 189 personnel below the rank of Flight Sergeant, all in practical maintenance roles. Perceptions of EMC were associated with better perceived supervision and psychological health, and less EAC, fewer violations and errors. Perceptions of EAC were associated with more violations and errors, and worse psychological health and perceived supervision. Two types of violations were identified. Situational violations were predicted by routine violations, errors, stress and seniority. Routine violations were predicted by situational violations, errors and fatigue. Violations partially mediated the effect of error climate on errors. These findings suggest that error climate is an important organisational factor in safety and aviation maintenance.

Megan Elizabeth Hodges

Dianne Gardner

Examining the Influence of Error Climate on Aviation Maintenance Performance

考察错误氛围对航空维修绩效的影响

According to self-determination theory, when individuals feel their relationships are supportive, their choices are unfettered and their competence is extensive, they experience wellbeing. Many workplaces implement measures that purportedly fulfill these three needs: relationships, autonomy, and competence. Yet, these measures are not always successful. This article delineates a complication of these attempts: Measures that organisations introduce to fulfill one of these three needs, such as relationships, will often impede one of the other needs. For example, to foster relationships, managers may attempt to dismantle the divisions or boundaries within the organisation. As these schisms dissolve, individuals are not as likely to perceive their environment as competitive, promoting trust and consolidating relationships. Yet, after these divisions evaporate, people are not as certain of their specific duties. They are not sure of whether they have fulfilled their obligations, and this uncertainty has been shown to distract their attention from their personal hopes and aspirations of the future, diminishing their sense of autonomy. Likewise, measures that promote competence disrupt relationships or limit feelings of autonomy. This article delineates a set of ideologies and paradigms, such as multiculturalism and equality of privileges, that could overcome these tensions and fulfill all the needs simultaneously.

Simon A. Moss

Samuel G. Wilson

Why are the Attempts of Organisations to Enhance the Wellbeing of Individuals Often Likely to Fail: The Curse of Conflicting Needs

为什么组织提升个人福祉的尝试往往可能失败：冲突需求的诅咒

Objectives – Retaining older workers in the Australian Healthcare System in rural areas is critical in preventing an imminent workforce crisis. Traditionally, healthcare workers have retired earlier than other groups. Using an internationally recognised model of job stress, the aim of this study was to examine the influence of Effort-Reward Imbalance (ERI) in predicting psychological strain and intention to retire in older Australian healthcare workers. Method – Utilising a cross-sectional design, data was obtained from 295 women and men aged over 55 years, working as professional healthcare workers in a rural Australian setting. ERI was measured using the 23-item scale developed by Siegrist (Siegrist, 2002); psychological strain was measured using the 12-item version of the General Health Questionnaire (GHQ) and a question on retirement intentions was developed. Results – The results confirm that those employees who experience high ERI and higher levels of overcommitment (OVC) experience psychological strain. Support for the three-way interaction was mixed: at low levels of OVC, higher levels of effort and increasing reward decreased strain, yet at high levels of OVC, increasing reward increased strain. This study could not confirm an association between intention to retire early and effort, reward, OVC or strain.

Suzanne Hodgkin

Warren Paul

Jeni Warburton

Effort-Reward Imbalance and Intention to Retire Early in Australian Healthcare Workers

努力-回报失衡与澳大利亚医疗工作者提前退休意愿

This study extends the limited body of research exploring the association between psychological resources and performance under pressure. It was anticipated that participants’ general self-efficacy and resilience would positively influence skill acquisition rate more under high pressure, than low pressure. Eighty-one undergraduate students ( M age = 22.93; SD = 7.53; 50.6% female) participated in a learning task: to fly a flight simulator. The within-subjects variable was the participant's ability to steadily control the aircraft roll across six trials. Psychological pressure was manipulated between-subjects and general self-efficacy and resilience were measured moderator variables. Findings indicated that under high pressure, higher levels of general self-efficacy and perceived resilience predicted faster initial skill acquisition compared to those with lower levels of these resources. In contrast, in the low-pressure condition, the skill acquisition rate was the same irrespective of psychological resources. This research highlights the importance of psychological resources in pressured training contexts.

Monique F. Crane

Gareth Brabazon

Daniel F. Gucciardi

Thomas Loveday

Mark Wiggins

General Self-Efficacy and Psychological Resilience Promote Skill Acquisition Rate Under Psychological Pressure

一般自我效能感和心理韧性促进心理压力下的技能习得率

Research on the effects of cultural diversity on individual team member performance has typically assumed a linear relationship, but has yielded mixed findings. In the study, we address these inconsistencies by hypothesizing an optimal (mid-range) level of diversity that maximizes performance. Given the potential for negative emotions to arise within a diverse team, we also hypothesize that team members who employ emotional self-regulation strategies will demonstrate stronger performance. We adopt an individual-level perspective, assessing diversity as the cultural dissimilarity between each individual and their teammates. Using a sample of 103 postgraduate students (23 teams with 3–6 participants in each), we found evidence of a curvilinear relationship between cultural dissimilarity and individual team member performance. Contrary to our expectations, we found that individual performance is greatest at very low and very high levels of dissimilarity. In terms of emotional regulation strategies, we found that cognitive reappraisal was associated with higher performance, but there was no evidence for the effects of expressive suppression. Together, the present findings challenge the assumption that the diversity-performance relationship is linear. Our findings also indicate individual performance in culturally diverse teams is influenced by individuals’ use of cognitive reappraisal to regulate negative emotions.

Ki Ming Hui

Timothy C. Bednall

Lu Wang

Karin Sanders

Effects of Cultural Diversity and Emotional Regulation Strategies on Team Member Performance

文化多样性和情绪调节策略对团队成员绩效的影响

This paper investigated the relationship between organisational climate and organisational citizenship behaviour (OCB) among employees of selected private companies in south-eastern Nigeria. It examined the relationship between each of the three dimensions of organisational climate (reflexivity, innovation and outward focus) and OCB. A total of 262 (Male = 184; Female = 78) respondents that were randomly selected among employees of private manufacturing companies in Abia state participated in the study. Data were collected through standardised psychological scales viz organisational climate measure (OCM) and organisational citizenship behaviour checklists (OCBC). Data were analysed using Multiple Regression. Results revealed that organisational climate significantly predicted OCB. It further showed a significant positive relationship between reflexivity and OCB, innovation and OCB and a significant inverse relationship between outward focus and OCB. The study concluded that organisational climate had a significant positive relationship with OCB among employees of private companies in Abia state. The study recommended that private organisations need to promote a positive organisational climate as much as possible to facilitate adequate display of OCB.

Abimbola A. Akanni

Kelechi I. Ndubueze

Organisational Climate and Organisational Citizenship Behaviour of Employees in Selected Private Companies in South-East, Nigeria

尼日利亚东南部选定私营企业员工的组织氛围与组织公民行为

Many hurdles, such as inadequate resources, impede the execution of strategies in organizations. These problems could partly be ascribed to the tendency of individuals to feel, in the midst of change, their identity could shift dramatically. Their activities now, therefore, may not seem meaningful to their future. In this state, people become more concerned about their immediate needs, withholding the effort needed to affect future change. Leaders who promote stable, consistent values over time might redress this concern. To assess this possibility, 208 senior managers completed a questionnaire that assesses consistency of values over time, a sense of meaning at work, hurdles that impede the execution of strategy, and firm performance. Consistent with the hypotheses, consistent values over time were positively associated with firm performance, and these relationships were mediated by meaning at work and hurdles that impede strategy. A qualitative study showed that managers utilize many approaches to foster this consistency of values. Specifically, they communicate their strategic plan regularly, redress misalignments between values and practice, encourage the participation of all departments equally, and seek the active support of senior management-all intended to show how perturbations in the organization align to an overarching, enduring vision.

Ivan Butar Butar

Charmine E. J. Hartel

Giles Hirst

Michael Craner

The Importance of Stability in the Midst of Change: The Benefits of Consistent Values to Strategic Implementation

变革中的稳定性重要性：一致价值观对战略实施的益处

Publication Information	Publisher: Cambridge University Press，Publishing cycle: ，Journal Type: journal，Open Access Journals: No
Basic data	Year of publication: 2013，Proportion of original research papers: ，Self Citation Rate:， Gold OA Rate:

Australasian Journal of Organisational Psychology

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