ORCID Profile
0000-0003-0109-1218
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Industrial And Organisational Psychology | Small Business Management | Psychology
Publisher: JMIR Publications Inc.
Date: 08-05-2021
Abstract: orkplace-based mindfulness programs have good evidence for improving employee stress and mental health outcomes, but less is known about their effects on productivity and citizenship behaviors. Most of the available evidence is derived from studies of mindfulness programs that use class-based approaches. Mindfulness apps can increase access to training, but whether self-directed app use is sufficient to realize benefits equivalent to class-based mindfulness programs is unknown. e assessed the effectiveness of a mindfulness app, both with and without supporting classes, for reducing employees’ perceived stress. Changes in mindfulness, mental health, quality of life, perceptions of job demand, control and support, productivity indicators, organizational citizenship, and mindful behaviors at work were also investigated. asmanian State Service employees were invited by the Tasmanian Training Consortium to a 3-arm randomized controlled trial investigating the effects of a mindfulness app on stress. The app used in the Smiling Mind Workplace Program formed the basis of the intervention. The app includes lessons, activities, and guided meditations, and is supported by 4 instructional emails delivered over 8 weeks. Engagement with the app for 10-20 minutes, 5 days a week, was recommended. Reported data were collected at baseline (time point 0), 3 months from baseline (time point 1 [T1]), and at 6-month follow-up (time point 2). At time point 0, participants could nominate a work-based observer to answer surveys about participants’ behaviors. Eligible participants (n=211) were randomly assigned to self-guided app use plus four 1-hour classes (app+classes: 70/211, 33.2%), self-guided app use (app-only: 71/211, 33.6%), or waitlist control (WLC 70/211, 33.2%). Linear mixed effects models were used to assess changes in the active groups compared with the WLC at T1 and for a head-to-head comparison of the app+classes and app-only groups at follow-up. pp use time was considerably lower than recommended (app+classes: 120/343 minutes app-only: 45/343 minutes). Compared with the WLC at T1, no significant change in perceived stress was observed in either active group. However, the app+classes group reported lower psychological distress (β=−1.77, SE 0.75 i P /i =.02 Cohen i d /i =–0.21) and higher mindfulness (β=.31, SE 0.12 i P /i =.01 Cohen i d /i =0.19). These effects were retained in the app+classes group at 6 months. No significant changes were observed for the app-only group or for other outcomes. There were no significant changes in observer measures at T1, but by time point 2, the app+classes participants were more noticeably mindful and altruistic at work than app-only participants. ncluding classes in the training protocol appears to have motivated engagement and led to benefits, whereas self-guided app use did not realize any significant results. Effect sizes were smaller and less consistent than meta-estimates for class-based mindfulness training. ustralian New Zealand Clinical Trials Register ACTRN12617001386325 www.anzctr.org.au/Trial/Registration/TrialReview.aspx?id=372942& isReview
Publisher: Public Library of Science (PLoS)
Date: 11-08-2016
Publisher: American Psychological Association (APA)
Date: 02-2019
DOI: 10.1037/OCP0000110
Abstract: Addressing the stigma of mental illness and its effect in the workplace is a contemporary issue in occupational health. The role of leaders is a vital but relatively unexplored dimension of this phenomenon. This study examined the effectiveness and application of an online intervention to reduce depression-related stigma in organizational leaders. A randomized controlled, "in the field" study was conducted with 196 leaders. Participants completed an online survey and were randomly assigned to either the experimental or wait-list control group. One week later, participants in the experimental group were given access to a brief online workplace mental health intervention and asked to complete a postsurvey, whereas the control group had to only complete the online postsurvey. Six months later, participants completed a follow-up online survey. Results revealed significant reductions in behavioral and affective depression-related stigma scores among leaders who completed the intervention, compared with the control group. These reductions were similar at 6 months. The factors that enabled or hindered training transfer from the intervention were examined through semistructured interviews with 16 of the participating leaders. Results showed that positive attitudes and high levels of knowledge are not sufficient to ensure leaders apply intervention learning in their work environments. Factors including the nature of the work environment, the collective readiness and capability of the organization to address these issues, the attitudes of others at work, and the broader political context affected the application of learning from the intervention. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
Publisher: SAGE Publications
Date: 27-10-2016
Abstract: Contemporary fathering is characterized by the combined responsibilities of employment and parenting. Relationships between work–family conflict, work–family enrichment, and fathering behaviors have not been widely investigated. Secondary data from fathers of 4- to 5-year-old children participating in the Longitudinal Study of Australian Children were analyzed ( N = 2,679). Results revealed that higher work–family conflict was associated with irritable (β = .06, p .001), less warm (β = −0.04, p .01), inconsistent parenting (β = −.07, p .001), when sociodemographic and child characteristics were controlled for. Protective associations were found between work–family enrichment and optimal parenting behaviors (β = .10 warmth β = −.05 irritability, p .01). These results were largely unchanged when mental health was included in analyses. Sole-earner fathers and those employed for long hours were most likely to report high work–family conflict. Findings provide impetus for workplace and public policy to extend optimal, family-friendly employment conditions to all parents, including fathers.
Publisher: Ovid Technologies (Wolters Kluwer Health)
Date: 08-2014
Publisher: Wiley
Date: 12-10-2015
DOI: 10.1002/JOB.2057
Publisher: SAGE Publications
Date: 10-04-2019
Abstract: Increasingly poor and unethical decision-making on the part of leaders across the globe, such as the recent Australian Cricket Ball T ering Scandal, pose a significant challenge for society and for organisations. Authentic leadership development is one strategy that has been positioned as an antidote to unethical leadership behaviours. However, despite growing interest in authentic leadership, the construct still embodies several criticisms including conceptual clarity leader-centricity bias towards the person, not the leader philosophical ambiguity and demographic challenges. Each of these criticisms will be explored in depth to inform a reconceptualisation of the authentic leader construct, comprising indicators of awareness, sincerity, balanced processing, positive moral perspective and informal influence. Importantly, this revised conceptualisation considers how researchers can conceptually distinguish between authentic leaders, followers and in iduals. To conclude, we propose a research agenda for authentic leaders, encouraging the pursuit of further construct clarity, including the development of rigorous authentic leader behaviour measures, expanding the psychometric profile of the authentic leader construct, increasing the focus on authentic followers and enhancing leader development programmes. JEL Classification: M12
Publisher: Academy of Management
Date: 03-2015
Publisher: Wiley
Date: 14-07-2014
DOI: 10.1002/SMI.2593
Abstract: Although there have been several calls for incorporating multiple levels of analysis in employee health and well-being research, studies examining the interplay between in idual, workgroup, organizational and broader societal factors in relation to employee mental health outcomes remain an exception rather than the norm. At the same time, organizational intervention research and practice also tends to be limited by a single-level focus, omitting potentially important influences at multiple levels of analysis. The aims of this conceptual paper are to help progress our understanding of work-related determinants of employee mental health by the following: (1) providing a rationale for routine multilevel assessment of the psychosocial work environment (2) discussing how a multilevel perspective can improve related organizational interventions and (3) highlighting key theoretical and methodological considerations relevant to these aims. We present five recommendations for future research, relating to using appropriate multilevel research designs, justifying group-level constructs, developing group-level measures, expanding investigations to the organizational level and developing multilevel approaches to intervention design, implementation and evaluation. Copyright © 2014 John Wiley & Sons, Ltd.
Publisher: Cambridge University Press (CUP)
Date: 06-2014
DOI: 10.1111/IOPS.12147
Publisher: Springer Science and Business Media LLC
Date: 12-2015
Publisher: Wiley
Date: 27-03-2015
DOI: 10.1111/CCH.12137
Publisher: Springer Science and Business Media LLC
Date: 19-04-2019
Publisher: Wiley
Date: 10-2017
DOI: 10.1002/JLS.21525
Publisher: Informa UK Limited
Date: 09-2005
Publisher: Wiley
Date: 12-02-2013
DOI: 10.1111/JOOP.12007
Publisher: Springer International Publishing
Date: 14-12-2017
Publisher: Emerald
Date: 03-12-2018
DOI: 10.1108/IJWHM-09-2017-0069
Abstract: Mental health conditions such as depression are prevalent in working adults, costly to employers, and have implications for legal liability and corporate social responsibility. Managers play an important role in determining how employees’ and organizations’ interests are reconciled in situations involving employee mental ill-health issues. The purpose of this paper is to explore these situations from the perspective of managers in order to develop theory and inform practice in workplace mental health promotion. Semi-structured interviews were conducted with 24 Australian managers who had supervised an employee with a mental health issue. Interview transcripts were content analyzed to explore themes in managers’ experiences. Managing an employee with a mental health issue involves becoming aware of the issue, taking action to understand the situation and develop an action response, implementing the response and managing the ongoing situation. Each of these tasks had a range of positive and negative aspects to them, e.g., managing the situation can be experienced as both a source of stress for the manager but also as an opportunity to develop greater management skills. Understanding line managers’ experiences is critical to successful implementation of HR policies regarding employee health and well-being. HR strategies for dealing with employee mental health issues need to consider implementation support for managers, including promotion of guiding policies, training, emotional support and creating a psychosocial safety climate in their work units or teams. The insights gained from this study contribute to the body of knowledge regarding psychosocial safety climate, an emergent theoretical framework concerned with values, attitudes and philosophy regarding worker psychological health. The findings also have important implications for strategic human resource management approaches to managing mental health in the workplace.
Publisher: Wiley
Date: 12-03-2014
Publisher: Cambridge University Press (CUP)
Date: 11-05-2018
DOI: 10.1017/JMO.2018.27
Abstract: Psychological capital (PsyCap) is a higher-order construct reflecting the psychological resources of hope, efficacy, resilience and optimism. This study adopted a multilevel approach to investigate relationships between team-level PsyCap and team- and in idual-level outcomes. We also compared two compositional models of aggregation to represent team-level PsyCap. Findings revealed significant associations between team-level PsyCap and team- (performance and satisfaction) and in idual-level (job satisfaction, turnover intent) outcomes, particularly when a referent-shift model of aggregation was employed. We also investigated PsyCap strength to explore the degree to which team member consensus regarding PsyCap perceptions may moderate these relationships. We found that team PsyCap strength had a significant influence in the prediction of most outcomes. Our findings emphasize the importance of fostering team-level positivity, as the benefits of team-level PsyCap can operate at both the in idual and team level. Theoretical and practical implications of the findings are discussed, along with avenues for future research.
Publisher: American Psychological Association (APA)
Date: 02-2019
DOI: 10.1037/OCP0000146
Abstract: This meta-analytic review responds to promises in the research literature and public domain about the benefits of workplace mindfulness training. It synthesizes randomized controlled trial evidence from workplace-delivered training for changes in mindfulness, stress, mental health, well-being, and work performance outcomes. Going beyond extant reviews, this article explores the influence of variability in workforce and intervention characteristics for reducing perceived stress. Meta-effect estimates (Hedge's g) were computed using data from 23 studies. Results indicate beneficial effects following training for mindfulness (g = 0.45, p < .001) and stress (g = 0.56, p < .001), anxiety (g = 0.62, p < .001) and psychological distress (g = 0.69, p < .001), and for well-being (g = 0.46, p = .002) and sleep (g = 0.26, p = .003). No conclusions could be drawn from pooled data for burnout due to ambivalence in results, for depression due to publication bias, or for work performance due to insufficient data. The potential for integrating the construct of mindfulness within job demands-resources, coping, and prevention theories of work stress is considered in relation to the results. Limitations to study designs and reporting are addressed, and recommendations to advance research in this field are made. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
Publisher: Informa UK Limited
Date: 19-01-2018
Publisher: Springer Science and Business Media LLC
Date: 15-07-2009
Publisher: American Psychological Association
Date: 2019
DOI: 10.1037/0000149-013
Publisher: Springer Science and Business Media LLC
Date: 09-05-2014
Publisher: SAGE Publications
Date: 10-02-2015
Abstract: Psychological capital (PsyCap) has been conceptualized as an in idual-level construct concerned with an employee’s state of positive psychological development. However, research has now started to examine PsyCap as a collective phenomenon. Although positive associations between team-level PsyCap and team-level functioning have been demonstrated empirically, there has been limited synopsis regarding the theoretical and measurement foundations of PsyCap at higher levels of analysis. This conceptual article extends collective PsyCap scholarship by applying a multilevel-multireferent framework to explore alternate conceptualizations of collective PsyCap. The framework furthers understanding of PsyCap at higher levels by exploring unique antecedents and emergent processes relating to five proposed forms of collective PsyCap. A series of testable propositions pertaining to the antecedent network of collective PsyCap are offered to guide empirical multilevel PsyCap research.
Publisher: Springer Science and Business Media LLC
Date: 27-02-2016
Publisher: SAGE Publications
Date: 05-02-2018
Abstract: To assess depression literacy, help-seeking and help-offering to others in members of the police force in the state of Victoria, Australia. All staff in police stations involved in a cluster randomised controlled trial of an integrated workplace mental health intervention were invited to participate. Survey questions covered sociodemographic and employment information, recognition of depression in a vignette, stigma, treatment beliefs, willingness to assist co-workers with mental health problems, help-giving and help-seeking behaviours, and intentions to seek help. Using the baseline dataset associated with the trial, the paper presents a descriptive analysis of mental health literacy and helping behaviours, comparing police station leaders and lower ranks. Respondents were 806 staff, comprising 618 lower-ranked staff and 188 leaders. Almost 84% of respondents were able to correctly label the problem described in the vignette. Among those who had helped someone with a mental health problem, both lower ranks and leaders most commonly reported ‘talking to the person’ although leaders were more likely to facilitate professional help. Leaders’ willingness to assist the person and confidence in doing so was very high, and over 80% of leaders appropriately rated police psychologists, general practitioners, psychologists, talking to a peer and contacting welfare as helpful. However, among both leaders and lower ranks with mental health problems, the proportion of those unlikely to seek professional help was greater than those who were likely to seek it. Knowledge about evidence-based interventions for depression was lower in this police s le than surveys in the general population, pointing to the need for education and training to improve mental health literacy. Such education should also aim to overcome barriers to professional help-seeking. Interventions that aim to improve mental health literacy and help-seeking behaviour appear to be suitable targets for better protecting police member mental health.
Publisher: Wiley
Date: 09-11-2016
DOI: 10.1111/JOMF.12262
Publisher: Elsevier BV
Date: 09-2019
Publisher: Informa UK Limited
Date: 02-11-2018
Publisher: JMIR Publications Inc.
Date: 10-02-2022
DOI: 10.2196/30272
Abstract: Workplace-based mindfulness programs have good evidence for improving employee stress and mental health outcomes, but less is known about their effects on productivity and citizenship behaviors. Most of the available evidence is derived from studies of mindfulness programs that use class-based approaches. Mindfulness apps can increase access to training, but whether self-directed app use is sufficient to realize benefits equivalent to class-based mindfulness programs is unknown. We assessed the effectiveness of a mindfulness app, both with and without supporting classes, for reducing employees’ perceived stress. Changes in mindfulness, mental health, quality of life, perceptions of job demand, control and support, productivity indicators, organizational citizenship, and mindful behaviors at work were also investigated. Tasmanian State Service employees were invited by the Tasmanian Training Consortium to a 3-arm randomized controlled trial investigating the effects of a mindfulness app on stress. The app used in the Smiling Mind Workplace Program formed the basis of the intervention. The app includes lessons, activities, and guided meditations, and is supported by 4 instructional emails delivered over 8 weeks. Engagement with the app for 10-20 minutes, 5 days a week, was recommended. Reported data were collected at baseline (time point 0), 3 months from baseline (time point 1 [T1]), and at 6-month follow-up (time point 2). At time point 0, participants could nominate a work-based observer to answer surveys about participants’ behaviors. Eligible participants (n=211) were randomly assigned to self-guided app use plus four 1-hour classes (app+classes: 70/211, 33.2%), self-guided app use (app-only: 71/211, 33.6%), or waitlist control (WLC 70/211, 33.2%). Linear mixed effects models were used to assess changes in the active groups compared with the WLC at T1 and for a head-to-head comparison of the app+classes and app-only groups at follow-up. App use time was considerably lower than recommended (app+classes: 120/343 minutes app-only: 45/343 minutes). Compared with the WLC at T1, no significant change in perceived stress was observed in either active group. However, the app+classes group reported lower psychological distress (β=−1.77, SE 0.75 P=.02 Cohen d=–0.21) and higher mindfulness (β=.31, SE 0.12 P=.01 Cohen d=0.19). These effects were retained in the app+classes group at 6 months. No significant changes were observed for the app-only group or for other outcomes. There were no significant changes in observer measures at T1, but by time point 2, the app+classes participants were more noticeably mindful and altruistic at work than app-only participants. Including classes in the training protocol appears to have motivated engagement and led to benefits, whereas self-guided app use did not realize any significant results. Effect sizes were smaller and less consistent than meta-estimates for class-based mindfulness training. Australian New Zealand Clinical Trials Register ACTRN12617001386325 www.anzctr.org.au/Trial/Registration/TrialReview.aspx?id=372942& isReview
Publisher: Academy of Management
Date: 11-2018
Publisher: Elsevier BV
Date: 12-2015
DOI: 10.1016/J.SOCSCIMED.2015.09.028
Abstract: One in ten fathers experience mental health difficulties in the first year postpartum. Unsupportive job conditions that exacerbate work-family conflict are a potential risk to fathers' mental health given that most new fathers (95%) combine parenting with paid work. However, few studies have examined work-family conflict and mental health for postpartum fathers specifically. The aim of the present study was to identify the particular work characteristics (e.g., work hours per week, job quality) associated with work-family conflict and enrichment, and fathers' mental health in the postpartum period. Survey data from 3243 fathers of infants (aged 6-12 months) participating in the Longitudinal Study of Australian Children were analysed via path analysis, considering key confounders (age, education, income, maternal employment, maternal mental health and relationship quality). Long and inflexible work hours, night shift, job insecurity, a lack of autonomy and more children in the household were associated with increased work-family conflict, and this was in turn associated with increased distress. Job security, autonomy, and being in a more prestigious occupation were positively associated with work-family enrichment and better mental health. These findings from a nationally representative s le of Australian fathers contribute novel evidence that employment characteristics, via work-family conflict and work-family enrichment, are key determinants of fathers' postnatal mental health, independent from established risk factors. Findings will inform the provision of specific 'family-friendly' conditions protective for fathers during this critical stage in the family life-cycle, with implications for their wellbeing and that of their families.
Publisher: Emerald
Date: 02-2006
DOI: 10.1108/02683940610650758
Abstract: The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change programme would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role). Two questionnaire studies were conducted and data were analysed using Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 public sector employees as a function of status (organizational hierarchal level). Study two examined differences among 732 hospital employees as a function of role (occupational group) and status (managerial responsibility). The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non‐clinical staff reported more negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non‐managers, but felt more in control of the situation. A limitation of the paper is the cross sectional and self‐report nature of measurement. Future research could utilize a longitudinal design and collect alternative sources of data to indicate the constructs of interest, e.g. supervisor ratings of employee adjustment during change. Together, the results of both studies highlighted the importance of implementing change management interventions that are targeted at the sub‐group level. The findings of the paper add empirical evidence to the emerging literature on group differences in adjustment during organizational change. The paper will be of interest to academics and practicing managers, particularly those concerned with the effective management of change programmes.
Publisher: Oxford University Press (OUP)
Date: 09-2018
Abstract: An integrated approach to workplace mental health encompasses three main areas of activity: (i) protecting mental health by reducing work-related and other risk factors for mental health problems, (ii) promoting mental health by developing the positive aspects of work as well as worker strengths and positive capacities, and (iii) responding to mental health problems as they manifest at work regardless of cause (work-related or otherwise). This represents an effort to distil what is a complex issue warranting a correspondingly complex set of responses into information for action that is accessible and engaging to workplace stakeholders, and that enables workplaces to begin from varying starting points to build over time towards mature multicomponent workplace mental health programs. This article, based on a plenary presentation at the Understanding Small Enterprises 2017 international conference (25-27 October 2017, Denver), is presented in two parts. Part I is a concise summary of our integrated approach to workplace mental health. Part II presents a hypothetical conversation with a small business owner/operator who has yet to implement workplace mental health programs, but is considering doing so. In this Conversation, representing an effort in knowledge translation, we attempt to convince the small business owner/operator to begin taking action.
Publisher: Cambridge University Press (CUP)
Date: 03-2015
DOI: 10.1111/MORE.12034
Abstract: The business ethics literature has paid little attention to the similarities, differences, and interactions between ‘justice climate’ and ‘ethical work climate’, two key perspectives on the moral dimension of organizations that are related to cultural ersity. In this conceptual paper we argue that integrative studies of justice and ethical work climates could contribute significantly to our understanding of the moral dimensions of organizations. We propose a model showing that an organization's moral climate can perform both normative and evaluative functions. With the globalization of business and increasing ersification of the labour force, cross-cultural differences regarding organizational perceptions and behaviours are increasingly salient. Hence, we also explore the influence of cultural ersity in our integrated model with the Chinese business context as a specific ex le. We conclude by discussing directions for further research on the relationship between cultural ersity and moral climate in organizations.
Publisher: Elsevier BV
Date: 09-2014
Publisher: Springer Science and Business Media LLC
Date: 06-02-2014
Publisher: Springer Science and Business Media LLC
Date: 17-11-2021
Publisher: Wiley
Date: 02-09-2022
DOI: 10.1002/SMI.3192
Abstract: This study aimed to investigate the effects of supportive leadership and psychosocial safety climate on personal hope and resilience among nurses during the pandemic. Conservation of resource theory was employed to explain the effects of psychosocial safety climate and supportive leadership on nurses' hope and resilience. A cross‐sectional design was employed to collect data. Six‐hundred and twenty‐three nurses across 68 hospitals who were in direct contact with COVID‐19 patients during the fifth wave of the pandemic in Iran were recruited. Hierarchical Linear Modelling (HLM) and Structural Equation Modelling using Amos were used to analyze the data. Results revealed that both psychosocial safety climate and supportive leadership improved personal resilience through personal hope. Findings showed that the positive relationship between supportive leadership and personal hope was stronger when the hospital‐level psychosocial safety climate was high. To improve personal hope and resilience among nurses during critical times, hospital management must ensure consistent supportive leadership and establish policies, practices and procedures that support nurses' psychosocial health and safety at the hospital level.
No related organisations have been discovered for Angela Martin.
Start Date: 06-2009
End Date: 12-2013
Amount: $245,000.00
Funder: Australian Research Council
View Funded Activity