Previous studies have identified numerous factors that affect incident-reporting behavior. However, few studies have applied an individual psychology perspective to identify and examine the factors affecting the intention of nursing staff to report incidents. We integrate the theory of planned behavior, organizational behavior, psychological behavior, and social exchange theory to identify which factors affect the intentions of nursing staff to report incidents. Samples were collected from nursing staff at 40 regional or larger hospitals for model verification. The results of this study show that psychological safety, attitude toward reporting incidents, subjective norms, and perceived behavioral control correlate positively with the intention to report incidents. The perceived cost and perceived benefit of incident reporting directly affects the attitude toward incident-reporting behavior, and self-efficacy influences perceived behavioral control. Furthermore, subjective norms and the perceived benefits of incident reporting mediate the effect of psychological safety on attitude toward incident-reporting behavior.

The purpose of this study is to employ Koeske and Koeske’s stressor-strain-outcome model of stress to examine the extent to which strain, a central component of occupational stress, mediates the relationship between safety climate and safety-related outcomes. The relationship between safety climate, strain and safety outcomes has been relatively under tested where strain is a mediating variable. This study makes a contribution to the literature by examining the dynamics of these relationships. Questionnaires were sent to 1,800 employees of an electricity provider, with a 41.4% response rate. The hypothesized model was tested using structural equation modeling. Analysis of the hypothesized model indicated that, while safety climate had a significant direct relationship with safety-related behaviors, the model was also partially mediated by the experience of strain. Understanding the relationship between safety climate, strain and safety outcomes is important. Support for the model verifies that safety climate is mediated by strain in terms of safety outcomes. Practical implications include the need to manage safety climate through management attitudes to safety, maintaining high safety standards and communication to reduce ambiguity on safety norms.

Given the growing demand for aged residential care facilities in Western industrialised economies, the adequate staffing of these facilities is a growing concern. Increasingly migrant care workers are being employed to fill the local labour shortfall. In this paper we present findings of a qualitative study exploring how managers of aged residential care facilities work to ensure consistent delivery of quality care through their migrant care workers. The issues raised by the 16 managers cluster around three themes: communication and language barriers; racism by residents, families and managers; and underemployment of tertiary qualified migrant care workers. In addition to issues of quality care delivery, concerns around migrant employee well-being are seen to be difficult to avoid.

Professional Chinese immigrants (PCIs) are expected to substantially contribute to the relief of skills shortage and the bolstering of Australia’s economic and social development. However, they have encountered many adjustment difficulties arising from cultural and social differences after entering into the Australian workplace. There is a dearth of research to shed light on the adaptation of PCIs in Australia. To bridge this gap, this paper investigates PCIs’ acculturation preference and explores the predictors of each acculturation attitude. Our survey of a sample of 220 PCIs revealed that PCIs have a predominant preference to maintain their home culture, whereas logistic regressions revealed that length of residence in the host country, English proficiency, perceived social support at work and interdependent self-construal could predict the acculturation choices among PCIs. This study provides valuable information for managers and organizations in developing effective acculturation programs to assist immigrant employees with adaptation to a new workplace.

Although the current literature offers some preliminary information about seeking feedback from various sources, a variable-centered approach has been adopted in which seeking feedback from supervisors and from subordinates was treated separately. We endeavored to extend this work through model-based cluster analysis, a person-centered approach, to identify distinct feedback source profiles in our sample of 209 front-line manager–supervisor dyads. Additionally, we aimed to explore whether such profiles differed between two feedback motives, perceived instrumental value and perceived image cost, as well as managers’ emotion regulation strategies. Results revealed six feedback source profiles and such profiles are associated not only with their perceived image cost and instrumental value but also with their emotion regulation strategies.

Although emotional labor in the workplace has been of increasing interest to researchers, the complete process of emotional labor has seldom been systematically analyzed. This paper explores the links between emotional job demand and its psychological effects on employees, with a particular focus on the mediation of emotional labor strategies and the moderation of social support. The results of a survey of 679 Chinese employees in the service sector reveal that emotional job demand significantly increases emotional exhaustion and reduces job satisfaction. Two emotional labor strategies, surface acting and deep acting, partially mediate these associations. Social support significantly moderates the relationships between deep acting and emotional job demand and its psychological effects, but does not do so for surface acting. Suggestions are offered accordingly for organizations wishing to reduce the negative influence of emotional labor on employees and improve the efficiency of service enterprises.

Research on prosocial behavior has tended to focus on the positive consequences of prosocial behavior. This paper draws on attribution, emotion and justice motive literature to expand the discussion of prosocial behavior in organizations. Specifically, an expanded definition of prosocial behavior is offered and a process-oriented process model of prosocial behavior is introduced. The process model of prosocial behavior is used to discuss the idea that prosocial behavior might have negative consequences. This paper contributes to the literature on prosocial behavior in organizations by (1) accounting for the effects of emotion and the need for justice on decisions to engage in prosocial actions and (2) identifying negative consequences of specific prosocial actions.

Few studies have presented structural turnover models including both job satisfaction and organizational commitment measures. Recent research suggests that perceived supervisor leadership may contribute to employee well-being, job satisfaction and organizational commitment. This study proposes a structural turnover intention model including supervisory behavior (person-oriented and task-oriented dimensions), job satisfaction and organizational commitment. Furthermore, the study proposes to test whether this model fits in both small- and medium-sized enterprises and in large enterprises. The sample included 763 employees from different types of organizations who have completed a measure of their perception of their supervisor’s behavior and self-administrated measures of job satisfaction, organizational commitment and turnover intention. Results show that person-oriented leadership behavior affects turnover intentions through job satisfaction and organizational commitment more than task-oriented leadership behavior. Only organizational commitment had a direct effect in explaining turnover intention. Finally, results indicate that the model is applicable both in small- and medium-sized enterprises and large enterprises.

Like so many New Zealand stories, it began with a small, but innovative idea. One weekend at the beach, Tommy said to his friend James, ‘Why isn’t there a decent fruit juice ice block for sale?’. A market opportunity was obvious and the boys decided why not? The ‘Nice Blocks’ name and the ‘Tommy and James’ concept was developed. The company was registered in August 2010 and was New Zealand’s first Fairtrade-certified ice block company. Chris Morrison, a New Zealand pioneer of organic and Fairtrade opportunities (e.g., Phoenix Organics, All Good Bananas and Kokako Organic Coffee), joined them as a third partner in 2011, and since then two other partners have also joined the team. Nice Blocks led to Nice Cream, a coconut-based ice cream. Something nice had begun.

Even without a formal business plan, Tommy and James knew that if the company was to grow they needed to think big. After working in rented cafe space, in November 2011 they took the plunge and entered a 3-year sublease on an export-quality production facility, which included a fully equipped kitchen and office spaces, along with separate space for the ice block making and refrigerated storage. In this new space, the partners installed a 40-foot-long ice block machine that led the company to quadruple its output overnight. According to James, they had the second-largest capacity to make ice blocks in New Zealand, after market leader Tip Top. The pair employs five additional staff in the summer, making a total of 10 staff.

In April 2014, Tommy and James were deciding whether to focus on growing their New Zealand market share or to enter the Australian market. According to Tommy, ‘If we are to keep achieving our sales, which we have done all summer, where our growth is about 15% a month we will meet all the models that we put in place to have enough capacity to export to Australia. But we don’t want to move too fast’.