While previous research has contributed to our understanding of the effect of person-organisation fit on a range of job outcomes (e.g., Chatman, 1989; Kristof-Brown & Jansen, 2007; Schneider, 1987), the relationship between person–organisation fit, perceived organisational support and job outcomes, such as job satisfaction and organisation commitment has not been fully explored. Further research examining the relationship between these variables is needed, particularly in organisational settings that experience high turnover such as hospitals. This study examined the relationship between person–organisation fit, perceived organisational support, job satisfaction and organisational commitment among employees in an Australian hospital setting. Person–organisation fit was assessed in terms of the fit, or congruence, between perceived organisational values and ideal organisational values. The study also examined the extent to which perceived organisational support moderated the relationship between person–organisation fit and job satisfaction and organisational commitment. Results showed that person–organisation fit and perceived organisational support were significant predictors of job satisfaction and organisational commitment. However, perceived organisational support was not a moderator in the relationship between person–organisation fit and job satisfaction and organisational commitment. Results also showed that perceived organisational support may be a stronger predictor of job satisfaction and organisational commitment than person–organisation fit, highlighting the importance of providing nursing and support staff with adequate support to carry out their work in hospital settings. The implications of the study are discussed and future research opportunities are highlighted.

This study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the relationship between organisational climate and behavioural support for organisational change. Data were collected from a Queensland government department (N = 342). Analysis of correlations revealed that organisational climate, commitment to change, and behavioural support for change variables were all significantly related. Structural equation modelling demonstrated that affective, normative, and continuance commitment to change were all predictors of behavioural support for organisational change. Positive work climate also contributed directly to the prediction of behavioural support for change over and above the indirect influence through commitment to organisational change, indicating a partial mediation effect. These findings support Herscovitch and Meyer's (2002) three-component model of commitment to organisational change and extend their nomological network by showing the relevance of two types of organisational climate to the core components of the model. Affective commitment to organisational change is a positive influence on employees' behavioural support for change and also reflects healthy aspects of the organisational climate. However, continuance commitment to organisational change is detrimental influence on employees' behavioural support for change and is linked with unhealthy dimensions of the organisational climate.

This study investigates the negative relationship between fluid and crystallised intelligence and Conscientiousness subfactors within the New Zealand workplace. Fluid and crystallised intelligence were assessed via the General Reasoning Test Battery 2 (GRT2; N = 1629). Two personality inventories were employed: The Fifteen-Factor Questionnaire (15FQ; N = 546), and the Occupational Personality Profile (OPP; N = 1083). 15FQ subfactors of Conscientious and Disciplined negatively correlated with fluid and crystallised intelligence. OPP subfactors of Detail-Conscious and Conformity also negatively correlated with fluid and crystallised intelligence. Subfactors for both personality measures correlated more strongly with crystallised than fluid intelligence. This finding is contrary to an earlier finding that Conscientiousness negatively correlates with fluid, but not crystallised intelligence (Moutafi, Furnham, & Paltiel, 2004). An explanation for this difference is discussed and the Intelligence Compensation Theory is introduced as an explanation for the observed relationships.

The value of feedback about errors when learning a novel computer-based task was explored in two studies. The first study examined the optimal level of information to be provided in feedback about errors. The second study examined whether framing errors positively as opportunities to learn (which encourages error tolerance) or negatively as hindrances to learning (which encourages error avoidance) facilitated learning and performance. Both studies used a computer-based simulation of a management decision-making task. In the first study there were three feedback conditions: outcome feedback alone, outcome feedback plus error signal feedback, and outcome feedback plus corrective feedback. Corrective feedback produced better performance than error signal and outcome feedback but learning did not differ across the three conditions. Corrective feedback also facilitated the use of systematic exploration which was positively associated with performance and learning. Learners' self-efficacy moderated the effects of error feedback: learners with high self-efficacy showed high levels of performance in all conditions but for those with low self-efficacy, detailed corrective feedback was essential for learning. The second study explored the effects of positive vs. negative error framing and corrective vs. signal error feedback in a 2 × 2 design. Positive error framing produced more unsystematic exploration and worse performance than negative error framing. Positive error framing helped those with low self-efficacy but for those with higher self-efficacy it was of more value to frame errors negatively. The implications of the interactions between error framing, error feedback and learner characteristics are discussed along with implications for the study of error management, a positive error framing technique.

The Occupational social support model has been described as producing weak and inconsistent results. There have been assertions that it has lost its popularity as an explanatory construct. However, lack of social support within workplaces has been implicated in the majority of work stress claims and is becoming a focal point of safety prosecutions against Australian employers for failure to provide a psychologically safe workplace. This article presents a review of contemporary (since 1999) cross-sectional and longitudinal studies that measure supervisory or co-worker support as a variable of interest in the published literature. The review examines the theoretical models, as well as general findings associated from over 61 studies. While there is substantial variation in the magnitude of effects, the majority of studies consistently produce positive evidence of the role of social support in offsetting the effects of strain. The review notes several well-constructed longitudinal studies, the increasing popularity of structural equation modelling, and the continued dominance of the Job Demands Control Support Model. The discussion includes consideration of studies where no mitigating effect was found for social support, and concludes that the magnitude of social support effect is determined by the history and context of social support being offered.