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.

Seventy-eight employees (32 males, 46 females) took part in a study to test the hypothesis that the core self-evaluation components of self-esteem and self-efficacy moderate the relationship between workplace stressors (role conflict and role-ambiguity) and strain (depression, anxiety, and tension-stress). Results supported our hypotheses in that self-efficacy moderated the relationship between role ambiguity and depression and between performance role ambiguity and stress, while self-esteem moderated the relationship between role ambiguity and anxiety, between performance role ambiguity and anxiety, and between performance role ambiguity and stress. These findings reinforce the importance of considering role stress variables in relation to the context of an interactive person/environment fit model and provide further insight into the nature of the stress process itself. Furthermore, these results indicate that the function of self-esteem and self-efficacy in the stress process is not identical. Implications for the conceptualisation of the transactional model of stress are discussed.

This study explored the multidimensionality of voice climate, extending the theoretical model to incorporate three components: encouragement, safety, and efficacy. The utility of this multidimensional conceptualisation as a determinant of affective organisational commitment, work engagement, neglect, and exit was then examined. Online questionnaires were completed by 119 employees from several organisations (Mage = 36, SD = 14). Factor analysis confirmed the multidimensional nature of voice climate and path analysis suggested that organisations may benefit by focusing on each of the voice climate dimensions. Voice encouragement was positively associated with work engagement and affective organisational commitment, while voice climate efficacy was positively related to work engagement. Future research should consider the specific antecedents of each component of voice climate as well as their differential impact on important organisational outcomes, while factoring in appropriate time lag effects.

In this study, we investigated the prevalence, severity, and organisational factors of risk for psychological injury in a national sample of Australian school teachers, using the Psychological Injury Risk Indicator. We predicted that teachers would report higher levels of risk for psychological injury if working in schools located in rural areas, with a low socioeconomic index, and low psychosocial safety climate. Teachers from across Australia (N = 960) completed an online survey that measured risk for psychological injury and relevant organisational factors. We found a high number of teachers (26%) whose responses showed high risk, indicating the need for professional intervention in order to avoid potentially debilitating psychological injury. Analyses also showed main effects for two organisational factors, indicating that teachers most at risk for psychological injury tended to be employed by schools with low psychosocial safety climate and in areas with a low socioeconomic index. These results highlight the severe levels of work-related psychological injury risk in the Australian teacher population, and the important role for school administration and education departments in maintaining a working environment that supports staff psychologically.

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.