Virtually every employee will experience bereavement and grief at some point in their careers, but organizations are often ill-prepared to support grieving employees. Little empirical work has been conducted on the experience of grief in the workplace, and this study answers calls for research on the subject. We interviewed bereaved employees (N = 14) who continued to work full-time. Data was analyzed using thematic analysis conducted by three independent coders. The results suggested four key themes that characterized effective bereavement support in the workplace and that together comprise the C.A.R.E. model of bereavement support-vis: (1) communication, (2) accommodation, (3) recognition of the loss, and (4) emotional support. The results provide insight into critical ways that employers, leaders, and coworkers can support grieving employees. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

We examine the moderating effect of safety-specific transformational leadership on the relationship between perceived employer safety obligations and employee safety performance behavior and attitudes. Drawing on social exchange theory, and using data from a cross-sectional (N =115) and a longitudinal (N = 140) sample of trade employees, we show that perceived employer safety obligations are positively associated with employee safety compliance, safety participation and attitudes. Safety-specific transformational leadership was positively and significantly associated with employee safety compliance, safety participation and safety attitudes. Leadership also acted as a moderator such that the relationships between perceived employer safety obligations and the safety outcomes (safety compliance, safety participation, safety attitudes) are stronger when safety-specific transformational leadership is high, as opposed to when low. We provide theoretical and practical implications stemming from this study and suggest directions for future research aimed at improving safety performance behavior and attitudes within organizations. (C) 2016 Elsevier Ltd. All rights reserved.

Research on the effects of passive rather than transformational styles of leadership is limited, especially regarding safety-related outcomes in the workplace. Both styles of leadership can be exhibited at different times in the same individual; here we refer to this as inconsistent leadership. In this study, we examine the effect of inconsistent safety-specific leadership style on the safety participation and safety compliance of employees. Operationalized as the interaction of safety-specific transformational leadership and passive leadership, inconsistent safety leadership emerged as a significant predictor of both outcomes in two samples in Canada: a sample of 241 young workers and again in a sample of 491 older workers, who were long-term health care employees. We found that a transformational safety-specific leadership style was associated with greater safety compliance and safety participation in employees. Furthermore, in all cases, the predictive effect of transformational style of leadership on safety participation and safety compliance was attenuated when leaders also displayed passive leadership with respect to safety outcomes. Theoretical and practical implications for safety management are discussed.

PurposeTo review current knowledge regarding the workplace psychosocial environment including the nature and outcomes of organizational stressors and the effectiveness of workplace stress interventions.Design/methodology/approachProvides a narrative review of the extant literature and extrapolate findings from the emergent literature on positive psychology.FindingsA great deal is known about the environmental characteristics that cause or contribute to workplace stress. The literature on interventions is more sparse.Research limitations/implicationsResearch on the psychosocial environment must move beyond a reliance on cross‐sectional, self‐report data, focus on demonstrating the effectiveness and utility of organizational interventions and expand the domain of psychosocial research to include a more positive focus.Originality/valueProvides three central propositions for advancing research on the psychosocial environment in organizations.

We develop and test a model of participation in protest activities. Data were collected from 182 students in the week preceding and the week following a provincial day of protest against escalating tuition rates. Militancy predicted intent to participate, as did the perceived instrumentality of participation. Intent predicted actual participation and mediated the effects of instrumentality and militancy on participation. As hypothesized, participation in the protest predicted postprotest loyalty and militancy. Implications for further research on social protest and labor union strikes are discussed.